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INTRODUCTION

1.1 INTRODUCTION ABOUT THE STUDY

Personal selling is where businesses use people (the "sales force") to sell the product after
meeting face-to-face with the customer. The sellers promote the product through their
attitude, appearance and specialist product knowledge. They aim to inform and encourage
the customer to buy, or at least trial the product.

A good example of personal selling is found in department stores on the perfume and
cosmetic counters. A customer can get advice on how to apply the product and can try
different products. Products with relatively high prices, or with complex features, are
often sold using personal selling. Great examples include cars, office equipment (e.g.
photocopiers) and many products that are sold by businesses to other industrial
customers.

Point-of-sale merchandising can be said to be a specialist form of personal selling. POS

merchandising involves face-to-face contact between sales representatives of producers
and the retail trade. A merchandiser will visit a range of suitable retail premises in his/her
area and encourage the retailer to stock products from a range. The visit also provides the
opportunity for the merchandiser to check on stock levels and to check whether the
product is being displayed optimally.

Personal selling is a face-to-face selling technique by which a salesperson uses his or her
interpersonal skills to persuade a customer in buying a particular product. The
salesperson tries to highlight various features of the product to convince the customer that
it will only add value. However, getting a customer to buy a product is not the motive
behind personal selling every time. Often companies try to follow this approach with
customers to make them aware of a new product.
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The company wants to spread awareness about the product for which it adopts a person-
to-person approach. This is because selling involves personal touch, a salesperson knows
better how to pitch a product to the potential customer. Personal selling can take place
through two different channels – through retail and through direct-to-consumer channel.
Under the retail channel, a sales person interacts with potential customers who come on
their own to enquire about a product. The job of the salesperson is to make sure that he
understands the need of the customers and accordingly shows various products that he
keeps under that category. Under the direct channel, a salesperson visits potential
customers in an attempt to make them aware about a new product that the company is
launching or it may have a new offer which the customers may not get from the open
market.

Some of the reasons for the need of personal selling are as follows:

(i) Requirements of Product Demonstration:

There are certain products which require a demonstration, for purposes of explaining
their use, manner of their handling and the precautions required in using them. This
requirement for product demonstration necessitates personal selling; as no advertising
media cannot undertake this work.

A good instance of products requiring demonstration is a washing machine, used in

households. A salesman is required for explaining the operation of a washing machine to
housewives.

(ii) Illiterate Prospects:

Where a manufacturer is interested in selling some of his products to prospects, who, by

and large, are literate; personal selling is necessary. Illiterate prospects could not be
expected to appreciate the need and utility for a product-just through advertising.
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(iii) Traditional Necessity of Personal Selling:

There are cases of products, where advertising is not usually done; partly due to the
technical or specialized nature of products and partly due to traditions. In cases of such
products, therefore, personal selling is necessitated to meet the requirements of tradition
prevalent in particular trades.

Examples of such products as require personal selling are:

Medicines, where salesmen (called medical representatives) still go from doctor to doctor
or from hospital to hospital, canvassing new medicines manufactured by their
pharmaceutical companies.

Industrial goods (like new machines or spare parts), where salesmen visit various
industrial houses and convince the industrialists, of the utility of the new industrial goods
manufactured by their companies.

(iv) Emergence of an Entirely New Type of Product:

In case of innovations, i.e. entirely new types of products, manufactured by a producer,

salesmen are appointed by the producer to publicize such new products to prepare a base
for demand creation. Then, through subsequent advertising, by the manufacturer, demand
base is further expanded.

(v) Need to Develop Relations with Customers:

Personal selling helps a manufacturer to develop good relations with

customers/prospects. Through advertising alone, development of relations with customers
is not possible. This factor again necessitates personal selling and accounts for its
survival, in the present-day times.
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(vi) Source of Marketing Research Data:

Salesmen, because of their interactions with customers, prospects, dealers etc., are able to
provide valuable data to the manufacturer about market trends, consumer preferences,
degree of market competition etc.; which are utilized for marketing research purposes.

Some of the manufacturers appoint salesmen precisely for this purpose, besides expecting
them to create more sales. This factor, therefore, becomes a modern factor necessitating
salesmanship; and accounting for its survival under the modern marketing conditions.

(vii) To Remove Misconceptions Caused by Competitive Advertising:

In the modern marketing world, competitive advertising has become so aggressive that
one competitor would not hesitate in defaming the products of others for the sake of
building a reputation for his own product.

A manufacturer, through salesmanship can plan to remove such misconceptions from the
minds of prospects (caused by competitive advertising), by making them available true
facts and merits of his products through his own salesmen.

1.2 BACKGROUND OF THE STUDY

Companies that deals on industrial project need salesman to help them analyze the need
of customers. Personal selling enables marketer’s to meet their presentation to fit the
needs, wants, motivates and behaviors of the individual customers. Personal selling is an
effective tool used by organizations to receive the desired response from its customers
and prospects. Effective personal selling includes effective communication, education of
customers on product usage, problem solving stimulating and motivating and ultimately
soliciting for favorable response. For any firm that produces industrial products to
succeed in its competitive environment, it must adopt personal selling as its number one
promotional tool.
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The selling of industrial products through personal selling enable the salesperson to
convince the potential customer through face-to-face interaction and ensure that the
potential customer like the company’s products and preference to other competing
products and parts with his her money for the product. The study therefore is focused on
the appraisal of personal selling practice and enhanced sales of industrial products among
businesses in Lagos metropolis. Kristian Moller, David T Wilson (1995)

In personal selling, the emphasis is on the development of permanent and lasting relations
with prospects If a prospect is won; a sales transaction might materialize with him
subsequently in future. Obtaining an immediate sale may be the natural ambition of a
salesman; it should never be his target.

