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Customer Satisfaction of Berger Paint PDF
Customer Satisfaction of Berger Paint PDF
by
Fahad Hossain
ID: 0921338
by
Fahad Hossain
ID: 0921338
______________________________
Letter of Transmittal
9th May, 2013
Mr. Abu Bakar Emran Salahuddin
Academic Supervisor
Lecturer
School of Business
Independent University, Bangladesh.
Subject: Submission of internship report on- Antecedents of Customer Satisfaction and Loyalty in
Berger Paints Bangladesh Limited.
Dear Sir,
With due respect, as a student of Independent University, Bangladesh, I have prepared my
internship report on Antecedents of Customer Satisfaction and Loyalty in Berger Paints
Bangladesh Limited. I have tried my level best to follow your guidelines in every aspect of
planning of this report. I have also collected what I believe to be the most important information
to make this report specific and accurate as possible. I hope you will appreciate my effort. I have
done the study in a complete form and I have done my level best to conduct this in a professional
manner. It is true that, it could have been done in a better way if there were no limitation. I hope
you will assess my report considering the limitations of the study.
Yours sincerely,
------------------------Fahad Hossain
Id: 0921338
ACKNOWLEDGMENT
The successful completion of this report might never be possible in time without the help of some
person whose inspiration and suggestion made it happen. First of all I want to thank my faculty
advisor Mr. Abu Bakar Emran Salahuddin, for helping me completing my internship report
on Antecedents of Customer Satisfaction and Loyalty in Berger Paints Bangladesh Limited.
I would also like to thank Mr. Shahariar Ferdous, Category Manager and my supervisor
of Berger Paints Bangladesh Limited and my colleagues specially Md. Tausiff Hossain who
helped me by providing informative instruction. I was closely attached with them during my
internship tenure. Without them this project would have been very difficult to complete.
Finally, my special thanks go to the whole marketing department of Berger Paints Bangladesh
Limited for their continuous support, inspiration and giving me the opportunity to deal with
different work situations during the period of my internship.
Table of Contents
SERIAL
PARTICULARS
PAGE
NO.
NO
01
1.0 Introduction
02
03
04
05
5.0 Limitations
06
07
6.1Product cost
08
6.2Product quality
09
6.3Delivery performance
10
6.4Supplier
11
6.5Time-to-market
12
6.6Service support
13
10
14
6.8Customer satisfaction
10
15
7.0 Framework
12
16
13
17
14
18
19
20
9.3 Instruments
15
21
16
14
procedure)
14
22
16
23
16
24
16
25
17
26
18
satisfaction
27
18
satisfaction
28
19
Customer satisfaction
29
20
30
21
satisfaction
31
22
satisfaction
32
23
Customer satisfaction
33
24
34
10.0 Discussion
25
35
26
36
26
37
26
38
26
39
12.0 Recommendation
27
40
References
28
41
Appendix A- Questionnaire
31
42
33
LIST OF FIGURES
SERIAL
PARTICULARS
NO.
Figure
PAGE
NO
12
15
17
Correlation matrix
21
24
1.0
Figure
2.0
Figure
3.0
Figure
4.0
Figure
5.0
Figure
6.0
25
Executive Summary
Berger, the market leader in the Bangladesh paint market, is one of the oldest names in the global
paint industry. The company is operating in the paint industry for almost two centuries. It has its
origin in the year of 1706 and from then on the company is operating with strong adherence to
quality and social responsibility. Initially, Lewis Berger, a German national, founded dye &
pigment making business in England. Lewis Berger & Sons Limited grew rapidly with a strong
reputation for innovation and entrepreneurship culminating in perfecting the process of making
Prussian blue, a deep blue dye, a color widely used for many European armies' uniform.
Production of dyes & pigments evolved into production of paints & coatings, which till today,
remains the core business of Berger. In this competitive market environment different companies
are coming with different products but the question is what unique thing Berger Paints had that
people are always satisfied with their product, not the others companys product. Berger Paints
has done so many researches to understand the level of customer satisfaction. They are already
has a good brand position in the consumers mind. But this research will help the company to
measure the present level of customer satisfaction and loyalty in Berger paints. This research
investigates the level of customer satisfaction and loyalty of among the users, and what are the
different influencing them. In this research the researcher takes seven independent variables
(Product cost, Product quality, Delivery performance, Supplier, Time to market, Service support,
and Personal interaction) and one dependent variable (Customer satisfaction). Therefore the
researcher want to find out what are the main reason (Product cost, Product quality, Delivery
performance, Supplier, Time to market, Service support, and Personal interaction) that effect in
consumer mind (Customer satisfaction) to prefer Berger Paints. The study will be characterized
as a co-relational study and descriptive research. The researcher use simple random sampling
under the probability sampling method and used structured questionnaire for collecting
information. The question will be distributed via a convenience and the researcher will use
probability sampling. This research used SPSS 17.0 because it is such a statistical data analysis
tool that offers greater flexibility in data analysis and visualization. According to correlation and
reliability analysis Product cost, Product quality, Delivery performance, Supplier, Time to
market, Service support, and Personal interactions are related with the reason of customer
satisfaction and loyalty of Berger Paints.
