Professional Documents
Culture Documents
EXECUTIVE SUMMARY
Hindustan lever limited is Indias largest fast moving consumer goods company and it
also having largest distribution channel, with a leader in Home & personal care products
and also foods & Beverages, having its reach to around 1 million retail outlets. These
retailers form an important link between manufacturer, distributor and customer.
The project assigned me was to access the satisfaction level of retailers and their
expectation towards HLL distributor in Belgaum rural. This project taken up by me is a
part of academic assignment to find out the attributes that affect the satisfaction level of
retailers and suggestions to the distributor for improving quality of service.
PROBLEM STATEMENT: Retailers Satisfaction and Expectation towards HLL
Distributor in Belgaum rural.
OBJECTIVES OF THE RESEARCH:
o To know the perceptions of retailer regarding distributor.
o Find out the attributes that affects the satisfaction level of rural retailer.
o Ascertain the opinion about merchandising activity.
o To measure the behavior of sales person during visit.
METHODOLOGY
1. Personal Interaction with TSI, RSP and interviews with retailer.
2. A research survey (using questionnaire) would be conducted.
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SUPPLY CHAIN
The primary objective of supply chain management is to fulfill customer demands
through the most efficient use of resources. A supply chain, logistics network, or supply
network is a coordinated system of entities, activities, information and resources involved
in moving a product or service from the supplier to the customer.
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Primary
(Shipment)
Factory
Secondary
(Retailing)
Distributo
r
C&FA
SuperStockist
Consumer
Purchase (Off take)
Retailer
Consumer
SubStockist
There are several stages through which the money circulates. The distribution
intermediaries make the whole system of supply chain economically viable. Each layer
of intermediaries implies fewer transaction complexities for all the layers, augmenting
the reach. The experience, specialization and knowledge of local conditions, contacts and
scale through such a network help achieve Operational Efficiency.
Without having to focus upon distribution, the brand managers can concentrate on their
core activity of product development, sourcing and marketing. The companies get a cost
advantage since most intermediaries are family owned businesses with low overhead and
operational costs. The brand owners get a better return on capital employed as
intermediaries hold the inventories.
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Sub-stockiest 1,000
Retailers reached
TOTAL 1,500,000
Consumers 10,000,000
The 7.3 million outlet strong retailing industry provides direct employment to more than
18 million people which roughly means one in every 25 families in India is engaged in
the business of retailing.
The rural markets are emerging to be the growth drivers of the future. The industry seeks
to cater to a large rural population of the order of 700 million people. Of the 7.3 million
retailers 58% are in rural areas. In most categories penetration is low and innovative
packaging such as sachets and promotion is required. Achieving cost effectiveness to
make the products reach rural outlets is essential.
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THE ECONOMICS
For an FMCG company, the direct customer is the distributor. The several intermediaries
between the company and the actual consumers ( C&FA, Distributors, Super-stockiest,
Sub-stockiest, Wholesalers, and Retailers ) need compensation for the costs incurred,
namely the inventory holding costs, manpower costs, credit provided to the next
intermediary, transportation costs, overheads, and entrepreneurs risks and efforts. The
remuneration is provided as a combination of gross margin (mark-up) on sales,
commission on sales, and reimbursements.
Typical Margins in such Supply Chain are:
Distributor 5%
Retailer 7-15%
Wholesaler 1-1.5%
Super-stockiest 2%
Sub-stockiest 5%
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At a minimal cost
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Retailing is very diverse and sometimes the edges start to blur with other type of
business. The word retail comes from the Old French retaille to cut off. So a
wholesaler or manufacturer sells bulk lots while the retailer is willing to sell off smaller
or individual pieces. Of course this definition only takes us so far because many
wholesalers also sell retail and many retailers also sell wholesale in larger lots.
Further, the common usage of retail is based more on whether the business deals directly
with the public. .
A local physical location is not even necessary for the definition of retail anymore now
that etailing and eBay selling can be retail businesses into themselves. The best
definition of retail might be any business whose product or service is made for, and
targeted to, the consuming public.
