DEALERS’ SATISFACTION of USHA INTERNATIONAL LTD TABLE OF CONTENTS Executive summary...............................................................................

1 Introduction................................................................................ 1-3
1.1. Introduction................................................................................................

..... 1
1.2. Nature

of

the

problem..................................................................................... 2
1.3. Objective

of

the

study...................................................................................... 3
1.4. Hypothesis..................................................................................................

...... 3

2. Profile of the Industry and Organisation............................... 4-19
2.1. Industry analysis 2.1.1. Overview............................................................................................

..... 4
2.1.2. Introduction........................................................................................

..... 4
2.1.3. Sector

outlook......................................................................................... 5
1

2.1.4. Classification

of

consumer

durables........................................................ 6
2.1.5. Scope..................................................................................................

..... 7
2.1.6. Current

scenario...................................................................................... 7
2.1.7. Future

scenario....................................................................................... 7
2.1.8. List

of

companies................................................................................... 9
2.1.9. Top

players............................................................................................ 11
2.2. Profile

of

the

organisation............................................................................. 12
2.2.1. The

Shriram

group

history..................................................................... 12
2.2.2. The

Siddharth

shriram

group................................................................. 12
2.2.3. Joint

ventures......................................................................................... 13
2.2.4. Associates...........................................................................................

... 13

2

2.2.5. Mission

of

the

company........................................................................ 13
2.2.6. History

of

the

company......................................................................... 14
2.2.7. Divers

product

portfolio........................................................................ 15
2.3. UIL’s

Distribution

network.......................................................................... 16
2.3.1. Sales

force.............................................................................................. 16
2.3.2. Reach

across

India................................................................................. 16
2.3.3. Supply

chain

network............................................................................ 16
2.3.4. Sales

management

practice.................................................................... 16
2.3.5. UIL

fan

market

in

India......................................................................... 17
2.4. Product

line

of

the

company......................................................................... 19

3. Review of Literature.............................................................. 20-25
3.1.

Review

of

literature..................................................................................20
3

.......3............. .............26 4...... ...............1.....27 4 ...................................................................................................27 4..........3.... 26 4................ Nature of the study............................................... Universe........................3...........................7.......................................8............................................................26 4...................................................... Research Methodology ...............................22 3........ Sub segments Vs sub units..................................................... Customer satisfaction......5......................... Title of the study........................... Scope of the study....2....................27 4..2............ 26-29 4.................... 23 4...........26 4.........1.......................................3... Research methodology.......................................................... Measuring customer satisfaction........................................... Population...... Statement of the problem...........................4........ 26 4........... ..6.................................. Sampling.......................................21 3.........................................................

................................41 6.......27 4.................. Limitations of the study.... Findings..........11.................... 51 5 ................................... ................................................. ....................................................................46 Annexure......... Primary data..... Bibliography............................................................................................................ Findings and Suggestions........................................................... Tools used for the study....... ..............................................43 7..................... Questionnaire................................................2............................................................................1... 47 2........... Suggestions............................... Source of data collection.............................................................9....1.... 29 5........ Analysis and Interpretations..... 27 4.....................................41-45 6................4......30-40 6..........................................................10........ Conclusion..... 28 4................9...... 47-52 1................. ....................................................

g. price discount) may prevent the development 6 . it has been demonstrated that short term policies aimed to provide dealers immediate benefits (e. In fact.1 INTRODUCTION In today’s economy all manufacturers need to pay attention on how to build strong long-term relationships with their dealers’ chain.1..

Furthermore. The focus of managerial decisions with regard to 7 . manufacturer has to design long term oriented policies aimed both build up a growing potential customers’ awareness of company product a side. In particular. in order to successfully plan business growth. and more integrated relationships between manufacturers and channel intermediaries. These issues have been debated in then field of Distribution channel management. strategies aimed dealers’ satisfaction. It is being realized that one of the major prerequisites for achieving effective integration of channel operations is the existence of high levels of commitment to the relationships. This is in reaction to a world wide trend towards building closer. researchers underlined the failure in channel communication is likely to affect the relationship between organizations and its own dealer structure Such remarks suggest that in order to effectively build a long term relationship with an own dealers’ chain. It is based on the hypothesis that in order to successfully support dealers. in the innovative and revolutionary high-tech industry. In fact. a manufacturer has to adopt a systematic approach aimed to foster market consensus on aside. manufacturers in order to achieve the desired sales revenues cannot ignore the need to continuously promote activities aimed to both update dealers employees’ skills and motivation. and mutual benefits on the other side. and increase dealer’s employee skills and motivation on the other side. researchers emphasised that manufactures cannot ignore in designing long term growthoriented policies. This research project conducted by the researcher with a manufacturer operating in the consumer durable Industry.of long term and fruitful relationships. it has been remarked literature the central role played by communication. Channel satisfaction and its consequent impact on channel relationships has been an important concern of both practitioners as well as researchers during the last three decades. Also supporting dealers in promoting manufacturers’ products has been proved as a sustainable strategy in the long run. In particular.

channel management has thus shifted to a large extent on creating and maintaining relationship commitment. As Morgan and Hunt (1994) in their seminal work on channel commitment has put it “relationship commitment is central to all the relational exchanges between the firm and its various partners”. Drawing from studies from diverse domains such as marriage, social exchange, organizational behavior etc. they feel that, “Commitment and trust are very important because they encourage marketers to (1) work at preserving relationship investments by cooperating with existing partners (2) resist attractive short-term alternatives in favor of the expected long-term benefits of staying with existing partners and (3) view potentially high-risk actions as being prudent because of the belief that their partners will not act opportunistically”. Channel satisfaction is undoubtedly a major factor that could lead to greater levels of channel commitment. Channel member satisfaction is defined as an overall positive affective state resulting from the appraisal of all aspects of a firm’s working relationship with another firm (e.g. Frazier, Gill and Kale 1989, Gaski and Nevin 1985). However, there exists considerable variation among channel theorists on the exact definition of channel satisfaction (Andaleeb, 1995). In order to reduce this apparent variation in conceptualization, Geyskins and Steenkamp (2000) proposed a two way classification of channel satisfaction wherein satisfaction is defined in terms of its economic antecedents and social antecedents. Economic satisfaction is described as “a channel member’s evaluation of the economic outcome that flows from the relationship with its partners such as sales volume, margins and discounts”. Social satisfaction on the other hand is defined as a channel member’s “evaluation of the psychological aspects of its relationship in that interactions with the exchange partner are fulfilling, gratifying and facile”. When we talk about customer service and/or satisfaction, we talk about creativity. Creativity allows us to handle or diffuse problems at hand or later on in the process of conducting the everyday business. We talk about how, or rather what, does the organization have to do to gain not only the sale but also the loyalty of the customer. We want to know the payoff of the transaction both in the short and long term. We want to know what our customers want. We
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want to know if our customers are satisfied. Satisfaction, of course, means that what we delivered to a customer met the customer’s approval. We want to know if customers are delighted and willing to come back, and so on. Fleiss2 and Feldman3 present examples of that delightfulness in their writings. Fleiss has written about Ben and Jerry’s ice cream and Feldman has discussed excellence in a cab ride. As important as delightfulness is, some of us minimize it, or even totally disregard it. At this point, we fail. Some of the issues that will guarantee failure in sales, satisfaction, and loyalty are: • Employees must adhere to a rigid chain of command • Employees are closely supervised • Conflict—in whatever form—is not allowed • Rewards are based on carrot-and-stick principles • Wrong objectives are measured

