1full preoject - 60 pages

7/29/2019 1full Preoject - 60 Pages

1/61

CHAPTER I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

This study is related to the analysis of the market potential of the DIAMANT

Glasses of SAINT-GOBAIN GLASS. It recognizes the end users of the product in

Chennai market in assessing the market potential of the DIAMANT Glasses.

Market potential is an estimate of the maximum possible sales of a

commodity, a group of commodities, or a service for an entire industry in a market

during a stated period. Its the estimated size of total present or future market.

Alternatively, the maximum share of a market which can be reasonably achieved

during a defined period.

Analysis of market potential is to understand what potential exists for a

product or service and is a vital component for strategic planning. Its the set of

consumers who profess some level of interest in a designed market offer.

The study was conducted among the end users (Jewelry shops) of the

DIAMANT Glasses of SGG in Chennai. The sample chosen was 100. SGG

DIAMANT Glass is exclusive for showroom use. The best part of the product is

the crystal clear view of the items displayed. So the study mainly concentrates on

the end users from the jewelry shops.

1


2/61

1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:- .

To Study and understand the overall market potential of the DIAMANT

glasses in Chennai.

SECONDARY OBJECTIVES:-

To analyze the awareness level & the satisfaction level of the end users on

DIAMANT Glasses of SGG

To give suggestions to improve the current sales of the company

To know the requirements of the customer

Measure willingness to pay and the value of non price attributes

Identify the customers hot buttons that make them want to purchase

DIAMANT.

2


3/61

1.3 SCOPE OF THE STUDY

Analysis of the market potential of the products continues to be a subject of

interest and importance to marketing people. The purpose of this research is to

analyze the market potential of the DIAMANT Glasses of SAINT-GOBAIN Glass

in Chennai..

The end users responses can be helpful to the company in attempting to

predict the future market for the DIAMANT. The sample size was 100 while most

of them were the jewelry shops. The end users responses were taken against the

features of the DIAMANT and other matters relating to the product & company.

The study provides the chance to be familiarized with the market. It gives the

practical awareness regarding market potential of DIAMANT Glasses.

The study helps to understand consumers preferences and requirements about

the DIAMANT Glasses. Ultimately this will help SAINT-GOBAIN to create

strategy for the development of appropriate market decisions in the future.

Research has generally concluded that the end users responses points to the fact

that DIAMANT is having a good and strong market potential in Chennai.

3


4/61

1.4 RESEARCH METHODOLGY

Only when the problem is carefully and precisely defined, the research can

provide a pertinent solution. Towards this cause, discussion with marketing

manager and Retail officer was conducted and the real problem was precisely

formulated.

METHODOLOGY

The most important thing about the survey is the key component of

methodology without which the researcher may not be able to obtain facts &

figures from target respondents. Face to face conversation backed up by a

structured questionnaire was a useful tool for the study. The primary data was

collected by structured questionnaire. Sampling was at random from Chennai area.

RESEARCH DESIGN

Research design is the blue print of proposed activities that are to be carried

out during the research. Research design is a design or specification of procedures

for collecting and analyzing the information required for the solution for some

specific problem. Descriptive research design was adopted since the statement of

the problem was clear and the research work conducted for definite purpose.

DATA COLLECTION

The accuracy of collective data is of great significance for drawing correct

and valid conclusions from the investigation.

The main step involved in the data collection process

To identify right type of information required in the investigation.

Identifying the source from where the information can be available

Which method should be used.

4


5/61

The data collected was primary data from the end users by a structured

questionnaire.

PRIMARY DATA

The primary data is collected from the end users with the help of structured

questionnaire. The survey method is employed for the investigation. The data

collected through survey was of personal interview technique pre-designed in the

form of questionnaire. The questionnaire consists of closed ended questions.

SAMPLING

Sample Size

The sample size has direct relationship with degree of accuracy desired in the

investigation for the study. A sample of 100 respondents from the end users was

chosen.

SAMPLING PROCEDURE

Random samples

Probability sampled random method was adopted since the respondents had a

definite chance of being induced in the sample. Random sampling technique was

used in selected areas, which was important for the study.

STASTICAL TOOL

Chi-Square test ( 2)

In order to analyze the market potential of the DIAMANT glasses in Chennai

the researcher has used chi square (2) test

2 = (O - E)2

E

With degree of freedom (DF) = (c-1) (r-1) where,

O = observed frequency

E = Expected frequency

c = Number of columns

5


6/61

r = Number of rows.

1.5 LIMITATIONS OF THE STUDY

The study of the market potential of the DIAMANT Glasses of SGG is

confined to Chennai market only.

The time was insufficient to collect all the required information.

Limited knowledge of end users about different kinds Glasses

The ultimate reliability of the study depends on the accuracy of responses

given by the respondents

6


7/61

1.6 CHAPTER SCHEME

Chapter 1 Introduction and Design of the Study

Chapter 2 Industry and Company Profile

Chapter 3 Review of Literature

Chapter 4 Overview of the study

Chapter 5 Data Analysis and Interpretation

Chapter 6 Summary of Findings, Suggestions, Conclusion

Bibliography

Webliography

7


8/61

CHAPTER II

INDUSTRY AND COMPANY PROFILE

2.1 INDUSTRY PROFILE

The Glass industry comprises establishments primarily engaged in

manufacturing glass and/or glass products. Establishments in this industry may

manufacture glass and/or glass products by melting silica sand or cullet, or

purchasing glass. The Industry comprises of glass containers and hollow wares,

tableware, flat glass (including float glass sheet, figured and wired & rolled glass),

vacuum flasks, refills, laboratory glassware, fibreglass etc. The Industry is

delicensed. Float glass and glass fibres are classified as high priority items. Items

like block glass, glass beads except industrial beads, simple glass mirrors, glass

bangles, glass hollow wares produced by mouth blown and/or semi-automatic

process, glass marbles of all types and ophthalmic lenses manufactured from glass

blanks are reserved for the small scale sector.

The Indian glass industry has come a long way since its inception in the early19th century. This well developed industry is large enough to cover virtually all

the major facet of glass making. The glass industry in our country has accumulated

capacity for in excess of domestic needs. It has, therefore, vast potential for

exports which are pegged at Rs.3 billion a year at present. There is need to push

the export of value added glass products. The sheet glass units are labour

intensive. The float units are technology intensive and employ only the highly

skilled personnel. Till recently, the country produced only sheet and rolled glass

had to import float glass. Glass manufacturing units are organised into public

limited, private limited and other small units of small entrepreneurs. Any

entrepreneur can well venture in this field. The growth rate of the industry was

more than 12 percent.