1.0 Introduction
Berger Paints is one of the oldest names in the paint industry, yet, it is one of the most
technologically advanced companies in the country. It is constantly striving for innovating
superior quality products and services. With more than 250 years of rich heritage, Berger
manufactures world class paints for all kinds of substrates and also provides unparallel services.
Bergers inception was laid out in 1760 by a German national named Louis Berger, who started
dye and pigment making business in England. Louis involved his family into the business and
eventually changed the status of the company to Louis Berger and Sons Limited. The company
grew and expanded rapidly with a strong reputation for excellence in innovation and
entrepreneurship. In the initial years, Louis successfully refined the process of manufacturing
Prussian blue, a deep blue dye. This dye was widely used for the uniforms of many European
armies of that time. Production of dyes and pigments evolved into production of paints and
coatings, which till today, remains the core business of Berger. The company grew rapidly, by
establishing branches all over the world and through mergers and acquisitions with other leading
paint and coating manufacturing companies.
Berger Paints started painting Bangladesh since independence. Over the past few decades,
Berger has evolved and transformed itself in becoming the leading paint solution provider in the
country with a diversified product range that caters to all your painting needs. With its strong
distribution network, Berger has reached almost every corner of Bangladesh. Nationwide Dealer
Network, supported by 8 Sales Depots strategically located at Dhaka, Chittagong, Rajshahi,
Khulna, Bogra, Sylhet ,Comilla, and Mymensingh.
Berger's one of the prime objectives is to provide best customer support-connecting consumers to
technology through specialized services like free technical advice on surface preparation, color
consultancy, special color schemes etc. To bolster customer satisfaction, Berger offers Home
Decor Service from where one can get an array of services pertaining to painting. Apart from
business, Berger Paints has added another dimension to its social responsibilities by contributing
to the well being of the autistic children in Bangladesh from 2009. Berger Paints Bangladesh
Limited has been promoting the young and creative talents of the country through Berger Young
Painters Art Competition (BYPAC), Berger Award for Excellence in Architecture (BAEA),
Berger Award Programme for the Students of Architecture of BUET (BASAB), Scholarship
Programme for the students of Architecture Discipline, Khulna University.
Berger grew rapidly by establishing branches all over the world and through merging with
other leading paint and coating companies. Today, Berger is one of the leading companies in the
global paint industry. Berger offers all kinds of painting solutions in decorative, industrial or
marine segment for both decorative and protective purpose Berger Paints started its sailing into
the sea of Bangladesh from pre-liberation era, to be precise in 1950. The main business flourished
in the post liberation phase. In Bangladesh the major milestones of Berger Paints are given
below:
1950 Started operation in Bangladesh by importing Paint from Berger UK.
1970 - Establishment of Chittagong Factory.
1980 Named as Berger Paints (BD) Ltd. from Jenson & Nicholson (J&N).
1991 BMRE in Chittagong Factory.
1995 Establishment of Double Tight Can Manufacture Plant.
1999 Establishment of Most Modern Sate-of-the-Art Paint Production Plant in Dhaka.
2002 - Construction of own building for the Corporate Office in Dhaka.
2004 Establishment of Powder Coating Plant.
2.0 Statement of the problem
Bangladesh paint market is experiencing a good growth of 8-10% per annum consistently in
the late 90s and early years of this century mainly because of a boom in real estate development.
Besides, this trend in growth of demand is likely to persist or may even witness an upswing in the
future as the country moves from rural base to urban base project (Real estate). There is a huge
possibility that paint industry will further thrive because only 39% of the target market are
currently using paint and others are progressing to get into the trend of using paint instead of the
traditional way of whitening their dear houses. According to the cement manufacturers of
Bangladesh, the cement market is also growing at around 4%, which correlates quite well with
our paint market growth data. The limited growth up to now in industrialization and per capita
income in Bangladesh has restricted the size of the paint market. However a good number of local
paint manufacturing companies (40 organized and at least 50 more in the informal sector) have
been operating in this small market. Quite a few of these companies are producing paints of
internationally acceptable quality and very importantly, the installed single shift production
capacity of the local paint companies is double the present local market demand.
Berger, the market leader in the Bangladesh paint market, is one of the oldest names in the
global paint industry. It has its origin in the year of 1706 and from then on the company is
operating with strong adherence to quality and social responsibility. Initially, Lewis Berger, a
German national, founded dye and pigment making business in England. Lewis Berger and Sons
Limited grew rapidly.
