INTRODUCTION

Stanley Black & Decker established in 1843 is a leader of tools industry in the foreign market but is still
in its growth phase in India. The aim of the company is to use sustainable innovation through
collaboration and innovate their products to enhance the lives of 500 million people by 2030.

Stanley Black & Decker can be seen making its hold in the Indian manufacturing industry as it is
gradually growing through its innovation with purpose concept. The company aims on making 1000+
new products and 45 world’s firsts every year. For any company to be successful it should focus on all
aspects of the marketing mix i.e., product, price, place and promotion. The manufacturing sector in India
is emerging as one of the high growth sectors. The prime minister’s “Make in India” campaign has
extensively helped in placing India as a manufacturing hub on the world map and giving it global
recognition. It is expected that by the end of 2020, India will become the fifth largest manufacturing
country. India has got a huge domestic industry with robust demand because of the fast-growing
population and increasing buying power of the people. Both foreign as well as domestic investment are
on a rise in the sector and a lot of government initiatives has promoted a healthy environment for the
advancement of the sector.

The dealer occupies a very important position in industrial equipment industry. He is the one that meditates
business through customers .He acts as the link in the chain of distribution between the manufacturer and
customer. The dealer can evaluate the demand and intimate the same to the company so that production is
taken place in flow. Manufacturer’s count on dealers to sell their products, therefore strong relations are
most important to them. Every manufacturer thus wants to motivate their dealers to sell more of their
products by providing them better schemes and discounts. The manufacturer must recognize that dealers
are themselves business men and must be viewed as customers and human beings rather than mechanical
entities for flow of their products.

The manufacture must realize that the dealers are valuable assets for the company. If the dealers are
assisted with better schemes and options they will appreciate the efforts and would be more in demand to
support the organization needs..

Satisfaction is a procedure of the difference between the perceived performance and actual expectations.
Company seeks to win in today’s market, they must track their expectations; perceive company’s actual
performance and dealer’s satisfaction. Dealer satisfaction and dissatisfaction is not just analyzing of
complaints and customers suggestions, it is mainly dependent on the complaints and suggestions that the
dealers themselves face . When we treat dealer’s complaints as minor they will feel inferior which actually
results unsatisfied dealer.

The project is about creating and executing a digital communication plan for the dealers and sub dealers
through digital marketing. The project involves making a content calendar, sending communication
through the WhatsApp business account, making pamphlets, creating landing pages and more such
activities to increase sales. In today’s fast pacing and technologically advancing world, digital marketing
has become a necessity. So, in order to increase the sales and bring about awareness among the dealers
and sub dealers of the company it is important to make strategies and work in the field. The project also
deals with improving the brand awareness and brand visibility of Stanley hand tools among the dealers
and sub dealers which will give an idea about the performance of hand tools in the market and the areas
where the company is lacking. This will help in analysing the hand tools market of Stanley and help in
making various strategies and plans to improve the brand visibility.
 INDUSTRY PROFILE

HAND TOOL INDUSTRY OVERVIEW:

The hand tools and hardware market are one of the most consistently profitable industries
worldwide, despite its low profile. In terms of sales volume, the industry is small in
comparison with major manufacturing industries. However, growth in the hand tools and
hardware industry has been remarkable.
The hand tools and hardware industry are one of the few in the world which is not affected by
recession. During recessions, when other industries face slowdowns, the hand tool industry
continues to fare better than most industries, due to the increase in demand among consumers
who want to save money by doing the repair work themselves. Moreover, the hand tool
market generally does not have such big problems with the crisis.

Hand tools are "low-tech", but the industry as such is highly automated, and employs state-
of-the-art technology to produce high quality products. Product innovations are readily
adopted into the mainstream and continued efforts are being made by producers to improve
the efficiency of the tools to suit the preferences of different customers. One of the good
examples is Germany, one of the largest exporters of precision tools including hand tools,
power tools, tools for machine tools, grinding tools, molds and measuring instruments. The
expansion of the global hand tool industry is forecast to reach 4.6% p.a. in the coming years.
Between 2013 and 2019 the market increased with an average annual growth of 6.3%.
Currently, electric hand-held drills account for 22.6% of the global demand while the
remaining market share is divided into hand tool parts (11.6%), electric hand-held saws
(9.2%), pneumatic hand tools (7.5%), chain saws (5.2%), and other hand tools (43.8%).
North America and Europe dominate the global hand tools and accessories market,
followed by Japan. China, France and Germany. Japan and the United States represent the
largest hand tool markets while the strongest annual growth is forecast to occur in
Bangladesh (14.9%), Bolivia (11.3%), the United States (9.4%), Ecuador (8.4%) and
Kyrgyzstan (8.3%). With that global demand the above-mentioned countries are considered
the highest potential markets in the coming years.
Hand tools is an umbrella term for instruments such as pliers, cutters, and wrenches that are
not powered by electricity. Hand tools are used in activities such as chopping, chiseling, and
forging across the manufacturing, construction, automotive, and household sectors. Market
research analysts have predicted that the hand tools market will witness considerable growth
during the period 2018-2022. Considering the sales of various hand tool products across the
several end-user segments including household and industrial users, our analysts have
estimated that this market will register a revenue of about USD 12.56 billion by 2022.

Reports has profiled key players underpinning the market expansion, which include Akar
Tools Ltd., Channellock, Inc., Apex Tools Group, Kennametal Inc., JK Files (India) Limited,
Klein Tools, Snap-On, Stanley Black Decker, Wera Tools, Mim Software, Inc., Sciencesoft
USA Corporation, Mirada Medical Limited, Siemens Healthineers, Xinapse Systems Ltd, and
Toshiba Medical Systems Corporation. The report has projected a moderate growth for global
industrial hand tools market during the forecast period, 2017 to 2026.
 CONSUMPTION

The most important trends in consumption of hand tools is that manufacturers and retailers are
working on to reinvent the classics and to make tools more consumer-friendly; today people,
especially the Europeans, are also spending more time in gardens– the age profile of the
population has long-term effects on demand for gardens equipment. Most of the European
countries have an ageing population, older people have more money and time for gardening so
that is important in the years that come. One of the trends is that the consumers use more power
tools (for example, the consumer used in the past a screwdriver and now he uses a cordless
screwdriver); however, it is important to know that mainly hand tools are not so much
influenced by a trend.