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Some Myths:
Rural Market Is a Homogeneous Mass
Reality: Its a heterogeneous population. Various Tiers are present depending on the
incomes like Big Landlords, Traders, small farmers; Marginal farmers: Labors, artisans.
State wise variations in rural demographics are present viz. Literacy (Kerala 90%, Bihar
44%) and Population below poverty line (Orissa 48%, Punjab 6%)
Disposable Income Is Low
Reality: Number of middle class HHs (annual income Rs 45,000- 2, 15,000) for rural
sector is 27.4 million as compared to the figure of 29.5 million for urban sector. Rural
incomes CAGR was 10.95% compared to 10.74% in urban between 1970-71 and 199394.
Individuals Decide About Purchases
Reality: Decision making process is collective. Purchase process- influencer, decider,
and buyer, one who pays can all be different. So marketers must address brand message
at several levels. Rural youth brings brand knowledge to Households (HH).
Why Different Strategies?
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Therefore, marketers need to understand the social dynamics and attitude variations
within each village though nationally it follows a consistent pattern. The main problems
in rural marketing are:
Understanding the rural consumer
Poor infrastructure
Physical Distribution
Channel Management
Promotion and Marketing Communication
Dynamics of rural markets differ from other market types, and similarly rural marketing
strategies are also significantly different from the marketing strategies aimed at an urban
or industrial consumer.
Strategies to be followed:
Marketing Strategy:
Marketers need to understand the psyche of the rural consumers and then act accordingly.
Rural marketing involves more intensive personal selling efforts compared to urban
marketing. Firms should refrain from designing goods for the urban markets and
subsequently pushing them in the rural Areas. To effectively tap the rural market a brand
must associate it with the same things the rural folks.
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Hindustan Lever Limited (HLL) and its constituent companies have been in India since
1931. Over these decades, while HLL has benefited from the developments in the
country, it has contributed equally to these developments.
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition,
hygiene, and personal care with brands that help people feel good, look good and get
more out of life.
Their deep roots in local cultures and markets around the world give us their strong
relationship with consumers and are the foundation for their future growth. We will bring
their wealth of knowledge and international expertise to the service of local consumers - a
truly multi-local multinational.
Their long-term success requires a total commitment to exceptional standards of
performance and productivity, to working together effectively, and to a willingness to
embrace new ideas and learn continuously.
To succeed also requires, we believe, the highest standards of corporate behavior towards
everyone we work with, the communities we touch, and the environment on which we
have an impact.
This is their road to sustainable, profitable growth, creating long-term value for their
shareholders, their people, and their business partners
In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap
bars, embossed with the words "Made in England by Lever Brothers". With it began an
era of marketing branded Fast Moving Consumer Goods (FMCG).Soon after followed
Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was
launched in 1918 and the famous Dalda brand came to the market in 1937.
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited
(1935). These three companies merged to form HLL in November 1956; HLL offered
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However the pace of growth has slackened significantly in the last two years with several
key segments registering a growth in 2001 soaps business (Rs21bn) de-grew by 1% and
detergent sales (Rs20bn) grew by 7%. Other personal products (household care, oral acre,
skin care, hair care, color cosmetics) registered a 14% yo-yo growth to Rs24.6bn.
Expansion of the foods business, which has been identified as a major growth area, has
not been as fast as anticipated. Beverage sales move largely with commodity price trends,
which have remained on a downtrend. Branded tea business degree by 10% in F12/01 to
rs16bn, while the Rs3bn coffee business registered a 7% yo-yo growth. Ice-cream
business has failed to takeoff registering a 3% growth. The staple food business, once
considered a high potential growth area witnessed a decline of 10% yoy to Rs2.4bn.