I. A salesman sells product, by first selling his own idea or viewpoint to the
prospect. Personal selling, therefore, is the art of convincing the prospect and
influencing his mind, in a favorable way.
II. Personal selling requires a flexible approach; on the part of the salesman i.e. the
salesman should modify his approach in persuading the prospect, in view of the
psychology, needs and resources of the prospect.
III. The ultimate goal of personal selling is mutual satisfaction of the interests of both
the salesman and the prospect.
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1.3 PROFILE OF THE INDUSTRY

Nilgiris is a supermarket chain in South India. It is also one of the oldest supermarket
chains in India with origins dating back to 1905 and hence its products are sold under the
brand name of "Nilgiris 1905". It also has a store brand, and produces dairy, baked
goods, chocolates, and other products under the same name.

The origin of this supermarket chain can be traced back to Arumuga Mudaliar of Erode
district in Tamil Nadu, who was a mail runner for the British in colonial India.
Arumugam Muthusamy Mudaliar carried letters and cheques for the British from
Coimbatore to the hill stations of Ooty and Coonoor. As he was flooded with requests to
carry dairy products and other items, he opened a small shop in 1905, after buying the
butter business of an Englishman in Vannarpet and soon, "The Nilgiri Dairy Farm Ltd."
was established.

HISTORY

In 1936, he moved his shop to Brigade Road, Bangalore. The Nilgiri Dairy Farm Ltd.
specialized in dairy, dairy products, bakery and chocolates. In 1962 Nilgiris set up a
specialized dairy plant in Erode. This pasteurization plant was used to manufacture
Nilgiris' store brand of dairy product. The produce was supplied to Bangalore on a daily
basis from Erode. Muthusamy's son Chenniappan expanded the company by setting up a
modest store in Bangalore to sell Nilgiris' own brand of products. However, after
Chenniappan's visit to the U.S. and Europe, he expanded the store into a larger
supermarket. Though Chenniappan was influenced by the supermarket concept in the
U.S. and Europe, he developed the Nilgiris supermarket to fit in with the local culture and
set guidelines for its growth. Soon, the Nilgiris supermarket chain spread to Erode,
Coimbatore and Chennai.
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In September–October 2008, Actis, a UK-based private equity investor, invested US$65

million in the Nilgiris Group in order to strengthen the group's manufacturing and
franchising operations in South India. This investment has given Actis a controlling
interest (more than 51% stake) in the Nilgiris group. On November 21, 2014, Future
Consumer Enterprises Ltd. acquired the 98% from Actis Capital and other promoters.
With that, Nilgiris is a fully owned subsidiary under Future Consumer Enterprises
Ltd(FCEL), which is a Future Group Company.

After 2014 the Nilgris share was occupied by big bazar. It is an access based share owned
by Big Bazar

1.4 AREA OF THE STUDY

Niligris store in tirupur city focusing only on membership customers

1.5 NEED FOR THE STUDY

 To understand the development of personal selling

 To understand the different between the personal selling product and the other
product
 Why the personal selling product and the other product are under one single roof

1.6 OBJECTIVE OF THE STUDY

 To analyze the effect of personal selling in department store.

 To determine the role personal selling price in the creation of awareness in
marketing.
 To determine the contribution of personal selling to customer satisfaction.
 To understand the effectiveness of personal selling in the midst of other
promotional tools.
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1.7 SCOPE OF THE STUDY

This research is helpful to understand marketing strategy of different brands and theie
customer preference towards personal selling in future

1.8 LIMITATION OF THE STUDY

 The study to limited only in nilgris departmental stores

 Researcher doesn’t ensure proportionate representation to all constituent group of
population
 Researcher was able to cover only frequently purchased customers

2. REVIEW OF LITERATURE

Susan S. Fiorito (1986) A Marketing Strategy Analysis of Small Retailers

Although the need for small firm marketing strategy research is widely acknowledged, few
empirical studies have been conducted to date. The present study investigates the marketing
strategies of a group of small retailers. Two levels of marketing strategy are identified and
tested. The findings suggest the importance of developing an integrated marketing strategy
which will effectively position the retailer against other store types, yet also provide a
differential advantage for competing against stores of the same type. The article concludes
with several suggestions for future strategy research.

George J. Avlonitis, Paulina Papastathopoulou (1986) Marketing communications and

product performance: innovative vs non‐innovative new retail financial products

Reports the results of a research project into the marketing communications tools used during
the launching of 100 new retail financial products – 58 non‐innovative and 42 innovative –
and it is part of a broader study conducted on the development and launching practices of
new financial products in Greece. It is revealed that innovative and non‐innovative products,
generally, follow a different marketing communications approach. Innovative successful
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products are launched through the most integrated communications package followed by
non‐innovative successful products, while innovative and non‐innovative unsuccessful
products receive very limited communications support during their market introduction.
Overall, three marketing communications tools are found to lead to enhanced performance,
either for innovative or for non‐innovative products, namely intensive selling, below‐the‐line
advertising, and telemarketing.