With a strong reputation for innovation and entrepreneurship culminating in perfecting the
process of making Prussian blue, a deep blue dye, a color widely used for many European armies'
uniform. Production of dyes and pigments evolved into production of paints and coatings, which
till today, remains the core business of Berger. Today, Berger offers all kinds of painting
solutions in decorative, industrial or marine segment for both decorative and protective purpose.
The two main competitors currently facing Berger Pains are Asian Paints and Elite Paints.
At the moment, the advantage Berger is experiencing is the generic nature of Color Bank.
Through survey, the most common finding was that when people generally visit outlet, most of
them prefer Berger Pains for their good product quality and higher brand image in spite of Elite
Paints has similar color variety, and its providing numerous shades. Because they can not
maintain proper delivery.
3.0 Purpose of the Study
The purpose of this study is to find out the customer satisfaction level and loyalty
among the Berger paint users. In this competing market what variety of product Berger paints are
providing to their customer is a very important issue. Research has find out how strong
relationship Berger maintain with their customer and how they are satisfying their customer by
providing value. Therefore the researcher purpose is to find out, is there any significant
relationship between Berger paints and customers perception towards using Berger products.
This report is mainly based on the answers of the questionnaire survey and some in depth
interview.
4.0 Research Timeline
2013 March------------------------------- Research Proposal Writing
2013 April--------------------------------- Literature Review
2013April--------------------------------- Development of Conceptual Framework
2013April--------------------------------- Data collection procedure
2013April--------------------------------- Data analysis and interpretation of the findings
2013, 25th April -------------------------- Draft report Submission
2013, 9thMay----------------------------- Submission of research paper
5.0 Limitations
Every research has some limitations. This research also has some limitations. The study
was limited by a number of factors. Firstly, researcher faces Time limitations, three months is too
short period for completely and comfortably integrating oneself with a company and the same
time conduct and completes an analytical research. Secondly sample size was very small to
present the proposed scenario and people here in our society are not familiar with marketing
research and as a result when approached they feel agitated and disturbed, most of them thinking
that we are trying to sell them something. Most of them think that I am a Sales representative.
Thirdly the research was limited only a specific area in Dhaka city. There might be some
sampling error because of convenience sampling process. Some of the respondent did not
properly answer the questions due to shortage of time.
purpose that includes automatic and semi-automatic production and filling lines. Production and
quality testing machine from famous makers in Asia, Europe and America ensures precision of
operations and enviable quality of the product. Raw materials of consistent quality from
renowned brands are being used and the best of the professionals in the industry oversee the
production and quality assurance operations. People, mostly engineers and chemists, who are
considered as the most valuable resources at Berger. Berger thus ensures manufacture of the best
quality products at most competitive cost employing green manufacturing techniques. There are
some studies that found a positive effect of product quality on customer satisfaction (Selnes,
1993; Janda et al, 2002; Chumpitaz and Paparoidamis, 2004), whereas the effect on customer
loyalty clearly lacks empirical support in the business-to-business context. In consumer-based
studies the positive link between product quality and loyalty has mostly been confirmed for
behavioural loyalty (Devarajet al, 2001; Espejelet al, 2007).
The transcendent definition of quality is derived from philosophy and borrows heavily from
Platos discussion of beauty. From this viewpoint, quality is both absolute and universally
recognizable. According to Pirsing (1992, p.73), defining quality as excellence means that it is
understood ahead of dimension as a direct experience independent of and prior to intellectual
abstractions. The product based approach has its roots in economics. Differences in the quantity
of someone ingredient or attribute possessed by the product are considered to reflect difference in
quality (Garvin, 1984). For example, better quality lines have a higher thread count. This view of
quality, based on a measurable characteristic of the product rather than on preferences, enables a
more objective assessment of quality. The manufacturing based approach has its roots in
operations and production management. Here quality is defined as conformance to specious
(Crosby, 1979). Quality of conformance relates to the degree to which a product meets certain
design standards. This definition has an internal focus, in contrast to the external focus of the user
based approach, and quality is considered as outcome of engineering and manufacturing
practices. It is the basis for statistical quality control. Deviation from design specifications results
in inferior quality, and consequently increased cost due to scrap, rework or product failure. This
definition allows for the precise and objective measurement of quality, although it has limited
applicability for service.
6.4 Supplier:
A consumer products company remains profitable only if it has the right product at the right
price in the right place at the right time. However, getting these stars to line up only happens
when "the entire supply chain works as one. When BERGER places its logo on a product, the
logo represents "a seal of quality." Protecting that quality makes BERGER responsible for its
entire supply chain.