8


9/61

India is the next growth spot for the glass industry. The Rs 2,000 crore

glass and glazing industry in the country are attracting a number of foreign players

due to spurt in demand of branded and quality glass for architectural and

decorative purposes. The glass industry in India is expected to maintain a steadygrowth rate of 10 per cent in coming five years due to rise in infrastructure

activities across the country, according to an industry player. Per-capita glass

consumption in India is only about 0.56 kg a year compared with 3.5 kg in China

and 6 kg in Thailand.

The industry is concentrated mainly in the states of Maharashtra, West

Bengal and Uttar Pradesh. Firozabad town. It is also recognized as a major

production center for bangles of various designs and colours. About 70 per cent of

glass and glassware industry in India is unorganized and cottage industry. Exports

of glass and glass products from India have increased from Rs. 313.30 crore in

1998-99 to Rs. 840 crore in 2002-03 and Rs. 940 crore in 2004-05. Exports are

made under the five broad groups named: Glass Containers and Hollowware, Flat

Glass, Vacuum Flasks and Refills, Laboratory/Scientific Glassware and Fibre

Glass. The Chemicals and Allied Products Export Promotion Council under theMinistry of Commerce, Government of India over the years has been engaged in

promoting exports of glass and glass products from the country.

The glassware industry is witnessing a boom producing a variety of

products ranging from unbreakable to blended ones and doing a business worth Rs

1,500 crore annually. Harnessing the latest technologies, the industry offers a wide

range of products from toughened, unbreakable, laminated safety glass, solar

control glass to insulating glass which can be used in interiors as well as exteriors

of buildings, say industry sources. Besides buildings, interiors and automobiles,

the industry, has expanded its base to other areas including jewellery, crystal show

pieces and ornaments.

9


10/61

The extensive use of glass is primarily attributable to be in line with the

latest trends in the architecture as well as the market requirements for

contemporary looking structures. It is definitely superior in terms of aesthetics

when compared to other conventional and traditional materials being used in

construction. It is also driven by the market demands and definitely with the

opening up of markets and with the influx of MNCs there is a requirement to cater

to the international standards of architecture so it is right to attribute to the global

market mechanism as well. Besides being aesthetically superior it also provides

wider variety when compared to the traditional materials in construction. Also a

shift towards utilising the natural source of light that is the daylight is a part of the

demand mechanism.

RECENT DEVELOPMENTS

Centre for Development of Glass Industries: To help the glass industry

by providing them technical assistance in quality, productivity and

efficiency improvement and providing them technical facilities and

specialized training in Firozabad, a technical centre has been set up with the

assistance from UNIDO. The Centre initially named as the Centre for

Improvement of Glass Industry was established in the year 1991. The Centre

which later came to be known as the Centre for Development of Glass

Industries (CFDI) is located at Jalesar Road, Firozabad.

10


11/61

Import of Glasswares and its impact on the industry : The glass and

glassware industry is severely hit by cheap and unrestricted imports of a wide

varieties of glass and glasswares e.g. tableware, ornamental objects, lights

and chandeliers from China, Indonesia, Malaysia, Japan, Turkey and

Belgium on the one hand, and plummeting customs duty on the other. This

has been aided by the removal of quantitative restrictions on imports,

which India has been forced to implement under the World Trade

Organization (WTO) rules. Imported items are priced lower not only due to

low custom duty but also because of availability of cheap raw material,

labour, fuel saving production methods prevalent in these counties.

Glass Gives Way to Plastic: In a significant strategic initiative, Pepsi Co.

India, is pushing together a plan to gradually replace returnable glass bottles

(RGBs) with PET bottles (made of plastic) for selling carbonated soft drinks.

The company sources say that change would be gradual and it could take the

market nearly five years t shift totally to PET bottles.

Export Prospects Glass and glass products offer good potential for

boosting Indias exports. Concerted efforts need to be made to chalk out a

concrete plan of action for modernizing the industry so as to make it

internationally competitive and technologically innovative. Special strategy

are designed to promote exports of float glass, glass beads, glass mirrors,

scientific glassware, glass inners for vacuum flasks and other vacuum vessels

as these items have registered a marked increase in exports.

11


12/61

2.2 COMPANY PROFILE

SAINT-GOBAIN GLASS INDIA is a subsidiary of Saint-Gobain,

manufacturing and marketing float glass and allied products in India. Saint-

Gobains state-of- the-art integrated glass facility is located at Sriperumbudur,

46km from Chennai, on the Chennai Bangalore highway. Spread over a

picturesque 175acres, it is Indias most modern and largest integrated glass

facility, manufacturing clear, tinted, reflective, silvered and automotive glasses.

Saint-Gobain glass Indias environmental friendly products are manufactured to

conform to the highest quality standards. Saint-Gobain, with more than threecenturies of expertise in glass making, has been introducing a stream of

specialized and innovative products that have redefined glass industry. Products

that are the state- the-art, products that is popular for their unique blend of

aesthetics and functionality.

HISTORY OF SAINT-GOBAIN

Saint-Gobain World No 1 in glass, started making mirrors in 1665.The first

customer was the king of France, Louis the 4 th who wanted them for his Hall of

Mirrors at the palace of Versailless this day, King Louis Hall of Mirrors stands

untarnished eloquent testimony to the beauty, quality and durability of Saint-

Gobain mirrors. Over the past three centuries, much has changed by way of

manufacturing process and technological innovations in the making of mirrors.

Saint-Gobain too has evolved. And so have the mirrors it makes. But some things

have not changed. Saint-Gobains commitment to quality remains the same. Its

products continue to the best in world and its customers continue to be treated like

Kings.

12


13/61

SAINT-GOBAIN IN INDIA

Future of Glass Since 1665 a pithy caption, Which along with the

worldwide logo of Saint-Gobain, has helped Saint-Gobain Glass India carve a

niche for itself in the growing float glass market in the country. For Saint-Gobain

Glass India, the caption is meant to convey several things to the buyers - heritage,

innovation, reliability, and quality. And, surprisingly the caption was created in

India as Saint-Gobain Glass India set up operations and sought to build a brand.

This is one of the things developed by us and is now exportable, says B.

Santhanam, Managing Director, Saint-Gobain Glass India Ltd, as he explains how

the caption, along with the brand-building exercise by the company helped itachieve a fifth of the float glass market in the country.