CUSTOMER SATISFACTION

Customer satisfaction is a key and valued outcome of good marketing practice. According to Drucker (1954), the principle purpose of a business is to create satisfied customers. Increasing customer satisfaction has been found to lead to higher future profitability (Anderson, Fornell, and Lehmann 1994), lower costs related to defective goods and services (Anderson, Fornell, and Rust 1997), increased buyer willingness to pay price premiums, provide referrals, and use more of the product (Reichheld 1996; Anderson and Mittal 2000), and higher levels of customer retention and loyalty (Fornell 1992; Anderson and Sullivan 1993; Bolton 1998). Increasing loyalty, in turn, has been found to lead to increases in future revenue (Fornell 1992;

9

Anderson, Fornell, and Lehmann 1994) and reductions in the cost of future transactions (Reichheld 1996; Srivastava, Shervani, and Fahey 1998). All of this empirical evidence suggests that customer satisfaction is valuable from both a customer goodwill perspective and an organization’s financial perspective. A firm’s future profitability depends on satisfying customers in the present – retained customers should be viewed as revenue producing assets for the firm (Anderson and Sullivan 1993; Reichheld 1996; Anderson and Mittal 2000). Empirical studies have found evidence that improved customer satisfaction need not entail higher costs, in fact, improved customer satisfaction may lower costs due to a reduction in defective goods, product re-work, etc. (Fornell 1992; Anderson, Fornell, and Rust 1997). However, the key to building long-term customer satisfaction and retention and reaping the benefits these efforts can offer is to focus on the development of high quality products and services. Customer satisfaction and retention that are bought through price promotions, rebates, switching barriers, and other such means are unlikely to have the same long-run impact on profitability as when such attitudes and behaviors are won through superior products and services (Anderson and Mittal 2000). Thus, squeezing additional reliability out of a manufacturing or service delivery process may not increase perceived quality and customer satisfaction as much as tailoring goods and services to meet customer needs (Fornell, Johnson, Anderson, Cha, and Everitt 1996).

MEASURING CUSTOMER SATISFACTION

While it seems clear that increasing customer satisfaction is beneficial to a marketing manager, how to measure it is less clear. Customer satisfaction has been studied from the perspective of the individual customer and what drives their satisfaction (Oliver and Swan 1989; Oliver 1993; Fournier and Mick 1999) as well as from an industry-wide perspective to compare customer

10

Loveman 1998) or across several organizations (DeWulf. Fornell. and market environment can influence satisfaction and product use (Anderson and Mittal 2000). Berry. may exhibit different levels of repurchase behavior (Mittal and Kamakura 2001). including SERVQUAL (Parasuraman. Hallowell 1996. Kamakura. Furthermore. there exists an ample literature on which to draw when attempting to measure customer satisfaction. consumers with similar satisfaction ratings. and Zeithaml 1988. In addition. and Lehmann 1994. Fornell et al. Garbarino and Johnson (1999) did consider segments in the customer base in their study of satisfaction where they analyzed the different role played by satisfaction between low relational and high relational customers. Mittal and Kamakura 2001). Our approach extends this work by studying customers from multiple organizations. It is clear. were to study the antecedents and consequences of customer satisfaction rather than investigate how different types of satisfaction may influence the overall measure of customer satisfaction. segment population. and Iacobucci 2001). 1991). that market and consumer segments should be important factors to consider when measuring customer satisfaction and its implications. Thus. and shares some similarities with Anderson and Sullivan (1993) with respect to the type of analysis and sampling methods. Anderson. and Lynch (2000) who posited that unobserved heterogeneity is a problem for interpreting results from behavioral 11 . 1996. specific tools for measuring customer satisfaction have been developed in the past. however. Failure to take into account segment-specific variation may lead a firm to focus on the wrong aspect for a given set of consumers (Anderson and Mittal 2000). then. In attempting to measure customer satisfaction. yet different characteristics. while other research has examined customer satisfaction in a single organization (Schlesinger and Zornitsky 1991. it is possible that attributes can have different satisfaction implications for different consumer and market segments – the usage context.satisfaction scores across firms and industries (Fornell 1992. involved customers from only a single organization. our theoretical approach shares some similarities to Hutchison. however. The goals of their research. Their study. Odekerken-Schröder. In addition.

Danaher (1998) shows how latent class regression can be used to segment customers and estimate regression effects by segment simultaneously. Malthouse (2002) defines such a process as sub segmentation. The present study makes a similar point and provides an analytical method for overcoming such a problem.experiments. Krishnan. more homogeneous groups based on some criteria such as utility for aspects of the product in the case of Danher (1998). For the problems examined here. The basic point of their argument is that aggregation may create effects that do not exist in any segments. Our work is different in that we assume pre-defined subunits – our concern is not to define segments that have different effects. First. A firm has targeted a market segment and acquired customers/end users. and Srinivasan (1995) examine heterogeneity of effects across individual customers of a single company using a random effect ordered profit model. the subunits already exist. and a single customer could be considered a subunit. We make two points in response to this question. These models are similar to the hierarchical linear models considered here. An important conceptual question concerns when one approach should be preferred over the other. It then sub segments these customers/end users from a market segment into smaller. Danaher (1998) identifies segments of customers (end users) who place different emphasis on different service attributes. or may mask effects that do exist. the pre-defined subunit approach to studying heterogeneity is more appropriate when the resulting managerial actions will be 12 . Sub segments vs. Kekre. Subunits Other authors have examined the heterogeneity of customer satisfaction effects.