Ulaga and Eggert (2006) identify supplier know-how and its capacity to improve the timeto-market as two benefit dimensions in the area of customer operations. Supplier performance
has been positively linked to manufacturing rm performance (Shin et al, 2000). If performance
is affected by the quality of the relationship, then in order to sustain performance, the relationship
must be sustained. Fundamentally, the on-going relationship between manufacturer and supplier
is not important for its own sake. Rather, a healthy relationship is important because it encourages
more information sharing, better communication, and more trust, each of which can improve
planning, coordination, problem solving, and adaptation (Fynes et al, 2005), and thus
manufacturing rm performance. It is important to understand how manufacturers react to supply
failures and recoveries because these reactions may be the antecedents to signicant costs. A
supply failure may induce the manufacturing rm to invest in improving supplier capability up to
required levels because supply failures increase transaction costs (Forker, 1997; Krause, 1999).
Lacking trust in supplier reliability the manufacturing rm may expend resources and monies to
identify back-up suppliers, or add slack (e.g. inventory, longer lead times) to the system. A
critical supply failure, or a series of failures, can lead to potential relationship disintegration
(Ellram, 1991; Bowersox and Closs, 1996).
6.5Time-to-market:
Maintaining liaison with nationwide dealers and also ensuring that Berger products are
available everywhere in the country. Marketing Department communicates internally on how to
bring new product and innovative painting solutions to meet the needs of various wants. Linking
consumers' needs with the capacity of fulfilling them, the marketing department supervises Home
Decor centers throughout the country. So Bergers products are available in the market.
Time-to-market is the strategy of focusing on reducing the time to introduce new products
to market. According to Whitney, (1990), the process is self-contained with little if no outside
interference. The absence of manufacturing involvement, even in writing the manufacturing
process plan, increases the possibilities for redundant activities and reduces the chances for
getting the optimal design in shorter time. It has been found that 80-90 per cent of the time-tomarket equation is absorbed in the design phase. Reducing this time is central to getting products
earlier to market. Further, 80per cent of a products cost is committed during the design phase,
whereas design only absorbs 8 per cent of incurred costs. The benefits of bringing products to
market quicker than competitions are extra sales revenue and earlier breakeven, extended sales
life, premium price giving bonus profits from being first, early introduction means hooking
customers before competition and thus developing their loyalty, and leading to increased market
share.
6.6 Service support:
Berger has online customer support system to get advice from experts about their product.
They have care line to get direct support and any information regrinding their product.
Customer service is the ability to provide a service or product in the way that it
has been promised. Gronroos (200, p.46) defined service as, A service is a process consisting of
a series of more or less intangible activities that normally, but not necessarily always take
place in interactions between the customer and service employees or physical resources or goods
and/or systems of the company, which are provided as solutions to customer problems.
Customer service is the provision of service to customer before, during and after a
purchase. According to Turban et al. (2002), Customer service is a series of activities designed
to enhance the level of customer satisfaction-that is, the feeling that a product or service
has met the customer expectation. From the point of view of an overall sales process
engineering effort, customer service plays an important role in an organizations ability to
generate income and revenue (Paul H December 1998). From that perspective, customer service
should be included as part of an overall approach to systematic improvement. A customer service
experience can change the entire perception a customer has of the organization. Customer service
is a system of activities of a company or organization that comprises customer support
10
Berger offers Home Decor Service from where one can get an array of services pertaining to
painting.
Satisfaction is a positive affective state resulting from the appraisal of all aspects of a
firms working relationship with another firm (Anderson and Narus, 1984, p. 66). Consistent
with this view, satisfaction encompasses economic and noneconomic components. Economic
satisfaction is defined as a
Positive affective response to the economic rewards that flow from the relationship with its
partner, such as sales volume and margins, while non-economic satisfaction is a positive
affective response to the non-economic, psychosocial aspects of its relationship, in that
interactions with the exchange partner are fulfilling, gratifying, and easy (Geyskens et al, 1999).
The relationship between economic and noneconomic components of scales for measuring
satisfaction differs considerably among studies (Geyskens et al, 1999). Several researchers point
out that customer satisfaction either directly (Yi, 1990; Szymanski and Henard, 2001; Spiteri and
Dion, 2004; Woo and Ennew, 2004; Russell-Bennett et al., 2007) or indirectly through
commitment (Wetzels et al., 1998; Abdul-Muhmin, 2002, 2005; Hennig-Thurau et al., 2002;
Caceres and Paparoidamis, 2007) affects customer loyalty, which is one of the main marketing
goals of firms (Berry and Parasuraman, 1991). In addition, the research on satisfaction has mostly
been carried out in consumer markets, while not so much is known about satisfaction and its
antecedents in business-to-business markets (Patterson et al, 1997; Abdul-Muhmin, 2002, 2005;
Spiteri and Dion, 2004; Russell-Bennett et al, 2007). That there is a shortfall of research in this
area has also been pointed out by Sheth and Sharma (2006) in their overview of the surpluses and
shortages in business-to-business marketing theory and research. The authors identify
organizational satisfaction as one of the areas that may generate theory-based empirical research,
and point out that the understanding of satisfaction in business-to-business marketing is still
limited. One way of addressing the link between customer value and satisfaction is therefore to
study value as a formative construct. On the other hand, however, Devaraj et al. (2001) and
Spiteri and Dion (2004) raised the question of whether we really need customer value as a
construct. In their discussion they rely on Iacobucci et al. (1994), who were the first to observe
that all that satisfaction research needs is the inclusion of price (besides the relationship benefits)
as another determinant of satisfaction.