A nine-month market seeding effort, when the Indian company imported

glass manufactured by the French multinational elsewhere and sold it in the

market, preceded the commissioning of Saint-Gobain Glass Indias plant at

Sriperumbudur, about 45 km from Chennai. The market seeding, where Saint-

Gobain had imported a lot of glass from their companies at a fairly high cost, is

almost like an investment that they made in understanding the customer, the

market and the logistics. The market seeding helped the company have a smooth

entry into the market. Otherwise, when such a huge capacity suddenly becomes

available (650 tones per day), it would have been difficult for a company to learn

overnight about the customers, the market and the logistics. The market seeding

helped Saint-Gobain understand the nuances of the market.

Saint-Gobain approached the issue of marketing and selling glass differently

from other manufacturers. That is because it believed that the glass industry in

India was highly fragmented and hence companies had to understand customers

and the logistics of glass in India rather than try and sell their products

straightaway. Quite a few companies end up making reasonably good glass, but

13


14/61

the problem is they do not understand the market, the customers and the logistics

involved. Apart from focusing on its heritage and reliability as part of its

marketing and brand-building exercise, Saint-Gobain Glass India ensured that its

quality levels were even more stringent - similar to the quality of Saint-Gobainsglobal operations - than what was required of companies here. For instance, it has

defect levels of one defect per 100 square feet of glass, whereas the Indian

standard allows up to 10 times that. Along with this, Saint-Gobain focused on

clarity. It had a series of advertisements highlighting the clarity of its glass. For

this, it needed to ensure that quality was high. Saint-Gobain introduced the

concept of diamond standards in glass. Saint-Gobain judge treats glass in ways

very similar to how a diamond is judged in terms of clarity, consistency, cutting

ability and the range of colors.

Saint-Gobains whole brand-building campaign was built around the theme of

clarity. It (the glass) should be non-interfering. The beauty of glass is that it

insulates you from heat and noise. It is the only thing that allows a sense of sight,

at the same time cutting out the sound and heat. This helped Saint-Gobain change

perceptions about glass in the minds of the people. They moved glass from beingseen as an undifferentiated commodity to something where it has some very

specific qualities and properties attached to it. That has been well appreciated by

the customers and the intermediaries. Working with the intermediaries was another

strategy that Saint-Gobain consciously adopted to build a brand. The brand

building activities, according to R. Subramanian, National Manager (Marketing

and Sales), were based on the companies assessment that there are different people

who help the end consumer take a final decision about what glass to use. This

covers the architect, the builder, the carpenter, the glass fabricator, the glass cutter,

the retailer and the interior decorator. Any or all of them will have a say in the

decision-making and each will have a different requirement.

14


15/61

Another aspect that Saint-Gobain focused on was the thickness of the glass.

It launched a campaign called True Thick where it told its customers that if they

bought glass from them, the thickness of the glass will be what it was claimed to

be. For instance, a glass of 5 mm thickness would be 4.93 to 4.95 mm thick, whenit was perfectly legal and acceptable to pass off glass of, say, 4.75 mm thickness as

5 mm glass. In a sluggish market, Saint-Gobain realizes that it has to offer its

customers something new. It will be adding new products, especially reflective

glass as it has a significant growth opportunity. In terms of volume it may not be

high, but in terms of value it represents a significant opportunity. Saint-Gobain

India is investing significantly more than they do in any other country in

marketing. Mainly because this country is at a point where glass is changing from

being a commodity to being a brand, from being used for only one function (which

is to offer a view) to multi-function, where the glass is used also to cut out heat,

dust and noise

Saint-Gobain has looked at consumer education, where it did innovative

programs for the intermediaries. It made a special film on how to cut glass and

screened it for the glass cutters and glass fixers. It even made special educational

film for glass fabricators and carpenters. It also conducted safety campaigns on

how to handle glass. Saint-Gobain is trying to tell a whole lot of intermediaries

that it is time to change the way we have dealt with glass. Building brand through

advertisements, hoardings and point of promotion displays is just one part of the

marketing effort. Educating the intermediaries in working with glass is a major

part of the overall effort. The market is responding to when you talk to them about

functions. Still Saint-Gobain came into the country; the glass industry was an

undifferentiated continuum. Saint-Gobain is of the thought that they have a great

opportunity to segment the market and grow the different segments rapidly. And,

that is really their goal also.

15


16/61

MAIN PRODUCTS IN SGG

1. Planilaque evolution, new generation lacquered glass

2. Master glass, contemporary geometric textured glass

3. Dcorglass, clear patterned glass

4. Satinovo, Matt-finished translucent glass

5. Baldosagrabada,19 mm Patterned glass

6. Miralite Evolution, Ultra durable silver glass

7. DIAMANT, Extra clear glass

MAIN COMPETITORS FOR SAINT-GOBAIN Modiguard-National level

Balasurya ,Gurind - Reginal level

Glaverbel, Glavermas-Imported level

Miyur, Signora-Local level

GLASS

Glasses are basically silicate borate compounds of different alkali metal

oxide. There are two types of glass.

Normal glass which is used for the production of normal glass

articles like sheet glass, normal bottle, tube etc.

Special type of glass which may be coloured or non coloured which

will be used for the preparation of glass screen, glass tiles special type wash basin,

optical composition required for the products of special type glass and special type

furnace require for the production.

16


17/61

FEATURES OF DIAMANT GLASSES

SGG DIAMANT is a float glass characterized by its low iron oxide content.

It is a distinctive composition of produces a higher light transmittance and a

reduced green-tinge. The other main features are Transparency, Reality,

Attractiveness.

Range - Size3210*2250mm, 3210*2000 mm (as per availability)

Processing possibilities

SGG DIAMANT can be cut, shaped, drilled, notched and edge

worked

Assembled into double-glazed units.

Laminated

Toughened

Enameled

Silvered

Processed into a toughened internal all-glass door.

APPLICATIONS

SGG DIAMANT is designed for applications where its unique appearance

and optical qualities are of particular advantage

Interior design and Decoration

External Cladding

Shop windows and Commercial frontages

Bolted glass assemblies

17


18/61

CHAPTER 3

REVIEW OF LITERATURE

Read (2007)1 describes the marketing implications of what we know about

how consumers make these choices. He focused on how consumers put

disproportionate weight on short-term benefits, thereby over consuming goods

offering small early benefits at a larger, later cost (vices), and under consuming

those offering large delayed benefits at a smaller, sooner cost (virtues). He

examined the strategic issues surrounding the marketing of vices and virtues to

consumers whose preferences change asa function of time to consumption.