Profitable growth has been the new mantra of the FMCG majors Chairman, M S Banga,
who took over the reins from Keki Dadiseth 2 years ago. In contrast to Dadiseths
strategy of expansion through acquisition, Mr. Bangas strategy revolves around
rationalization. A focus on 30 power brands, which are major contributors to profitability,
seeking new avenues of expanding distribution reach, improving profitability of foods
businesses have been the thrust areas. Non-FMCG businesses are either being are hived
off or are being strengthened by partnerships with players who have the technological
expertise in those businesses. The strategy has paid results with profits registering a 24%
yo-yo growth in 2001, despite a flat top line growth.
PRESENT STRUCTURE
Hindustan Lever Limited (HLL) is India's largest Fast Moving Consumer Goods
Company, touching the lives of two out of three Indians with over 20 distinct categories
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HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's,
Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna,
Kwality Wall's are household names across the country and span many categories soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary
products. They are manufactured in close to 80 factories. The operations involve over
2,000 suppliers and associates. HLL's distribution network, comprising about 7,000
redistribution stockiest, directly covers the entire urban population, and
HLL has traditionally been a company, which incorporates latest technology in all its
operations. The Hindustan Lever Research Center (HLRC) was set up in 1958, and now
has facilities in Mumbai and Bangalore.
HLRC and the Global Technology Centers in India have over 200 highly qualified
scientists and technologists, many with post-doctoral experience acquired in the US and
Europe.
HLL believes that an organizations worth is also in the service it renders to the
community. HLL is focusing on health & hygiene education, women empowerment, and
water management. It is also involved in education and rehabilitation of special or
underprivileged children, care for the destitute and HIV-positive, and rural development.
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MANAGEMENT STRUCTURE
Hindustan Lever Limited is India's largest Fast Moving Consumer Goods (FMCG)
Company. It is present in Home & Personal Care and Foods & Beverages categories.
HLL and Group companies have about 36,000 employees, including 1350 managers.
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Board
At the apex is the Board, headed by the Chairman, and comprising 5 whole time
Directors and 5 independent non-executive Directors. The day to day operations are
supervised by the National Management comprising the Vice Chairman, Managing
Director
(HPC),
Managing
Director
(Foods)
and
the
Finance
Director.
Divisions
Each division is self-sufficient with dedicated resources and assets in sales, marketing,
commercial, and manufacturing. The two divisions are further reorganized into
categories.
Typically, each category and each function - Sales, Commercial, Manufacturing - is
headed by a Vice President. They with their respective Managing Director comprise that
Division's Management Committee.
For managing sales operations, HLL divides the country into four regions, with regional
branches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, they
comprise Regional Sales Managers and Area Sales Managers, assisted by dedicated field
forces, comprising Sales Officers and Territory Sales In charges. In Marketing, each
category has a Marketing Manager who heads a team of Brand Managers dedicated to
each or a group of brands.
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The commercial team of a Division is responsible for its supply chain management.
There are teams dedicated to sourcing, planning and logistics. Each Division has a
nationwide manufacturing base, with each factory peopled by teams of Production,
Engineering, Quality Assurance, Commercial and Personnel Managers.
Central functions
HLL's Central Functions are Finance, Human Resources, Technology, Research,
Information Technology, Legal & Secretarial, and Corporate Affairs. Their services are
shared across the company. But, wherever necessary, managerial resources are dedicated
exclusively to a business. For example, each Division now has dedicated HR managers.
HLL believes that while it leverages the scale of a large corporate, it must also retain the
soul of a small company. Its organization structure, which has and will continue to evolve
with time, is aimed at achieving this knitting.
Businesses
Home & Personal Care
Personal Wash
Fabric Wash
Home Care
Oral Care
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Foods
Tea
Coffee
Branded Staples
Culinary Products
Ice Creams
Modern Foods ranges
New Ventures
Hindustan Lever Network
Ayush ayurvedic products & services
Saga
Purest water purifiers
Exports
HPC
Beverages
Marine Products
Rice
Castor
Products of HLL
BRANDS OF HLL:
HOME AND PERSONAL CARE:
Lux
Breeze
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COFFEE
Bru
FOODS
Kissan
Knorr Annapurna
ICE CREAM
Kwality Walls
BELGAUM
Naga traders are the rural distributors for Hindustan Lever Limited and also they are
supplying the products to the Shakti dealer, they are supplying retailer in rural area like.