11
7.0 Framework
This paper attempted to bring the level of satisfaction and loyalty among the Berger paint
users. Researchers have tried to put the relevant factors which influence the customers. This
research was built upon using the following framework. The framework consists of six (7)
independent variables and one (01) dependent variable surrounding the consumer perception
regarding Berger Paints. The framework for the projected study is presented below:
Product cost
Product quality
Delivery performance
Supplier
Customer satisfaction
Time-to-market
Service support
Personal Interaction
12
Hypothesis question:
H1: No there is no positive relationship between Product cost and Customer satisfaction.
H2: There is a positive relationship between Product quality and Customer satisfaction.
H3: There is a positive relationship between Delivery performance and Customer satisfaction.
H4: There is a positive relationship between Supplier and Customer satisfaction.
H5: There is a positive relationship between Time-to-market and Customer satisfaction.
H6: There is a positive relationship between Service support and Customer satisfaction.
H7: There is a positive relationship between Personal interaction and Customer satisfaction.
13
14
Sample Size:
Sample size relates to how many people to pick for the study. For this kind of study
researcher need to do select a sample size. Researcher picked both male and female from
different ages and professional back ground and the sample size was N=40. The study will be
conducted only in Dhaka city due to time and budget constraints. This research is a
Quantitative Research.
Sample Procedure:
Researcher used probability sampling to collect information. Researcher used purposive
probability sampling to know the characteristics or experiences, attitudes, perception of
participants. Here researcher selected participants randomly and give them the questionnaire
so that we can know about all those characteristics.
9.3 Instruments:
Questionnaires will permit us to gather information that cannot be found elsewhere
from any secondary information such as books, newspapers, and internet resources. So the
questionnaire survey is the most successful method for this study to collect the data.
Researcher used a structured questionnaire. In a structured questionnaire, quantitative data is
required. Because of this reason, the researcher will use questionnaire. According to interval
scale the response choices will be arranged. There are five (5) response choices. Five-point of
liker type scales were used in all measures. These are:
15
16
male and 6female. Again 16,000-25,000 income range there is 11 male and 0female respondents.
Only one male respondent was having income 26,000-35,000.
Table 2.2 shows that age between15-25, 17 people has income 5,000-15,000 and 2 people has
income. Age between 26-35, 11 people has income 5,000-15,000. 6 people has income 16,00025,000 and just one people have income 26,000-35,000. And age between 36-45, just 3 people
has income 26,000-35,000.
9.5.3 Correlation analysis:
Correlation analysis was conducted on all variables to explore the relationship between
variables. The bivariate correlation procedure was subject to a two tailed of statistical
significance at two different levels highly significant (p<.01) and significant (p<.05). According
to Nadim Jahangir the classification of correlation coefficient is as follows:
17
18
variables. That means, increases or decreases in one variable do not significantly relate to
increases or decreases in second variable.
According to Pearson Table: 4.1, correlation coefficient between Customer satisfaction and
Product cost is .002 shows positive relationship between two variables. The Pearsons r for the
correlation between Product quality and Customer satisfaction frequency is (r = .002, p>0.05) that
represents Pearsons r is very weak which means that there is a weak relationship between two
variables. This suggests that changes in one variable weakly correlated with changes in the
second variable. So we could conclude that our variables weakly correlated. The Sig. (2-Tailed)
value in the analysis is .991 which is greater than .05. Because of this we can conclude that there
is no statistically significant correlation between two variables. That means, increases or
decreases in one variable do not significantly relate to increases or decreases in second variable.
9.5.6Relationships between Delivery Performance and Customer satisfaction:
According to spearman Table: 3.2, correlation coefficient between Delivery Performance
and Customer satisfaction is =.219 shows positive relationship between two variables. The
Spearman rho for the correlation between the Customer satisfaction and Delivery Performance
frequency is (rho = .219) that represents Sperman rho is weak and low which means that there is
a weak relationship between two variables. This suggests that changes in one variable are not
strongly correlated with changes in the second variable. So we could conclude that our variables
weakly correlated. The Sig. (2 Tailed) value in the analysis is .174 which is greater than
conventional p value of .05. Because of this we can conclude that there is no statistically
significant correlation between two variables. That means, increases or decreases in one variable
do not significantly relate to increases or decreases in second variable.