Jaakkola (2007)2

analysed purchasing decision-making for products

and

services that are acquired and used by consumers. This is done by comparing the

distinct characteristics of purchase decision-making inthe contexts of professional

consumer services and organizational and consumer buying. He concluded that

professional consumerservices represents a unique setting for purchase decision-

making and cannot be considered equivalent to the organizational or consumer

setting.

Freedonia Group Inc(2006)3 reported that the Global demand for float glass

will rise 5.3% annually through 2010. World demand for flat glass is forecast to

rise 5.3 percent per year through 2010 to 6.1 billion square meters. Maintaining

the trend seen over the 2000-2005 period, demand will outpace real (i.e., inflation

adjusted) gains in the global economy. Production of flat glass is projected to

increase 5.5 percent per year through 2010 to 56.6 million metric tons.

DSouza et.al (2005)4proposes a model to express how one can market

genetically modified (GM) foods in the face of the controversial arguments faced

globally. He found that the genetically modified products would have to be

repositioned as being seen as less risky and more beneficial to consumers in the

light that they can be scientifically proven.

18
http://www.marketresearch.com/vendors/viewvendor.asp?vendorid=1247&SID=85581318-382478321-332790263http://www.marketresearch.com/vendors/viewvendor.asp?vendorid=1247&SID=85581318-382478321-332790263http://www.marketresearch.com/vendors/viewvendor.asp?vendorid=1247&SID=85581318-382478321-332790263


19/61

Kumar et.al (2001)5 developed a comprehensive measure of market

orientation and examined the market orientation-performance relationship in the

health care industry yielded a strong positive relationship between market

orientation and

various measures of organizational performance. Additionally,

thestudy found that market turbulence, competitive hostility, and supplier power

moderated the market orientation-performancerelationship.

Jaworski et.al (2000)6 talks about two approachesto being market oriented

named as market driven approach and driving-markets approach. He concludes by

stating that marketbehavior can be modified directly or, indirectlyby changing the

mind-set of market players like customers,

competitors, and other stakeholders.

Roberts (2000)7 examined emerging technologies and themarkets that they

create, reviewing ideas about how new rules might be developed for successful

participation in them. He came with an argument that the market is driven by the

convergenceof information technology and telecommunications. He declared that

to success in these markets depend on (1) an understanding of the market and (2)

an ability to take that understanding

and exploit it into profitable, customer-

focused action.

Todd (1998)8argues in the age of the Internet, the problem of information

overload among consumersis bound to become of great importance to marketers.

He substantiate that consumers can neglect most product informationand yet make

good choices, so long as either there is no conflictamong the product attributes or

the attributes are unequally

important enough

.

19


20/61

Bharadwaj et.al (1997)9 reports that market growth plays a central role in

virtually all strategicmarketing models developed in the past 30 years. He assessed

that marketing efforts contributein some way to market growth and market growth

remains aconceptual black box in marketing. He developed a conceptual model by

arguing that the effect of endogenous actions on market growth is mediated by

knowledge creation,matching, and diffusion.

Mark A. Bonn, Richard R. Brand (1995)10 tried to differentiatebetween

Market potential and market demand in tourism market. His study applied brand

development indexing (BDI) model. He suggested that the utility of branddevelopment indexing forthe travel and tourism industry has tremendous potential

fordestinations, attractions, and other hospitality services.

Cavusgil (1995)11 investigated the marketing strategy-performance

relationship in the context of export ventures. He proposed a conceptual

framework of export marketing strategy and performance and test it by path

analysis. He found out that export marketing strategy, firm's international

competence, and managerial commitment are the key determinants of export

performance. Export marketing strategy is influenced by internal (firm and product

characteristics) and external factors (industry and export market characteristics).

Grnroos (1991)12 presented the marketing strategy continuum concept and

a number of marketing and management consequences. He compared the nature of

a relationship approach to marketing strategy with the nature of a transaction

marketing strategy. He examined the eight marketing and management

implications of the two extreme strategies. He found out that relationship

marketing and transaction marketing are the strategy options at opposite ends of

the continuum.

20


21/61

Varadarjan et.al (1988)13 suggested that cause related marketing represents

the confluence of perspectives from several specialized areas of inquiry such as

marketing for nonprofit organizations, the promotion mix, corporate philanthropy,

corporate social responsibility, fund-raising management, and public relations. Heoutlined the concept of cause-related marketing, its characteristics, and how

organizations, both for-profit and not-for-profit, can benefit from effective use of

this promising marketing tool.

Fornell (1987)14 suggested that complaints from dissatisfied customers

should be maximized subject to certain cost restrictions. He substantiate that

defensive marketing (e.g., complaint management) can lower the total marketing

expenditure by substantially reducing the cost of offensive marketing (e.g.,

advertising). The savings in offensive marketing are often high enough to offset

the additional costs associated with compensating complaining customers, even if

compensation exceeds the product's profit margin.

McDaniel et.al (1987)15 propounded the Miles and Snow strategic typology

for categorizing and understanding the types of strategies to be followed by

organizations. He also related the usefulness of this typology to the field of

marketing strategy and report an empirical investigation, within this context, of the

marketing strategies used by firms in a dynamic environment. provided support for

the typology and its applicability to the area of marketing strategy.

21


22/61

REFERENCES

1. Daniel Read, (2007), Time and the marketplace, Marketing Theory, vol.

7: pp. 59 - 74.

2. Elina Jaakkola (2007) Purchase decision-making within professional

consumer services, Marketing Theory, 3 2007; vol. 7: pp. 93 108

3. Freedonia group Inc (2006) WORLD FLAT GLASS - Global demand to

rise 5.3% annually through 2010, Market research.com, Pub ID: FG1371135,

2006

4. Clare DSouza, Ali Quazi (2005), The dynamics of exploring future market

potential of genetically modified foods, Nutrition & Food Science; Vol. 35,

conceptual paper

5. Ajay K. Kohli, Arvind Sahay, Kamalesh Kumar, Ram Subramanian,

Charles Yauger (2001), Examining the Market Orientation-Performance

Relationship, www.ijournals.com

6. Bernard Jaworski (2000), Market-Driven Versus Driving Markets, Journal of

the Academy of Marketing Science, Vol. 28, No. 1, 45-54.