Even though the power tools are more in use than the hand tools, the consumption of hand
tools in Europe is over the years the same, so it can be a chance for the exporter to sell on this
market and also the fact that gardening, DIY and remodeling activities are the top favorite
leisure activities within European countries.
MACHINE TOOLS OVERVIEW:

Machine Tool industry is the backbone of any economy. It is the mother industry of Capital
Goods Sector which in turn determines the share of manufacturing in GDP of any country.
The Indian machine tool industry’s growth is directly linked to the growth of the
manufacturing/ engineering industry.

Indian Machine Tool Industry: India stands 12th in production and 8th in the consumption
of machine tools in the world as per the 2017 Gardner Business Media survey. The country is
set to become a key player in the global machine tools industry and is likely to see substantial
high-end machine tool manufacturing. With an emphasis on Make in India and
manufacturing growth. The Indian Machine tool Industry has around 1000 units in the
production of machine tools, accessories/attachments, subsystems, and parts. Of these,
around 25 in the large-scale sector account for about 70 percent of the turnover and the rest
are in the MSME sector of the industry. Approximately, 75 percent of the Indian machine
tool producers are ISO certified. While the large organized players cater to India’s heavy and
medium industries, the small-scale sector meets the demand of ancillary and other units.
Many machine tool manufacturers have also obtained CE Marking certification, in keeping
with the requirements of the European markets.
The Indian machine tools sector offers several opportunities for investment. Given the current
gap between demand and supply, there is a clear need for adding capacities in this sector. The
industry is moving towards increasingly sophisticated CNC machines, driven by demand
from key user segments, such as automobiles and consumer durables, aerospace, etc.
Machine tool manufacturers need to develop capabilities to cater to this demand and
investments in this area could yield long term benefits.
COMPANY PROFILE
COMPANY PROFILE:

Stanley Black & Decker, Inc., formerly known as The Stanley Works, is a Fortune 500
American manufacturer of industrial tools and household hardware and provider of security
products and locks headquartered in the greater Hartford city of New Britain, Connecticut.
Stanley Black & Decker is the result of the merger of Stanley Works and Black & Decker on
March 12, 2010.

The company came to existence as a direct result of the 1920 merger of Stanley's Bolt
Manufactory, founded by Frederick Trent Stanley in 1843, and the Stanley Rule and Level
Company, founded by Frederick's cousin, Henry Stanley, in 1857.

During World War II, Stanley Works received the Army-Navy "E" Award for excellence in
war production.

In May 2002, the company considered moving its corporate headquarters to Bermuda, but
public and governmental outcry forced management to reconsider the move. By August
2002, the company had decided to maintain its incorporation in the United States.

John F. Lundgren was elected as chairman and chief executive officer in 2004, replacing
John Trani, a former protégé of Jack Welch at General Electric.
The Hardware & Home Improvement Group, including the Kwikset, Weiser, Baldwin,
National Hardware, Stanley, FANAL, Pfister and EZSET brands, was acquired by Spectrum
Brands Holdings, Inc. on December 17, 2012.

In July 2016, CEO John F. Lundgren stepped down, with President and COO James M.
Loree taking over as CEO.

The Business

Stanley Black & Decker is a diversified global provider of hand tools, power tools and
related accessories, mechanical access solutions, electronic security and monitoring systems,
healthcare solutions, and engineering fastening systems and solutions. Total revenue in 2018
was roughly $11.2 billion, with 53% of the total coming from the U.S., 27% from Europe,
15% from emerging markets, and 5% from Canada. As of January 2, 2018, the company
employed roughly 51,250 people worldwide. Its principal office is in New Britain,
Connecticut.

Stanley has three operating segments: Tools & Storage, Security, and Industrial. The first
group is comprised of the power tools and hand tools & storage businesses and accounted for
64% of 2018 sales. The Security division includes the Convergent Security Solutions (CSS)
and Mechanical Access Solutions (MAS) businesses, representing 19% of sales. The CSS
business designs, supplies, and installs electronic security systems and provides electronic
security services. It also offers healthcare solutions, including infant protection, pediatric
protection, asset tracking solutions, and emergency call products, among others. The MAS
division sells and installs automatic doors, locking mechanisms, and electronic keyless entry
systems. Finally, the Industrial segment is comprised of the Engineered Fastening and
Infrastructure businesses, including the oil and gas hydraulics operations, and accounts for
17% of revenues.
MISSION:

Be a Force for Good

Inspiring makers and innovators to create more sustainable world.

2.1.1 CULTURE:

For those who make a difference.

The diverse, purpose-driven people of Stanley Black & Decker share a unified passion for
creating products, tools and solutions for those who make the world. Wherever you go in the
company, you’ll find uncompromised devotion to performance, innovation, customer
satisfaction and social responsibility.

2.1.2 VALUES:

We outperform expectations.
We innovate to win.
We develop and reward our people to deliver top performance.
We use powerful tools.
We respect and embrace differences.
We make positive changes in the world.
BRANDS:

1. Stanley
2. Black and decker
3. Dewalt
4. Porter+bable
5. Bostitch
6. Proto
7. Mac tools
8. Facom
9. Aeroscout
10. Powers
11. Sidchrome
12. Vidmar
13. Sonitrol
14. Lista
15. Touwang
COMPETITORS:

1. TAPARIA TOOLS- started manufacturing in India in the year 1969 .It is among the top
companies which deals with industrial equipment. They have technical collaboration with a
reputed company of Sweden which gives them technological advantage over others. The
company is mainly engaged in manufacturing forged articles of Iron & Steel, forgings and
traded hand tools, Motor Vehicle Parts at its factory located at MIDC Satpur ,Nashik. The
company is planning to develop new products, designs, processes, materials, machines, tools
etc. It is also planning to implement ISO 9001 system to penetrate into new market. They are
giving products with cheap prises which impacts the sales of stanly black and decker products.

2. Eastman- Eastman Cast and Forge Ltd is featuring an exclusive range of utility products for all
industrial purposes. Eastman hand Tools began its operations during 1989, with an objective to
inculcate and introduce the concept of industrial supply chains in India. Company has an
exceptional workmanship which includes marketing expert, firm quality control, first-rate
quality produce in accordance with international standards(DIN, JIS, ANSI), competitive
pricing, timely deliveries, customized packing and branding which gives a direct threat to
Stanley black and decker products in Indian market. They manufacture all category of hand
tools, agricultural tools, construction tools, automotive tools, and plumbing tools etc. They
successfully exporting them worldwide in countries like Russia, South America, Central
America, Europe, South East, Asian Countries, Middle East, Africa and 40 more countries
which is a global threat for SBD market.