David M. Szymanski (1988) Determinants of Selling Effectiveness: The Importance of

Declarative Knowledge to the Personal Selling Concept

To understand better the determinants of selling effectiveness, the author proposes a

framework for investigating the impact of declarative knowledge on the salesperson's ability
to identify customers' product- and selling-related needs. The ability to identify properly the
total set of customer needs is viewed as critical to the correct classification of sales leads into
selling categories at the prospecting, sales call, sales presentation, and sale closing stages of
the selling process. Differences in classification accuracy are proposed as key to explaining
variations in sales performance. The differences in accuracy are posited to result from (1) the
attributes believed to identify customer requirements, (2) the quantitative levels associated
with the attributes, and (3) the degree of emphasis given to attributes in ascertaining client
needs. Implications for sales managers are discussed and suggestions for future research are
presented.

Lawrence A. Crosby Deborah Cowles Kenneth R. Evans (1990) Relationship Quality in

Services Selling: An Interpersonal Influence Perspective
Salespeople involved in the marketing of complex services often perform the role of
“relationship manager.” It is, in part, the quality of the relationship between the salesperson
and the customer that determines the probability of continued interchange between those
parties in the future. A relationship quality model is advanced and tested that examines the
nature, consequences, and antecedents of relationship quality, as perceived by the customer.
The findings suggest that future sales opportunities depend mostly on relationship quality
(i.e., trust and satisfaction), whereas the ability to convert those opportunities into sales
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hinges more on conventional source characteristics of similarity and expertise. Relational

selling behaviors such as cooperative intentions, mutual disclosure, and intensive followup
contact generally produce a strong buyer-seller bond.

Thomas R. Wotruba (1991) The Evolution of Personal Selling

While personal selling positions have been categorized into taxonomies, a longitudinal view
of how selling jobs change or evolve has not yet been provided. This article presents such a
view, based on an inductive analysis from available literature on sellingjobs, selling's history,
and characteristics of competitive and market environments. Five stages in this evolution of
selling are presented and discussed: provider, persuader, prospector, problem-solver, and
procreator. Relationships to management practice and implications for future research efforts
are also noted.

Author links open overlay panel Pratibha A.DabholkarJames J.Kellaris (1992) Toward
understanding marketing students' ethical judgment of controversial personal selling
practices

This study investigates ethical judgement and sensitivity to controversial sales practices
among marketing students. The first part of the study reports how 198 college students
evaluated 20 ethical problems commonly encountered in personal selling. The second part of
the study explores factors underlying the students' ethical judgements. Scenarios are used to
manipulate the nature of a sales practice (involves money, does not involve money directly)
and the party toward whom the practice is directed (customer, employer, competitor) in a 2 ×
3 between-subjects design. The third part of the study examines changes in ethical
judgements after review and reevaluation. Results indicate that controversial sales practices
with direct monetary consequences and practices involving transgressions against customers
are judged most severely. Findings also indicate a significant tendency to consider a given
practice as less ethical after review. Implications for business educators, practitioners, and
future research are discussed.
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W.A. Thomas, Norman E. Marr (1993) EVALUATION OF NEW PRODUCTS BY NEW

ZEALAND SUPERMARKET RETAIL GROCERY BUYERS

Little has been written about the evaluative aspects of new product decisions within the
broad reseller market. Reports a study, prior to which no known information existed about
New Zealand retail grocery buyers′ evaluations of new products, procedures followed or
importance attached to various criteria as pertaining acceptance or rejection decisions.
Fourteen in‐depth interviews with management and buyers, and a subsequent mail
questionnaire to 47 potential respondents involving their assessment of the importance
attached to criteria in accept or reject decisions were undertaken. Results suggest the
application of both “hard” and “soft” core sets of criteria which embody the evaluation of
product, supplier and presenter. These criteria are applied to as many as 2,000 products per
year, most of which are at the “duplication” end of the new product continuum. Ranks of
criteria, and hence assumed central importance, vary depending on the treatment applied,
though not a great deal of variation between buyers is suggested. While this may be the case,
the company one represents and the use or non‐use of a ranging committee seemingly play a
determining influence.

Brent G. Goff (1994) Cues To Consumer Susceptibility To Salesperson Influence:

Implications For Adaptive Retail Selling

Consumer susceptibility to salesperson influence (CSSI) is developed as a multidimensional

construct and segmentation base for adaptive retail selling strategies. Differences in
informational, recommendational and relational CSSI by gender, age, and purchase pal
utilization are investigated in a stratified national random sample of new vehicle purchasers.
Specific retail and salesperson strategies are discussed.

Craig C. Julian, B. Ramaseshan (1994) Marketing of a Retail Bank′s Services

Examines the role and importance of customer‐contact personnel in the marketing of a bank′s
financial services and the importance of customer service in retail banking. Customer‐contact
personnel from suburban branches of an Australian retail bank identified their level of
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agreement with statements dealing with customer purchase perceptions, customer purchase
behaviour, the personal selling of services and their role and importance in the marketing of
the bank′s financial services. The results were interesting in that they indicated several key
factors that affected service purchase encounters. These factors included the organization′s
reputation, the role of the customer‐contact personnel in the service encounter, level of
reward given to the customer‐contact personnel for their contribution, the significance of an
official sales training programme, word‐of‐mouth communication and the relationship
between the salesperson and the customer.

