INTRODUCTION

MARKETING:
The management process through which goods and services move from concept to the
customer. It includes the coordination of four elements called the 4 P's of marketing:

 Identification, selection and development of a product,

 Determination of its price,

 Selection of a distribution channel to reach the customer's place, and

 Envelopment and implementation of a promotional strategy.

 Understanding the Marketing Mix Concept – 4Ps

Marketing is simplistically defined as ‘putting the right product in the right place, at
the right price, at the right time.’ Though this sounds like an easy enough proposition,
a lot of hard work and research needs to go into setting this simple definition up. And
if even one element is off the mark, a promising product or service can fail completely
and end up costing the company substantially.

The use of a marketing mix is an excellent way to help ensure that ‘putting the right
product in the right place, will happen. The marketing mix is a crucialtool to help
understand what the product or service can offer and how to plan for a successful
product offering. The marketing mix is most commonly executed through the 4 P’s of
marketing: Price, Product, Promotion, and Place.

These have been extensively added to and expanded through additional P’s and even a
4C concept. But the 4Ps serve as a great place to start planning for the product or even
to evaluate an existing product offering.

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In this article, we will look at 1) the four P’s, 2) history of the marketing mix concept
and terminology, 3) purpose of the marketing mix, 4) key features of the marketing
mix, 5) developing a marketing mix, 6) key challenges, and 7) marketing mix
example – Nivea.

THE FOUR P’S

Product
The product is either a tangible good or an intangible service that is seem to meet a
specific customer need or demand. All products follow a logical product life cycle and
it is vital for marketers to understand and plan for the various stages and their unique
challenges. It is key to understand those problems that the product is attempting to
solve. The benefits offered by the product and all its features need to be understood
and the unique selling proposition of the product need to be studied. In addition, the
potential buyers of the product need to be identified and understood.

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Price

Price covers the actual amount the end user is expected to pay for a product. How a
product is priced will directly affect how it sells. This is linked to what the perceived
value of the product is to the customer rather than an objective costing of the product
on offer. If a product is priced higher or lower than its perceived value, then it will not
sell. This is why it is imperative to understand how a customer sees what you are
selling. If there is a positive customer value, than a product may be successfully
priced higher than its objective monetary value. Conversely, if a product has little
value in the eyes of the consumer, then it may need to be underpriced to sell. Price
may also be affected by distribution plans, value chain costs and markups and how
competitors price a rival product.

Promotion
The marketing communication strategies and techniques all fall under the promotion
heading. These may include advertising, sales promotions, special offers and public
relations. Whatever the channel used, it is necessary for it to be suitable for the
product, the price and the end user it is being marketed to. It is important to
differentiate between marketing and promotion. Promotion is just the communication
aspect of the entire marketing function.

Place
Place or placement has to do with how the product will be provided to the customer.
Distribution is a key element of placement. The placement strategy will help assess
what channel is the most suited to a product. How a product is accessed by the end
user also needs to compliment the rest of the product strategy.

The Marketing Mix

HISTORY OF MARKETING MIX CONCEPT AND
TERMINOLOGY
The marketing mix concept gained popularity following an article titled “The
Concept of the Marketing Mix” by Neil Borden published in 1964. Borden
explained how he started using the term inspired by James Culliton who in the 1940s
described the marketing manager as a ‘mixer of ingredients.’ Borden’s article detailed

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these ingredients as product, planning, price, branding, distribution, display,
packaging, advertising, promotions, personal selling among many others.
Eventually E. Jerome McCarthy clustered these multiple items into four high level
categories that we now know as the 4 P’s of marketing. “Its elements are the basic,
tactical components of a marketing plan”. Together, elements in these four categories
help develop marketing strategies and tactics.

PURPOSE OF MARKETING MIX

The 4P’s were formalized and developed over the years by experts to ensure the
creation and execution of a successful marketing strategy. Through the use of this
tool, the attempt is to satisfy both the customer and the seller. When properly
understood and utilized, this mix has proven to a key factor in a product’s success.

KEY FEATURES OF MARKETING MIX

Interdependent variables
The marketing mix is made up of four unique variables. These four variables are
interdependent and need to be planned in conjunction with one another to ensure that
the action plans within all four are complimentary and aligned.

Help Achieve Marketing Targets

Through the use of this set of variables, the company can achieve its marketing targets
such as sales, profits, and customer retention and satisfaction.

Flexible Concept
The marketing mix is a fluid and flexible concept and the focus on any one variable
may be increased or decreased given unique marketing conditions and customer
requirements.

Constant Monitoring
It is vital to keep an eye on changing trends and requirements, within the company as
well as in the market to ensure that the elements in marketing mix stays relevant and
updated.

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For example, new Apple products are developed to include improved applications and
systems, are set at different prices depending on how much capability the customer
desires, and are sold in places where other Apple products are sold.

Why Organizations Focus on Customer Satisfaction

Businesses monitor customer satisfaction in order to determine how to increase their

customer base, customer loyalty, revenue, profits, market share and survival.
Although greater profit is the primary driver, exemplary businesses focus on the
customer and his/her experience with the organization. They work to make their
customers happy and see customer satisfaction as the key to survival and profit.
Customer satisfaction in turn hinges on the quality and effects of their experiences
and the goods or services they receive.

Customer Satisfaction
The definition of customer satisfaction has been widely debated as organizations
increasingly attempt to measure it. Customer satisfaction can be experienced in a
variety of situations and connected to both goods and services. It is a highly personal
assessment that is greatly affected by customer expectations. Satisfaction also is based
on the customer’s experience of both contact with the organization (the “moment of
truth” as it is called in business literature) and personal outcomes. Some researchers
define a satisfied customer within the private sector as “one who receives significant
added value” to his/her bottom line—a definition that may apply just as well to public
services. Customer satisfaction differs depending on the situation and the product or
service. A customer may be satisfied with a product or service, an experience, a
purchase decision, a salesperson, store, service provider, or an attribute or any of
these. Some researchers completely avoid “satisfaction” as a measurement objective
because it is “too fuzzy an idea to serve as a meaningful benchmark.”4 Instead, they
focus on the customer’s entire experience with an organization or service contact and
the detailed assessment of that experience.

For example, reporting methods developed for health care patient surveys often ask
customers to rate their providers and experiences in response to detailed questions
such as, “How well did your physicians keep you informed?” These surveys provide

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“actionable” data that reveal obvious steps for improvement. Customer satisfaction is
a highly personal assessment that is greatly influenced by individual expectations.

Some definitions are based on the observation that customer satisfaction or

dissatisfaction results from either the confirmation or disconfirmation of individual
expectations regarding a service or product. To avoid difficulties stemming from the
kaleidoscope of customer expectations and differences, some experts urge companies
to “concentrate on a goal that’s more closely linked to customer equity.” Instead of
asking whether customers are satisfied, they encourage companies to determine how
customers hold them accountable Customer satisfaction, a business term, is a measure
of how products and services supplied by a company meet or surpass customer
expectation. It is seen as a key performance indicator within business

Customer satisfaction depends on the product’s performance relative to a buyer’s

expectation, the customer is dissatisfied. If preference matches expectations, the
customer is satisfied. If preference is exceeds expectation, the customer is highly
satisfied or delighted outstanding marketing insurance companies go out of their way
to keep their customer satisfied. Satisfied customers make repeat purchases insurance
products and tell other about their good experiences with the product. The key is to
match customer expectations with company performance. Smart insurance
company’s aim to delight customers by promising only what they can deliver, then
delivering more than the promise. Consumers usually face a broad array of products
and services that might satisfy a given need. How do they choose among these many
marketing makers offers? Consumers make choices based on their perception of the
value and satisfaction that various products and services deliver.

Customer value is the difference between the values the customer gains from owning
and using a product and the costs of obtaining the products customers from
expectations about the value of various marketing offers and buy accordingly. How
do buyers from their expectations? Customer expectations are based on past buying
experiences, the opinion of friends and marketer and competitor information and
promises.

Customer satisfaction with a purchase depends on how well the product’s

performance lives up to the customers’ expectations. Customer satisfaction is a key
influence on future buying behavior.

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Satisfied customers buy again and tell others about their good experiences dies-
satisfied customer’s of ten switches to competitors and disparage the products to
others. An insurance provider open only to active duty, retired and separated military
members and their immediate families and therefore not included in the rankings,
achieved a satisfaction ranking equal to that any insurance company.

In general, customer satisfaction with auto insurance providers decreased

significantly, with 20 of the 21 companies surveyed decreasing in satisfaction from
the previous year. Insurance is the only carrier that did not experience a decline in
satisfaction. Though consumers report their insurance carriers are resolving their
claims and problems faster. Businesses survive because they have customers who are
willing to buy their products or services. However, many businesses fails to “check
in” with their customers to determine whether they are happy or not and what it will
make to make or keep them happy.

According to U.S consumers’ affairs department, it costs five times more to gain a
new customer than to retain an existing one. Other studies have repeated that with just
a five percent increase in Customer retention’s a firm can raise its profitability
customers spend salary at first, but with succeeding years of good experience, they
will spend increasingly more.