3. Snap on- Established in 1920 headquartered in Kenosha, Wisconsin .They Develop and
manufactur tool and equipment solutions for professional tool users. Serves primarily the auto
repair industry - also marine, and aviation industries, vehicle manufacturers, utilities, and
government and industrial organizations.
4. Bosch- BOSCH is a German multinational engineering and electronics company headquartered
in Gerlingen, near Stuttgart. It is the world's largest supplier of automotive components. The
company was founded by Robert Bosch in Stuttgart in 1886. Bosch has more than 350
subsidiaries across over 60 countries and its products are sold in around 150 countries. In
India, Bosch is a leading supplier of technology and services in the areas of automotive and
industrial technology, consumer goods and building technology. Additionally, Bosch also has
in India, the largest development centre, outside Germany, for end to end engineering and
technology solutions. Because of their brand image customers are keen on buying their
products. Discounts and schemes offered by Bosch gives them the competitive advantage over
other companies. They are the biggest competitors of Stanley black and decker in Indian
market. Bosch Ltd.’s market capitalization has grown five times to Rs 58,000 crore. The
company's revenues grew by 5.6 per cent to Rs 11,870 crore in the last financial year. But net
profit fell by 21.27 per cent to Rs 1,370 crore. Profit before tax fell by 2.57 per cent to Rs
2,040 crore. It posted Rs 3,201 crore revenues in the second quarter, registering a rise of 13.8
percent. The net profit increased by 18.9 per cent to Rs. 420 crore.

5. Makita- Company was incorporated in the year 2008 and is a wholly owned subsidiary of
Makita Corporation, japan. Established in 1915 as an electric motor sales and repair company,
Makita Corporation has grown to become world’s top manufacturer of professional portable
power tools. The principal activities are to carry out business as wholesaler and related spares
and accessories to our end users.
ORGANIZATIONAL STRUCTURE
PRODUCTS:

1. TOOLS&STORAGE- SPANNERS

2. WRENCHES:
3. SCREW DRIVERS:

4. PLIERS:

5. SOCKETS:
6. TAPES:

7. HAMMERS:

8. POWER TOOLS:
PRODUCT PORTFOLIO

Sl no. Product type- Automotive Technology

1. injection pumps
2. Common Rail System for passenger cars
3. commercial vehicles & off-highway vehicles
4. Axial Distribution injection pumps
5. Multi Cylinder Inline Injection Pumps
6. Single-Cylinder Injection Pumps (PF)
7. Elements Delivery Values (DV)
8. Governors Injection Timers for PE pumps
9. Fuel Filter & Water Separators
10. Glow Equipment
11. Electronic Control Unit Gasoline system
12. Electronic Control Unit Fuel Injectors
13. Lambda Sensors Engine
14. Speed Sensors
15. Knock Sensors
16. Hot Film Air Mass Meter
Sl no. Product type- Industrial Equipment
1. Special Purpose Metal Cutting /Grinding /
Honing / Lapping/ Super Finishing machines
2. Semi / Fully Automatic Assembly Machines
3. Cleaning Machines tools
4. Electro-Chemical Machines Tools
5. Gauges & Fixtures Exhaust Gas Re-circulating
Unit (EGR)
6. Seal Machines Dosing System – Cup Filler,
Auger Filler, Weighed & Pump
Pharmaceutical Packaging Machines
Sl no. Product type- Do- It Yourself tools
1. Lawn & Garden Tools Specialty
2. Tools Pneumatic Tools
3. High Pressure Water Jets
4. High Frequency Tools Automation
Technology Accessories for all Tools
5. screwdrivers
6. House cleaning appliances
7. spanner

Sl no. Product type- Security Systems

1. Fischer Fixing System
2. Systems Fire Detection Intrusion Detection
System
3. CCTV Surveillance Access Control Integrated
Security Management
4. BIS Public Address & Emergency Sound
System
5. Waterproof CCTV Access security system

Sl no. Product type- Nickel Yttrium & Twin

Electrode Test Equipment & Diagnostics
Fuel Injection Pump
1. KTS series Engine Analyser
2. FSA series Engine Analyser
3. BEA series Chassis System
4. Service tools for unit & Appliance repairs
5. Nickel Yttrium & Twin Electrode
6. Test Equipment
7. Diagnostics Fuel Injection Pump
Sl no. Product type- Driller’s AND HAND TOOLS
1. Upright Sensitive Drilling Machine

2. Upright Drilling Machine

3. Radial Arm Drilling Machine

4. Special Purpose Drilling Machine

5. Claw Hammer

6. Tape Measure

7. ChiseL

8. Screwdriver

9. Sliding Bevel

10. Caliper

11. Hand Saw

12. Tool Storage System

SLNO. TYPES OF TOOLS

1. Adjustable Spanners
2. Pliers
3. Mini Pliers
4. Tool Sets
5. Socket , Socket sets & Socket accessories
6. Torque Wrench
7. Pipe Wrenches & Vice
8. Hammers
9. Clamps
10. Wheel Spanners & Sets
11. Spanners & Sets
12. Chisels
13. Punches
14. Magnetic Products
15. Cutters
16. Hacksaw Blades
17. Gear Pullers
18. Allen Keys & Sets
19. Tools Trolley
20. Spirit Level
21. Cutting Blades
22. Non Sparking Tools

23. Screw Driver & Sets

2.1.1 ACQUISITIONS:
CSR:
CREATE A MORE SUSTAINABLE WORLD:
2.1.1 SWOT ANALYSIS:

Strengths:

Strong Brand Image-globally.World class products adhere to European& US markets. Best in class
manufacturing process for over a century. World no.1 hand Tool Company.

Weakness:
Dependence on U.S. Market.
Softening of the Security Segment.

Opportunity:
Emerging Market Expansion
Strategic Acquisitions.

Threat:

Competition from the Indian And Chinese manufacturing companies

OBJECTIVES OF THE PROJECT
TYPE A:

Objectives:

 To understand the different mediums of digital marketing.

 Build a strategy to increase sales through various digital mediums.

 To create various posters, landing pages and catalogue to increase digital penetration of
the brand.

 To compare and analyze the competitors’ digital marketing networks.

 To generate demand through the company’s WhatsApp business.

 To make a digital communication plan.