Jagdish N. Sheth, Atul Parvatlyar (1995) Relationship Marketing in Consumer Markets:

Antecedents and Consequences
Understanding the motivations of consumers to engage in relationships with marketers is
important for both practitioners and marketing scholars. To develop an effective theory of
relationship marketing, it is necessary to understand what motivates consumers to reduce
their available market choices and engage in a relational market behavior by patronizing the
same marketer in subsequent choice situations. This article draws on established consumer
behavior literature to suggest that consumers engage in relational market behavior due to
personal influences, social influences, and institutional influences. Consumers reduce their
available choice and engage in relational market behavior because they want to simplify their
buying and consuming tasks, simplify information processing, reduce perceived risks, and
maintain cognitive consistency and a state of psychological comfort. They also engage in
relational market behavior because of family and social norms, peer group pressures,
government mandates, religious tenets, employer influences, and marketer policies. The
willingness and ability of both consumers and marketers to engage in relational marketing
will lead to greater marketing productivity, unless either consumers or marketers abuse the
mutual interdependence and cooperation.
Barton A. Weitz (1999) is the J. C. Penney Eminent Scholar Chair in Retail Management
at the Warrington College of Business Administration at the University of Florida. He
received his Ph.D. from Stanford University and his research interests are in the areas of
personal selling effectiveness, salesperson motivation, and channel relationships. His
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research has been published in the Journal of Marketing, the Journal of Marketing
Research, Marketing Science, the Journal of the Academy of Marketing Science, and
Administrative Science Quarterly. He has coauthored two textbooks, Selling: Building
Relationships and Retail Management.

Author links open overlay panelTimothy MSmithaSrinathGopalakrishnabPaul MSmithc

(2004) The complementary effect of trade shows on personal selling

In this paper, the authors investigate the complementarity between two dominant elements of
the business marketing communications mix—personal selling and trade shows—from an
integrated marketing communications (IMC) perspective. Through a field study with a group
of industrial distributors, they demonstrate that follow-up sales efforts generate higher sales
productivity when customers have already been exposed to the firm's product at a trade
show. Overall profits are shown to be greater when the trade show is used in conjunction
with optimal levels of sales effort. The study also suggests that return-on-sales figures are
higher among show attendees than non-attendees and that the trade show generates positive
effects on customer purchase intentions. These results provide much-needed accountability
for trade show expenditures and also highlight the valuable leverage they offer towards
improving selling efficiency.

Muriel Wilson‐Jeanselme, Jonathan Reynolds (2006) Understanding shoppers'

expectations of online grocery retailing The purpose of this paper is to analyse the online
preference structures of consumers. Novel choice‐based conjoint experiments are used and
are administered online. A select group of high net worth online grocery shoppers are
examined. Both qualitative and quantitative procedures are used to determine the most
frequently cited attributes affecting online patronage. Whilst there is no single attribute on
which a retailer could develop a competitive edge, a significant market advantage can be
gained by being simultaneously “best in class” on the top four attributes.

Arun Sharma (2008) Personal Selling of High-Technology Products: The Solution-Selling

Imperative
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Traditional focus on the study of high-technology firms and products has practically ignored
the importance and potential contributions of the sales force, especially in business-to-
business marketing. This article suggests that traditional sales force strategies associated with
high-technology products have been supply driven (i.e., driven by the strategies of the
marketing firm). We suggest that in order to enhance the success of high-technology
products and services, firms need to be more demand driven in their sales structures (i.e.,
driven by the strategies of the buying firm). We suggest that it is imperative that high-
technology firms adopt “solution selling” to enhance high-technology adoption as well as
enhance competitiveness. We describe this change in focus and draw out its various
managerial and academic implications.

Author links open overlay panel David K.Goldstein (2009)

Information support for sales and marketing: A case study at a small grocery manufacturer

As more managers are using data and analytic tools, such as spreadsheet software,
organizations are attempting to determine how to best support them. In this paper, the impact
of the information support on the work carried out by sales and product managers at one
company is examined. Interviews were conducted with members of the MIS, product
management, and sales organizations at a small grocery manufacturer. Information support
consisted mostly of reports obtained from the company's sales system and of SAMI
(supermarket warehouse withdrawal) reports. Product and sales managers used the
information to learn about their business, to communicate to brokers and supermarket buyers,
and to monitor performance. The principal benefit of the available data and analytic tools
was enhancement of the sales and product manager's knowledge. Managers, however,
expressed frustration at the lack of available data and analytic tools and felt that they could
be at a disadvantage with respect to their competitors and buyers.

Dhruv Grewal,Michael Levy &Greg W. Marshall (2010) Personal Selling in Retail

Settings: How Does the Internet and Related Technologies Enable and Limit Successful
Selling?
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Despite the proliferation of Internet usage both by retailers and by retail customers, little is
know about the impact of the Internet on the retail salesperson's ability to add value to
customer encounters. This article identifies and discusses Internet-related factors that
potentially enable and/or limit the salesperson's successful execution of the personal selling
process and also considers the effects of limitations of Internet retailing on achievement of
desired retailer performance. Research questions are identified as a foundation for future
work in the area.
Retail mix management - a synoptic view Ramesh, H N (2010)

Abstract Retailing is one of the fastest growing sectors in India and as such it is attracting
considerable interest because of its potential to contribute to the economic development of
the country. A lot of professionalism is now evident in the sector for acquiring, maintaining
and retaining the customers. In fact, many industrial houses have entered in to the retailing
with twin objectives. One of the objectives is to provide superior service to the customers for
building brand loyalty for which intermediaries may not be so effective. Another reason is to
reap the superior profit in the terminal market. But retailing is not as easy as one may
perceive it to be. Effective retailing requires a large amount of effort to be put in. This article
highlights the importance of retailing, its scope and types, retail mix and retail marketing
strategy for a successful endeavour. The article also focuses on the negative and positive
impact of information technology on retailing.