7. John H. Roberts (2000), Developing New Rules for New Markets, Journal of

the Academy of Marketing Science, Vol. 28, pp. 31-44

8. Barbara Fasolo, Peter M. Todd (1998), Escaping the tyranny of choice:

when fewer attributes make choice easier, www.ijournals.com

9. P. Rajan Varadarajan, Anil Menon (1998), Cause-Related Marketing: A

Coalignment of Marketing Strategy and Corporate Philanthropy, Journal of

Marketing, Vol. 52, pp. 58-74

10. Sundar Bharadwaj, Songpol Kulviwat, Terry Clark, (1997) Marketing,

Market Growth, and Endogenous Growth Theory: An Inquiry Into the Causes of

Market Growth, www.findarticles.com

11. Mark A. Bonn, Richard R. Brand (1995), Identifying Market Potential: The

Application of Brand Development Indexing to Pleasure, Journal of Travel Research,

Vol. 34, pp. 31-35

22
http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=1463290http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=1463290http://www.ijournals.com/http://www.findarticles.com/http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=1463290http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=1463290http://www.ijournals.com/http://www.findarticles.com/


23/61

12. S. Tamer Cavusgil, Shaoming Zou (1994) Marketing Strategy-

Performance Relationship: An Investigation of the Empirical Link in Export

Market Ventures, Journal of Marketing, Vol. 58, pp. 1-21

13. Christian Grnroos (1991) The Marketing Strategy Continuum: Towards aMarketing Concept for the 1990s, Management Decision, Vol. 29

Claes Fornell, Birger Wernerfelt (1987) Defensive Marketing Strategy by

Customer Complaint Management, Journal of Marketing Research, Vol. 24,

pp. 337-346

14. Stephen W. McDaniel, James W. Kolari (1987), Marketing Strategy

Implications of the Miles and Snow Strategic Typology, Journal of Marketing ,

Vol. 51, pp. 19-30.

23


24/61

CHAPTER IV

OVERVIEW OF STUDY

The study is to analyse the market potential of DIAMANT Glasses of

SAINT-GOBAIN Glass in Chennai. The study was conducted with a sample of

100 from the end users specifically jewellery shops. Here the end users responses

are analysed with the features, qualities & other prospects of the product.

Market potential analysis is not market forecasting, although forecasting

when the potential of a market might be realized can be part of the analysis. Atbase, market potential analysis sizes markets based upon a sequential and

increasingly refined process from global or regional to national markets and

business, consumer and other segments within national markets. Market potential

analysis is a strategic tool to identify market opportunities and invest resources

where they will have the greatest return in the long run. Market potential analysis

can help to target markets with high growth potential in the future. Market

potential analysis enables companies to

Categorize the market.

Analyse the market potential for product regionally now and in the future.

Identify growth drivers and barriers in those markets.

Understand how to exploit growth markets by tailoring marketing, product

development and production strategies to meet customer demands and

overcome market barriers.

24


25/61

BENEFITS

Results from this study provide strategic insights as well as operational

information for key managers of the company.

Product Managers :The study will provide product developers and

managers with data about customer interest, purchase likelihood, willingness to

pay, provider preferences, and preferences toward nonprice product or service

attributes. Those responsible for introducing new products will use this data to

target the most likely buyers and identify market barriers prior to implementing a

market test or product launch.

Marketing Managers : Marketers will find the information regarding

product interest and key target groups useful in strategic planning. The data can

aid in forecasting and business planning as well as provide insight into those

products or services that align with or support the company image and strategic

direction. The information can also be used to create promotional messages and

sales channels that have the highest potential.

Key Account Managers : Often, these key contacts are the first source of

information about new products to large commercial and industrial (C&I)

customers. They need supporting information about (1) the reasons their company

is introducing something new, (2) why the price is set at a certain level, and (3)

speaking points to combat objections or barriers to sales.

Market Researchers : The results of my research will provide market

researchers with data about product interest, believability, uniqueness, purchase

likelihood, and many other elements important to assessing a new product idea.

Researchers can also over sample within their own region or territory of interest to

supplement the regional data with input from their own C&I customers.

25


26/61

The market potential of the product depends on the MARKETING MIX the

company is having

MARKETING MIX

The marketing mix is generally accepted as the use and specification of the

4 Ps describing the strategic position of a product in the marketplace. One version

of the origins of the marketing mix starts in 1948 when Culliton said that a

marketing decision should be a result of something similar to a recipe. This

version continues in 1953 when Neil Borden, in his American Marketing

Association presidential address, took the recipe idea one step further and coined

the term 'Marketing-Mix'. A prominent person to take centre stage was E. JeromeMcCarthy in 1960; he proposed a four-P classification which was popularised.

Philip Kotler describes the concept well in his Marketing Management book

Defenition

Although some marketers have added other Ps, such as personnel and

packaging, the fundamental dogma of marketing typically identifies the four Ps of

the marketing mix as referring to:

Product : An object or a service that is mass produced or manufactured on a

large scale with a specific volume of units.

Price : The price is the amount a customer pays for a product. It is

determined by a number of factors including market share, competition, product

identity and the customer's perceived value of the product.

Place : Place represents the location where a product can be purchased. It is

often referred to as the distribution channel. It can include any physical store aswell as virtual stores on the Internet.

Promotion : Promotion represents all of the communications that a marketer

may use in the marketplace. Promotion has four distinct elements - advertising,

public relations, word of mouth and point of sale

26


27/61

CHAPTER V

DATA ANALYSIS AND INTERPRETATION

5.1 AWARENESS ABOUT DIAMANT GLASSES

TABLE 5.1

Particulars No of Respondents Percentage

Yes 48 48.0

No 52 52.0

Total

100 100.0

Graph 5.1

INFERENCEIt can be observed from the above table & graph that the awareness level is

48% among the end users. Its comparatively good with respect to the product

category, but it should be increased by using more advertisements and sales

promotional activities

27


28/61

5.2 TRANSPARENCY NATURE OF DIAMANT GLASS

Table 5.2


Completely satisfied 35 35

Somewhat satisfied 42 42

Neutral 7 7

Somewhat dissatisfied 13 13

Completely dissatisfied 3 3

Total 100 100

INFERENCE

From the survey it is clear that 35% of respondents are completely satisfied,

42% are somewhat satisfied, 7% are neutral in opinion, 13% are some what

dissatisfied, 3% are completely dissatisfied with the transparency nature of

DIAMANT glass.