Depending on the industry and the nature of the bad experience, dissatisfied
customers will complain to 10 to 20 friends and acquaintances, which is three times
more than those with good experiences are. Hence, the negative information is
influential, and consumers generally place significant weight on it when making a
decision. If that is not the reason enough, fierce competitor is needed more and more
to differentiate firms from one another. With technology available to virtually every
one today, the traditional features and cost advantages are no longer relevant. Still
product and service quality provides an enormous opportunity to distinguish a firm
from the rest. The Japanese have recognized this and have though us to expect quality.
Today’s consumers do, and they know more about products and services than they
ever did.

Customers are the best source of information. Whether to improve an existing product
or service or whether firms are planning to launch something new. There is no
substitution for “getting it from horse’s mouth” When you talk to your customer

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directly, to increase your odds for achieving success you “mistakeproof” your
decisions and work on what really matters. When you routinely ask the customers for
feedback and involve them in business they, in turn, become committed to the success
of your business.

Customer Satisfaction Measurement:

A basic and effective base line customer satisfaction survey program should focus on
measuring customer perceptions of how will the company delivers on the critical
success factors and dimensions of the business as defined by the customers:

For example:

 Service Promptness

 Courtesy of Staff

 Responsiveness

 Understanding the customer problem, etc

The findings of the company performance should be analyzed both with all customers
and by key segments of the customer population. The essential starting point for
Customer Satisfaction Measurement (CMS) is exploratory research. Since satisfaction
is about an organization’s ability. To meet customer requirement one has to start by
clarifying with customers exactly what those requirements are. This is done through
exploratory research using focus groups or one to one depth interviews.

Two main factors determine the accuracy of CMS. The first is the asking the right
question and the second is the asking them to the right people sample of customers
which accurately reflects the customer base.

Three things decide the accuracy of a sample. They are:

 It must be representative

 It must be randomly selected

 It must be adequate enough

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Measuring customer satisfaction
Organizations need to retain existing customers while targeting non-customers.
Measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the state
of satisfaction will vary from person to person and product/service to product/service.
The state of satisfaction depends on a number of both psychological and physical
variables which correlate with satisfaction behaviors such as return and recommend
rate. The level of satisfaction can also vary depending on other factors the customer,
such as other products against which the customer can compare the organization's
products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
delivered SERVQUAL which provides the basis for the measurement of customer
satisfaction with a service by using the gap between the customer's expectation of
performance and their perceived experience of performance. This provides the
researcher with a satisfaction "gap" which is semi-quantitative in nature. Cronin and
Taylor extended the disconfirmation theory by combining the "gap" described by
Parasuraman, Zenithal and Berry as two different measures (perception and
expectation) into a single measurement of performance relative to expectation.

The usual measures of customer satisfaction involve a survey with a set of statements
using a Linker Technique or scale. The customer is asked to evaluate each statement
in terms of their perception and expectation of performance of the service being
measure

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 METHODOLOGY
American Customer Satisfaction Index (ACSI) is a scientific standard of customer
satisfaction. Academic research has shown that the national ACSI score is a strong
predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of
Personal Consumption Expenditure (PCE) growth. On the microeconomic level,
research has shown that ACSI data predicts stock market performance, both for
market indices and for individually traded companies. Increasing ACSI scores has
been shown to predict loyalty, word-of-mouth recommendations, and purchase
behavior. The ACSI measures customer satisfaction annually for more than 200
companies in 43 industries and 10 economic sectors.

In addition to quarterly reports, the ACSI methodology can be applied to private

sector companies and government agencies in order to improve loyalty and purchase
intent. Two companies have been licensed to apply the methodology of the ACSI for
both the private and public sector: CFI Group, Inc. applies the methodology of the
ACSI offline, and Foresee Results applies the ACSI to websites and other online
initiatives. ASCI scores have also been calculated by independent researchers, for
example, for the mobile phones sector, higher education, and electronic mail.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer
preferences into five categories: Attractive, One-Dimensional, MustBe, Indifferent,
Reverse. The Kano model offers some insight into the product attributes which are
perceived to be important to customers. Kano also produced a methodology for
mapping consumer responses to questionnaires onto his model. SERVQUAL or
RATER is a service-quality framework that has been incorporated into customer-
satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to
indicate the gap between customer expectations and experience.

J.D. Power and Associates provides another measure of customer satisfaction, known
for its top-box approach and automotive industry rankings. J.D. Power and
Associates' marketing research consists primarily of consumer surveys and is publicly
known for the value of its product awards.

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Other research and consulting firms have customer satisfaction solutions as well.
These include A.T. Kearney's Customer Satisfaction Audit process, which
incorporates the Stages of Excellence framework and which helps define a company’s
status against eight critically identified dimensions. For Business to Business (B2B)
surveys there is the Info Quest box. This has been used internationally since 1989 on
more than 110,000 surveys (Nov '09) with an average response rate of 72.74%. The
box is targeted at "the most important" customers and avoids the need for a blanket
survey.

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of
customer satisfaction. The International Customer Service Institute (TICSI) has
released The International Customer Service Standard (TICSS). TICSS enables
organizations to focus their attention on delivering excellence in the management of
customer service, whilst at the same time providing recognition of success through a
3rd Party registration scheme. TICSS focuses an organization’s attention on
delivering increased customer satisfaction by helping the organization through a
Service Quality Model. TICSS Service Quality Model uses the 5 P's - Policy,
Processes People, Premises, Product/Services, as well as performance measurement.
The implementation of a customer service standard should lead to higher levels of
customer satisfaction, which in turn influences customer retention and customer
loyalty.

Customer Satisfaction Surveys:

Surveys and questionnaires are the most common marketing research methods.
Typically, they are used to:

 Assess the level of customer satisfaction with a particular product, service or

experience

 Identify factors that contribute to customer satisfaction and dissatisfaction;

 Determine the current status or situation of a product or service;

 Compare and rank providers;

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  Estimate the distribution of characteristics in a potential customer population;
or

 Help establish customer service standards.

Benefits and Challenges:

Surveys allow an organization to quickly capture vital information with relatively
little expense and effort. A primary advantage of this method is its directness: “the
purpose is clear and the responses straightforward.” Additionally, the information
gathered by surveys can easily be analyzed and used to identify trends over time. The
public views consumer product polls and pollsters in a generally positive manner
compared to political and other polls. One study found that at least sixty percent of the
public feels that market research about products and services has a positive impact on
society. Seventy percent consider the people who conduct such surveys to have
positive impacts on society.

A major disadvantage of customer surveys is that the responses may be influenced by

the measurement itself through various forms of bias. For example, most surveys are
voluntary, and some researchers have found differences between survey respondents
and non-respondents. People who respond to surveys answer questions differently
than those who do not respond, and late responders answer differently than early
responders.

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 METHOD OF RESEARCH
Survey method
A Survey is a complete operation, which requires some technical knowledge Survey
methods are mostly personal in character. Surveys are best suited for getting primary
data. The research obtains information from the respondents by interviewing them.

Sampling
It is not always necessary to collect data from whole universe4. A small representative
sample may serve the purpose. A sample means a small group taken in a large lot.
This small group taken in a large lot.This small group should be emanative cross
section and really “representative” in character. This selection process in called
sampling.

Sample size
Samples are devices for learning about large masses by observing a few individuals.
The selected sample is 50s.

Methods of Sampling
Random sample method:
The method adopted here is random sampling method. A Random sample is one
where each item in the universe has as an equal chance of known opportunity of being
selected.

Research Instrument
Questionnaire:

A questionnaire is a carefully complied logical sequence of questr5ions directed to a

define objective. It is the outline of what information is required and the framework
on which the data is built upon. Questionnaire is commonly used in securing marker
information that its preparation deserves utmost skill and care.

Collection of data:
One of the important tools for conduction market research is that availability of
necessary and useful data. Date collection is more of an art than a science. The

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methods of marketing research are in a way the methods of data collection. The
sources of information fall under two categories.

Internal sources:
Every company has to keep certain records such as accounts, reports etc. these records
provide sample information which an organization usually keeps collection in its
working.

External sources:
When internal records are insufficient and required information is not available, the
organization will have to depend on external sources of data are:

a) Primary data:

The data collected for a purpose in original and for the first time is known as primary
data. The researches collect this data to study a particular problem.
Here the primary data is data collected through questionnaire by directly meeting the
customers.

b) Secondary Data:

The data, which is collected from the published sources i.e., not originally collected of
the first rime is called secondary data.Here the secondary data is data collected from
the company’s brochures, pamphlets, catalogues and the website.

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 NEED FOR THE STUDY
Customer satisfaction survey is a systematic process for collecting consumer data,
analyzing this data to make it into actionable information, driving the results
throughout an organization and implementing satisfaction survey is a management
information system that continuously captures the voice of the customer through the
assessment of performance from the customers’ point of view.

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 OBJECTIVES OF STUDY
The setting of objective is the corner stone of a systematic study. The study will be
fruitful one when the basis laid down is a concrete one they represent the desired
solution to the problem and help in proper utilization of opportunities.

Objectives:

1) To find out which sales promotion tools will increase the sales.
2) To find out how brand ambassador can influence sales promotion.
3) To find out the market share of “K.P.R AGROCHEM LIMITED”
4) To know the features that attracts the customer to subscribe to K.P.R
AGROCHEM LIMITED.
5) To know the level of satisfaction of customers towards “K.P.R AGROCHEM
LIMITED”.