Bagewadi
M.K Hubli
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Shakti dealer
1. S C.Hubli (munushikatti)
2. S A.Kaktikar (Belagundi)
3. S A.Tigodoli (Shindoli)
They deal in products of HLL
Lux, Pears, Hamam, Rexona, Liril,Life bouy
Surf excel, Rin, Wheel
Sunsilk, Clinic plus
Pepsodent, Close-up
Fair and lovely, Ponds
Brooke bond, Lipton Bru etc..
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Why Shakti?
EMPOWERING WOMEN IN RURAL INDIA
The objective of Project Shakti is to create income-generating capabilities for
underprivileged rural women, by providing a sustainable micro enterprise opportunity,
and to improve rural living standards through health and hygiene awareness.
A crucial lesson learnt was that rural up liftmen depended not on successful infusion
of credit, but on its guided usage for better investment opportunities this is where
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HLL-DISTRIBUTION NETWORK
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distribution
network
directly
covers
the
entire
urban
population.
In addition to the ongoing commitment to the traditional grocery trade, HLL is building a
special relationship with the small but fast emerging modern trade. Our scale enables us
to provide superior customer service including daily servicing, improving their range
availability whilst reducing inventories. We are using the opportunity of interfacing more
directly with our consumers in this retail environment through specially designed
communication and promotions. This is building traffic into the stores while yielding
high growth for our business.
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Indirect coverage
Under the Indirect Coverage (IDC) method, company vans were replaced by vans
belonging to Redistribution Stockiest, which serviced a select group of neighboring
markets.
Operation Harvest
The reach of conventional media and, therefore, awareness of different products in
rural markets is weak. It was also not always feasible for the Redistribution Stockiest to
cover all these markets due to high costs involved. Yet, these markets are important since
growth opportunities are high.
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Distribution will acquire a further edge with Project Shakti, HLL's partnership with Self
Help Groups of rural women. The project, started in 2001, already covers over 5000
villages in 52 districts of Andhra Pradesh, Karnataka Madhya Pradesh and Gujarat, and is
being progressively extended. The vision is to reach over 100,000 villages,
There by touching about 100 million consumers. The SHGs have chosen to adopt
distribution of HLL's products as a business venture, armed with training from HLL and
support from government agencies concerned and NGOs. A typical Shakti entrepreneur
conducts business of around Rs.15000 per month, which gives her an income in excess of
Rs.1000 per month on a sustainable basis. As most of these women are from below the
poverty line, and live in extremely small villages (less than 2000 population), this earning
is very significant, and is almost double of their past household income
For HLL, the project is bringing new villages under direct distribution coverage. Plans
are being drawn up to cover more states, and provide products/services in agriculture,
health, insurance and education. This will both catalyze holistic rural development and
also help the SHGs generate even more income. This model creates a symbiotic
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CHANNEL STRUCTURE
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Supermarkets- Self- service stores where there is a room for shoppers to browse and
interact with the products.
Family grocer- Over the counter store mainly for monthly household shopping
Kiosk- A tiny over the counter store, easily accessible for emergency purchases. It
stocks solely low unit packs.
DISTRIBUTION CHANNEL
Old distribution channel of HLL:
Manufacturer (Chennai)
C & F (Hubli)
RD
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Wholesalers
Retailers
End customer
Notation:
1) C & F: Carriage Forward
2) RD: Rural Distributor
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Retailers
SE
End customer
Notation:
3) C & F: Carriage Forward
4) RD: Rural Distributor
5) Lab RS: Lab Regional Stockiest
6) SS: Star Seller
7) SE: Shakti Entrepreneur
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RESEARCH METHODOLOGY
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MAIN OBJECTIVES:
1) To know the perception of retailers regarding distributor.
2) Find out the attributes that affects the satisfaction level of rural retailers.