According to Pearson Table: 4.2, correlation coefficient between Customer satisfaction and
Delivery Performance is .304 shows positive relationship between two variables. The Pearsons r
for the correlation between Delivery Performance and Customer satisfaction frequency is (r =
.304, p>0.05) that represents Pearsons r is weak and low which means that there is a weak
relationship between two variables. This suggests that changes in one variable weakly correlated
with changes in the second variable. So we could conclude that our variables weakly correlated.
The Sig. (2-Tailed) value in the analysis is .056 which is greater than .05. Because of this we can
19
conclude that there is no statistically significant correlation between two variables. That means,
increases or decreases in one variable do not significantly relate to increases or decreases in
second variable.
9.5.7Relationships between Supplier and Customer satisfaction:
According to spearman Table: 3.3, correlation coefficient between Supplier and Customer
satisfaction is =.106 shows positive relationship between two variables. The Spearman rho for the
correlation between the Customer satisfaction and Supplier frequency is (rho = .106) that
represents Sperman rho is very weak and low which means that there is a very weak relationship
between two variables. This suggests that changes in one variable are not strongly correlated with
changes in the second variable. So we could conclude that our variables weakly correlated. The
Sig. (2 Tailed) value in the analysis is .513 which is greater than conventional p value of .05.
Because of this we can conclude that there is no statistically significant correlation between two
variables. That means, increases or decreases in one variable do not significantly relate to
increases or decreases in second variable.
According to Pearson Table: 4.3, correlation coefficient between Customer satisfaction and
Supplier is .150 shows positive relationship between two variables. The Pearsons r for the
correlation between Supplier and Customer satisfaction frequency is (r = .150, p>0.05) that
represents Pearsons r is very weak and low which means that there is a weak relationship
between two variables. This suggests that changes in one variable weakly correlated with changes
in the second variable. So we could conclude that our variables weakly correlated. The Sig. (2Tailed) value in the analysis is .355 which is greater than .05. Because of this we can conclude
that there is no statistically significant correlation between two variables. That means, increases
or decreases in one variable do not significantly relate to increases or decreases in second
variable.
20
21
The Sig. (2 Tailed) value in the analysis is .708 which is greater than conventional p value
of .05. Because of this we can conclude that there is no statistically significant correlation
between two variables. That means, increases or decreases in one variable do not significantly
relate to increases or decreases in second variable.
According to Pearson Table: 4.4, correlation coefficient between Customer satisfaction and
Time To Market is .132 shows positive relationship between two variables. The Pearsons r for
the correlation between Time To Market and Customer satisfaction frequency is (r = .132,
p>0.05) that represents Pearsons r is very weak and low which means that there is a weak
relationship between two variables. This suggests that changes in one variable weakly correlated
with changes in the second variable. So we could conclude that our variables weakly correlated.
The Sig. (2-Tailed) value in the analysis is .418 which is greater than .05. Because of this we can
conclude that there is no statistically significant correlation between two variables. That means,
increases or decreases in one variable do not significantly relate to increases or decreases in
second variable.
9.5.9 Relationships between Service Support and Customer satisfaction:
According to spearman Table: 3.5, correlation coefficient between Service Support and
Customer satisfaction is =.106 shows positive relationship between two variables. The Spearman
rho for the correlation between the Customer satisfaction and Service Support frequency is (rho =
.106) that represents Sperman rho is very weak and low which means that there is a very weak
relationship between two variables. This suggests that changes in one variable are not strongly
correlated with changes in the second variable. So we could conclude that our variables weakly
correlated. The Sig. (2 Tailed) value in the analysis is .516 which is greater than conventional p
value of .05. Because of this we can conclude that there is no statistically significant correlation
between two variables. That means, increases or decreases in one variable do not significantly
relate to increases or decreases in second variable.
According to Pearson Table: 4.5, correlation coefficient between Customer satisfaction and
Service Support is .069 shows positive relationship between two variables. The Pearsons r for
the correlation between Service Support and Customer satisfaction frequency is (r = .069, p>0.05)
22
that represents Pearsons r is very weak and low which means that there is a weak relationship
between two variables. This suggests that changes in one variable weakly correlated with changes
in the second variable. So we could conclude that our variables weakly correlated. The Sig. (2Tailed) value in the analysis is .671 which is greater than .05. Because of this we can conclude
that there is no statistically significant correlation between two variables. That means, increases
or decreases in one variable do not significantly relate to increases or decreases in second
variable.