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 LIMITATIONS OF THE STUDY
1) Time factor was the main limitation for the study as the project was restricted
to small period.
2) The research was limited only to the Hyderabad city so the result can’t be
generalized to the whole market.
3) The sample taken for research was concerned only for 100 customers rather
than millions of customers scattered around the world.
4) Since the project has to be completed within a short period of time the
information collected could be biased.
5) Some of the premium segments could not be met due to time lack and by not
obtaining prior appointment due to tight schedule of the respondents.

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 INTRODUCTION
India has been predominantly considered as an agricultural dependent economy.
Agriculture plays a very dominant role as more than one-fourth of our GDP come
from this sector. Nearly 70% of population depends on the agriculture for their
lively-hood. The basic need for an agricultural dependant economy is fertilizers and
urea is one of the main fertilizers. India is the second largest manufacturing country
in the world.

All fertilizers consist of three main ingredients.

 Nitrogen—(N) -- which promotes general plant growth

 Phosphorous—(P) -- which promotes flowering
 Potassium – (K) -- which promotes strong roots.

The ingredients are mixed in various combinations because plants have different
needs.

 The combinations are indicated by a three number code:

 The first number is the percent of nitrogen (N)
 The second number is the percent of phosphorus (P)
 The third number is the percent of potassium (K)

About Fertilizers

Fertilizer is simply, plant food. Just like the human body needs vitamins and
minerals, plants need nutrients in order to grow. Plants need large amounts of three
nutrients – nitrogen, phosphorus, and potassium. These are commonly referred to as
macronutrients. Fertilizer makers take those three nutrients from nature and put them
into soluble forms that plants can easily use.

There are a number of other nutrients plants need in small amounts. These are
referred to as the minor nutrients, or micronutrients. These many nutrients are
typically produced separately, but end up being mixed together in varying amounts to
match the needs of a particular crop. The analysis found on each bag or bulk
shipment of fertilizer tells the farmer or consumer the amount of nutrients being
supplied. States have a system of laws and regulations that ensure the fertilizer is

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properly labelled and delivers the amount for nutrients stated on the bag.Our world
would be vastly different without commercial fertilizers. Following World War II,
new technologies allowed for the rapid expansion of fertilizer production. Coupled
with growing food demand and the development of higher-yielding crop varieties,
fertilizer helped fuel the Green Revolution. Today, the abundance of food we enjoy is
just one way fertilizers help enrich the world around us.

While fertilizers provide many important benefits that are necessary for our way of
life, the improper use of fertilizers can harm our environment. We’ve used the most
recent developments in science to study our products and make sure safety comes
first.

Fertilizer:
Fuel for growing plants just like humans and animals, plants need adequate water,
sufficient food, and protection from diseases and pests to be healthy. Commercially
produced fertilizers give growing plants the nutrients they crave in the form they can
most readily absorb and use: nitrogen (N), available phosphate (P) and soluble potash
(K), Elements needed in smaller amounts, or micronutrients, include iron (Fe), zinc
(Zn), copper (Cu) and boron (B).Each crop year, certain amounts of these nutrients
are depleted and must be returned to the soil to maintain fertility and ensure
continued, healthy future crops.

Scientists project that the earth’s soil contains less than 20 percent of the organic plant
nutrients needed to meet our current food production needs. Therefore, through the
scientific application of manufactured fertilizers, farmers are meeting the challenge of
the future, today.

Another component of plant DNA is phosphate, which helps plants to use water
efficiently. It also helps to promote root growth and improves the quality of grain and
accelerates its ripening. And potassium, commonly called potash, is important
because it is necessary for photosynthesis, which is the production, transportation and
accumulation of sugars in the plant. Potash makes plants hardy and helps

them to withstand the stress of drought and fight off disease.

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Fertilizer Types:
Because every crop is different and the soils and weather conditions crops are grown
in vary dramatically around the world, commercial fertilizers, which are manufactured
from natural sources, come in many formulations.

Combining air with hydrogen using natural gas as the feedstock makes ammonia, the
building block for nitrogen fertilizers. Ammoniated phosphates, which include mono
ammonium phosphate (MAP) and dominium phosphate (DAP), are made by reacting
ammonia with phosphoric acid. Muriate of potash, also called potassium chloride, is
made from mine ores that have been processed to remove naturally occurring salts.

Ammonium nitrate is a solid fertilizer containing approximately 34 percent nitrogen

that is water soluble and used in various fertilizer solutions. Aqua ammonia is
another nitrogen-based fertilizer made by combining ammonia with water. It contains
up to 25 percent nitrogen and is either applied directly to the soil or is used to
manufacture phosphate fertilizers.Nitrogen solutions are water solutions of ammonia,
ammonium nitrate and, sometimes, urea, a solid fertilizer containing approximately
45 percent nitrogen, and other soluble compounds of nitrogen. Nitrogen solutions are
used in ammoniating super phosphate, the manufacture of complete fertilizer and for
direct injection into the soil. They vary in composition and nitrogen content and are
sometimes applied under pressure.

Nitrogen (N):-

Nitrogen is a part of all plant proteins and is a component of DNA and RNA – the
“blueprints” for genetic characteristics. It is necessary for plant growth and
chlorophyll production. Nitrogen is the building b lock for many fertilizers. Where
does N come from? Nitrogen is present in vast quantities in the air, making up about
78 percent of the atmosphere. Nitrogen from the air is combined with natural gas in a
complex chemical process to make ammonium.

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Phosphorus/Phosphate (P):
Phosphorus as a nutrient is sometimes most valuable to plants when put near the seed
for early plant health and root growth. Plant root uptake is dependent on an adequate
supply of soil P. Phosphorus is relatively insoluble in water. The water in most soils
must replace all of the P in the soil water 2 to 3 times each day to meet the crop’s
demand for P. Phosphorus compounds help in directing where energy will be used.
Phosphorus compounds are needed in plant photosynthesis to “repackage” and
transfer energy. Phosphate is also a component of DNA, so it is one of the building
blocks of genes and chromosomes. Phosphorus is involved in seed germination and
helps plants to use water efficiently. Where does P come from? Phosphorus occurs in
natural geological deposits. Deposits can be found in the U.S. and other parts of the
world.

Potassium/Potash (K):

Potassium protects plants against stresses. Potassium protects plants from cold winter
temperatures and helps them to resist invasion by pests such as weeds and insects.
Potassium stops wilting, helps roots stay in one place and assists in transferring food.
Potassium is a regulator. It activates plant enzymes and ensures the plant uses water
efficiently. Potassium is also responsible for making sure the food you buy is fresh.
Where does K come from? The element potassium is seventh in order of abundance in
the Earth’s crust.

Through long-term natural processes K filters into the oceans and seas. Over time,
these bodies of water evaporate, leaving behind mineral deposits. Although some of
these deposits are covered with several thousands of feet of earth, it is mined as
potash or potassium chloride. Potash ore may be used without complex chemical
conversion; just some processing is necessary to remove impurities such as common
salt.

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Fertilizer Industry at a glance:
Since 1883 the industry has worked to promote the advances in the development and
application of fertilizers that have helped to feed a hungry world. The revolutionary
concept of plant nutrition was born from the discovery of the biological role of
chemical elements in plant nutrition and the need to feed a growing population
concentrated away from the farm in the rising industrial centers of the world.

Because of modern fertilizers, world food production since 1960 has more than
doubled, keeping pace with the population explosion. Today, the fertilizer industry is
poised to help produce the food that will be needed to feed the world’s projected 9
billion people in 2025.

The fertilizer industry is essentially concerned with the provision of three major plant
nutrients – nitrogen (N), phosphorous (P) and potassium (K) – in plant available
form. Each nutrient is responsible for different aspects of plant growth and health.

Fertilizers regulations:

Regulated for quality and safety like other manufactured goods, fertilizers are
regulated for quality and safety at the federal and state levels. Every state in the
country, plus Puerto Rico, has its own fertilizer regulatory program, usually
administered by the state department of agriculture.

State Regulations:

State regulation is concerned with consumer protection, labeling, the protection of

human health and the environment, and the proper handling and application of
fertilizers. Fertilizers are regulated at the state level because soil conditions vary
dramatically from state to state across the country. For example, the rocky, thin soils
of New England are vastly different from the deep,

Rich black soils of the Midwest Corn Belt. A different level of fertilizer nutrients in
the soil, different crops (potatoes versus corn, for instance) and different weather and
cropping patterns require state-specific regulations.

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Where Science and safety come first the modern commercial fertilizer industry was
founded on the revolutionary scientific discovery in the last part of the 18 th century
that chemical elements play a direct role in plant nutrition.

This initial concept was supported by direct scientific experiment and opened the way
for industrial-scale manufacturing of fertilizers of all types in the 19 th century,
beginning with super phosphate in 1843. This was followed by ammonium sulphate,
sodium nitrate and, finally, in the first two decades of the 20 th century, the
manufacturing of synthetic nitrogen fertilizers directly from atmospheric nitrogen.

Assessing Fertilizer Safety:

Fertilizer research and development historically have been focused on maximizing

economic crop yields from given rates of nutrient application. Since the advent of the
modern environmental movement in the 1960s, research has also been concerned with
minimizing potentially adverse human health and environmental effects from
fertilizer manufacture and application.

As part of its continuing commitment to safety in 1996. The Fertilizer

Institute initiated a comprehensive safety assessment project to determine
the risks, if any, of metals in fertilizer. Small amounts of metals are
found in phosphate and potash fertilizers due to their presence in the
mined ore bodies. In addition to phosphate and potash products, some
micronutrient fertilizers. Which come from both mined ores and recycled
wastes, also contain metals.