and bank branches. the message must be tailored to the subunit reached by the media. that large metropolitan newspapers (which represent only a small percentage of U. 13 . In addition. newspapers. discussed in more detail below. Consider the case of a newspaper owner. We give several examples to illustrate these points. has multiple newspapers and wants to know whether to invest in improving either the service or the content of its individual papers. An owner in the U. A second example can be when actions primarily involve reach media. One might object by suggesting. as discussed previously. there are numerous examples of situations where customer sub segmentations are more appropriate. billboards.S. these actions would have to be taken at the subunit level.Of course. For most newspapers in the U. car dealerships.. Chintagunta. and Dube 2002). A corporation could send employees of certain subunits. adding special-interest sections.S. Second. but not all. Corporations often choose where to locate subunits. etc. pricing strategies often must be executed at the subunit level (Singh. for example. newspapers) could improve content for specific suburban communities by hiring reporters and adding customized local sections.implemented at the subunit level. We would argue that the suburban “zone” would be a subunit. adding pages to existing sections. If a company is communicating a single message with. managerial actions implemented at the subunit level are most reasonable when there is homogeneity within a subunit and heterogeneity across subunits. A third example is managerial actions that are most naturally applied at the subunit level of retail stores. for example. for specialized customer service training programs. See Danaher (1998) or Malthouse (2002) for further discussion and examples. etc. when this is not the case the organization should seek actions that can be implemented for sub segments of customers within a subunit. television. supermarkets. and might opt for more expensive locations in regions where “convenience” is more important. Investing in content could involve hiring additional reporters so that local news can be covered more thoroughly.S.

The present research represents the first study of which we are aware to measure customer satisfaction from a representative sample of customers who are in turn from a representative sample of organizations in a single industry. 14 . The analysis was replicated in a second industry to confirm that the findings are not unique to a single industry.

the demand for consumer durables has increased significantly. and introduction of new models. color televisions (CTVs) are no longer considered luxury items.1. 2. Consumer durables sector is characterized by the emergence of MNCs. and intense competition. However. the government spending is very less on electrification programs in rural areas.2. For example.1 INDUSTRY ANALYSIS 2.2 Introduction 15 . This factor discourages the consumer durables companies to market their products in rural areas. discounts. An important factor behind low penetration is poor government spending on infrastructure.1. MNC's major target is the growing middle class of India. whereas the Indian companies compete on the basis of firm grasp of the local market. However. easy availability of finance. their well-acknowledged brands. The market share of MNCs in consumer durables sector is 65%.1 OVERVIEW With the increase in income levels. and dishwashers. exchange offers. the penetration level of the consumer durables is still low in India. Products like washing machines. and hold over wide distribution network. increase in consumer awareness. there are still very few players in categories like vacuum cleaners. air conditioners. MNCs offer superior technology to the consumers. microwave ovens. PROFILE 2.

4.Some Facts 1. Bargaining power of suppliers in consumer durables sector is limited due to threat of imports and intense competition. Some of the entry barriers in consumer durables sector are distribution network. Competition among players is on the basis of difference in prices and well-acknowledged brands. and ability to hire purchases. capital. Demand is seasonal and cyclical. 2. 3. 16 .

China. Also. fully automatic washing machines. are now focusing on rural areas also. These companies are introducing gift schemes and providing easy finance to capture the consumer base in rural areas. which are boosting the sales in these categories. country's fiscal policy has encouraged Indian consumer electronic industry. According to Isuppli Corporation (Applied Market Intelligence). These companies import their premium end products from manufacturing facilities that are located outside India. such as Samsung. and LG Electronics India Ltd. TCL Corporation is also planning to establish a $22 million manufacturing facility in India. the company is marking its international presence. Ltd.1 17 . has announced its extension plan in 2006.1. The company is going to invest $250 million in India by 2011 and is planning to establish a manufacturing facility in Pune. LG Electronics India Ltd. The reduction on import duty in the year 2005-06 has benefited many companies. TABLE 2. split air conditioners. Videocon has acquired Electrolux brand in India. with the acquisition of Thomson Displays by Videocon in Poland. LG. and Sony.3 Sector Outlook There has been strong competition between the major MNCs like Samsung. Indian consumers are now replacing their existing appliances with frost-free refrigerators.2. and Sony. Some companies like Samsung Electronics Co. and Mexico. LG. The Indian companies like Videocon Industries and ONIDA are also planning to expand. and color televisions (CTVs).

0 13.5% 2.202m -209.3% -1.6 23.019m 1.392m 7.9% Growth in 2005-06 TABLE 2.9% 31/03/2003 30.787m 7.331m 10.9 6.1% 31/03/2004 43.Sector Financials (In Rs) 31/03/2002 Sales Sales Growth Gross Profit Margin Profit After Tax (PAT) PAT Growth Market Capitalization P/E Ratio Return on Capital Employed 37.4 Classification of Consumer Durables Consumer durables Sector can be classified as follows: 18 .6% 940m -4.100m -19.1.2% 4.4% 6.3% 2.7% 1.359m -7.2 Consumer Durables Air Conditioner Refrigerator Microwave Ovens Washing Machines Color Televisions (CTVs) Black & White Televisions Clock Watch VCDs Consumer Electronics (Overall) Growth 20-25% 5-10% 25% 5-10% 15-20% -20% 10% 10% 30% 9% 2.096m 43.

6 million in 2000.6 Current Scenario 19 . And there are 6 million rich households in India.5 Scope In terms of Purchasing Power Parity (PPP). There are a lot of young people in India in different income categories. portable audio.400. etc. who are earning US$ 4. refrigerators. cameras. music players. There are 56 million people in middle class. White Goods include dishwashers. etc. vacuum cleaners. and nearly 50 % is below 25.US$ 21. air conditioners. built-in appliances. color televisions (CTVs).800 a year. 2. Nearly two. Moulded Luggage includes plastics 4. Indian consumer goods market is expected to reach $400 billion by 2010. non-kitchen appliances. Consumer Electronics includes VCD/DVD. India has the youngest population amongst the major countries.1. India is the 4th largest economy in the world and is expected to overtake Japan in the near future to become the 3rd largest. 2.2 million in 2007 as against 14. tumble dryer. water heaters. microwaves. washing machines.thirds of its population is below the age of 35. personal care products. kitchen appliances. camcorders. Clocks and Watches 5. The upper-middle and high-income households in urban areas are expected to grow to 38.1. home theatre.1. Mobile Phones 2. Hi-Fi. 3.