9.5.10 Relationships between Personal Interaction and Customer satisfaction:
According to spearman Table: 3.6, correlation coefficient between Personal Interaction and
Customer satisfaction is =.471 shows positive relationship between two variables. The Spearman
rho for the correlation between the Personal Interaction and Customer satisfaction frequency is
(rho = .471, p<0.01) that represents Spearman rho is moderate which means that there is a
moderate relationship between two variables. This suggests that changes in one variable are
moderately correlated with changes in the second variable. So we could conclude that our
variables moderately correlated. The Sig. (2-Tailed) value in the analysis is .002 which is less
than conventional p value .05. Because of this we can conclude that there is statistically highly
significant correlation between two variables. That means, increases or decreases in one variable
do significantly relate to increases or decreases in second variable.
According to Pearson Table: 4.6, correlation coefficient between Personal Interaction and
Customer satisfaction is .393 shows positive relationship between two variables. The Pearsons r
for the correlation between the Personal Interaction and Customer satisfaction frequency is (r =
.393, p<0.05) that represents Pearsons r is moderate which means that there is a moderate
relationship between two variables. This suggests that changes in one variable moderately
correlated with changes in the second variable. So we could conclude that our variables
moderately correlated. The Sig. (2-Tailed) value in the analysis is .012 which is less than .05.
Because of this we can conclude that there is statistically significant correlation between two
variables. That means, increases or decreases in one variable do significantly relate to increases
or decreases in second variable.
23
Cronbach's alpha
Internal consistency
0.9
Excellent
Good
Acceptable
Questionable
Poor
< 0.5
Unacceptable
Figure 5.0: A commonly accepted rule of thumb for describing internal consistency using
Cronbach's alpha.
24
Valid
Excluded
Total
%
40
100.0
.0
40
100.0
N of Items
.776
18
10.0Discussion:
According to the correlation and reliability analysis in SPSS Product quality, Delivery
performance, Supplier, Time to market, Service support, and Personal interaction are positively
related with Customer satisfaction. And Product cost is negatively related with customer
satisfaction. Because the customers think that they do not charge very high price. From the study
it is being also observed that Product cost, Product quality, Delivery performance, Supplier, Time
to market, Service support, and Personal interaction have relationship with Customer satisfaction.
Because, according to spearmen and Pearsons analysis value, doesnt falls in degree of freedom
number, in every analysis it rejects the null hypothesis and accept the alternative hypothesis
which means there is a relationship in between Independent Variables (IV)and customer
satisfaction (DV). And we have found that Personal Interaction and Customer satisfaction shows
very positive relationship. By those results we can say that this thing is the main reason that
people are using Berger paints.
25
26
and reliability tests will give an information whether the question adjust with the variable or
not.
12.0 Recommendation
Berger paints is a company, which has so far shown good performance and holds the
strongest position in the Painting market. It has a management wise enough to think of and
implement an array of financial services through diversification program. It has good quality mid
and bottom level management which gives more time for top management to think and plan for
new things. It is possible to create better future in the paint if Berger paints take action for
producing more qualitative product which is better than other multi-national company. Now a
days most of the business sector is becoming service oriented. Berger Paint has a well
established product in the market and is enjoying a high market share. In such a scenario, Berger
can now fully concentrate on providing a better service to customer to improve satisfaction level,
create new customers, and retain existing customers. From the analysis, the researcher has
realized that the main reason of Berger paint usage is their service support and personal
interaction. Dealers are a major party to influence customers to purchase Berger products. If they
are satisfied, then customers will be satisfied. These some steps can be taken for the betterment of
the company.
-Depot should intensify its quality of client service. Customer services must be made dynamic
and prompt.
-Painting industry should be more innovative and diversified in its services.
-Put more emphasis on the product services and create more quality product.
-Interactive Information system should be developed.
-Should introduce modern technology.
-Should develop their E-commerce system.
-Should always monitor the performance of its competitors in the field of Foreign Trade and
National Trade.
27
Merits and demerits of' any company is a common feature. These were present, are
present and in future will present. Along with this difficulty Berger can achieve its
marketing objectives like market expansion, increasing sales volumes, employing more
people, earning goodwill, providing proper services to the mass people through active,
efficient, experienced and energetic employees and workers.
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30
31
Appendix A
QUESTIONNAIRE
This research is conducted for academic purposes only. So please do not hesitate to answer. Your
information will be kept confidential.
Personal Information
1. Male
Female
2. Age: 15-25
Taka 5000-15000
26-35
Taka 16000-25000
36-45
Taka 26000-35000
46 and above
Strongly
Disagree
Neither Agree
Disagree
Agree Strongly
nor Disagree
Agree
Please circle the number, which most closely responds to your thinking.