Fertilizers Enrich our World:

Improvements in agricultural efficiency through research and technology increase

food output while protecting the environment and enriching our world in numerous
ways.

Fertilizers feed the growing world. As the world’s population continues to climb
toward an estimated 8.5 billion in 2040, experts estimate that food production must

22
increase more than two percent annually to even maintain current diets. Commercial
fertilizers will be key in the fight to feed the growing world.

Fertilizers protect the environment. The efficient use of fertilizer also helps to
conserve the natural environment. With fertilizers and modern high yield farming
practices, more food is produced per acre each year, so land may be conserved.
Fertilizers, used properly, help to prevent the widespread loss of habitat that results
from wasteful “slash and burn” low-yield farming, which is a major global
environmental threat.

Fertilizers at work in industry:-

Aside from their benefits to agriculture, fertilizer components are central to such
industrial process as semiconductor chip making, resin manufacture, cattle feed
production, metal finishing, the manufacture of detergents, fiberglass insulation and
more, even rocket fuel.

Global Fertilizer Consumption

23
 Major Fertilizer Producing Countries:

Million metric tons, years ending June 30*

COUNTRY 2011-12 2012-13 2013-14 2014-15 2015-16

Nitrogen
China 20.2 21.5 22.8 21.5 22.1
India 10.1 10.5 10.9 10.9 107
U.S.A 13.8 13.5 11.2 9.9 10.6
R.S.S.R 4.1 4.1 5.0 5.4 5.5
Canada 3.7 3.7 4.1 3.9 3.5
Phosphate
U.S.A 9.0 9.0 8.5 7.3 7.6
China 6.4 6.7 6.4 6.7 7.4
India 3.0 3.2 3.4 3.7 3.9
R.S.S.R 1.9 1.7 2.0 2.3 2.4

Brazil 1.4 1.4 1.4 1.5 1.4

Canada 9.0 9.2 8.2 9.2 8.2
R.S.S.R 3.4 3.5 4.0 3.7 4.3
Belarus 3.3 3.4 3.6 3.4 3.7
Germany 3.4 3.6 3.5 3.4 3.5
Israel 1.5 1.7 1.7 1.7 1.8

Source: Food and Agriculture Association (FAO) and the Fertilizer Institute (TFI)

For countries that report their fertilizer statistics on a calendar-year basis, data are
shown under the fertilizer year that begins in that calendar year; for example, 2011
data are under 2011-16.

24
 COMPANY PROFILE
We are an agri-input Company focused on manufacturing, distribution and retailing of
a wide range of crop yield enhancing and protection products. Our product portfolio
includes crop protection, crop nutrients, seeds, veterinary feed supplements. Further,
in order to secure supply of sulphuric acid, one of our key ingredients, we also
ventured into manufacturing of sulphuric acid. We produce sulphuric acid as well as
other sulphuric acid based chemicals like LABSA and oleum that have wider
applications across industries like agrochemicals; veterinary feed supplements,
pharmaceuticals, synthetic detergents etc. Our range of product encompasses products
across the agri-value chain viz., from seeds to crop nutrients products to crop
protection products and also veterinary feed supplements.

Majority of our sales is from branded products like “FAST” “MOTOX 10G” “MEGA
SAMRAT” and “MEGA IMIDA” brands for crop protection; “AJAY” for NPK
mixture crop nutrient products; “ANNADATA” for single super phosphate;
“ABHAYA” for di-calcium phosphate and “APURVA” for seeds. To ensure timely
supply and availability of our products as well as achieve last mile connectivity with
the farmers, we have set-up company operated depots at 14 locations across India that
are established based on the agricultural belts and / or having connectivity ease with
our dealer network. Our products are distributed from our depots / manufacturing
location based warehouses to a network of approximately 8,000 dealers spread across
various states in India. Further, our Company has also set-up a chain of company
operated retail outlets known as KisanSevaKendras in the East and West Godavari
and Krishna districts of Andhra Pradesh, Warangal district of Telangana and Koppal
district of Karnataka where our primary manufacturing operations are conducted as a
channel of direct sales to our end customers.

We have a wide product portfolio across the agri-value chain as follows –

 Crop Protection Products – registrations of 150 formulations from CIB of which

we have manufacturing license for 139 products;
 Crop Nutrient Products – single super phosphate, 10 grades of NPK mixture
fertilizers, micro nutrients and bio products;

25
 Seeds – 85 variety of seeds spanning across 33 different field and vegetable crops
for which we have received centralized seed license certification;
 Veterinary Feed Supplements– di-calcium phosphate for animal feed. Further, we
also use di-calcium phosphate towards pharmaceutical industry; and
 Sulphuric Acid – production of sulphuric acid and sulphuric acid based
chemicals like LABSA and oleum for variety of industrial applications including
agrochemicals, pharmaceuticals, etc.

We have a quality control laboratory at Biccavolu facility and Balabhadrapuram

facility, Andhra Pradesh, Warangal facility, Telangana and Koppal facility,
Karnataka, which primarily monitors the quality of our major raw materials and
finished goods. Further, we have received quality control certifications relating to our
products and manufacturing facilities including ISO 14001:2004 certificate for
operating as environmental management system for our manufacturing facilities
located at Biccavolu and Balabhadrapuram, Andhra Pradesh and Koppal, Karnataka
having scope of manufacturing and supply of pesticides, fertilizers, chemicals, API’s
and animal nutrients; OHSAS 18001:2007 certificate for operating as occupational
health and safety management system for Biccavolu facility and Balabhadrapuram
facility, Andhra Pradesh and Koppal facility, Karnataka having scope of manufaturing
and supply of pesticides, fertilizers, chemicals, API’s and animal nutrients; ISO
9001:2008 certificate for operating as quality management system for manufacturing
facilities at Balabhadrapuram and Bicaavolu, Andhra Pradesh having scope of
manufacturing & supply of pesticides, fertilizers, chemicals, bulk drugs and animal
nutrients; license as per IS 5470:2002 for the product dicalcium phosphate animal
feed grade for manufacturing facility at Biccavolu, Andhra Pradesh and license as per
IS 1664:2002 for the product mineral mixture supplementing cattle feed type I and II
for manufacturing facility at Biccavolu, Andhra Pradesh.

26
About K.P.R AGROCHEM LIMITED

K.P.R AGROCHEM LIMITEDis a company incorporated under Companies Act

1956 on 02.01.2007 as a Private Ltd Company with Registered Office at
Balabhadrapuram, East Godavari district, Andhra Pradesh.

Subsequently the Company has been converted into a Public Ltd Company with CIN:
U24129AP2007PLC052216 effective from 19-12-2008

K.P.R Group:

This company has been promoted by a group of Agriculturist families lead by Mr.
KOVVURI PAPA REDDY, resident of Komaripalem, Biccavolu Mandal, East
Godavari District, Andhra Pradesh, an Agriculturist for over 3 decades. He has
promoted several Agricultural based industries, including Poultries, Rice Mills,
Fertilizer, Chemical Industries etc., and is known as K.P.R. Group of Industries,
extending operations both in Andhra Pradesh and Karnataka.

Management:

The Board of Directors of the Company consists of the following:

1. Sri Kovvuri Papa Reddy Chairman

2. Sri Karri VenkataMukunda Managing Director
Reddy
3. Sri KovvuriRajasekhara Reddy Executive Director
4. Sri Ragavachari Srinivasan Director
5.Sri Jyothi Prasad Director
6. Sri Murali Krishna Waddiparthi Director

KPR AGROCHEM Limited has the following Industrial and Manufacturing Units:

27
1. Pesticides Unit at Balabhadrapuram, East Godavari district, Andhra Pradesh.
2. Fertilizers Unit at Biccavolu, East Godavari district, Andhra Pradesh
3. Fertilizers Unit at Halvarthy, Koppel district, Karnataka
4. Wind Mill Unit at Tirunelveli district, Tamilnadu

These units are run by experienced and skilled personnel and working operations are
managed efficiently.

Products:

The industrial Units manufacture the following Products:

1. Pesticides (Insecticides, Herbicides), Micro nutrients

2. Fertilizers (SSP, NPK Mixtures, DCP), Sulphuric Acid

Industries

The Company is undertaking Fertilizer Industry and is also engaged in incidental

businesses such as Pesticides, Chemicals, Seeds and Power.

Registered office of the Company

The Registered Office of the Company is situated as enunciated below:
D.No. 8-2-416
Stone VallyApts, C2
Banjara Hills, Road No.4
Hyderabad- 500 034
Andhra Pradesh
India
Ph: 91-40-23354777
Fax: 91-40-23359

28
Corporate & Administrative Office of the Company
The Corporate & Administrative office of the Company is situated as follows:
D No: 8-256,Tatanagar
Balabhadrapuram -533343
East Godavari District
Andhra Pradesh
India
Ph: 91-8857 236767, 237367
Fax: 91-8857 23333
Email: fertilisers@kprgroup.in

Board of Directors of the Company:

The Company is managed by the Board of Directors as detailed below:

Name of the Experience in Date of Designation

Director Years Appointment
Kovvuri Papa 36 02-01-2007 Chairman
Reddy
Karri 26 02-01-2007 Managing
VenkataMukunda Director
KovvuriRajasekhar 10 02-01-2007 Executive
Reddy Director

Vision
To be a model fertilisers & pesticides plant by 2020 with a clear focus on safety,
environment, quality, cost, productivity, delivery, employee & interested party
satisfaction.