Sönke Albers, Murali K. Mantrala, Shrihari Sridhar (2010) Personal Selling Elasticities:
A Meta-Analysis

This article presents a meta-analysis of prior econometric estimates of personal selling

elasticity—that is, the ratio of the percentage change in an objective, ratio-scaled measure of
sales output (e.g., dollar or unit purchases) to the corresponding percentage change in an
objective, ratio-scaled measure of personal selling input (e.g., dollar expenditures). The
authors conduct a meta-analysis of 506 personal selling elasticity estimates drawn from
analyses of 88 empirical data sets across 75 previous articles. They find a mean estimate of
current-period personal selling elasticity of .34. They also find that elasticity estimates are
higher for early life-cycle-stage offerings, higher from studies set in Europe than from those
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set in the United States, and smaller in more recent years. In addition, elasticity estimates are
affected significantly by analysts’ use of relative rather than absolute sales output measures,
by cross-sectional rather than panel data, by omission of promotions, by lagged effects, by
marketing interaction effects, and by the neglect of endogeneity in model estimation. The
method bias–corrected mean personal selling elasticity is approximately .31. The authors
discuss the implications of their results for sales managers and researchers.

Rajkumar Paulrajan (2011) Employability Skills in Chennai Retail Market, India

Employability Skills in Chennai Retail Market, India

The aim of this paper is to report the finding from study to outline the underlying skill set
required in getting and sustaining employment in the organised grocery and vegetable retail
industry.The focus was ‘Employability’ which is neither one time attainable nor marketable
vocational and academic skills just to create opportunity to get employment. An exploratory
study has been carried out to understand the requirement of skill set in organised grocery and
vegetable retailing for entry level jobs. Personal interview and questionnaire were the
instruments used. Scope of the study to understand and identify required skills for entry level
job in the organised grocery and vegetable retailing. Skill Matrix and employability skill set
are formulated based on the study for entry level jobs in organised grocery and vegetable
retailing sector.This study presents a comprehensive framework for selecting stores level
managerial jobs by using Analytic Hierarchy Process (AHP). AHP method, expresses to
determine the attributes in a multiple criteria decision-making problem in selection of
personnel. Further scope for future research is enormous; study in the area of different or
entire profile of retail jobs and geographical employability which is an influencing and
deciding factor in organised grocery and vegetable employment.

Roger Brooksbank (2013) Selling and Sales Management in Action: The New Model of
Personal Selling: Micromarketing

In many markets personal selling is a critical component of marketing success. Yet despite
an increasing amount of prescriptive marketing literature advocating a customer-oriented
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business approach, very little has been written about personal selling from a customer-
oriented perspective. Based on the belief that, as part of the marketing process, personal
selling should share the same customer-oriented philosophy and methodology, this article
presents a new model of the personal selling process.

Gary L. Frankwick (2013) Dynamics of Relationship Selling: A Longitudinal Examination

of Changes in Salesperson-customer Relationship Status

Based on Weber's theory of social hierarchies, we employ the “salesperson-customer

relationship status” concept to characterize strength of the salesperson-customer bond.
Different levels of relationship status are described, tracked over time, and empirically
related to strategic goals of customer retention and enhancement. We examine relationship
selling activities to explain changes in salesperson-customer relationship status. Survey
results suggest greater contact by salespeople contributes significantly to maintenance or
improvement in customer rated salesperson status, service retention rates, and additional
service purchases. However, customers classifying salespeople in the second highest status
are most likely to replace current products with competing products.

Bernard M. Bass (2013) Personal Selling And Transactional/Transformational Leadership

Selling and leadership both involve influence, so much of what is known about the new
paradigm of transactional and transformational leadership can be suggested for enhancing the
effectiveness of selling. Thus, as with transformational leadership, selling will be more
effective when salespersons are both emotionally and intellectually appealing as well as
considerate of their customers' needs. As with transactional leadership, salespersons will be
more effective if they are clear about how the customer profits from concurrence with the
salespersons' efforts and ensure that the benefits occur. Effective salespersons arrange to
keep up-to-date with the customer's problems and needs. Salespersons can also exert
important influence on colleagues inside and outside their firms.
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3. RESEARCH METHODOLOGY

SOURCE OF DATA

The sources of data that are needed for the study is collected from

1. Primary data

2. Secondary data

PRIMARY DATA

Primary data is data that is collected by a researcher from first hand sources, using
methods like surveys, interviews, and questionnaire.

SECONDARY DATA

Secondary data is the research data that has previously been gathered and can be accessed
by researchers. The term contrasts with primary data, which is data collected directly
from its source.

RESEARCH DESIGN:

A Research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to reach purpose with economy in procedure. In
this study descriptive type of research design has been used

DESCRIPTIVE RESEARCH DESIGN

Descriptive research studies which are concerned with describing the characteristics of a
particular concerned with the prediction with narration of facts and characteristics
concerning individual group of situations are all example of descriptive research studies

SAMPLING DESIGN

Universe
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The universe of the study includes the membership customers of nilgris ie.90 respondent

Sampling size

90 membership customers of Nilgris are to be taken as a sample size

Sampling method

Simple Random Sampling method is used

METHOD OF DATA COLLECTION

Statistical tool:

 Simple percentage analysis

 Chi-square analysis
 Rank correlation and
 Hypothesis

Simple percentage analysis

The percentage analysis is the analysis of ratio .The main objective of the percentage
analysis is comparison of data for the analysis. Hence the percentage can be calculated by
using this formula