Transparency is the main feature of DIAMANT by which more light is going

inside with less reflection. From the table its clear that the low green tinge

reflection of the DIAMANT Glass are liked by the customers.

28


29/61

Graph 5.2

GRAPH SHOWING TRANSPARENCY NATURE

29


30/61

5.3 THE REALITY NATURE OF DIAMANT

Table 5.3


Completely satisfied 46 46Somewhat satisfied 36 36

Neutral 9 9



Total 100 100

Graph 5.3

INFERENCE

The responses from the end users reveals that about 46% of respondents are

completely satisfied, 36% are somewhat satisfied ,9% are neutral in opinion ,6%

are somewhat dissatisfied and 3% are completely dissatisfied with the reality

nature of DIAMANT glass. The reality feature is the another feature by which the

objects inside DIAMANT Glass look as real, The observers will be feeling like

touching the objects inside.

30

46

36

9

6 3

Highly usefulModerately usefulUsefulModerately less usefulNot Useful

RESPONSES TO THE REALITY FEATURE


31/61

5.4 THE ATTRACTIVE NATURE OF DIAMANT GLASS

Table 5.4



Neutral 11 11



Total 100 100

Graph 5.4

ATTRACTIVE NATURE OF DIAMANT

Responses to Attractive nature

0

5

10

15

20

25

30

35

40

45

50

Completely

satisfied

Somewhat

satisfied

Neutral Somewhat

dissatisfied

Completely

dissatisfied

INFERENCE


34% are somewhat satisfied, 11% are neutral in opinion, 6% are somewhat

dissatisfied and 3% are completely dissatisfied with the attractiveness of

DIAMANT glass. From this its clear that the Attractive feature of the DIAMANT

Glass is liked by the end users to a great extend

5.5 RESPONSES TO THE DURABILITY OF DIAMANT

Table 5.5

31


32/61




Neutral 11 11Somewhat dissatisfied 15 15


Total 100 100

Graph 5.5

DURABILITY OF DIAMANT

INFERENCE



dissatisfied and 5% are completely dissatisfied with the durability feature of

DIAMANT glass.

5.6 SATISFACTION TOWARDS SALES PEOPLE OF DIAMANT GLASS

Table 5.6

32


33/61




Neutral 17 17



Total 100 100

Graph 5.6

SATISFACTION TOWARDS SALES PEOPLE OF DIAMANT GLASS

INFERENCE



dissatisfied and 11% are completely dissatisfied with the sales people of

DIAMANT glass.

5.7 TABLE & GRAPH SHOWING COMPETITIVE NATURE - DIAMANT

Table 5.7


33


34/61



Neutral 5 5



Total 100 100

Graph 5.7

COMPETITIVE NATURE - DIAMANT

INFERENCE



dissatisfied and 7% are completely dissatisfied with the competitive nature of

DIAMANT glass.5.8 RESPONSES TO THE AFTER SALES SERVICE FOR DIAMANT

Table 5.8


34

48

32

58 7

0

5

10

15

20

25

30

35

40

45

50

Completely

satisfiedSomewhat

satisfiedNeutral Somewhat

dissatisfiedCompletelydissatisfied

Competitiveness


35/61



Neutral 9 9



Total 100 100

Graph 5.8

AFTER SALES SERVICE FOR DIAMANT

INFERENCE



dissatisfied and 13% are completely dissatisfied with the after sales service for

DIAMANT glass.

5.9 RESPONSES TO THE EXPERIENCE WITH DIAMANT GLASS

Table 5.9



35


36/61


Neutral 8 8



Total 100 100

Graph 5.9

EXPERIENCE WITH DIAMANT GLASS

E x p e r i e

6 0

1 0

8

1 5

7

C o m p l e t e l y s a t i s

S o m e w h a t s a t i s

N e u t r a l

S o m e w h a t d i s s a

C o m p l e t e l y d i s s

INFERENCE



dissatisfied and 7% are completely dissatisfied for the experience with DIAMANT

glass.

5.10 RESPONSES TO THE PRICE OF DIAMANT GLASS

Table 5.10




Neutral 10 10

36


37/61



Total 100 100

Graph 5.10

PRICE OF DIAMANT GLASS

2 0

2 5

1 01 2

3 3

0

5

1 0

1 5

2 0

2 5

3 0

3 5

C o m p l e t e l y

s a t i s f i e d

S o m e w h a t

s a t i s f i e d

N e u t r a l S o m e w h a t

d i s s a t i s f i e d

C o m p l e t e l y


P r i c

S e r i e s

INFERENCE



dissatisfied and 33% are completely dissatisfied with the price of DIAMANT glass

37


38/61

5.11 RESPONSES TO THE SERVICES OF DEALERS

Table 5.11




Neutral 18 18



Total 100 100

Graph 5.11

4 0

1 4

1 8

1 0

1 8

0

5

1 0

1 5

2 0

2 5

3 0

3 5

4 0

C o m p l e t e l y

s a t i s f i e d

S o m e w h a t

s a t i s f i e d

N e u t r a l S o m e w h a t


C o m p l e t e l y


S e r v i c e s o f d

INFERENCE



dissatisfied and 18% are completely dissatisfied with the service of dealers for

DIAMANT glass.

5.12 RESPONSES TO THE SIZE & THICKNESS OF DIAMANT GLASS

38


39/61

Table 5.12



Neutral 17 17



Total 100 100

Graph 5.12RESPONSES TO THE SIZE & THICKNESS OF DIAMANT GLASS

INFERENCE

From the table & Graph it is clear that 41% of respondents are completely

satisfied, 13% are somewhat satisfied, 17% are neutral in opinion, 14% are

somewhat dissatisfied and 15% are completely dissatisfied with the size and

thickness of DIAMANT glass.

5.13 RESPONSES TO THE PROSPECTS FOR DIAMANT GLASS

39


40/61

Table 5.13


Excellent 45 45

Very good 17 17

Average 12 12

Fair 14 14

Poor 12 12

Total 100 100

INFERENCE



dissatisfied and 12% are completely dissatisfied in the prospects for DIAMANT

glass.