29
 Mission
Safe work culture, pollution control, systems &team based ,continual skills up
gradation, conservation & technological up gradation adhering to kpr group values.
Key focus areas

 Safety, health & environment

 Quality & customer satisfaction
 Operational excellence
 Employee engagement
 Interested party satisfaction

Our Culture
K.P.R.Agrochem is managed by competent and committed professionals using
advanced management practices. The Company is known for fostering a climate of
high performance and continuous improvement. K.P.R.Agrochem culture is based on
the three tenents - Knows | cares | fulfils.

CORPORATE SOCIAL RESPONSIBILITY EXPENDITURE

Corporate Social Responsibility expenditure will include all expenditure, direct and
indirect, incurred by the K.P.R. Agrochem Limited on Corporate Social
Responsibility Programs undertaken in accordance with the approved Corporate
Social Responsibility Plan. Moreover, any surplus arising from any Corporate Social
Responsibility Programs shall be used for Corporate Social Responsibility.
Accordingly, any income arising from Corporate Social Responsibility Programs will
be netted off from the Corporate Social Responsibility expenditure and such net
amount will be reported as Corporate Social Responsibility expenditure.

Policy on materiality for determining group companies

GROUP COMPANIES:
Pursuant to the policy approved in the meeting of the Board of Director of the
Company held on November 28, 2015, the group entities shall be considered to be
material if such companies as covered under the applicable accounting standards (i.e.

30
Accounting Standard 18 issued by the Institute of Chartered Accountants of India) on
a consolidated basis and such entities in which the Promoters of KPR Agrochemical
Limited, Mr. Papa Reddy Kovvuri, Mr. VenkataMukunda Reddy Karri and Mr.
Rajasekhar Reddy Kovvuri and the Corporate Promoter, Cresco Technology LLP
holds individually or jointly, more than twenty per cent of issued, subscribed and paid
up share capital or voting rights of such entities.

Policy on materiality and consolidated information on creditors of the Company

OUTSTANDING DUES TO CREDITORS:

Pursuant to the policy approved in the meeting of the Board of Director of the
Company held on November 28, 2015, the Company shall make relevant disclosures
in the offer document for such creditors as referred herein-under;

Consolidated information on outstanding dues to small scale undertakings (SSI) and

other creditors, in excess of 5.74 million (being 0.1 per cent of the total revenue from
operations for the Fiscal 2015 as per our restated standalone financial statements) are
considered as material outstanding dues;

As on June 30, 2015, the Company, in its ordinary course of business, has certain
amounts aggregating 1,878.00 million which are due towards creditors. As of June 30,
2015, the Company owes the following material creditors:

31
Customer Satisfaction
The definition of customer satisfaction has been widely debated as organizations
increasingly attempt to measure it. Customer satisfaction can be experienced in a
variety of situations and connected to both goods and services. It is a highly personal
assessment that is greatly affected by customer expectations. Satisfaction also is based
on the customer’s experience of both contact with the organization (the “moment of
truth” as it is called in business literature) and personal outcomes. Some researchers
define a satisfied customer within the private sector as “one who receives significant
added value” to his/her bottom line—a definition that may apply just as well to public
services. Customer satisfaction differs depending on the situation and the product or
service. A customer may be satisfied with a product or service, an experience, a
purchase decision, a salesperson, store, service provider, or an attribute or any of
these. Some researchers completely avoid “satisfaction” as a measurement objective
because it is “too fuzzy an idea to serve as a meaningful benchmark.”4 Instead, they
focus on the customer’s entire experience with an organization or service contact and
the detailed assessment of that experience.

For example, reporting methods developed for health care patient surveys often ask
customers to rate their providers and experiences in response to detailed questions
such as, “How well did your physicians keep you informed?” These surveys provide
“actionable” data that reveal obvious steps for improvement. Customer satisfaction is
a highly personal assessment that is greatly influenced by individual expectations

Some definitions are based on the observation that customer satisfaction or

dissatisfaction results from either the confirmation or disconfirmation of individual
expectations regarding a service or product. To avoid difficulties stemming from the
kaleidoscope of customer expectations and differences, some experts urge companies
to “concentrate on a goal that’s more closely linked to customer equity.” Instead of
asking whether customers are satisfied, they encourage companies to determine how
customers hold them accountable Customer satisfaction, a business term, is a measure
of how products and services supplied by a company meet or surpass customer
expectation. It is seen as a key performance indicator within business

32
Customer satisfaction depends on the product’s performance relative to a buyer’s
expectation, the customer is dissatisfied. If preference matches expectations, the
customer is satisfied. If preference is exceeds expectation, the customer is highly
satisfied or delighted outstanding marketing insurance companies go out of their way
to keep their customer satisfied. Satisfied customers make repeat purchases insurance
products and tell other about their good experiences with the product. The key is to
match customer expectations with company performance. Smart insurance
company’s aim to delight customers by promising only what they can deliver, then
delivering more than the promise. Consumers usually face a broad array of products
and services that might satisfy a given need. How do they choose among these many
marketing makers offers? Consumers make choices based on their perception of the
value and satisfaction that various products and services deliver.

Customer value is the difference between the values the customer gains from owning
and using a product and the costs of obtaining the products customers from
expectations about the value of various marketing offers and buy accordingly. How
do buyers from their expectations? Customer expectations are based on past buying
experiences, the opinion of friends and marketer and competitor information and
promises.

Customer satisfaction with a purchase depends on how well the product’s

performance lives up to the customers’ expectations. Customer satisfaction is a key
influence on future buying behaviour.

Satisfied customers buy again and tell others about their good experiences dies-
satisfied customers of ten switches to competitors and disparage the products to
others. An insurance provider open only to active duty, retired and separated military
members and their immediate families and therefore not included in the rankings,
achieved a satisfaction ranking equal to that any insurance company.

In general, customer satisfaction with auto insurance providers decreased

significantly, with 20 of the 21 companies surveyed decreasing in satisfaction from
the previous year. Insurance is the only carrier that did not experience a decline in
satisfaction. Though consumers report their insurance carriers are resolving their
claims and problems faster. Businesses survive because they have customers who are
willing to buy their products or services. However, many businesses fails to “check

33
in” with their customers to determine whether they are happy or not and what it will
make to make or keep them happy.

According to U.S consumers’ affairs department, it costs five times more to gain a
new customer than to retain an existing one. Other studies have repeated that with just
a five percent increase in Customer retention’s a firm can raise its profitability
customers spend salary at first, but with succeeding years of good experience, they
will spend increasingly more.

Depending on the industry and the nature of the bad experience, dissatisfied
customers will complain to 10 to 20 friends and acquaintances, which is three times
more than those with good experiences are. Hence, the negative information is
influential, and consumers generally place significant weight on it when making a
decision. If that is not the reason enough, fierce competitor is needed more and more
to differentiate firms from one another. With technology available to virtually every
one today, the traditional features and cost advantages are no longer relevant. Still
product and service quality provides an enormous opportunity to distinguish a firm
from the rest. The Japanese have recognizedthis and have though us to expect quality.
Today’s consumers do, and they know more about products and services than they
ever did.

Customers are the best source of information. Whether to improve an existing product
or service or whether firms are planning to launch something new. There is no
substitution for “getting it from horse’s mouth” When you talk to your customer
directly, to increase your odds for achieving success you “mistake proof” your
decisions and work on what really matters. When you routinely ask the customers for
feedback and involve them in business they, in turn, become committed to the success
of your business.

Customer Satisfaction Measurement: -

A basic and effective base line customer satisfaction survey program should focus on
measuring customer perceptions of how the company will delivers on the critical
success factors and dimensions of the business as defined by the customers:

34
For example:

 Service Promptness

 Courtesy of Staff

 Responsiveness

 Understanding the customer problem, etc.

The findings of the company performance should be analysed both with all customers
and by key segments of the customer population. The essential starting point for
Customer Satisfaction Measurement (CMS) is exploratory research. Since satisfaction
is about an organization’s ability. To meet customer requirement, one has to start by
clarifying with customers exactly what those requirements are. This is done through
exploratory research using focus groups or one to one depth interviews.

Two main factors determine the accuracy of CMS. The first is the asking the right
question and the second is the asking them to the right people sample of customers
which accurately reflects the customer base.

Three things decide the accuracy of a sample. They are:

 It must be representative

 It must be randomly selected.

 It must be adequate enough.

Measuring customer satisfaction

Organizations need to retain existing customers while targeting non-customers.
Measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the state
of satisfaction will vary from person to person and product/service to product/service.
The state of satisfaction depends on a number of both psychological and physical
variables which correlate with satisfaction behaviors such as return and recommend

35
rate. The level of satisfaction can also vary depending on other factors the customer,
such as other products against which the customer can compare the organization's
products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
delivered SERVQUAL which provides the basis for the measurement of customer
satisfaction with a service by using the gap between the customer's expectation of
performance and their perceived experience of performance. This provides the
researcher with a satisfaction "gap" which is semi-quantitative in nature. Cronin and
Taylor extended the disconfirmation theory by combining the "gap" described by
Parasuraman, Zenithal and Berry as two different measures (perception and
expectation) into a single measurement of performance relative to expectation.

The usual measures of customer satisfaction involve a survey with a set of statements
using a Linker Technique or scale. The customer is asked to evaluate each statement
in terms of their perception and expectation of performance of the service being
measured.