TYPE B:

Objectives:

 To analyse the level of satisfaction of dealers

 To identify major causes of sales return
METHODOLOGY
LANDING PAGE:

 A landing page is an independent site page, made explicitly for the reasons for a promoting or
publicizing effort.
 It's the place a guest "lands" when they have tapped on a Google AdWords advertisement or
comparative.
 Landing pages are planned with a solitary goal – known as a Call to Action (CTA).
 The main purpose of a landing page is to generate new leads for the business.

CREATING A LANDING PAGE:

Creation of landing page on a website called Unbounce wherein a lot of features were used to put
together the page. The page will show various offers to attract the audience visiting the page and ask for
basic information. The information will then be used as a database and sales executives can follow their
sales process to convert the leads into potential clients.

A landing page is an amazing way to improve the SEO of the brand, drive traffic and build a brand
image. The page that was created speaks about a special offer wherein if a customer buys a DeWalt
product then he’ll stand a chance to win a DeWalt bag. The offer will help in increasing the sales of
DeWalt products.

Another page was created to drive the customers to the Indian Metal-Cutting Machine Tool Exhibition
(IMTEX) wherein the company will exhibit its tools. The page will collect information of people
interested in the company’s products. This will help the company to generate leads and drive the them
into buying the product.

HERE ARE SOME LANDING PAGES THAT WERE CREATED:

WHATSAPP BUSINESS:

WhatsApp Business is becoming a thing in the market now. Due to the advancement of technology and
more and more people using WhatsApp on an everyday basis, a WhatsApp business account is an added
advantage for any company.

WhatsApp business has many benefits, some of them are listed below:

 Direct contact with your customers.

 Automated replies.
 Enabling trust among customers.
 Demand generation.
 Improve customer service.
The company indulges in B2B sales and sells its products directly to its dealers, from whom the sub
dealers buys the product and further sells them to the end users. The main purpose of the company to use
WhatsApp as a business platform is to generate demand through its sub dealers.

The following methods were used to indulge with the sub dealers:

1. POSTERS: Various posters were designed and created to communicate various schemes to the
sub dealers. With the help of some attractive offers and promotions, the main target of the
company was to directly communicate with the company’s sub-dealers as there was no earlier
contact of the sub dealers and the company. The posters were also created to send festive
greetings to the sub dealers in order to maintain a healthy customer relationship.
 2. ADDRESSING QUERIES: Any queries by the dealers or sub dealers about any product or offer
was addressed to quickly through the WhatsApp business account. An excel sheet was also made
with names and queries of the sub dealers so that the customer service team can call them and
address the issue properly. This helped the company to maintain a healthy relationship with its
dealers and sub dealers which will lead to an increased demand.
3. FOLLOW-UP: The company can follow-up with the dealers and sub dealers on their further
requirements once the customer service team has addressed their queries. This will help the
company take orders for products from their dealers and guide the sub dealers toward their
nearest dealers in order to make a purchase.
4. INTERNAL TEAM COMMUNICATION: The platform was also used to make common groups
with the company’s employees such as a sales team group, IMTEX group etc. wherein any
information could be shared easily and it was convenient to communicate with the employees.

CATALOGUE MARKETING

Catalogue is one of the most important things for any company. The catalogue lists down all the
products of the company with its features and benefits, giving the customers all the necessary
information about the products. Catalogues are an inclining mode for any business to incorporate into
their advertising activities. Catalogue serves the business in a number of ways such as:

 It helps the company attract its target audience.

 It improves the brand visibility and brand identity of the company.
  It helps in generating customer leads.
 It helps in both online and offline promotion of the brand and establishing credibility.
 It focuses on product benefits and brand attributes.

At Stanley Black & Decker catalogue is an important medium to communicate with its dealers and sub
dealers. A new catalogue is designed for every quarter and every brand under the company’s portfolio.
As the new quarter (Q2) started with the course of the internship, a task was assigned to create the
catalogue for DeWalt tools which involved listing of around 300 products in an excel sheet. The task
involved dividing the products into different categories such as:

 10.8V Cordless
 18V Cordless
 54V Cordless
 Cordless Outdoor Tools
 Batteries and Chargers
 Drills and Screwdrivers
 Hammers and Breakers
 Grinders and Metal Working
 Portable Wood Working Tools
 Specialty Tools
 Saws and Stationary Machines
 Dust Management
 Laser Instruments
The products listed in each category contained the product code, sub heading, product image, description
and remarks. The prepared excel sheet was then sent to the third-party designer of the company Mr
Anand, who designed the catalogue.

Various follow ups were made with Mr. Anand over the phone and email to get the catalogue ready in
time and make the required changes in every cut sent in before the final catalogue was printed. The
company distributes its catalogues to the dealers so that they can buy the products and further show the
catalogue to the sub dealers in order to give them specific information about the products.

Here are some glimpses of the excel sheet made:

DEALER SATIFACTO

Research Design:

3.1 Statement of the Problem:

The study aims to analyse the problems related to dealer satisfaction and issues related to it. It is an
important aspect of marketing as industrial equipment/tools companies mostly deal through dealers and
not directly with customer . So it is important to know how the dealer is reacting to the products, parts,
sales, benefits, and timeliness of the products procured in order to understand the level of dealer
satisfaction and also give a bases for further study into the research problem.

Objectives of the study:

The following are the three major objectives of this study:

 To analyse the level of satisfaction of dealers

 To identify major causes of sales return

3.3 Scope of the study:

This study made by the researcher is aimed at analysing issues related dealers perception towards the
brand, dealer satisfaction, reasons and rectification for sales return, and finding ways to improve the
ongoing processes. The responses of 80 Dealers from the Bengaluru region were collected on
availability basis however concrete information was not available .The study shall provide key insights
regarding dealer satisfaction towards company . Along with it, the research will also provide answers to
what are the possible reasons for sales return by dealers to the company, and shall also help the
researchers to devise ways to improve the position of the company.

3.4 Research Methodology:

Source of Data:

 Primary Data:

Data were collected from the Bengaluru region, i.e peenya industrial area, SP road,
dodhanakundi. The data collected was from the dealers who were present in those areas. The data
was collected was through questionnaire, telephonic interview and personal meetings.

 Secondary Data:
 Secondary data were collected from various publications, papers and magazines to identify the
various aspects related to dealer satisfaction, dealer role, and after sales strategy to get a deeper
view of what is perceived to be important in terms of understanding the research.

Research Instrument:

Survey:

A questionnaire was designed containing a majority of 5 point Likert scale questions ranging
from (1= Highly Satisfied to 5= Highly Dissatisfied). All questions were designed in such a way that it is
easy to understand and before the filling of questionnaire the objectives of the study were being clarified
to the respondents by the surveyor.