Percentage of the respondents = (no of respondent /total no of respondent)*100

Chi-square analysis

A chi-squared test also referred to as test, is any statistical test in which the sampling
distribution of the test statistics is a chi squared distribution when the null hypothesis is
true or any in which this is asymptotically true ,meaning that the sampling distribution
can be made to approximate a chi squared distribution as closely as desired by making
the sample sizes large enough
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Rank correlation

Rank correlation coefficient is a technique which can be used to summarise the strength
and direction (negative or positive) of a relationship between two variables. The result
will always be between 1 and minus 1

Hypothesis

Hypothesis testing is used to infer the result of a hypothesis performed on sample data
from a larger population. The test tells the analyst whether or not his primary hypothesis
is true. Statistical analysts test a hypothesis by measuring and examining a random
sample of the population being analyzed.
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4. DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

4.1.1 AGE IN YEARS

AGE IN YEARS NO. OF RESPONDENTS PERCENTAGE

Less < 20 1 1.1
21-30 23 25.6
31-45 51 56.7
Greater > 50 15 16.7
Total 90 100.0
Table 4.1.1 shows age wise distribution of the respondent

Chart 4.1.1 shows age wise distribution of the respondent

INTERPRETATION:
The sample taken from the analysis is 96. The above table shows that 43.8% of
customers are between 25-30 yrs, 31.2% of the customers are between 20-25 yrs, 12.5% of
customers are between 30-40 yrs, 9.4% of employees are between above 40-45yrs and 3.1%
of customers are 45 yrs & above.
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4.1.2 GENDER

GENDER NO. OF RESPONDENTS PERCENTAGE

Male 55 61.1
Female 35 38.9
Total 90 100.0
Table 4.1.2 shows education qualification of the respondent

Chart 4.1.2 shows education qualification of the respondent

INTERPRETATION:
The above table shows that 74% of the respondents are Under Graduate(UG), 14.6%
of the respondents are Post Graduate(PG) and 11.5% of the respondent are School.
 23

4.1.3 MONTHLY SPENDING PURCHASE

SPENDING PURCHASE NO.OF RESPONDENTS PERCENTAGE

Less < 1000 10 11.1
2000 20 22.22
4000 33 36.7
Greater > 4000 27 30
Total 90 100.0
Table 4.1.3 shows occupation of the respondent

Chart 4.1.3 shows occupation of the respondent

INTERPRETATION:
The above table shows that 52.1% of the respondents are Business peoples, 20.8% of
the respondents are others occupied peoples, 19.8% of the respondents are Sales oriented
peoples and 7.3% of the respondents are Professor occupied peoples.
 24

4.1.4 LAST PURCHASE

LAST PURCHASE NO. OF RESPONDENTS PERCENTAGE

Before 15 days 58 64.4
Before 1 month 23 25.6
Before 3 months 7 7.8
3 month & Above 2 2.2
Total 90 100.0
Table 4.1.4 shows purchase purpose of the respondent

Chart 4.1.4 shows purchase purpose of the respondent

INTERPRETATION:
The above table shows that 63.5% of the respondents are buying products as
Organisation Purpose and 20% of the respondents are buying products as Residency Purpose.
 25

4.1.5 AWARENESS OF BUSCUIT

AWARENESS NO. OF RESPONDENTS PERCENTAGE

Sunfeast 13 14.4
Britanina 34 37.8
Tasty Treat 16 17.8
Parle 7 7.8
Unibic 16 12
Others 9 10
Total 90 100.0
Table 4.1.5 shows goods preferred of the respondent

Chart 4.1.5 shows goods preferred of the respondent

INTERPRETATION:
The above table shows that Goods Preferred as 32.3% of the respondents are Hotel
Equipment’s,31.2% of the respondents are Bakery Equipment’s, 26% of the respondents are
Kitchen Design and 10.4% of the respondents are Retail & WholeSale.
 26

4.1.6 TASTY TREAT

TASTY TREAT NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 8 8.9
Unaware 11 12.2
Netural 16 17.8
Aware 30 33.3
Strongly Aware 25 27.8
Total 90 100.0
Table 4.1.6 shows quantity of the goods of the respondent

Chart 4.1.6 shows quantity of goods of the respondent

INTERPRETATION:
The above table shows that Quantity of the products 53.7% of the respondents are
choosing Max. No. of Goods and 46.3% of the respondents are choosing Min. No. of Goods.
 27

4.1.7 FRESHNPURE

FRESHNPURE NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 23 25.6
Unaware 13 14.4
Netural 15 16.7
Aware 23 25.6
Strongly Aware 16 17.8
Total 90 100.0
Table 4.1.7 shows types of goods preferred of the respondents

Chart 4.1.7 shows types of goods preferred of the respondents

INTERPRETATION:
The above table shows that there are 30.2% of the respondents are choosing Kitchen
Utensils, 24.1% of the respondents are choosing Bain-Marie, 22.8% of the respondents are
choosing Kitchen Sinks and 22.8% of the respondents are choosing Kitchen Designer’s.
 28

4.1.8 NILIGIRS

NILIGIRIS NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 5 5.6
Unaware 5 5.6
Netural 16 17.8
Aware 20 22.2
Strongly Aware 47 48.9
Total 90 100.0
Table 4.1.8 shows the customer preference of the respondents

Chart 4.1.8 shows the customer preference of the respondents

INTERPRETATION:
The above table shows that 78.1% of the respondent are choosing Yes for Product
Full fill, 17.7% of the respondent are choosing MAYBE for Product Full fill and 4.2% of the
respondent are choosing NO for Product Full fili.
 29