3) Ascertain the opinion about merchandising activity.
4) To measure behavior of sales representative during
Retailers visit.
SUB OBJECTIVES:
1) Study the FMCG market in India and distribution system.
2) To know HLL initiatives in Indian rural market.
SAMPLE DESIGN
POPULATION;
Population for this research is 800 retailers of Belgaum Rural.
SAMPLE AREA:
Belgaum Rural
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Khanapur
Nandgad
Londa
Hukkeri
Yamakanamma
Ganeshpur
Peeranwadi
Bagewadi
Sambra
SAMPLING METHOD:
The process of drawing sample units from the population is called sampling method.
In order to have the unbiased results in the survey, the appropriate method
of sampling i.e. stratified sampling adopted. It also includes
convenience sampling.
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Method of Communication:
In order to minimize the bias in data collection, the method of personal interview was
adopted.
PRIMARY DATA:
Questionnaire
SECONDARY DATA:
Information is collected through internet
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Q1.Type of Store
Table-No-1.
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Type of Store
Grocery store
Medical store
Stationary store
others
TOTAL
No.of.Retailers
52
1
6
1
60
Percentage (%)
86
2
10
2
100
Graph-No-1
INFERENCES:
The above graph shows that out of 60 Retail outlets visited 86% are Grocery
stores, 10% Stationary stores and 2% each Medical and other stores.
Here others consist of super market run by the co-operative society.
From the inference it can conclude that major portion of the type of retail store is
Grocery stores.
Q2.Type of Outlet
Table-No-2
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No.of.Retailers
10
5
45
60
Percentage (%)
17
8
75
100
Graph-No-2
INFERENCES:
Among 60 outlets 75% are General outlets.
10 vijeta outlets were visited, who come under the merchandising activity of
HLL.
Remaining 8% consist of star outlets that enjoy gifts and offers on the bases of
their sales point.
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Merchandising activity
Excellent
Good
Fair
Poor
Very Poor
TOTAL
No.of.Retailers
3
5
2
0
0
10
Percentage (%)
30
50
20
0
0
100
Graph-No-3
INFERENCES:
Out of 10 vijeta outlets 30% of retailers rated merchandising activity as excellent,
50% are rated it as good and remaining 20% rated fair.
All the vijeta retailers have shown a positive response towards merchandising
activity.
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No.of.Retailers
0
32
2
26
60
Percentage (%)
0
53
3
44
100
Graph-No-4
INFERENCES:
Above graph shows that more than 50% of retailers place there order weekly, 3%
of retailers on monthly and 44% of retailers place order on every 15 days.
Here any other option represents every 15 days.
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No.of.Retailers
7
25
25
3
60
Percentage (%)
12
41
42
5
100
Graph-No-5
INFERENCES:
Among 60 retailers, 12% retailers said HLL products contribution to total sales is
less than 5%.
41%said between 5-10%, 42% said its between 10-20% and for 5% retailers it is
more than 20%.
Graph indicates that contribution of HLL products to more than 80% of retailers
total Sales is between 5-20%.
No.of.Retailers
55
3
2
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Percentage (%)
86
5
3
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4
0
64
6
0
100
Graph-No-6
INFERENCES:
Out of 60 retail outlets 86% retailers stocking decision depends upon consumer
demand. 5%retailers said margin, for 3% retailers shelf space is important.
6% said schemes and offers factor is crucial and advertisement doesnt matter
while making the stocking decision.
Above graph indicates that consumer demand is the first choice in making
stocking decision but it also concludes that retailers margin and schemes and
offers for retailers and consumers also matters a lot.
No.of.Retailers
54
6
0
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Percentage (%)
90
10
0
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0
60
0
100
Graph-No-7
INFERENCES:
90% of retailers said during the visit sales person is courteous and 10% said they
are aggressive.
There is no any negative response found. All retailers are satisfied with the
behavior of sales representative during visit.