This translates into vast unrealized potential. Given these factors. availability of disposable incomes. 2. Rural areas have the penetration level of only 2% and 0. The rural market is growing faster than the urban market.1. The urban market has now largely become a product replacement market. The penetration level of consumer durables is very low in India. improvements in technology. in case of color televisions (CTVs). the penetration level of various countries is: 20 . growth in consumer base of rural sector. For example. government support. The urban market and the rural market are growing at the annual rates of 7%-10%and 25% respectively. the consumer durables industry is growing at a fast pace.5% for refrigerators and washing machines respectively. fall in prices due to increased competition. emergence of double-income families.Rural sector offers huge scope for consumer durables industry. too. as it accounts for 70% of the Indian population.7 Future Scenario With easy availability of finance. growth of media. a good growth is projected in the future. rise in temperatures. The bottom line is that Indian market is changing rapidly and is showing unprecedented business opportunity. reduction in customs duty. as compared with other countries.

3 PENETRATION LEVEL IN VARIOUS COUNTRIES India Brazil China US France Japan 24% 11% 98% 333% 235% 250% TABLE 2.TABLE 2.43 million 149 per 2005-2006 8.4 Demand and Penetration Level of White Goods in India 1995-1996 Demand Penetration level households 3.000 319 per 2009-2010 13.72 million 1.14 million 1. In billions 21 .000 households households In a study conducted by Frost & Sullivan and commissioned by India Semiconductor Association (ISA).000 451 per 1. the demand for Electronic Appliances is projected to grow exponentially at a compounded annual growth rate (CAGR) of 30%.

Carrier Aircon Ltd. Bose Corporation 6.8 List of Companies Some of the companies in consumer durables sector are: 1. Canon India 8. BPL 7.FIGURE 2. BenQ Corporation 4. Daewoo India 10. 5.1 2. Electrolux-Kelvinator 22 .1. AIWA 2. Akai India 3. Blue Star Ltd. 9.

Toshiba Corporation 30. MIRC Electronics Ltd. LG Electronics India Ltd. Panasonic 21. Samsung India 23. 28. Godrej 12. 15. Khaitan India Ltd. Hitachi Ltd.11. Videocon Industries 23 . Samtel 24. Philips India 22. Sony India 27. Nokia India 19 Pace Micro Technology 20. Sansui India 25. Thomson Ltd. Haier India 13. 14. 16. Siemens 26. Titan Industries 29. Mitsubishi Electronic Corporation 18. 17.

1. pump sets and motors. auto components. The products include fans. Engines. Consumer durables. 24 .9 Top Players The top 10 players in consumer durables sector are: • • • • • • • • • • Nokia India LG Electronics India Ltd. sewing machines. The Group operates in four segments. diesel engine parts and other automotive components. power products. appliances. The Group's principal activity is to manufacture and sale of home appliances and automotive components. diesel engines. namely. The Company export fans. water coolers. Philips India Titan Industries Samsung India Electronics Whirlpool Appliances Siemens Sony India Videocon Industries Blue star 2. Whirlpool Appliances 2. sewing machines. Auto products and others.2 PROFILE OF THE ORGANISATION Usha International Limited.31.

fans. the group expanded into textiles. sugar.2. Over the next 100 years.2 The Siddhartha Shriram group Siddhartha Shriram group is one of India’s renowned business groups with interests as diverse as sugar. edible oils and industrial chemicals to fans. heavy chemicals (fertilizers/ chlor caustic). the group was split amongst the descendants of Lala Shriram and the businesses that came to Siddhartha Shriram’s group have been mentioned below. home appliances and other kind of items. automobiles. Presently USHA have Over 50 million customers.USHA international is one of the India’s known consumer durables marketing and distribution companies. engineering foundries. 25 . automotive components. appliances and automobile.1 The Shriram group history The group was incorporated by Lala Shriram (grandfather of Siddhartha Shriram) in 1889. In 1989. It started in 1957 and marketing its products for over 50 years under the brand name USHA company majorly Manufacturing of Electric Fans and Fuel Injection Equipment. It is the First Indian Company to be awarded ISO 9001:2000 for Marketing practices. sewing machines. rayon’s / nylon tyre cord. edible oils. chemicals. USHA international is a company under the flagship of Siddhartha Shriram group. 2.2. engines. They have a large distribution network in core categories. 2.

4 Associates Company associates with  Honda Siel Power Products Ltd.5 Mission of the company 26 .2.Midea Environment Appliances Manufacturing Company Ltd. China  NGK India  CIXI Three Circle Diesel Engine Company Ltd.2.2. Japan (Sewing Machines) 2.D. USA (Fans)  Janome Sewing Machine Company..2. (Diesel Engines) 2.3 Joint ventures Company has joint ventures with  Hunter Fan Company.  G.

Japan.2. Thus. Fans are added to the product range. making it one of the leading marketing organisation in India.Usha International's mission is to pursue excellence in all its spheres of business activity. 1994 1996 2000 2001 2005 2007 2008 27 . Amalgamation of Usha International Limited and Shriram Fuel Injection Industries Limited with The Jay Engineering Works Limited. Dr. Fuel Injection Equipment is introduced to the Usha Auto Components range. Fourth generation fully automatic Sewing Machines in collaboration with Janome Sewing Machine Company of Japan is added to the product range. Company. Usha becomes a Public Ltd. Tie-up with Hunter Fan Company of USA for marketing of premium Usha Hunter ceiling fans. It believes in providing reasonable returns to its shareholders and adding value to the principal's business operations through effective marketing. This must be achieved by meeting customer requirements. Usha Sales is renamed to Usha International. Appointed as super distributor for 2 and 3 wheeler spark plugs in India by NGK Spark Plug Company Limited. Commences marketing of Light Weight Kerosene pump sets powered by Honda engines. Charat Ram appointed as Chairman of the board of UIL. providing them satisfaction thereby building their trust in the company and its products. The first Indian Sewing Machine is exported. Monoblock pumps followed by a complete range of water lifting equipment are launched. Introduces a new range of diesel engines for power generation. Launches a range of Home Appliances. Purchase of Water Cooler factory from DAIPL. Diesel Engines are added to the Usha product range. 2. The new merged entity called Usha International Limited. The first Indian Fan exported.6 History of the company 1934 1946 1948 1950 1966 1968 1975 1979 1982 1984 1994 India's first indigenous sewing machine marketed.