The questionnaire comprises of 7 questions. These questions address the two objectives
providing desired data for analysing and interpreting key insights from them.

3.5 Limitations of the Study:

 The Study is only conducted in a limited area i.e Bangalore region, therefore a broader view
about the subject cannot be inspected.
 Dealers responded on availability basis making it difficult to collect data.
 The hasty attitude of dealers towards the survey might affect the efficiency of analysis.
 Due to lack of time and resources, the questionnaire was not checked for validity and reliability.
 The information and data collected and analyzed is restricted to the researchers’ knowledge and
ability.

LITERATURE REVIEW

1. Management Perceptions of the Importance of Brand Awareness as an

Indication of Advertising Effectiveness Emma Macdonald and Byron Sharp
Abstract: In 1987 Rossiter and Percy wrote “Brand awareness is widely misunderstood and
often wrongly measured, even by experienced managers”. Yet brand awareness is covered in
most texts on advertising measurement, it is a central part of the popular hierarchy of-effects
advertising model, and marketing manager’s claim it as an important goal of their
communications activities. This paper discusses recent theoretical developments which
attempt to explain the role which brand awareness plays and then presents empirical findings
concerning how Australian managers utilize brand awareness as a measure of marketing and
advertising effectiveness.

2. A model of brand awareness and brand attitude advertising strategies

Larry Percy John R. Rossiter, July/August 1992

Abstract: A model is described that helps guide advertising strategy, based upon careful
attention to brand awareness and brand attitude. In this model, an important distinction is
drawn between recognition brand awareness and recall brand awareness. Brand attitude
strategy is seen as reflecting an interaction between a potential consumer's involvement with
the purchase decision and the underlying motivation to purchase. Applications of the model
are discussed.
 3. Brand Awareness Relates to Market Outcome, Brand Equity, and the
Marketing Mix Authors: Rong Huang Email, Emine Sarigöllü
Abstract: Combining survey data with real-market data, this research investigates brand
awareness, which relates to consumer behaviors and welfare, from three perspectives. First, it
examines the relation between brand awareness and market outcome. Second, it explores the
relation between brand awareness and brand equity. Finally, it investigates the effects of
marketing mix elements on brand awareness. Findings reveal consumer’s brand usage
experience contributes to brand awareness, implying that experience precedes awareness in
some contexts. The results also confirm positive association between brand awareness and
brand equity. Lastly, the current work demonstrates the importance of distribution and price
promotion in building brand awareness in a consumer-packaged goods category.

4. Managing Quality in Business‐to‐business Services Author(s) : Isabelle T.D. Szmigin,

Abstract: Focuses on business‐to‐business services and requirements for different types of

quality in suppliers′ relationships with clients. Reviews the relevant literature in the areas of
quality, relationship marketing and services. Goes on to classify quality and satisfaction in
this area under the headings of “hard”, “soft” and “outcome” quality. Draws attention to the
industrial buying literature where the importance of developing and maintaining relationships
has been well covered. Proposes different clients will have different requirements,
particularly in the areas of hard and soft quality, both between one another and over time.
Studying and meeting, where feasible, individual clients′ requirements may improve the
relationship and prove profitable for both partners. Concludes by charting some problems and
opportunities that arise during a business‐to‐business service relationship and presents the
idea of the “relationship cycle” as a means of identifying this process in detail.

5. Ingredient Branding: A Strategy Option with Multiple Beneficiaries

Author(s): Donald G. Norris (Assistant Professor of Marketing at Miami University, Oxford,

Ohio)
Abstract: Analysis the strategy of ingredient branding and its implications on the distribution
channel members, in addition to its potential for aiding product introduction and adoption.
Considers the benefits and the drawbacks for the supplier, manufacturer, retailer and
consumer. Concludes that the appropriateness of ingredient branding depends on
Manufacturer‐supplier relationship, the need to differentiate the brand, and the ability to
implement the new branding strategy.

6. Muhammad Asif (2015)

The study considered the brand awareness and loyalty of brand, to search out that
how these influence the brand equity. The study was based on the primary which
gathered from 200 respondents by means of a questionnaire. The application of
random sampling technique are used and statistical tool like SPSS software was used
for checking the reliability of questionnaire and for revealing the result of this
research the correlation analysis are used. The research result indicates that the brand
awareness and loyalty influence the brand equity. Main focus of every business is the
customer attraction, the findings and recommendation of this research will help the
managers to develop insight of research factors about the brand equity.

7. Jose M.M.Bloemer & Jos G.A.M.Lemmink(2010) In their research paper

titled “The importance of customer satisfaction in explaining brand and dealer
loyalty “we found that the positive influence of customer satisfaction on brand
and dealer loyalty is often taken for granted. The strength of the relationship
between different types of satisfaction and loyalty indicators differs markedly
between various market segments. A distinction may be made between the
implications for the manufacturer of the physical product and the automobile
dealer rendering the service. Customer satisfaction with the sales service as well
as with the after‐sales service are major determinants of dealer loyalty and
dealer loyalty is an intervening variable in the relation between satisfaction and
brand loyalty.

41
8. Sergio Cavalieri, Paolo Gaiardelli, Stefano Ierace, (2007) in their research
titled on “Aligning strategic profiles with operational metrics in after‐sales
service”. We get an insight into how to overcome the limitations of the current
models available in the literature in terms of relation and consistency between
business strategy, service chain configuration and performance measurement
systems, and on the alignment between strategic, tactical and operational levels
of after‐sales decision‐making processes. This article also helps to give a better
understanding of the factors which influence the performance of after‐sales, in
order to allow enterprises to consistently design their corporate after‐sales
service strategic performances with those required at operational levels within a
service chain. The integration of the strategic and operational views subsumed
by the framework would allow enterprises in relating more consistently their
corporate After‐sales strategic and operational performance within a service
chain and to assess the cause and effect relationship between operational drivers
and financial and competitive results.