No.of.Retailers
4
29
26
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Percentage (%)
7
48
43
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1
60
TOTAL
2
100
Graph-No-8
INFERENCES:
7% of retailers rated sales representative explanation as excellent, 48 % rated
good, for 43% retailers representative explanation during visit is satisfactory and
2% rated it as poor.
Above graph indicates that 98% of retailers are satisfied with the sales
representative explanation during visit.
Q9. Were you given the opportunity to put your point of view
during visit?
Table-No-9
Particulars
Yes
No
TOTAL
No.of.Retailers
20
40
60
Percentage (%)
33
67
100
Graph-No-9
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INFERENCES:
Above graph indicates that 67% of retailers are not satisfied with sales
representative in respect to collecting feedback and giving opportunity to put
there point of view during visit.
33% of retailers viewed they have given enough opportunity to put there point of
view during visit.
No.of.Retailers
27
32
1
60
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Percentage (%)
45
53
2
100
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INFERENCES:
Among 60 retailers 45% of retailers rated delivery is on the time and prompt.
53% of retailers rated it as ok and 2% of retailers are not satisfied with the
delivery process.
Q11. Are you satisfied with the schemes and discounts offered
by the distributor?
Table-No-11
Particulars
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
TOTAL
No.of.Retailers
2
29
18
8
3
60
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Percentage (%)
4
48
30
13
5
100
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INFERENCES:
Above bar graph depicts that out 60 retailers 48% retailers are satisfied with the
schemes and discounts offered by the distributer.30% of the retailers remained
neutral in rating there satisfaction.13 and 5% retailers are satisfied and highly
dissatisfied towards there distributor.
It can be seen from the above that the satisfaction level is very low in respect to
schemes and discounts offered by the distributor.
No.of.Retailers
17
40
2
1
0
60
Percentage (%)
28
67
3
2
0
100
Graph-No-12
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INFERENCES:
67% of retailers rated order processing time taken by the distributor is good
(short) and 28% of the retailers are highly satisfied.
3% said order processing time taken by distributor is not good and 2% of the
retailers are highly dissatisfied.
From the graph it can conclude that 5% of retailers are not satisfied with the order
processing factor of distributor.
Billing
Table-No-13
Ratings
Very good
Good
Not good
Bad
Worst
TOTAL
No.of.Retailers
14
45
1
0
0
60
Percentage (%)
23
75
2
0
0
100
Graph-No-13
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INFERENCES:
Above graph indicates that 75% retailers rated billing process as good,23%
retailers rated it as very good and only 2% of retailers are dissatisfied and rated
not good.
It also indicates that most of the retailers are satisfied with the billing process of
distributor.
Promotional activities
Table-No-14
Ratings
Very good
Good
Not good
Bad
Worst
TOTAL
No.of.Retailers
4
38
17
1
0
60
Percentage (%)
7
63
28
2
0
100
Graph-No-14
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INFERENCES:
Above graph shows overall 70% of 60 retailers are satisfied and 30% of retailers
dissatisfied with the promotional activities carried out by distributor.
It can be conclude from graph that many a retailers are dissatisfied with
promotional activity of the distributor.
Safe Delivery
Table-No-15
Ratings
Very good
Good
Not good
Bad
Worst
TOTAL
No.of.Retailers
14
42
4
0
0
60
Percentage (%)
23
70
7
0
0
100
Graph-No-15
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INFERENCES:
23 and 70% of retailers rated safe delivery factor is very good and good
respectively.
Out of 60 retailers 7% are rated safe delivery is not good.
Overall there is a greater satisfaction towards safe delivery.
No.of.Retailers
9
49
2
0
0
60
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Percentage (%)
15
82
3
0
0
100
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Graph-No-16
INFERENCES:
Above graph indicates 82% of the retailers are said sales person presentation is
good.
15% of retailers rated it as very good.3% of retailers are not satisfied with sales
person presentation during visit.