4.1.9 DESIATTA

DESIATTA NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 36 40
Unaware 10 11.1
Netural 25 27.8
Aware 12 13.3
Strongly Aware 7 7.8
Total 90 100.0
Table 4.1.9 shows the customer reference towards brand of the respondents

Chart 4.1.9 shows the customer reference towards brand of the respondents

INTERPRETATION:
The above table represents 67.7% of the respondents are choosing YES for customer
prefer the brand name, 29.2% of the respondents are choosing MAYBE for customer prefer
the brand name and 3.1% of the respondent are choosing NO for customer prefer the brand
name.
 30

4.1.10 GOLDEN HARVEST

GOLDEN HARVEST NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 8 8.9
Unaware 7 7.8
Netural 17 18.9
Aware 26 28.9
Strongly Aware 32 35.6
Total 90 100.0
Table 4.1.10 shows the mode of payment of the respondents

Chart 4.1.10 shows the mode of payment of the respondents

INTERPRETATION:
From above table 68.8% of the respondents are preferred Cash Mode of Payment,
16.7% of the respondents are preferred Net Banking Mode of Payment and 14.6% of the
respondents are preferred Credit/Debit Cards.
 31

4.1.11 CLEAN MATE

CLEAN MATE NO. OF RESPONDENTS PERCENTAGE

Strongly Unaware 20 21.
Unaware 11 12.2
Netural 28 31.1
Aware 13 14.4
Strongly Aware 18 20.0
Total 90 100.0
Table 4.1.11 shows the statement satisfied with sales unit of the respondents

Chart 4.1.11 shows the statement satisfied with the sales unit of the respondents

INTERPRETATION:
Above the table represents the satisfied the sales unit as 53.1% of the respondents are
Highly Satisfied, 33.3% of the respondents are Satisfied, 11.5% of the respondents are
Neutral and 2.1% of the respondents are DisSatisfied.
 32

4.1.12 SEEN ON BRAND

SEEN ON BRAND NO. OF RESPONDENTS PERCENTAGE

Social Media 11 12.1
Tv Adds 8 8.8
Family and Friends 25 27.5
Ads in App 25 27.5
Bill Boards 11 12.1
Coupon 4 4.4
Others 6 6.6
Total 90 100.0
Table 4.1.12 shows the statement that quality of the product of the respondents

Chart 4.1.12 shows the statement that quality of the product of the respondents

INTERPRETATION:
Above the table represents the quality of the product to the customer as 45.8% of the
respondents are Satisfied, 37.5% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 1.1% of the respondents are DisSatisfied.
 33

4.1.13 FAMILIAR OF THE BRAND

FAMILIAR NO. OF RESPONDENTS PERCENTAGE

Not So Familiar 5 5.6
Somewhat 27 30
Very Familiar 46 51.1
Extremely Familiar 12 12.9
Total 90 100.0
Table 4.1.13 shows the statement that satisfaction level of the price of the respondents

Chart 4.1.13 shows the statement that satisfaction level of the price of the respondents
INTERPRETATION:
Above table represents shows the satisfaction level of the price as 43.8% of the
respondents are Satisfied, 34.4% of the respondents are Highly Satisfied, 19.7% of the
respondents are Neutral and 2.1% of the respondents are DisSatisfied.
 34

4.1.14 PEOPLE TALKING

PEOPLE TALKING NO. OF RESPONDENTS PERCENTAGE

I haven’t heard of 8 8.9
Oncem r twice 21 23.3
Somewhat 25 27.8
Often 26 28.8
Very oftern 10 11.1
Total 90 100.0
Table 4.1.14 shows the statement of shopping experience level of the company

Chart 4.1.14 shows the statement of shopping experience level of the company

INTERPRETATION:
Above the table represents shows the shopping experience level of the company as
51% of the respondents are Satisfied, 30.2% of the respondents are Highly Satisfied, 17.1%
of the respondents are Neutral and 1.1% of the respondents are DisSatisfied.
 35

4.1.15 PERCEPTION TO CHANGE BRAND

PERCEPTION TO CHANGE NO. OF RESPONDENTS PERCENTAGE
BRAND

Less Favourrable 9 10
Stayed the same 39 43.3
More favourable 35 38.9
Much more favourable 7 7.8
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 36

4.1.16 TASTE OF HOME PRODUCTS

TASTE OF HOME PRODUCTS NO. OF RESPONDENTS PERCENTAGE

Highly Disatisified 0 0
DisSatisified 5 5.6
Netural 43 47.8
Satisified 28 31.1
Highly Satisified 14 15.6
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 37

4.1.17 QUALITY OF PRODUCT

QUALITY OF PRODUCT NO. OF RESPONDENTS PERCENTAGE

Excellent 15 16.7
Good 57 63.3
Average 16 17.8
Poor 2 2.2
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 38

4.1.18 SERVICE OF THE HOME PRODUCT

Service of the home product NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 14 15.6

Satisfied 53 58.9
Neutral 21 23.3
Dissatisfied 1 1.1
Highly dis satified 1 1.1
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 39

4.1.19 PROMOTING NEW PRODUCT

PROMOTING NEW PRODUCT NO. OF RESPONDENTS PERCENTAGE

Not Effective 1 1.1

Less Effective 1 1.1
Neutral 25 27.8
Effective 40 44.8
Highly Effective 23 25.6
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 40