The main object of every organization is to earn more profit, to achieve this object the
organization should increase its sales by getting more customer and the only way to
get more customer is that the organization should provide expected satisfaction to the
customers. Here the word customer satisfaction means “the utility which customer
expect from the product” and when a customer gets expected utilities it is called as
customer satisfaction.

Customer satisfaction has long been recognized in marketing thought and practice as a
central concept as well as an important goal of all business activities
(Anderson,Fornell, and Lehmann 1994). In fact, there are at least two different
conceptualizations of customer satisfaction, one is transaction-specific and other is

cumulative. Transaction- specific satisfaction provides specific diagnostic information

about a particular product or service encounter (Lam et al. 2004). In contrast,
cumulative customer satisfaction is an overall evaluation based on the total purchase
and consumption experiences with a product or service overtime (Anderson, Fornell,
and Lehmann 1994), which is more fundamental and useful than transaction – specific

36
consumer satisfaction in predicting a consumer’s subsequent behavior and a firm’s
past, present and future performance. It is cumulative customer satisfaction that
motivates a firm’s investment in customer satisfaction (Wang and Lo 2002). Further,
customer satisfaction is generally defined as a feeling or judgement by customers
towards products or services after they have used them (Jamal and Naser 2002).

Though customer satisfaction is essential for survival (Rampersad 2001) butcustomers

who are retained may not always be satisfied and satisfied customers maynot always
be retained (Dick and Basu 1994). So, this creates a challenge formaintaining high
levels of service, awareness of customer expectations andimprovements in services
and product (Pizam and Ellis 1991). However, satisfiedcustomers are the assets of an
organization that ensure a regular cash flow for thebusiness in the future (Rahman
2004). Further, it is generally argued that if customersare satisfied with a particular
product or service offering after its use, then they arelikely to engage in repeat
purchases and try line extensions. Moreover, customers arealso likely to convey
others of their favorable experiences and thus, engage inpositive word-of-mouth
advertising whereas dissatisfied consumers are likely toswitch brands and engage in
negative word-of-mouth advertising (Naser, Jamal, andAl-Khatib 1999).

Brand Equity:

Today brand equity has become one of the most important marketing concepts
(Martensen and Gronholdt 2004) both in business practice as well as in academic
research because marketers can gain competitive advantage through successful brands
(Kim, Kim, and an 2003). Further, organizations develop brand as a way to attract and
retain customers by promoting value, image and lifestyle (Rooney 1995).

Although to create a brand from scratch requires huge investment (Motameni and
Shahrokhi 1998), but brands have various advantages to the firm, such asopportunity
for successful extension, resilience against competitors, promotional pressures and
creation of barriers to competitive entry. Brands are assets for a company and thus,
company’s financial performance is significantly affected by its brand equity (Lassar,

37
Mittal, and Sharma 1995). Therefore, brand equity is considered to be one of the key
drivers of a business success (Prasad and Dev 2000).

Further, there have been three different viewpoints for considering brand equity, viz.,
the consumer-based perspective, the financial perspective and the combined
perspective, where the consumer- based perspective subsumes the two
multidimensional concepts, i.e., brand strength and brand value. Brand strength is
based on the perceptions and behaviours of customers that allow the brand to enjoy
sustainable and differentiated competitive advantage whereas brand values are the
gains that accrue when brand strength is leveraged to obtain superior current and
future profits.

The financial perspective is based on the incremental discounted future cash flows
that would result from a branded product’s revenue over the revenue of an unbranded
product (Simon and Sullivan 1993). Finally, combined perspective incorporates both
consumer-based brand equity and financial brand equity (Kim, Kim, and an 2003).

Customer Loyalty

Today marketers are seeking information on how to build customer loyalty. The
increased profits from loyalty come from reduced marketing costs, increased sales and
reduced operational costs. Further, loyal customers provide strong word-of-mouth,
create business referrals, provide references and serve on advisory boards (Bowen and
Chen 2001). Hence, customer loyalty has a powerful impact on firm’s performance
and is considered by many companies an important source of competitive advantage
(Lam et al. 2004). Consistently high levels of customer Loyalty not only create
tremendous competitive advantage but also boost employee morale and productivity.

On the other hand, persistent customer defection has a devastating impact on a

Company’s performance (Lee and Cunningham 2001). Further, the benefits of

38
customer loyalty to a provider of either services or products include lower customer
price sensitivity, reduced expenditure on attracting new customers, improved
organizational profitability (Rowley 2005). Furthermore, loyalty can be towards a
brand, product or service outlet. Loyalty also leads to positive attitudes and behaviors,
such as repeat patronage and purchases and positive recommendations, which
influence other actual or potential customers. A loyal customer base is a valuable
asset for an organization. It reduces the need to seek new customers and generates
accurate feedback that the organization’s products and services are meeting the needs
of a particular group of people (Rowley and Dawes 1999). Moreover, loyal customers
buy more, needless information as compared to non-loyal customers and are less
likely to switch even because of slightly higher prices. They serve as aninformation
source for other customers and also act as part time employees (Bowen and Chen
2001). Customers can be loyal due to high switching barriers or lack of available
alternatives and also because they are satisfied and thus, want to continue the
relationship (Andreassen and Lindestad 1998). As most barriers appear to be of
limited durability, companies tend to approach satisfaction as the only viable strategy
in the long run. Another important element of loyalty is the intended support of the
product expressed in communicating one’s experiences, i.e., positive word-of-mouth.
Thus, one of the most powerful sources in persuasion is positive word-of-mouth.
When a company’s customers recommend the product to others, this reflects a high
degree of loyalty (Selnes 1993). Further, customers who have not developed loyalty to
the service provider are more likely to perceive their exchange relationship as more
short term, purely economic with lower expectations for fairness beyond the one-time
encounter (Robbins and Miller 2004).
In this context, Dick and Basu (1994) argued that loyalty is determined by the
strength of the relationship between relative attitude and repeat patronage and that it
has both attitudinal and behavioral elements. The combination of these enable us to
distinguish two types of customer loyalty concepts, i.e., loyalty based on inertia,
where a brand is bought out of habit merely because this takes less effort and
customer will not hesitate to switch to another brand if there is some convenient
reason to do so. Secondly, true brand loyalty, which is a form of repeat purchasing
behavior reflecting a conscious decision to continue buying the same brand, must be
accompanied by an underlying positive attitude and a high degree of commitment
towards the brand (Beerli, Martin, and Quintana 2004). Further,Dick and Basu (1994)
39
Proposed four conditions related to loyalty:

1. Loyalty signifies a favorable correspondence between relative and repeat

Patronage.

2. Latent loyalty is associated with high relative attitude, but low repeat patronage

(Rowley 2005).

3. Spurious loyalty occurs when a consumer frequently purchases a brand but sees

no significant difference among brands.

4. No loyalty exists in a category when customers see few differences between

alternative brands and there are low repeat purchases (Javalgi and Moberg 1997).

Further, Rundle-Thiele (2005) in his paper studied the dimensions of loyalty as

situational loyalty, price sensitivity, propensity to be loyal, attitudinal loyal and
complaining behavior. The dimensions of customer loyalty, i.e., recommendation and
patronage were studied by Lam et al. (2004). Krishnamurthy and Raj (1991) showed
that loyal are less price sensitive than non-loyal in the choice decision but more price
sensitive in the quantity decision (Burke and Ground coffee) whereas Dick and Basu
(1994) demonstrated that loyalty is more prevalent among service customers than
among customers of tangible products. In the services context, intangible attributes
such as reliability and confidence play a major role in building or maintaining loyalty.
Further, Bloemer, Ruyter, and Wetzels (1999) analyzed four distinct dimensions of
customer loyalty, i.e., word-of-mouth, purchase intentions, price sensitivity and
complaining behavior. Mc. Dougall and Levesque (2000) indicated that increasing
customer loyalty in four services, viz., dentist, auto service, restaurant and hair stylist,
is positively correlated with increased profitability.

40
Purpose

A business ideally is continually seeking feedback to improve customer satisfaction.

"Customer satisfaction provides a leading indicator of consumer purchase intentions

and loyalty." "Customer satisfaction data are among the most frequently collected
indicators of market perceptions. Their principal use is twofold:"

"Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
positive experience with the company's goods and services."

"Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers
will make further purchases in the future. Much research has focused on the
relationship between customer satisfaction and retention. Studies indicate that the
ramifications of satisfaction are most strongly realized at the extremes."

On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to
become return customers and might even evangelize for the firm. (A second important
metric related to satisfaction is willingness to recommend. This metric is defined as
"The percentage of surveyed customers who indicate that they would recommend a
brand to friends." When a customer is satisfied with a product, he or she might
recommend it to friends, relatives and colleagues. This can be a powerful marketing
advantage.) "Individuals who rate their satisfaction level as '1,' by contrast, are
unlikely to return. Further, they can hurt the firm by making negative comments about
it to prospective customers. Willingness to recommend is a key metric relating to
customer satisfaction.”

41
 THEROTICAL FRAME WORK

"In literature antecedents of satisfaction are studied from different aspects. The
considerations extend from psychological to physical and from normative to positive
aspects. However, in most of the cases the consideration is focused on two basic
constructs as customers’ expectations prior to purchase or use of a product and his
relative perception of the performance of that product after using it.