40


41/61

Graph 5.13RESPONSES TO THE PROSPECTS FOR DIAMANT GLASS

0

5

1 0

1 5

2 0

2 5

3 0

3 5

4 0

4 5

E x c e l l e n t V e r y g o o d A v e r a g e F a i r P o o r

P r o s p e

41


42/61

5.14 RESPONSES TO THE BRAND IMAGE FOR DIAMANT GLASS

Table 5.14


Excellent 66 66

Very good 18 18

Average 6 6

Fair 6 6

Poor 4 4

Total 100 100

Graph 5.14

RESPONSES TO THE BRAND IMAGE FOR DIAMANT GLASS

B r a n d i m a

6 6

1 8

66 4

E x c e l l e n

V e r y g o o

A v e r a g e

F a i r

P o o r

INFERENCE

From the Table & Graph it is clear that 66% of respondents are completely

satisfied, 18% are somewhat satisfied, 6% are neutral in opinion, 6% are

somewhat dissatisfied and 4% are completely dissatisfied in the brand image for

DIAMANT glass.

42


43/61

5.15 RESPONSES TO THE ADVERTISEMENT FOR DIAMANT GLASS

Table 5.15

Particulars No of Respondents PercentageStrongly agree 45 45

Agree 25 25

Neutral 8 8

Disagree 14 14

Strongly disagree 8 8

Total 100 100

Graph 5.15

RESPONSES TO THE ADVERTISEMENT FOR DIAMANT GLASS

INFERENCE



dissatisfied and 8% are completely dissatisfied in the advertisement for

DIAMANT glass.

43


44/61

5.16 RESPONSES TO FUTURE PURCHASE OF DIAMANT GLASS

Table 5.16


Very high 30 30

High 15 15

Average 14 14

Low 18 18

Will not buy 23 23

Total 100 100

Graph 5.16

RESPONSES TO FUTURE PURCHASE OF DIAMANT GLASS

F u t u r e p u r c h

3 0

1 5

1 4

1 8

2 3

V e r y h i g h

H i g h

A v e r a g e

L o w

W i l l n o t b

INFERENCE



dissatisfied and 23% are completely dissatisfied in the future purchase for

DIAMANT glass.

44


45/61

5.17 RESPONSES TO TRY TO PURCHASE DIAMANT

Table 5.17

ParticularsNo of

Respondents Percentage

Yes 64 64

No 36 36

Graph 5.17

RESPONSES TO TRY TO PURCHASE DIAMANT

6 4

3 6

0

1 0

2 0

3 0

4 0

5 0

6 0

7 0

Y e s N o

W a n t t o

S e r i e s

INFERENCE

From the survey it is clear that 64% of respondents are agree, 36% aredisagree to try for DIAMANT glass.

45


46/61

5.18 RESPONSES TO THE RENOVATION OF THE SHOP

Table 5.18


Within 1 month 8 8

Within 2 months 6 6

Within 3 Months 19 19

Within 6 Months 22 22

Within 1 year 19 19

After 1 Year 11 11

No 15 15

Total 100 100

Graph 5.18RESPONSES TO THE RENOVATION

0

5

10

15

20

25

Within 1

month

Within 2

months

Within 3

Months

Within 6

Months

Within 1

year

After 1

Year

No

Time period

No.ofresponses

Series1

INFERENCE

From the above table its clear that most of the shops are going to renew

within one year. 74% are going to renew the shops with in one year. Its a good

sign for the company.

5.19 RESPONSES TO THE NEW PROJECT

Table 5.19


46


47/61

Within 1 month 10 10

Within 2 months 22 22

6 Months 26 26

Within 1 year 14 14

After 1 year 9 9No 19 19

Total 100 100

Graph 5.19

RESPONSES TO THE NEW PROJECTS

NEW PROJECT

0

5

10

15

20

25

30

Within 1

month

Within 2

months

6 Months Within 1

year

After 1

Year

No

Time period

No.ofRespon

Series1

From the above table & Graph its clear that most of the respondents are

going for new project soon, 72% of them are going to start a new project within

one year.

47


48/61

5.20 SWOT ANALYSIS

Table 5.20

STRENGTH

Added & quality features

Brand name

Well defined market

Less local competition

WEEKNESS

Not for a wide market

Effect of Designers & Engineers

Price difference with the imported

extra clear

OPPORTUNITY

Well defined market

Less brands of extra clear

available in market

Distribution channel

Boom in the infrastructure

THREAT

Imported glass

In future, chance of new brands

Time interval in changing the glass

From the SWOT Analysis done, its clear that the end users like DIAMANT

and the need for the product is high in a well defined market. The flow of imported

glass in to the market is there but DIAMANT is having a good market potential

because of the brand name and added features.

48


49/61

CHI SQUARE TEST

5.21 Table showing observed value table (O)

Table 5.21

Attributes

Completely

satisfied

Somewhat

satisfied

Neutral

Somewhat

dissatisfied

Completely

dissatisfied

Total

Transparency 35 42 7 13 3 100

Reality nature 46 36 9 6 3 100

Attractiveness 46 34 11 6 3 100

Durability 41 28 11 15 5 100

Sales people satisfaction 30 25 17 17 11 100

Competitiveness 48 32 5 8 7 100

After sales service 20 28 9 30 13 100

Experience with 60 10 8 15 7 100

Price 20 25 10 12 33 100

Services of dealers 40 14 18 10 18 100

Size & thickness 41 13 17 14 15 100

Prospects 45 17 12 14 12 100

Brand image 66 18 6 6 4 100

Future purchase 30 15 14 18 23 100Total 568 337 154 184 157 1400

5.22 Table showing expected frequency table (E)

Expected frequency (E)= Row total * Column total

49


50/61

Grand total

Table 5.22

Attributes

Completely

satisfie

d

Somewhat

satisfie

d

Neutral

Somewhat

dissatisf

ied

Completely

dissatisf

ied

Total

Transparency 35(41) 42(24) 7(11) 13(13) 3(11) 100

Reality nature 46(41) 36(24) 9(11) 6(13) 3(11) 100

Attractiveness 46(41) 34(24) 11(11) 6(13) 3(11) 100

Durability 41(41) 28(24) 11(11) 15(13) 5(11) 100

Sales people satisfaction 30(41) 25(24) 17(11) 17(13) 11(11) 100

Competitiveness 48(41) 32(24) 5(11) 8(13) 7(11) 100

After sales service 20(41) 28(24) 9(11) 30(13) 13(11) 100

Experience with 60(41) 10(24) 8(11) 15(13) 7(11) 100

Price 20(41) 25(24) 10(11) 12(13) 33(11) 100

Services of dealers 40(41) 14(24) 18(11) 10(13) 18(11) 100

Size & thickness 41(41) 13(24) 17(11) 14(13) 15(11) 100

Prospects 45(41) 17(24) 12(11) 14(13) 12(11) 100

Brand image 66(41) 18(24) 6(11) 6(13) 4(11) 100

Future purchase 30(41) 15(24) 14(11) 18(13) 23(11) 100

Total 568 337 154 184 157 1400

Hypothesis setting

H0: The response of end users about DIAMANT Glass are independent of its

features.