7 Diverse product portfolio UIL is a multi product consumer durable marketing and distribution company with a diverse product portfolio that includes the following six product lines: TABLE 2.5 PRODUCT PORTFOLIO Electric Fans Sewing Machines Home Appliances Engines. Drinking water coolers & dispensers Generators 28 . Electrical motors & Pump sets.2.2.

Reliance) Presence in rural India is contributing approximately 20% of the total sales.2 Reach across India Dealerships in all urban centres with population greater than 20. 2. 2.1 Sales force Separate sales force for 6 product lines and 3 different channels (traditional.Auto components.3.3 UIL’s DISTRIBUTION NETWORK 2.3.3 Supply chain network 29 .3. with a Location Head to ensure capture of synergies across product lines Strong experienced middle management in charge of sales.000 Penetration in important modern retail outlets (Future Group. Metro. modern retail and government sales) 16 Locational offices across India. 2.

3.3. Polar and Khaitan who controlled 70% of the market. where the rapid growth of the unorganized sector (10% annually) was giving them stiff competition.Usha. In the year 1993. company pointed out that there was duty protection of 40 per cent. Fans were the 4th largest owned consumer durable after watches. The organized fan industry had witnessed a decline of 30 per cent in production last year because of competition from small scale units which escaped excise duty. They also enjoyed 95% awareness in the market. 30 . location offices. The size of the market is Rs. with regional segregation of market Coverage of dealers by trained sales staff 2.5 UIL Fan market in India The fan market was a well developed and mature market.4 Sales management practices SBU led sales organization structure. Orient.33 warehouses leased and managed in-house SAP enabled across all UIL locations (head office. they were gradually losing market share in a low growth stagnating market. However.300-1. Despite this Usha International had sold more last year and gained market share. 1. and warehouses) 2.400 crores in value terms including the small scale sector and Usha's share is half of this. bicycles and radio sets. The market was dominated by the top 5 brands. the electrical fan market was more than Rs 1000 crores. Crompton. On import threat from China.

The tie up has enabled Usha to enter and create a high-end premium category in the ceiling fans market. Optima. Table fans range31 . Sea Breeze. 400 crores and a profit of Rs.S. the company is planning to offer a range of fans to suite to the needs and paying capacity of the customers. The company last year had a turnover of Rs. Without compromising on the quality. Company had launched 19 fan models between April and May 2003. It has no intention to get into white goods. the company has joined hands with the U. This year would witness marginal growth in the top line segment. sewing machines. biggest ceiling manufacturer in the world. It will exclusively market the Hunter range of fans in India under the joint branding of Usha Hunter. auto components.000 are meant for hotels. small appliances. guest houses and air-conditioned houses. The company will continue to focus on strategic tie ups only in fans. Ultimate. shortly. The models include: Ceiling fans range-Opera. At the top end. Usha International is planning to launch low-cost fans christened ‘Zipp’. besides the company will also launch 10 models in the home appliances segments. In an effort to expand its market share in the lower-end. engines and motors. The premium end ceiling fans costing Rs. 9. he added. the largest consumer durable marketing company.000 .-based Hunter Fan Company. Zipp. Sonata Decorative.8 crores. Around eight models will be introduced in the first year. The company is preparing a new marketing strategy to enhance the market share in the domestic fan market by creating price points for targeted customers. The consumers can now look forward to super premium ceiling fans with wooden blades with an option of imported Belgian and Italian light fittings to enhance the decor of any room. 5.10.On the other hand in the plastic table and wall fans segment there may be a serious problem as China can make them much cheaper. airconditioners and exports.

Mist Air EX.4 PRODUCT LINE OF THE COMPANY There are 6 types of fans marketed by the company: TABLE 2. Pedestal Fans range-Mist Air ultra. On the financial front.6 PRODUCT LINE 32 . Mist Air EX pedestal fan. 2. Zipp table fan.8 crores. The company last year had a turnover of Rs. the company hopes to achieve a turnover of over Rs 500 crore in the current year as against Rs 400 crore turnovers reported in the last year. 400 crores and a profit of Rs. This year would witness marginal growth in the top line segment. 9. Mist Air Pedestal remote fan.

Ceiling Fans Table Fans Pedestal Fans Wall Fans Exhaust Fans Other Fans 33 .

4. therefore.1 TITLE OF THE STUDY A Study on DEALERS’ SATISFACTION of USHA INTERNATIONAL LTD GHAZIABAD 1. despite the convergence in the objective to offer a certain product. Therefore it is obvious to keep the channel members satisfied and 34 . It emphasize the importance of channels that link specific activities which are connected to the functions of distribution and final users necessity serving. dividing these causes based on the demand and supply. RESEARCH METHODOLOGY 4. may have conflicting interests. This structure involves different agents and distinct organizations that. The correct management of these agents is. a fundamental issue.2 NATURE OF THE PROBLEM The efficiency and success of many organizations may be strongly based on the distribution channels. A marketing channel or distribution channel is a “set of interdependent organizations involved in the process of making a product or service available for use or consumption” and the members of the channel depend on each other to make their job (idem). Attending their purpose of providing products and services for the use or consumption and satisfying the final market users – no matter if they are consumers or industry buyers – a large amount of the channel structure make use of brokers that execute some kind of role on the products and service distribution.

this study is to find out the satisfaction level of these dealers of UIL since nearly the 20% of the sales of UIL is from the rural market. In many times the companies fail to give good service to those dealers because of the lack of resources or the reachability etc. To know the impact of after sales service provided by UIL and the satisfaction level of the dealers 5. To find out whether there is any co relation between the experience and the type of promotion they needed.motivated to keep the momentum of the business going. To know how effective are the employees in dealing with the dealers STATEMENT OF THE PROBLEM The problem for the study was to estimate the dealers’ satisfaction of Usha International Limited and if not in which areas they are not satisfied with the service of the company. Considering this fact. 4. To find out how the dealers rate the promotional activities carried down by UIL 3. To find the dealers’ satisfaction of the Class II & Class III who deals with USHA fans 2. Any disturbance on this may cause loss on the sales or even losing the channel member. OBJECTIVES 1. SCOPE OF THE STUDY 35 . the study was pertaining to the satisfaction of the dealers of Usha International Ltd who belongs to the class II and Class III towns.

pie charts and statistical tools including percentage & chi-square analysis were used in the process of analysis and interpretations of the collected data. UNIVERSE The dealers of UIL in the entire district concertedly contributed to the universe. The data was collected from 50 dealers from Ghaziabad district. This analysis is used to arrive at new information and facts. magazines and websites. measurement and analysis of data. Graphical tools including bar diagrams. POPULATION 36 .This study covers respondents form the class II and Class III towns in Ghaziabad district who are the dealers of Usha fans. it constitutes the blueprint for the collection. Analytical research is the method used to analyze and draw inference from a set of facts or collected data. secondary data was collected using books. 4. A scheduled questionnaire was used to collect primary data on the other hand. The result of the study can be used as a support data for UIL’s comprehensive marketing programme.5 RESEARCH METHODOLOGY The research design is the conceptual structure within which research is conducted. NATURE OF THE STUDY The type of research followed is mainly analytical and to a certain extent descriptive in nature.