1. The dealers charge us a much higher price.
32
17. Overall, we are very satised with the relationship with Berger.
Appendixes B
SPSS frequencies
Frequency Table 1.0
Statistics
Gender
N
Age
Valid
Missing
Income
40
40
40
Male
Valid Percent
Cumulative Percent
34
85.0
85.0
85.0
15.0
15.0
100.0
40
100.0
100.0
Female
Total
Percent
Percent
Valid Percent
Cumulative Percent
15-25
19
47.5
47.5
47.5
26-35
18
45.0
45.0
92.5
36-45
7.5
7.5
100.0
Total
40
100.0
100.0
33
34
Percent
Valid Percent
Cumulative Percent
5000-15000
28
70.0
70.0
70.0
16000-25000
11
27.5
27.5
97.5
26000-35000
2.5
2.5
100.0
40
100.0
100.0
Total
Missing
Percent
Total
Percent
Percent
Gender * Income
40
100.0%
.0%
40
100.0%
Age * Income
40
100.0%
.0%
40
100.0%
Male
Female
Total
16000-25000
26000-35000
Total
22
11
34
28
11
40
35
16000-25000
26000-35000
Total
15-25
17
19
26-35
11
18
36-45
28
11
40
Total
Product Cost
Correlation Coefficient
Sig. (2-tailed)
N
Customer Satisfaction
Correlation Coefficient
Sig. (2-tailed)
N
Satisfaction
1.000
-.205
.204
40
40
-.205
1.000
.204
40
40
36
Product Quality
Correlation Coefficient
1.000
.034
.834
40
40
Correlation Coefficient
.034
1.000
Sig. (2-tailed)
.834
40
40
Sig. (2-tailed)
N
Customer Satisfaction
Satisfaction
Spearman's rho
Delivery Performance
Correlation Coefficient
Customer
Performance
Satisfaction
1.000
.219
.174
40
40
Correlation Coefficient
.219
1.000
Sig. (2-tailed)
.174
40
40
Sig. (2-tailed)
N
Customer Satisfaction
Delivery
37
Supplier
Correlation Coefficient
1.000
.106
.513
40
40
Correlation Coefficient
.106
1.000
Sig. (2-tailed)
.513
40
40
Sig. (2-tailed)
N
Customer Satisfaction
Satisfaction
Time To Market
Correlation Coefficient
1.000
.061
.708
40
40
Correlation Coefficient
.061
1.000
Sig. (2-tailed)
.708
40
40
Sig. (2-tailed)
N
Customer Satisfaction
Satisfaction
38
Service Support
Correlation Coefficient
1.000
.106
.516
40
40
Correlation Coefficient
.106
1.000
Sig. (2-tailed)
.516
40
40
Sig. (2-tailed)
N
Customer Satisfaction
Satisfaction
Spearman's rho
Personal Interaction
Correlation Coefficient
Personal
Customer
Interaction
Satisfaction
1.000
Sig. (2-tailed)
N
Customer Satisfaction
Correlation Coefficient
Sig. (2-tailed)
N
.471
**
.002
40
40
**
1.000
.002
40
40
.471
39
Pearson Correlation
Satisfaction
1
-.158
Sig. (2-tailed)
N
Customer Satisfaction
Pearson Correlation
Sig. (2-tailed)
N
.332
40
40
-.158
.332
40
40
Pearson Correlation
Satisfaction
1
Sig. (2-tailed)
N
Customer Satisfaction
.002
.991
40
40
Pearson Correlation
.002
Sig. (2-tailed)
.991
40
40
40
Delivery Performance
Delivery
Customer
Performance
Satisfaction
Pearson Correlation
.304
Sig. (2-tailed)
.056
N
Customer Satisfaction
40
40
Pearson Correlation
.304
Sig. (2-tailed)
.056
40
40
Pearson Correlation
Satisfaction
1
Sig. (2-tailed)
N
Customer Satisfaction
.150
.355
40
40
Pearson Correlation
.150
Sig. (2-tailed)
.355
40
40
41
Pearson Correlation
Satisfaction
1
.132
Sig. (2-tailed)
N
Customer Satisfaction
.418
40
40
Pearson Correlation
.132
Sig. (2-tailed)
.418
40
40
Pearson Correlation
Satisfaction
1
Sig. (2-tailed)
N
Customer Satisfaction
.069
.671
40
40
Pearson Correlation
.069
Sig. (2-tailed)
.671
40
40
42
Personal Interaction
Pearson Correlation
Personal
Customer
Interaction
Satisfaction
1
Sig. (2-tailed)
40
.393
Sig. (2-tailed)
.012
40
Reliability analysis:
Scale: ALL VARIABLES table 5.0
Case Processing Summary
Cases
40
Pearson Correlation
N
Valid
Excluded
Total
%
40
100.0
.0
40
100.0
N of Items
.776
18
.012
N
Customer Satisfaction
.393
40