No.of.Retailers
2
17
38
3
0
60
Percentage (%)
3
28
64
5
0
100
Graph-No-17
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INFERENCES:
It clearly seen from above graph that 64% of retailers among total of 60 retailers
are rated availability of ordered stock as not good.5% retailers rated it as bad and
only 28 and 3% of retailers rated it good and very good respectively.
A major proportion of the retailers are not satisfied towards availability of ordered
stock.
Hypotheses
For the purpose of analyzing the gathered information few marketing hypotheses
were the major issues in a successful conclusion of the research.
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P-P/ sigma P
P=0.50
q = (1-P) =0.50
N=60
(N-1) =59
=0.00423
Z= 0.53-0.5/0.00423
Z =6.97
K=1.64 (table value of Z)
Conclusion;
Since the calculated Z value (6.97) is more than the critical value (k=1.64) null
hypothesis (Ho) is rejected.
Result
Contribution of HLL products to the total sales of more than 50% retailers is more
than 10%
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P-P/ sigma P
P=0.40
(1-P) =0.60
N=60
(N-1) =59
= 0.00406
0.32-0.40/0.00406
Z = - 4.43
K=1.64 (referring table value of Z)
Conclusion;
Since critical value (K=1.64) is less than calculated Z value (- 4.43) null hypothesis is
rejected.
Result
Less than 40% of retailers are satisfied with the availability of ordered stock.
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FINDINGS
FINDINGS
Research has been made on the topic Retailers Satisfaction and Expectations towards
HLL distributor to identify the level of satisfaction of retailers at Belgaum Rural. Whole
study only depends upon Belgaum rural retailers.
Based on the analysis and the interpretation of the data given in the previous chapter
findings and suggestions are recorded which are as follows
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Its totally a positive feedback towards the sales representative behavior during
the visit.90% of retailers rated during the visit sales representative is courteous
and 10% of retailers rated they are aggressive.
Most of the retailers are satisfied with the sales representative explanation
during visit.
Most of the retailers are not satisfied with the sales representative in collecting
feedback and listening queries of retailers.
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The billing process followed by the Distributor also gains favor of the rural
retailers, they in-fact quote it to be very efficient.
Most of the retailers rated safe delivery factor as good. Retailers are satisfied
towards safe delivery factor.
Among 60 retailers 97% retailers are happy with the sales person presentation.
Only few retailers are satisfied with the availability of ordered stock. Most of
the retailers considered it as not good.
Most of the retailers are expecting schemes and offers for retailers and they are
dissatisfied with their margin.
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SUGGESTIONS
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CONCLUSION
Conclusion
To conclude, it is very much limited time to clearly understand the retailer satisfaction.
Apart from this we need to focus on each retailers view carefully in regular time intervals
(periodically) so to the best possible is presented here. Still there is a lot of scope for
developing on this subject, as excellence is not limited always.
Thus in brief, we can conclude that managing and measuring retailer satisfaction can
bring about positive benefits to distributor, company and sales people as well as
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BIBLIOGRAPHY
ICFAI Journal
Marketing Management by Philip kotler
Marketing Research by Parshu Raman
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www.hll.com
www.hllshakti.com
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ANNEXURE
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QUESTIONNAIRE
Dear Sir/ Madam,
Proprietor
Address
Telephone
1. Type of store:
Grocery store
Medical store
Stationary store
If any specify.
2. Type of outlet:
Vijeta outlet
Star outlet
General outlet
3. If Vijeta outlet:
How would you rate the merchandising activity of your HLL Distributor?
Excellent
Good
Fair
Poor
Very poor
Once in a week
Monthly
Any other
Between 5-10%
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Margin
shelf space
Advertisement
Aggressive
Rude
Off hand
8. How would you rate the Sales representative explanation during visit?
Excellent
Good
Satisfactory
Poor
9. Were you given the opportunity to put your point of view during visit?
Yes
No
10. How do you rate the delivery process of your HLL Distributor?
Prompt delivery
Ok
Not in time
11. Are you satisfied with the schemes and discounts offered by the Distributor?
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Very good
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Good
Not Good
Bad
Worst
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