Expectations of a customer on a product tell us his anticipated performance for that

product. As it is suggested in the literature, consumers may have various "types" of
expectations when forming opinions about a product's anticipated performance. For
example, four types of expectations are identified by Miller (1977): ideal, expected,
minimum tolerable, and desirable. While, Day (1977) indicated among expectations,
the ones that are about the costs, the product nature, the efforts in obtaining benefits
and lastly expectations of social values. Perceived product performance is considered
as an important construct due to its ability to allow making comparisons with the
expectations.

It is considered that customers judge products on a limited set of norms and attributes.
Olshavsky and Miller (1972) and Olson and Dover (1976) designed their researches
as to manipulate actual product performance, and their aim was to find out how
perceived performance ratings were influenced by expectations. These studies took
out the discussions about explaining the differences between expectations and
perceived performance."

In some research studies, scholars have been able to establish that customer
satisfaction has a strong emotional (i.e., affective component). Still others show that
the cognitive and affective components of customer satisfaction reciprocally influence
each other over time to determine overall satisfaction.

Especially for durable goods that are consumed over time, there is value to taking a
dynamic perspective on customer satisfaction. Within a dynamic perspective,
customer satisfaction can evolve over time as customers repeatedly use a product or

42
interact with a service. The satisfaction experienced with each interaction
(transactional satisfaction) can influence the overall, cumulative satisfaction. Scholars
showed that it is not just overall customer satisfaction, but also customer loyalty that
evolves over time.

The Disconfirmation Model

"The Disconfirmation Model is based on the comparison of customers’ [expectations]

and their [perceived performance] ratings. Specifically, an individual’s expectations
are confirmed when a product performs as expected. It is negatively confirmed when
a product performs more poorly than expected. The disconfirmation is positive when
a product performs over the expectations(Churchill & Suprenant 1982). There are four
constructs to describe the traditional disconfirmation paradigm mentioned as
expectations, performance, disconfirmation and satisfaction." "Satisfaction is
considered as an outcome of purchase and use, resulting from the buyers’ comparison
of expected rewards and incurred costs of the purchase in relation to the anticipated
consequences. In operation, satisfaction is somehow similar to attitude as it can be
evaluated as the sum of satisfactions with some features of product." "In the
literature, cognitive and affective models of satisfaction are also developed and
considered as alternatives(Pfaff, 1977). Churchill and Suprenant in 1982, evaluated
various studies in the literature and formed an overview of Disconfirmation process in
the following figure:"

Construction

Organizations need to retain existing customers while targeting non-customers.

Measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.

"Customer satisfaction is measured at the individual level, but it is almost always

reported at an aggregate level. It can be, and often is, measured along various
dimensions. A hotel, for example, might ask customers to rate their experience with
its front desk and check-in service, with the room, with the amenities in the room,

43
with the restaurants, and so on. Additionally, in a holistic sense, the hotel might ask
about overall satisfaction 'with your stay.'"

As research on consumption experiences grows, evidence suggests that consumers

purchase goods and services for a combination of two types of benefits: hedonic and
utilitarian. Hedonic benefits are associated with the sensory and experiential attributes
of the product. Utilitarian benefits of a product are associated with the more
instrumental and functional attributes of the product (Batra and Athola 1990).

Customer satisfaction is an ambiguous and abstract concept and the actual

manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors
such as return and recommend rate. The level of satisfaction can also vary depending
on other options the customer may have and other products against which the
customer can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by
using the gap between the customer's expectation of performance and their perceived
experience of performance. This provides the measurer with a satisfaction "gap"
which is objective and quantitative in nature. Work done by Cronin and Taylor
propose the "confirmation/disconfirmation" theory of combining the "gap" described
by Parasuraman, Zeithaml and Berry as two different measures (perception and
expectation of performance) into a single measurement of performance according to
expectation.

The usual measures of customer satisfaction involve a survey using a Likert scale.
The customer is asked to evaluate each statement in terms of their perceptions and
expectations of performance of the organization being measured.

Good quality measures need to have high satisfaction loadings, good reliability, and
low error variances. In an empirical study comparing commonly used satisfaction

44
measures it was found that two multi-item semantic differential scales performed best
across both hedonic and utilitarian service consumption contexts. A study by Wirtz &
Lee (2003), found that a six-item 7-point semantic differential scale (for example,
Oliver and Swan 1983), which is a six-item 7-point bipolar scale, consistently
performed best across both hedonic and utilitarian services. It loaded most highly on
satisfaction, had the highest item reliability, and had by far the lowest error variance
across both studies. In the study, the six items asked respondents’ evaluation of their
most recent experience with ATM services and ice cream restaurant, along seven
points within these six items: “pleased me to displeased me”, “contented with to
disgusted with”, “very satisfied with to very dissatisfied with”, “did a good job for me
to did a poor job for me”, “wise choice to poor choice” and “happy with to unhappy
with”. A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990), which
is a four-item 7-point bipolar scale, was the second best performing measure, which
was again consistent across both contexts. In the study, respondents were asked to
evaluate their experience with both products, along seven points within these four
items: “satisfied to dissatisfied”, “favorable to unfavorable”, “pleasant to unpleasant”
and “I like it very much to I didn’t like it at all”. The third best scale was single-item
percentage measure, a one-item 7-point bipolar scale (e.g., Westbrook 1980). Again,
the respondents were asked to evaluate their experience on both ATM services and ice
cream restaurants, along seven points within “delighted to terrible”.

Finally, all measures captured both affective and cognitive aspects of satisfaction,
independent of their scale anchors. Affective measures capture a consumer’s attitude
(liking/disliking) towards a product, which can result from any product information or
experience. On the other hand, cognitive element is defined as an appraisal or
conclusion on how the product’s performance compared against expectations (or
exceeded or fell short of expectations), was useful (or not useful), fit the situation (or
did not fit), exceeded the requirements of the situation (or did not exceed).

Recent research shows that in most commercial applications, such as firms conducting
customer surveys, a single-item overall satisfaction scale performs just as well as a
multi-item scale. Especially in larger scale studies where a researcher needs to gather

45
data from a large number of customers, a single-item scale may be preferred because
it can reduce total survey error.

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong
predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of
Personal Consumption Expenditure (PCE) growth. On the microeconomic level,
academic studies have shown that ACSI data is related to a firm's financial
performance in terms of return on investment (ROI), sales, long-term firm value
(Tobin's q), cash flow, cash flow volatility, human capital performance, portfolio
returns, debt financing, risk, and consumer spending. Increasing ACSI scores has
been shown to predict loyalty, word-of-mouth recommendations, and purchase
behavior. The ACSI measures customer satisfaction annually for more than 200
companies in 43 industries and 10 economic sectors. In addition to quarterly reports,
the ACSI methodology can be applied to private sector companies and government
agencies in order to improve loyalty and purchase intent.[21] ASCI scores have also
been calculated by independent researchers, for example, for the mobile phones
sector, higher education, and electronic mail.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer
preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent,
Reverse. The Kano model offers some insight into the product attributes which are
perceived to be important to customers.

SERVQUAL or RATER is a service-quality framework that has been incorporated

into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction
Barometer) to indicate the gap between customer expectations and experience.

46
J.D. Power and Associates provides another measure of customer satisfaction, known
for its top-box approach and automotive industry rankings. J.D. Power and
Associates' marketing research consists primarily of consumer surveys and is publicly
known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.
These include A.T. Kearney's Customer Satisfaction Audit process, which
incorporates the Stages of Excellence framework and which helps define a company’s
status against eight critically identified dimensions.

For B2B customer satisfaction surveys, where there is a small customer base, a high
response rate to the survey is desirable. The American Customer Satisfaction Index
(2012) found that response rates for paper-based surveys were around 10% and the
response rates for e-surveys (web, wap and e-mail) were averaging between 5% and
15% - which can only provide a straw poll of the customers' opinions.

In the European Union member states, many methods for measuring impact and
satisfaction of e-government services are in use, which the eGovMoNet project sought
to compare and harmonize.

These customer satisfaction methodologies have not been independently audited by

the Marketing Accountability Standards Board (MASB) according to MMAP
(Marketing Metric Audit Protocol).

47
 DATA ANALYSIS & INTERPRETATION

This page and onwards will contain step by step analysis of different questions…

1. How important is price for you while buying the agricultural product?
A) Extremely importantB) Rarely importantC) Not at all important

1) MASONS

NO.OF
Serial Number Responses Responses % Of Responses
1 Extremely important 16 32%
2 Rarely important 31 62%
3 Not at all important 3 6%

IMPORTANCE OF PRICE
Extremely important Rarely important Not at all important
6%

32%

62%

2) Arch & Engineers

NO.OF
Serial Number Responses Responses % Of Responses
1 Extremely important 24 48%
2 Rarely important 18 36%
3 Not at all important 8 8%

48
 IMPORTANCE OF PRICE
Extremely important Rarely important Not at all important

16%
48%
36%

49
2. Do you consider color of product as an important factor for buying of the
product?