9. Ren de Koster & Jan Roodbergen (2007) In this research paper “Design and
control of order picking” we get to know that Order picking has long been
identified as the most labor-intensive and costly activity for almost every
warehouse; the cost of order picking is estimated to be as much as 55% of the
total warehouse operating expense and any underperformance in order picking
can lead to unsatisfactory service and high operational cost for the warehouse,
and consequently for the whole supply chain. Optimal (internal) layout design,
storage assignment methods, routing methods, order batching and zoning should
be used in combinations

42
10. Jule B.Gassenheimer & Rosemary Ramsey (1994) in this research paper
“The impact of dependence on dealer satisfaction: A comparison of reseller-
supplier relationships”. This article explains the impact of dependence on
dealers and the level of mutual dependence and power-dependence imbalances
across buyer (reseller) supply sources .Using critical support services and the
intensity of coercive influence attempts suggest that the level of mutual
dependence and power-dependence imbalances make a difference in reseller
satisfaction, but that the impact hinges upon whether the supplier is the primary,
secondary, or tertiary supplier in terms of annual purchases by the reseller.

11.
Patrik Jonsson, Mosad Zineldin, (2003) in their research paper “Achieving
high satisfaction in supplier‐dealer working relationships” In this article much
attention has been paid to the question of how to build stable and long‐term
working relationships between suppliers and dealers. Regardless of whether the
relationship is characterized by a high or a low level of trust and commitment, a
good reputation, close relationship and positive relationship benefits are key
variables for the achievement of high satisfaction in a “high‐trust and
commitment relationship”. It also indicates that it is possible to achieve a high
satisfaction level even when the supplier‐dealer trust and commitment are
lacking.

12. Andrew R. J. Dainty (2003) in his research titled “. The construction labor
market skills crisis: the perspective of small–medium‐sized firms” he explains
that very little attention has been paid to the impacts being felt by the smaller
firms who account for the vast majority of the industry's economic output and
employment. This paper reports on research that has explored the perspectives
of smaller employers with respect to the skills crisis. The paper reveals the
complex interplay of factors which have combined to shape the industry's skills
crisis in recent years and uncovers the practical implications for firms

43
 attempting to operate in increasingly tight labor market conditions. The
industry's continued growth in output, coupled with its unpopularity as a career
choice, has led to extreme pressure on its labor market capacity.

13. Peter C.Verhoefa. FredLangerakb. BasDonkersc(2007) In their research

paper “Understanding brand and dealer retention in the market”. Their study
explains how Dealers may contribute to brand retention through their sales and
service efforts. Findings show that dealers selling volume brands are able to
improve brand retention rates. In contrast, dealers of prestige and economy
brands are unable to affect brand retention. In line with the notion of brand-
dealer fit we also find that the effects of dealer extrinsic service quality and
dealer payment equity on dealer retention differ between prestige, volume, and
economy brands. Extrinsic dealer service quality has the smallest effect for
dealers selling economy brands, while dealer payment equity is the most
important determinant of dealer retention for these dealers.

14. Cliff J. Schexnayder,(2002) In his research paper “Past and Future of

Construction Equipment”. He explains how the development of construction
equipment has followed the major changes globally. In the short term, the basic
machine frame will not change, but productivity, accuracy, and utility should
improve because of enhancements. Machines will evolve into a mobile
counterweight driven by an energy-efficient powerplant. This mobile
counterweight will serve as a work platform for an array of hydraulic tools, and
it will have synthesized computers that instantly communicated by satellite with
distant management teams reporting diagnostics, production, and position.

15. Zeynep Isik , David Arditi , Irem Dikmen and M. Talat Birgonul (2009) In

44
 this research titled “. Impact of Resources and Strategies on Construction
equipment Company Performance” the researchers explain the how and why
competition and customer needs forced construction companies to measure their
performance beyond the financial measures such as profitability, turnover, etc.
the impact of “resources and capabilities,” “strategic decisions,” “project
management competencies,” and “strength of relationships with other parties”
on “company performance” . The findings from the study indicated that
resources and capabilities and strategic decisions have an important and direct
impact on company performance, whereas project management competencies
and strength of relationships with other parties impact company performance
only indirectly, through their impact on companies’ resources and capabilities
and strategic decisions.

16. Abdalla MOdeh. Hussien T Battaineh (2002) in their research titled on

“Causes of delay in industrial equipment Company”. Many projects experience
extensive delays and thereby exceed initial time and cost estimates. In addition
to imparting the economic feasibility of capital projects, extensive delays
provide a fertile ground for costly disputes and claims. The most important
causes of delays in construction projects with traditional type contracts are
identified in this study. Findings of this paper indicate that contractors and
consultants agreed that owner interference, inadequate contractor experience,
financing and payments, labor productivity, slow decision making, improper
planning, and subcontractors are among the major factors playing a role in delay
in construction companies.

17. . Akshay R. Rao and Kent B.Monroe, the Effect of price, Brand Name, and store name
on buyers perception of product quality: An integrative review. Journal of marketing

45
 research,vol.26,no3(aug,1989),
http://www.jstor.org/discover/10.2307/3172907?uid=4&sid=47699101867917
In this research paper it is investigated experimentally that influence of price, brand
name, and/or store name on buyers' evaluations of product quality. The meta-analysis
suggests that, for consumer products, the relationships between price and perceived
quality and between brand name and perceived quality are positive and statistically
significant. So brands have to give emphasis on their products, relation between price
and relative quality, their brand name and respective quality. However, the positive
effect of store name on perceived quality is small and not statistically significant.
Further, the type of experimental design and the strength of the price manipulation are
shown to significantly influence the observed effect of price on perceived quality.
Through this we can say that Price, Brand name, store name is very important.

18. 2. Youjae Yi, Hoseong Jeon, Effects of Loyalty Programs on Value Perception, Program
Loyalty, and Brand Loyalty. doi: 10.1177/0092070303031003002 Journal of the
Academy of Marketing Science July 2003 vol. 31 no. 3 229-240,
http://jam.sagepub.com/content/31/3/229.short

In this research paper I investigate how reward schemes of a loyalty program influence
perceived value of the program and how value perception of the loyalty program affects
customer loyalty. Thus many brands are introducing loyalty program to make their customer
stick with brand and provide them more values. The results show that involvement
moderates the effects of loyalty programs on customer loyalty. In high-involvement
situations, direct rewards are preferable to indirect rewards. In low-involvement situations,
immediate rewards are more effective in building a program's value than delayed rewards.
Though direct and indirect both rewards play very important roles. Under high-involvement
conditions, value perception of the loyalty program influences brand loyalty both directly
and indirectly through program loyalty. Under low-involvement conditions, there is no direct
effect of value perception on brand loyalty.