604. The reliability statistics has been given below. The questionnaire has been tested for its validity before the research is been conducted. The reliability test has given an Alpha value of 0. 37 .50 dealers from the universe were selected randomly for the survey. SAMPLING Simple random sampling was the method adopted for the selection of sample from the abovementioned universe. SOURCE OF DATA COLLECTION Both primary and secondary data were used for the data collection PRIMARY DATA The primary data was generated through the questionnaire by soliciting the response of the dealers of UIL.

time factor was a major constraint.  This sample size cannot represent the features and characteristics of the universe to its entirety. Charts and Diagrams are used for the presentation of the data. Statistical tables.11 LIMITATIONS OF THE STUDY  Since the study was within a period of 8 weeks. so the results may not be the same in other parts of Kerala which are having different market conditions.  The study was confined to the Erankulam district. But this assumption might not be true always. Thus the accuracy of the survey and its findings depends a lot on the respondents and their responses. who are believed to be giving the right information.  The study was based on the assumption that the respondents will always be truthful and correct.  The study depends upon responses of the respondents. 2. 1. Analysis being carried down by the help of statistical software like SPSS 4. 38 .TOOLS USED FOR THE STUDY Various statistical tools have used for the study.

The percentage analysis gives the percentage of their experience in their dealership and if it is higher the analysis have the higher value. 1 2 3 4 TOTAL Criteria 1 – 3 years 4 – 7 years 8 – 10 years Above 10 years No.5 ANALYSIS AND INTERPRETATIONS TABLE 5.1 INFERENCE: The experience of the dealers matters a lot in this analysis to find the degree of dealers’ satisfaction. 39 .1 EXPERIENCE IN DEALERSHP Sl No. of respondents 2 8 15 25 50 FIGURE 5.

Since the chart above shows the dealers have considerable experience and their answers are valued much and their statements are very much helpful for the analysis to come effective. of respondents 24 18 8 0 50 FIGURE 5. 1 2 3 4 TOTAL Criteria VERY GOOD GOOD SATISFACTORY POOR No.2 QUALITY OF USHA FANS Sl No. The other 16% have 4-7 years of experience and the rest 4% of the dealers have 1-3 years experience.Of about 50 dealers 50% of are having above ten years experience and 30% are in the business of about 8-10 years. TABLE 5.2 40 .

No one reported on poor quality products from USHA. 1 VERY GOOD 18 2 GOOD 22 3 SATISFACTORY 10 4 POOR 0 TOTAL 50 % respondents 36 44 20 0 100 of 41 . of respondents No. From this inference we can analyse the quality USHA offers to their customers.INFERENCE: The chart above shows the degree of reliability on the quality of USHA products the dealers have. 36% of the dealers say the quality is good and only a mere 16% of them have the opinion Satisfactory. Most of the dealers said the quality of USHA is unbeatable.3 CREDIT PERIOD ALLOWED Sl Criteria No. Around 48% dealers have the opinion that it is very good. TABLE 5.

Most of the dealers are satisfied with the credit period allowed.3 INFERENCE: This table shows the degree of dealers’ satisfaction on the credit period allowed by USHA to them.FIGURE 5. 44% of the dealers are voted “Good” and 20% of the dealers find no faults and almost satisfied with the credit period allowed. 36% of the dealers are very much satisfied about the credit period offered to them. Criteria No. TABLE 5. None of the dealer has reported that the credit period allowed is not matching with them.4 RATING OF PROMOTION ACTIVITIES Sl No. of respondents 1 VERY GOOD 3 2 GOOD 15 3 SATISFACTORY 27 4 POOR 5 TOTAL 50 42 .

of respondents No. 54% of the dealers are satisfied and the rest 10% of the dealers are reporting “poor”. be it public or private. 1 VERY HIGH 10 2 HIGH 24 3 AVERAGE 16 4 LOW 0 TOTAL 50 % respondents 20 48 32 0 100 of 43 . 6% of dealers found it extremely well and 30% of the dealers have reported as “Good”.FIGURE 5.4 INFERENCE: The promotion. TABLE 5. According to them the competitors are giving good promotion for their products compared to Usha.5 OPINION ABOUT PRICING Sl Criteria No. the promotion activities carried out by USHA is found to be satisfactory. service or production. one of the P’s of marketing is most important for the survival of any business concern. From the analysis.

TABLE 5.INFERENCE: This table shows the opinion of the dealers and customers about the price of the USHA products.6 Employees relationship to dealers Sl Criteria No. the price of a company’s product is always discussed. To compete with the low cost products available in the market. Atom etc. because of the product’s quality. 32% of the dealers are satisfied with the price. Among the 50 dealers. And none of the dealers have reported that the price is lower and no problem to deal with that. of respondents No. 48% of them are reporting it is higher but not the highest. 20% of them reported that the product is priced the highest. even it is maintained at a low cost. the company has recently launched products like Zipp. At any time. 1 HIGHLY SATISFIED 12 2 SATISFIED 28 3 MODERATE 10 4 DISSATISFIED 0 TOTAL 50 % respondents 24 56 20 0 100 of INFERENCE: 44 . But when asked to a lot of customers the real fact is revealed.