50


51/61

H1: The response of end users about DIAMANT Glass are dependent of its

features.

Calculated value of Chi square =

= 259.83

Level of significance =.05 (taken as 95%)

Degrees of Freedom = (row-1)(column-1)

= (14-1) (5-1)

= 13*4

= 52

Table Value of chi square = 69.82

Here,

Calculated value, 259.83 > Table value, 69.82

Therefore Ho is rejected & H1 is accepted.

ie, The opinions of end users & features of DIAMANT glass are

dependent to each other.

CONCLUSION OF THE ANALYSIS

Market potential for DIAMANT glass will be high

51

(O - E)2

E


52/61

CHAPTER VI

SUMMARY OF FINDINGS, SUGGESTIONS, CONCLUSION

FINDINGS

The awareness level among the end users was 52%

Most of the features are liked by the end users and the result was favouring

the product

35% were Completely satisfied and 42% were somewhat satisfied by the

Transparency feature of DIAMANT.


Reality feature of DIAMANT.


Attractive feature of DIAMANT.

More people rated the other features like DURABILITY,

COMPETITIVENESS, SIZE & THICKNESS, PRICE as high

Besides they are satisfied with their experience, the after sales service, the

services of the dealers regarding DIAMANT.

End users are very much satisfied with the Brand name of the product,

Advertisements and the prospects of DIAMANT

The study shows that the number of future purchase of DIAMANT will be

high (Very high 30, High - 15)

The study reveals that about 62% of the people wants to try DIAMANT in

future

Flow of imported glasses in to the market is more, but the brand name and

added features of DIAMANT will help to overcome the competition.

DIAMANT is useful for a specific segment of market (Ex: Jewelry)

In future there will be a big demand for DIAMANT

52


53/61

SUGGESTIONS

Increase the awareness level of the end users & the opinion leaders

(Architects Carpenters, Interior designers).

Send browsers & catalogs directly to end users

Meet the users in person (who need DIAMANT in huge volume)

Increase the amount of Advertisements & sales promotional activities.

Conduct awareness programs & Display DIAMANT Glasses in the Jewelry

owners association meeting

Increase the production to cut down the cost & to compete with the

imported glasses

Keep track of the users who purchased DIAMANT to have communication

in future

53


54/61

CONCLUSION

The value of market potential analysis is that it aids in development of

market strategy by focusing on hidden opportunities that can be exploited for new

revenue growth.

From the study entitled Analysis of the market potential of DIAMANT

Glasses of SGG in Chennai conducted among the 100 end users its clear that the

features, the added qualities & the features are liked by the end users. The brand

name and awareness level about the product is comparatively good and this will

induce the end users for the purchase.

The company had to increase the reach and frequency of the advertisements

and should use more sales promotional activities to get more sales. SGG can

increase the production to cut down the cost to reduce the price to compete with

the product.

Analysing the responses of the end users to the attributes & features ofDIAMANT and by applying Chi square test, its statistically proven that

DIAMANT is having a good market potential.

54


55/61

BIBLIOGRAPHY

1. Philip kotler (2000), marketing management, prentice-hall india (p) ltd.

2. Body walker (2002) markiting management, mcgraw hill.

3. C.r kothari (2001) esearch methodology, wishva prakashan.

4. Donold r.cooper and ramela s.schindler (2000), business research method,

tata mcgrawhill publishing co.ltd.

5. Richard i.levin and david s rubin (1997), satistic for management.

WEBILIOGRAPHY

www.google.com

www.findarticle.com

www.marketresearch.com

www.guruji.com

www.chisquaregeorgetown.edu

55
http://www.google.com/http://www.findarticle.com/http://www.marketresearch.com/http://www.guruji.com/http://www.chisquaregeorgetown.edu/http://www.google.com/http://www.findarticle.com/http://www.marketresearch.com/http://www.guruji.com/http://www.chisquaregeorgetown.edu/


56/61

APPENDIX

QUESTIONNAIRE FOR THE END USERS OF SGG DIAMANT GLASSES

SHOP DETAILS

Shop Name

Contact person Name

Shop Address1

Shop Address2

Shop timings

Peak sale times

QUESTIONS

1. Are you aware of the DIAMANT Glasses of SAINT-GOBAINS?

Yes No

If yes how satisfied you are with the product?

Ans Completely satisfied Somewhat satisfied Neutral

Somewhat dissatisfied Completely dissatisfied

2. How satisfied you are with the Transparency of the product?



3. How will you rate the Reality feature of the DIAMANT Glass?



56


57/61

4. How much satisfied you are with the Attractive feature of the DIAMANT

Glass?



5. How much satisfied you are with the Durability feature of the DIAMANT

Glass?



6. How satisfied you are with our sales people?



7. How satisfied you are with the performance of DIAMANT Glasses when

compared with the other products?



8. How satisfied you are with the after sale service of the company?



9. How will you rate your experience with the DIAMANT Glass?



57


58/61

10. How satisfied you are with the price of the product?



11. Are you satisfied with the services of Dealers?



12. Are you satisfied with the size & thickness of the DIAMANT glasses?



13. How will you rate the prospects of the DIAMANT Glasses?

Ans Excellent Very good

Average

Fair Poor

14. How will you rate the Brand image of the product?

Ans Excellent Very good

Average

Fair Poor

15. Your purchase decision is influenced by Advertisement of the product

Are you agreeing with this statement?

Ans Strongly agree Agree Neutral

Disagree Strongly disagree

16. What will be your further rate of purchase of DIAMANT Glasses if

situation demands?

58


59/61

Ans Very high High

Average

Low Will not buy

59


60/61

17. Would you like to try DIAMANT Glasses in your highest valuable places?

Ans a) If Yes

b) If No

18. Are you going for any renovation of the existing shop?

Ans a) If Yes When?

Within 1 month

Within 3 months

Within 6 months

Within 1 year

After 1 year

b) If No

19. Are you going for any new projects?

Ans a) If Yes When?

Within 1 month

Within 3 months

Within 6 months

Within 1 year

After 1 year

b) If No

SUGGESTIONS-

60


61/61

1full preoject - 60 pages

Documents