46
19. Jonah A. Berger, Michaela Draganska, Itamar Simonson, The Influence of Product Variety on
brand perception and Choice. Stanford University Graduate School of Business Research Paper
No. 1938 http://papers.ssrn.com/sol3/papers.cfm?abstract_id=907115
I propose that the variety a brand offers can influence brand quality perceptions, and
consequently, affect brand choice, even when the available option set is held constant.
Specifically, brands that offer greater variety of compatible (i.e., focused and internally
consistent) options are expected to be perceived as having greater commitment and expertise in
the category, which, in turn, enhances their perceived quality and purchase likelihood. So variety
plays very important roles, if any brand is having good quality so their chances to get more
market share, just because through variety brand gets more and more chances to sale their
products, and customers get more insights towards products. The results of six studies support
this proposition and demonstrate that (a) brands offering increased compatible variety were
perceived as having higher quality; (b) this effect was mediated by product variety's impact on
perceived expertise-commitment; (c) the higher perceived quality led to a higher choice share of
brands offering greater product variety, even amongst options identical options offered by
multiple brands; and (d) product variety also impacted post-experience perceptions of taste.

20 4. William B. Dodds, Kent B. Monroe, The effect of brand and price information on
subjective product evaluation Advances in Consumer Research Volume 12, 1985,
http://www.acrwebsite.org/volumes/display.asp?id=6364&print=1
This paper reports an experiment on the effect of price and brand information on perceptions
of quality and value, and on willingness to buy. Through this research I got to know how
brand awareness plays roles, in customer buying behavior. Price also plays very important
role, through price and relative quality customer choose their brand. The research also
investigated wider perceptions differed when prices were odd or even. The results indicate
that price positively influences the perception of quality, and inversely influences the
perception of value and willingness to buy. Brand information enhanced the price effect, but
there were no differences due to odd vs. even prices.

47
Data Analysis and Interpretation

The Survey was conducted with a structured questionnaire to the dealers of Stanley black and
decker spread around the region of Bangalore, 80 Dealers responded to the survey conducted for
this study from a total of 110 dealers spread over the region.

Satisfaction level of Dealers with respect to Current sales of tools:

Category Frequency Cumulative %

Highly Satisfied 4 5.00%
Satisfied 31 43.75%
Neutral 31 82.50%
Dissatisfied 10 95.00%
Highly Dissatisfied 4 100.00%

The above cumulative Frequency table shows that most dealers (38.75%) were satisfied with
their monthly sales of various Equipment of Stanley black and decker. However, a further
38.75% marked neutral satisfaction level which although is a bit worrying for a company like
Stanley black and decker, but nothing shouting Emergency. But there is room for improvement
for to consider.

5% 5%
12%
Satisfaction level of Dealers
with respect to current sales
Highly Satisfied
39% Satisfied
Neutral

39% Dissatisfied
Highly Dissatisfied

The above Pie chart denotes the Respondent percentage with respect to satisfaction level of
dealers with respect to current sales. The Pie chart clearly illustrates that a relatively large

48
Number (39%) of the dealers were satisfied with their current sales and also a another 39% of
respondents marking a neutral response.

The above Bar chart illustrates the cumulative frequency of the respondents of the survey.

49
Response time for receiving parts to Service tools Breakdowns.

TIME
[CELLRANGE][C8%
[CELLRANGE][C11%

Less than 24hrs

[CELLRANGE][C31% Less than 48hrs
Less than 72hrs
More than 72hrs

[CELLRANGE][C50%

The above Pie Chart illustrates the percentage of four Time Intervals for receiving parts to
service tools Breakdowns. The Study suggests that half of the Dealers spread over the city
received the parts less than 48 hours. They receive parts within the second day of request. A
Further 31 (25 Dealers) got the tools within the third day. Again, the data does not project any
performance issues, but there is always room for improvement. Attention should be given to the
6 dealers for whom it takes more than three days to receive the tools and their concerns should be
addressed.

50
Average Monthly Returns of Equipment

RETURNS

9%

0-5
6-10
51%
40% More than 10

The above pie chart illustrates the average monthly returns recorded. Half of the respondents
recorded an average of 0 to 5 return cases per month. Another 40 per cent recorded an average of
6 –10 return cases per month. This is a concerning scenario that S.B.D should give attention to.
Specialists could be employed to identify and eliminate issues with regards to the whole Sales
return process.

51
Major Issue while Procurement:

PROBLEM
4%

26% Short Supply

24%
Wrong Supply
Delay in Supply
Parts Unavailable
46%

The above Chart illustrates the major problems faced while procuring the goods required. The
Survey response suggests that about 46% of the dealers who responded faced the problem of
wrong supply while procurement. Products unavailability is not much of an issue for most of the
target dealers. Only a Meagre 4% recorded unavailability of parts as the major issue faced while
procurement.24 % and 26 % percent of the respondents recorded short supply and delay in
supply respectively as their major issue with procurement of goods.

52
Dealer Satisfaction level with respect to Schemes and Discounts

Category Frequency Cumulative %

Highly Satisfied 1 1.25%
Satisfied 36 46.25%
Neutral 33 87.50%
Dissatisfied 10 100.00%
Highly Dissatisfied 0 100.00%

The above Cumulative frequency table denotes the satisfaction level of dealers with respect to
schemes offered by STANLEY BLACK AND DECKER. As in the previous case there is a
relatively higher share of ‘Satisfied’ Dealers (45%). Another 33 dealers recorded neutral. This
indicates that the dealers did not care much for the existing schemes and discounts offered.

Vb

53
The above bar chart illustrates the above-mentioned scenario with a cumulative frequency curve.
As mentioned above a good number of the dealers were satisfied with the existing schemes.

Satisfaction level of Dealers with respect to Current Schemes and

Discounts

1%

9%

32% Highly Satisfied

Satisfied
30% Neutral
Dissatisfied
Highly Dissatisfied

28%

The above pie chart clearly illustrates the share of the various satisfaction levels of dealers with
respect to current schemes and discounts.

54
Dealer Satisfaction level with Timeliness of Delivery

Category Frequency Cumulative %

Highly Satisfied 1 1.25%
Satisfied 36 46.25%
Neutral 29 82.50%
Dissatisfied 13 98.75%
Highly Dissatisfied 1 100.00%

As in the above cases, A good number of dealers were pretty much satisfied with the timeliness
of the delivery. A further 29 dealers were not much pleased with the timeliness of the delivery,
marking Neutral. This provides a scope for development for steps to be taken to provide Better
delivery services.