Here. which is also a main factor affecting the dealership and their satisfaction. The employees of the firm should maintain a good rapport with the dealers in order to carry on their business in a smooth fashion. 20 % produce average results and none of them have reported a poor relationship with the employees of the company. The friendly relation with the dealers helps much better for an organization to flourish. of respondents 1 HIGHLY SATISFIED 3 2 SATISFIED 10 3 MODERATE 35 4 DISSATISFIED 2 TOTAL 50 FIGURE 5. maintaining good relationship with the dealers is essential. TABLE 5.5 45 . the replies depicts that they have understood this concept very well.In the pursuit of marketing.7 OPINION ABOUT AFTER SALES SERVICE Sl No. Criteria No. 24% of the dealers are proud to be the dealers of USHA and 56 % are much satisfied. in the case of USHA. This table shows that no dealer has a trouble in dealing with the employees of USHA.

because. so totally 26 % of the dealers have no problem and they are satisfied well. hence they do use local mechanics for the sudden repair. no product will be of under-quality and a very few if found to be defective. it is evident that from the after – sales service offered by the company 6 % and 20%. On observation. From the above figure. They say that it takes time for the product to get repaired and having comparatively less problems with the replacement. the dealers are having problem with the after sales service which is unavoidable. 46 . In that matter. Usha finds a little problem with the dealers. are replaced and repaired sooner. They are quite satisfied. is very much important for a manufacturing company to bloom.INFERENCE: After sales-service. But 70 % of the dealers voted that the service is only moderate and 4% of the dealers find some problems in the after sales service.

and the suggestions about the promotional activities are.6 INFERENCE: Some dealers have the suggestions.TABLE 5. 47 . of respondents No. It becomes essential for the manufacturing organization to satisfy its dealers by the way to sustain and compete. shown in the table.8 DEALERS’ EXPECTATION ON PROMOTIONAL ACTIVITY Sl % of Criteria No. respondents 1 DISCOUNT 32 64 2 GIFT 4 8 3 PRIZE 5 10 4 OTHER OFFERS 9 18 TOTAL 50 100 FIGURE 5.

8% expect for the gift items and 10% expect prizes to be offered.9 PROMOTING FACTOR Sl No. Hence the 64 % of the dealers find no problem with the promotional activity and they get what they expect.USHA already offering discounts and they are satisfied with it. 18% of the dealers expect offers when they purchase in bulk. of respondents 5 25 3 12 5 50 5 SCHEMES TOTAL 48 . TABLE 5. 1 2 3 4 Criteria PROMOTION BRAND NAME COMPANY POLICY MARGIN No.

they believe that it is the Brand name of the company and its products which are the main factors behind their promotion of the brand.7 INFERENCE: While talking with the dealers about the main factors which drive them to deal with USHA.10 DEALING WITH COMPETITORS Sl Criteria No. This is because it is very essential for them to satisfy their various kinds of customers who have different brand and product preferences. 1 YES 50 2 NO 0 TOTAL 50 % of respondents 100 0 100 INFERENCE: Most of the dealers deal with the competitors also. it came out that most of the dealers prefer on Brand name to be the first factor.FIGURE 5. of respondents No. TABLE 5. About 50% of the dealers are dealing with Usha products because of its Brand name. Though the dealers prefer margin. 49 . promotional schemes etc apart from the Brand name. 24 % of the dealers have voted for margin and 10% for the promotional schemes and 6% for the company policies.

None of the dealers said that the products are of poor quality. Havell’s. Polar and many other local brands.  The dealers are satisfied with the quality of the products which are offered by Usha. Most of the dealers are satisfied with 50 .  It is found that the price is a little higher for the Usha products but when considering about the quality. the product is worth the price. Bajaj. Many of them are dominated by Crompton Greaves.Most of them are dealing in products of companies like Crompton Greaves. FINDINGS  Usha have got an array of well established dealers. The dealers have a good track record of their business. Khaitan.

 Most of the dealers also deal with the competitors. Because the margin they are getting is less compared with the immediate competitors. the company gives extension on the credit period and payment modes. the feedback depicts that they have understood this concept very well. it is found that there are complaints about the profitability and price of Usha products.  From the observation. They say that it takes time for the product to get repaired. some of the dealers are having problem with the after sales service which is unavoidable. This is because it is very essential for them to satisfy the customers who have different brand and product preferences. The company gives less credit period to the new dealers. in the case of Usha. The dealers are happy with the involvement of the employees of UIL.  The friendly relation helps much better for an organization to flourish. because of the product’s quality and none of the dealers reported that the price is lower so no problem to deal with that. hence they do use local mechanics for the sudden repair but no problem faced on the replacement front.  On observation. Here.  There is a significant relation between the dealers’ experience and their Satisfaction Level on the Credit Period allowed and most of the well experienced dealers are satisfied with the credit period. 51 . When they prove to be good with their payment pattern.the price.

display aids etc. and most of the well experienced dealers are satisfied with the promotional activities given by the company such as hoardings. There is a significant relation between the dealers’ experience and their Satisfaction Level on the Promotional Activities. name boards. 52 .  While talking with the dealers about the main factors which drive them to deal with USHA. it came out that most of the dealers prefer on Brand name to be the first factor other than the profitability.

Future studies could look at different contexts as well as inclusion of other moderators. From the survival point of view. In fact such policies may disclose future company failure. The study has been successful in knowing the Dealers’ Satisfaction with Usha International Limited. UIL should enter into all aspects of marketing activities to improve the product life in the future market. The sampling methodology deviates substantially from a pure random sampling based methodology and therefore reduces the generalisability of the study.CONCLUSION Competing is the global brand and it is difficult one. In order to successfully design long term policies aimed to foster manufacturers-dealers relationships. It is evident from this study and UIL is advised to maintain its Quality on its products so as to retain this stage forever. The company has mostly achieved in satisfying its dealers and as well as its customers. it has been demonstrated that manufacturers must give up decisions exclusively oriented to generate immediate benefits. The study is not entirely devoid of limitations. 53 .

The major towns like Kottayam. More complaints are arising from this imported Mist Air series.SUGGESTIONS The main objective of every analysis is to find the faults and road blocks of a business. especially Havell’s and Crompton Greaves  Most of the dealers are not highly satisfied with the after-sales service given by the company. For this. a Gap analysis can be done to find out where the company is lacking in delivering the after sales service activities. Alappuzha.  Trendy designs should be adopted to have an aesthetical appeal which is lacking for Usha fans compared with the competitors’ products. Some of the suggestions. but the imported Chinese fans called the Mist Air series are having a shorter life. and the effective measures can be taken. The company should be careful about these series fan.  Opening more service centers across Kerala is needed for the better after sales programme. It should be taken care of because it is the vital factor in every business. based on the 4P’s of marketing are: PRODUCT  Usha fans are well known for their durability. and Palakkad are not 54 . otherwise the brand name may be affected.