A) Definitely important B) Not so important C) Sometimes important D) Not

sure

1) MASONS

NO.OF
Serial Number Responses Responses % Of Responses
1 Definitely important 5 9%
2 Not so important 28 51%
3 Sometimes important 12 22%
4 Not sure 5 18%

COLOR OF PRODUCT
Definitelyimportant Not so important Sometimesimportant Not sure

9%
18%

22%
51%

2) Retail stockists

NO.OF
Serial Number Responses Responses % Of Responses
1 Definitely important 5 9%
2 Not so important 24 44%
3 Sometimes important 16 29%
4 Not sure 5 18%

50
 COLOR OF PRODUCT
Definitelyimportant Not so important Sometimesimportant Not sure

9%
18%

44%
29%

3) General consumer

NO.OF
Serial Number Responses Responses % Of Responses
1 Definitely important 7 14%
2 Not so important 24 48%
3 Sometimes important 9 18%
4 Not sure 10 20%

COLOR OF PRODUCT
Definitelyimportant Not so important Sometimesimportant Not sure

20% 14%

18%
48%

INTERPRETATION:
Above interpretation indicates that color of the product is not an important factor.
From survey done on different group of people, it is evident that masons, retail
stockists and general consumer, all of them do not give too much attention to color of
the product.

51
3. Do you think attractive packaging is an important factor while buying the
product?
A) Very much B) Not so much C) Can’t say
1) Retail stockists
NO.OF
Serial Number Responses Responses % Of Responses
1 Very much 10 20%
2 Not so much 22 44%
3 Can’t say 18 36%

ATTRACTIVE PACAKAGING
Very much Not so much Can't say

20%
36%

44%

2) Whole salers
NO.OF
Serial Number Responses Responses % Of Responses
1 Very much 10 20%
2 Not so much 25 50%
3 Can’t say 15 30%

ATTRACTIVE PACAKAGING
Very much Not so much Can't say

20%
30%

50%

52
 3) General consumers
NO.OF
Serial Number Responses Responses % Of Responses
1 Very much 9 17%
2 Not so much 29 29%
3 Can’t say 12 27%

ATTRACTIVE PACAKAGING
Very much Not so important Can't say

17%
27%

56%

The response to this question clearly indicates that people do not tend to buy those
products which have good and attractive packaging as after all quality matters.

53
4. How many retailers of K.P.R AGROCHEM LIMITED do you find in your
city?
A) 1-5 B) 5-7 C) 7-10 D) More than Ten

1) Masons
NO.OF
Serial Number Responses Responses % Of Responses
1 1-5 3 6%
2 5-7 7 14%
3 7-10 25 50%
4 More than Ten 15 30%

NO. OF RETAILERS
1 TO 5 5 TO 7 7 TO 10 More than Ten

6%
14%
30%

50%

2) Whole salers
NO.OF
Serial Number Responses Responses % Of Responses
1 1-5 1 6%
2 5-7 5 6%
3 7-10 27 54%
4 More than Ten 17 34%

54
 NO. OF RETAILERS
1 TO 5 5 TO 7 7 TO 10 More than Ten

6%
6%

34%

54%

The response received from the customers indicates that there are enough retailers in
their city.

55
5. Which medium of information made you aware about K.P.R
AGROCHEM LIMITED?
A) News papers B) Hoardings C) TV ads D) Meeting with dealers
1) General customers
NO.OF
Serial Number Responses Responses % Of Responses
1 News papers 10 20%
2 Hoardings 10 20%
3 TV ads 25 50%
4 Meeting with dealers 5 10%

AWARENESS
News papers Hoardings TV ads Meeting with dealers

10%
20%

20%
50%

2) Industrial bulk customer

NO.OF
Serial Number Responses Responses % Of Responses
1 News papers 7 14%
2 Hoardings 13 26%
3 TV ads 18 36%
4 Meetings with dealers 12 24%

56
 AWARENESS
News papers Hoardings TV ads Meeting with dealers

14%
24%
26%

36%

57
6. Is the response time of the company to the complaints satisfactory?
A) Satisfactory B) Good C) Not so good D) Not sure
1) Wholesalers
NO.OF
Serial Number Responses Responses % Of Responses
1 Satisfactory 18 36%
2 Good 20 40%
3 Not so good 7 14%
4 Not sure 5 10%

COMPLAINTS SATISFACTORY
Satisfactory Good Not so good Not sure

10%

14% 36%

40%

2) General customer
NO.OF
Serial Number Responses Responses % Of Responses
1 Satisfactory 22 44%
2 Good 18 36%
3 Not so good 7 14%
Not sure 3 6%

COMPLAINTS SATISFACTORY
Satisfactory Good Not so good Not sure

6%
14%
44%

36%

58
 FINDINGS
 Most of the customers came to know about K.P.R AGROCHEM LIMITED

through TV ads/Hoardings

 Nearly 50 percent of customers are attracted towards K.P.R AGROCHEM

LIMITED’s widest coverage and the remaining 50 percent towards other

features.

 Most of the customers need improvement in service

 More customers prefer sports person to film star as brand ambassador

 Customer satisfaction with respect to the K.P.R AGROCHEM LIMITED is

satisfactory.

 Customer don’t want any colored product , 48% of the customers don’t mind

the product colored

59
 SUGGESTIONS

As per the analysis evaluated by simple random method I can say that the most of the
customers of ‘K.P.R AGROCHEM LIMITED’are satisfied with the
serviceprovided to the customers and are utilizing the benefits.
On the whole it may be concluded that the organization is making every effort to
extend the statutory measures to its customers in multinational areas covering the
performance related subjects on one hand and the personal development subjects on
other side. However, there are still certain steps to be taken to make statutory
compliance measures more effectively, so that the present programs which were rated
good or average may become excellent programs

 Management must look for other option for distributing of products since the
products that are distributing are not being delivered in in-time.

 Management can add other products to the existing range since many
companies are introducing latest products into the Market.

 Network should be expanded to rural areas also.

 K.P.R AGROCHEM LIMITED should give extra discount for bulk orders.

 Customers want more improvement in service.

 K.P.R AGROCHEM LIMITED should give more advertisement through

Television and should place more hoarding and billboards.

 Customers have suggested for customized home solutions.

60
 CONCLUSION
This study was undertaken to examine the Customers’ Satisfaction towards K.P.R
AAGROCHEM LIMITED services and its Marketing Performance based on their
perception. It is concluded from the study that majority of customers are satisfied
withthe services offered by K.P.R AGROCHEM LIMITED. Customers’ perception is
widely varied in accordance with the Quality of Network, Price, Customer care.
Hence, the researcher concluded that the price has significant and positive impact on
customers’ perception choice in selecting K.P.R AGROCHEM LIMITED products
and services.

The product quality from the marketer’s perspective is associated with Price,
Features, Function or Performance of a product. In this age of ever increasing
competition, it is very important for K.P.R AGROCHEM LIMITED to keep a
constant eye on preferences and behavior of their customers in order to capture the
large untapped market both in rural and urban areas of India.

61
QUESTIONAIRE:

Please mark in appropriate box.

Name: Designation:

Age: Employee

Grade:

Gender: [ ] male [ ]female.

1. How important is price for you while buying the agro products?

[ ] extremely important B)[ ] Rarely important C)[ ]Not at all

important

2. How much are you satisfied with the quality of fertilizers produced

by K.P.R Agro Chem limited

3. [ ] highly satisfied [ ] satisfied [ ] partially satisfied

[ ] dissatisfied [ ] highly dissatisfied

4. How do you get to know about the fertilizers produced by K.P.R

Agro Chem limited?

[ ] sales man [ ] television [ ] friends or relatives [ ] print media

62
5. How much are you satisfied with the K.P.R Agro Chem

limitedfertilizers as representing value of the money paid?

[ ] highly satisfied [ ] satisfied [ ] partially satisfied

[ ] dissatisfied [ ] highly dissatisfied

6. How likely do you recommend fertilizers produced by K.P.R Agro

Chem limited to friends/relatives?

[ ] excellent [ ] very good [ ] good [ ] poor [ ] very poor

7. Are you satisfied with the offers provided for the fertilizers

produced byK.P.R Agro Chem limited?

[ ] highly satisfied [ ] satisfied [ ] partially satisfied

[ ] dissatisfied [ ] highly dissatisfied

8. Are you satisfied with the product packing?

[ ] highly satisfied [ ] satisfied [ ] partially satisfied [ ]

dissatisfied [ ] highly dissatisfied

9. Suggest factors you think which needs to improve by K.P.R Agro

Chem limited?

[ ] packing [ ] quality [ ] price [ ] offers

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10. Suggest which brand ambassador will effect sales promotion?

[ ] film star [ ] sport person [ ] musician [ ] company CEO

11. What is the capacity of pesticides oil you usually purchased?

[ ] 5 liters [ ] 1 liter [ ] 500ml [ ] 250ml

12. Do you face any problem with the availability of fertilizers

produced by K.P.R Agro Chem limited?

[ ] yes [ ] no

13. What features attract you to purchase of K.P.R Agro Chem

limited?

[ ] price [ ] offers [ ] quality [ ] brand fertilizers

14. Based on your experience with the product of K.P.R Agro Chem

limitedhow likely are you to buy product again?

[ ] definitely will [ ] probably will [ ] might or might not

[ ] probable will not [ ] definitely will not

15. How to you rate the fertilizer of K.P.R Agro Chem limitedwhen

compare to other industries in the same region?

[ ] excellent [ ] very good [ ] good [ ] poor [ ] very poor

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16. What is your overall satisfaction with the fertilizer produced by

K.P.R Agro Chem limited?

[ ] highly satisfied [ ] satisfied [ ] partially satisfied [ ]

dissatisfied [ ] highly dissatisfied

65