DELIVERY

1% 2%

16%

Highly Satisfied
Satisfied
45%
Neutral
Dissatisfied
Highly Dissatisfied
36%

55
The above pie chart illustrates the share of each of the satisfaction levels of the dealers with
respect to the deliver time of goods.

The above bar chart tries to depict the same scenario discussed earlier with the help of a
cumulative point curve.

56
Dealer Satisfaction Level of Service Delivered:

Category Frequency Cumulative %

Highly Satisfied 0 0.00%
Satisfied 40 50.00%
Neutral 30 87.50%
Dissatisfied 10 100.00%
Highly Dissatisfied 0 100.00%

The above cumulative frequency table indicates the scenario with respect to the dealer
satisfaction levels of service delivered. This is no different to previous cases. Again, a good
number of Dealers were satisfied with the quality delivered by Stanley black and decker.
Another 30% marked neutral as their satisfaction level.

The above bar chart depicts the satisfaction levels of dealers with respect to service delivered
with a cumulative frequency point curve. The dealers who were dissatisfied could be called

57
together for a meeting to sort out issues. This is would go a long way in developing the
relationships of the company with the dealers.

Conclusion:

Findings: Members Data:-

Findings from the dealer show that there is a need for improvement in the relationship between
the company and the dealers. A good amount of dealers are happy and content with the
performance but the remaining still needs attention. Their neutral or dissatisfied response could
be because of various reasons such as schemes and offers provided to them, high number of
return cases due to wrong supply or short supply, or not being able to provide parts during instant
requirements.

 Findings from the analysis shows that roughly half of the dealers are content with the current
sales of the company but nearly as much of the dealers have a neutral reaction towards the
sales.

 Further findings shows that Stanley black and decker is efficient in providing spare parts for
tools breakdown, and provides the parts within 48 hours of intimation.

 Findings have suggested there is a major problem with the number of cases of sales return
and there is need for improvement. A high number of cases have been reported in under 6-10
cases.

 Reasons for sales return have been brought down 2 points - Wrong supply and Delay in
Supply .Further reasons for wrong supply have been identified have been identified and
suggestions have been provided for the same.

 Dealers have responded in a neutral way to schemes and discounts which states that there is
scope of improvement and better offers can be provided to motivate the dealers.

58
 With respect to timeliness of delivery of product most of the dealers are content but a large
part has still given a neutral response .Better coordination with the delivery team could
improve situations.

 All in all half the dealers with satisfied with overall performance of Stanley black and decker
with regards to treating them as a client .The dealers that have given a neutral or dissatisfied
response , betterment of previous analysed questions could improve the level of dealer
satisfaction .

 Findings suggests that Customers & Dealers are happy with Quality of hand tools by SBD
there were few complaints regarding the high prices of the products-There was no
complaints about the hand tools performance from the customers & dealers.

 Findings suggests that SBD is picking up the market quite rapidly-Brand is growing very
faster in India. Increasing demand for dealership in the market is observed.

 There is Low brand visibility of SBD products –due to ineffective marketing activities from
the marketing & sales team

 Competitors like Taparia & Eastman have already positioned well in the market since a very
long time which makes it hard for SBD to establish their market.

 Chinese products are spoiling the market due to duplication, Duplicate/similar packaging of
products like STANLEY are found while market visit.

 Findings tells that dealers were unhappy with online market pricing of the products as a
large amount of offers and discounts were provided which hinders the offline market.

59
Suggestions:

 Need to develop brand awareness among the end-user.

 Set price of the products little competitive to competitor’s price.

 The company has to provide Price discounts to Sub-dealers.

 Lack of product availability when there is a demand.

 Need to Keep enough stock to meet the demand.

 Proper supply of full range of products with respect to catalogue.

 Brand elements has to reach the sub-dealers and marketing team should keep the track of
it.

 Request not to keep many dealers from the same locality.

 Company have to hear the dealers &sub-dealers issues & take their suggestions.

 Need to work on brand positioning.

 There must be industrial visits quite regularly.

 Need to develop industry relationship.

 Need to assign sound marketing/sales executives.

 Organize roadshows to improve brand awareness and sales.

 Scope of improvement in branding elements-needs best work finishing.

 Need to provide display stands for full range of product display.

 Participate in trade fairs & trade shows.

 Intimate the vendor to write both the part codes (vendor code and company code) of the

60
product so that it is easy to identify which part is being packed which will solve the
problem of wrong supply of products.

61
5.3 Conclusion:

A strong supplier/dealer relationship is an integral part of any organisation .A dealer having more
satisfaction towards the brand will do better business for the company. Some of the reasons which are
identified , such as , schemes and offers provided , number of return cases in a month , cases of wrong
supply etc. prove that dealer satisfaction is really important and can affect the business if not taken care
of .A strong supplier/dealer relationship is an integral part in order to have a smooth work flow. And as
far the internal process is concerned , there is always a chance of eliminating errors in the activities from
the process .This should be done to identify loopholes in the process and so that corrective action could
be taken which in return will help to reduce error from the process and make it smooth and efficient.
References:

1. Jos M. M. Bloemer & Jos G. A. M. Lemmink :The importance of customer satisfaction in

explaining brand and dealer loyalty: 06 May 2010.

2. Sergio Cavalieri, Paolo Gaiardelli, Stefano Ierace, "Aligning strategic profiles with operational
metrics in after‐sales service", International Journal of Productivity and Performance Management,
Vol. 56 :(2007)

3. Ren de Koster .Kees JanRoodbergen:Design and control of warehouse order picking:Volume 182,
Issue 2 :16 October 2007

4. Jule B.Gassenheimer. RosemaryRamsey :The impact of dependence on dealer satisfaction: A

comparison of reseller-supplier relationships:Journal of Retailing Volume 70, Issue 3, Autumn 1994

5. Patrik Jonsson, Mosad Zineldin:Supply Chain Management: An International Journal, Vol. 8

Issue: 3, pp.224-240:2003

6. Andrew R. J. Dainty:The construction labour market skills crisis: the perspective of small–medium‐
sized firms:2007

7. Peter C.Verhoef. FredLangerak. BasDonkers:Journal of Retailing Volume 83, Issue 1: 2007,

8. Cliff J. Schexnayder:Past and Future of Construction Equipment:Journal of Construction

Engineering and Management: 2002

9. Zeynep Isik; David Arditi; Irem Dikmen; and M. Talat Birgonul:Journal of Management in
Engineering Vol. 26:2009

10. Abdalla MOdeh. Hussien T Battaineh:International Journal of Project Management Volume 20,
Issue 1:2002