4.1.20 PRICE
PRICE NO. OF RESPONDENTS PERCENTAGE

Average 29 32.2
High 20 22.2
Very High 41 45.6
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 41

4.1.21 QUALITY
QUALITY NO. OF RESPONDENTS PERCENTAGE

Average 29 32.2
High 20 22.2
Very High 41 45.6
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 42

4.1.22 DISCOUNT
DISCOUNT NO. OF RESPONDENTS PERCENTAGE

Average 20 22.2
High 26 28.9
Very High 44 48.9
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 43

4.1.23 SERVICE
SERVICE NO. OF RESPONDENTS PERCENTAGE

Average 33 36.7
High 20 22.2
Very High 37 41.1
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 44

4.1.24 AMBIANCE
AMBIANCE NO. OF RESPONDENTS PERCENTAGE

Very Low 1 1.1

Low 7 7.8
Average 39 43.3
High 20 22.2
Very High 23 25.6
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 45

4.1.24 ADVERTISMENT
ADVERTISMENT NO. OF RESPONDENTS PERCENTAGE

Low 4 4.4
Averagre 28 31.1
High 27 30.0
Very High 31 34.4
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 46

4.1.24 QUANTITY
QUANTITY NO. OF RESPONDENTS PERCENTAGE

Very Low 1 1.1

Averagre 24 26.7
High 25 27.8
Very High 40 44.5
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 47

4.1.25 PACKAGING
PACKAGING NO. OF RESPONDENTS PERCENTAGE

Very Low 1 1.1

Averagre 24 26.7
High 25 27.8
Very High 40 44.5
Total 90 100.0
Table 4.1.15 shows the statement that service provided by the sales persons of the respondent

Chart 4.1.15 shows the statement that service provided by the sales persons of the respondent

INTERPRETATION:
Above the table represents the Service provided by the Sales person as 58.3% of the
respondents are Satisfied, 22.9% of the respondents are Highly Satisfied, 15.6% of the
respondents are Neutral and 3.2% of the respondents are DisSatisfied.
 48

4.2.1. CHI -SQUARE

STEP 1: Formulation of hypothesis

H1 There is a significant association between the age of the respondents and their preference
toward media usage for promotional strategy
STEP 2: Finding calculated value.

Statistics

Age promote

N Valid 90 90

Missing 0 0

Age

Frequency Percent Valid Percent Cumulative Percent

Valid 20 1 1.1 1.1 1.1

2 23 25.6 25.6 26.7

3 51 56.7 56.7 83.3

4 15 16.7 16.7 100.0

Total 90 100.0 100.0

Promote

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly unaware 24 26.7 26.7 26.7

unaware 41 45.6 45.6 72.2

neutral 25 27.8 27.8 100.0

Total 90 100.0 100.0

 49

STEP 3: INTERPRETATION:
In the above chi- square test significant value 0.08 which is higher than the table value 5%
alternative hypothesis rejected .So there is significant association between age of the
respondents and their preference toward media usage for promotional strategy .Hence it is
inferred that age of the respondents is an influencing factor toward their preference of the
promotional strategy .

4.2.2. T TEST

STEP 1: Formulation of hypothesis

H3 There is a significant different between the age of the respondent and their preference
toward advertisement technique

STEP 2: Finding calculated value

One-Sample Statistics
Std. Std. Error
N Mean Deviation Mean
Age 90 2.8889 .67781 .07145
homeproductsatisfied 90 3.5667 .82175 .08662

One-Sample Test
Test Value = 0
95% Confidence Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
age 40.434 89 .000 2.88889 2.7469 3.0309
homeproductsatisfied 41.176 89 .000 3.56667 3.3946 3.7388

STEP 3: INTERPRETATION:

In the above ANOVA test significant value is 0.511 which is higher than the table value 5%
alternative hypothesis is rejected .so there is a significant difference between the Gender of
the respondents and their satisfied with their company sales unit.
 50

Hence it is inferred that product fulfill the needs of the purchase of the respondents is an not
influencing factor and their preference towards the advertisement techniques

4.2.2. DESCRIPTIVES

STEP 1: Formulation of hypothesis

H3 There is a significant different between the age of the respondent and their preference
toward advertisement technique

STEP 2: Finding calculated value

Descriptive Statistics
N Mean
Satisfication 96 1.6250
Quality 96 1.8021
Price 96 1.8750
Shopping 96 1.8958
Service 96 1.9896
Valid N (listwise) 96

STEP 3: INTERPRETATION:
In the above chi- square test significant value 0.08 which is higher than the table value 5%
alternative hypothesis rejected .So there is significant association between age of the
respondents and their preference toward media usage for promotional strategy .Hence it is
inferred that age of the respondents is an influencing factor toward their preference of the
promotional strategy .

4.2.4. RANK CORRELATION:

STEP 1: Formulation of hypothesis

H3 There is a significant different between the age of the respondent and their preference
toward advertisement technique

STEP 2: Finding calculated value

 51

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

niligirs 90 1.00 5.00 4.0333 1.18464

fresh 90 1.00 5.00 2.9556 1.46810

tastytreat 90 1.00 5.00 3.6111 1.16787

desii 90 1.00 5.00 2.3889 1.32982

Golden 90 1.00 5.00 3.7444 1.26811

Clean 90 1.00 5.00 2.9889 1.39416

Valid N (listwise) 90

STEP 3: INTERPRETATION:

In above correlation test, the significance value is 0.770. Employees and working sector are
highly positively correlated to each other. Hence there is a good relationship between
working employees and in their respective departments.