But the existing trade discount packages are benefiting the dealers who are doing big volumes of business. existing trade discounts should be made in that way which should be motivating those dealers to do the business. the company can cater to the needs of a wide customer base across Kerala. They should become familiarized with the technical specifications of the products for providing better after sales service. By opening service centers at these places. It is now merely 2%.  Cash discounts are offered to the dealers who are making advance payments. Increasing that level may motivate the dealers for the cash purchase as they are getting this benefit other than the trade discounts. In order to improve the rural sales. PLACE 55 .having a service centre for the company at present. The dealers in the class II and Class III towns may not be able to do that much volume. PRICE  The company is offering discounts and allowances in the form of trade discounts to the dealers.  Periodic training programs should be conducted for the technicians as the company is extending the product line periodically.

 The dealers have some complaints about the delivery of goods. Either by adding members to this channel or by using the existing Members the rural market can be captured. PROMOTION  The company is now mainly focusing on the Push strategy for promotion. Pull strategy also can be used along with this. Wind. 56 . Since the competition is strengthening. Zen and Atom etc.  The existing trade promotion schemes are not offering much to the small scale dealers.  It will be better to have a feedback from the dealers at regular intervals. It should be taken care of while selecting the transporter. The company should focus more on the rural market as it contributes nearly 20% of the total sales and is an untapped market too. The company is using road transport for the delivery of goods with the help of different transporting companies. There should be good trade promotion schemes which support the smaller dealers too. It can be beautifully done through the newly introduced low cost products like Zipp.  The company is having a different channel for the low end model like Zen. to minimize the communication gap in the distribution process between the dealers and company people. So that the deliveries can be made in time.

 In store advertising can be designed to increase the number of spontaneous buying decision. and repetitive advertising. The billboards are to be more attractive.  To encourage repeated purchases. displays.  Billboards or hoardings can be used as an outdoor promotional method instead of the existing wall paintings. Usha can take many short-term actions such as price promotions.  Admissibility of brand ambassadors plays an important role in the advertising campaign. BIBLIOGRAPHY 57 . The immediate competitors are far ahead of Usha in using the Pull strategy. Studies revealed that nearly 70% of all buying decisions are made in the store. Presently Usha is not having a brand ambassador for the promotion. Usha should concentrate more on advertising through Visual Media. coupons.

“Customer Heterogeneity in Service Management. “Customer Satisfaction. 56 (1). and Roland T. “A National Customer Satisfaction Barometer: The Swedish Experience. Peter F. “Strengthening the Satisfaction- Profit Chain. Claes (1992). 157-172  Anderson.53. 129-145. Journal of Marketing.L. Vol.  Fornell.” Journal of Service Research.” Journal of Marketing. (1998).” Journal of Service Research.. 129-139. New York: Harper & Row. pp.” Marketing Science. Eugene W. Eugene W. “Customer Satisfaction. Market Share. Kale (1989) “Dealer Dependence Levels and Reciprocal Actions in a Channel of Distribution in a Developing Country”. and Vikas Mittal (2000). Lehmann (1994).BOOKS  Drucker. G. The Practice of Management. Claes Fornell. 3 (2). 107-120  Danaher. International Journal of Research in Marketing. pp:50-69 58 .. 6-21. James D. 1 (2). (1954). 53-66  Anderson. Claes Fornell. Peter J. and Profitability: Findings from Sweden. (1995) “Dependence Relations and the Moderating Role of Trust: Implications for Behavioural Intentions in Marketing Channels”. Eugene W.” Journal of Marketing. Productivity. Gill and Sudhir H. and Profitability: Differences Between Goods and Services. Rust (1997). Vol 12 No 2.. and Donald R.  Anderson. JOURNALS  Andaleeb. S. 58 (3). S. 16 (2).  Frazier.

 Srivastava." Working Paper. “Balancing Profitability and Customer Welfare: An Application to Zone Pricing by a Supermarket Chain. Pradeep Chintagunta. and Liam Fahey (1998)..M. A.E.” Journal of Marketing Research.” Journal of Retailing. I.. Vol.com 59 .36. “Market-Based Assets and Shareholder Value: A Framework for Analysis.  Parasuraman. p. 2-18 WEBSITES   http://naukrihub. Tasadduq A. Shervani. Kumar. “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality. Geyskens.com/india/consumer-durables http://ushainternationallimited. Leonard L. 131-142. and Repurchase Behavior: Investigating the Moderating Effect of Customer Characteristics. 12-40. Chicago: Mai. J. Kamakura (2001). 38 (1). N. Steenkamp(1999). Rajendra K. A meta-analysis of satisfaction in marketing channel relationships. Repurchase Intent. “Satisfaction. 64 (Spring). and Jean-Pierre Dube (2002). Vishal. Vikas and Wagner A. Journal of Marketing Research.  Singh. and Valarie A. Berry. Zeithaml (1988).  Mittal.” Journal of Marketing.. 62 (1). 223.

Are you dealing with other companies? Yes No If Yes. How long you are dealing with USHA products? 1-3 years 4-7 years 8-10 years above 10 years 2. specify BRANDS CROMPTON HAVELLS USHA BAJAJ KHAITAN POLAR OTHERS 60 .ANNEXURE A Study on DEALERS’ SATISFACTION of USHA INTERNATIONAL LTD Questionnaire Name: Address: 1.

How do you rate Price of USHA products compared with the following competitors? BRANDS CROMPTON HAVELLS USHA BAJAJ KHAITAN POLAR Very High High Average Low 6. Which factor enables you to be the dealer of USHA products? Promotion Schemes Company Policy Margin Brand Name 5.3. What do you feel about credit period given by USHA? Very Good Good Satisfactory Poor 7. How do you feel about Quality of USHA products? Very Good Good Satisfactory Poor 4. How do you rate the Promotional Activities given by USHA? Very Good Good Satisfactory Poor 61 .

Do you have any complaints about USHA products? 62 . What do you feel about the employees dealing with you in USHA? Highly Satisfied Satisfied Average Dissatisfied 11..8. What type of promotional activity do you prefer with USHA products? Discount ……………. What are the factors that you expect from USHA? Promotional Sales follow-up Scheme Service Credit Facility Others 12. Whether the expected quantity of USHA products is supplied to you in time? Yes No 10. Gift Prize Offers Others (Specify) 9.

What do you feel about after sales service given by USHA? Highly Satisfied Moderate Satisfied Dissatisfied 15.Yes No If Yes. No 14. Do you recommend your customers about USHA products? Yes If No. Delivery of goods Quality of products After sales service Pricing 13. specify the reason. Do you have any suggestions to improve the quality of USHA products? Yes No 63 . specify the reason.

64 .If Yes. specify.

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