A STUDY ON DEALER PERCEPTION ON TMT BARS AT KAMACHI

INDUSTIRES LIMITED

Project Report
Submitted to

DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Report submitted by
SHREYANS. L
REGISTER NO: 16203556

Under the guidance of

Prof. Mr.J. P. JAIDEEP, M.A., M.Phil., PGDHRD., PGDBA.,

DEPARTMENT OF BUSINESS ADMINISTRATION

DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE
(AUTONOMOUS)
ARUMBAKKAM, CHENNAI – 600106

March, 2019
1
 DWARAKA DOSS GOVERDHAN DOSS VAISHNAVCOLLEGE

Arumbakkam, Chennai- 600106

(AUTONOMOUS)

DEPARTMENT OF BUSINESS ADMINISTRATION

BONAFIDE CERTIFICATE

This is to certify that the project titled “A STUDY ON DEALERS PERCEPTION

ON TMT BARS AT KAMACHI INDUSTRIES LIMITED” is a bonafide work of
Mr. SHREYANS. L, REGISTRATION NUMBER:16203556 carried out under
my supervision. The work is submitted in partial fulfilment of the award of the
degree of BACHELORS OF BUSINESS ADMINISTRATION of DWARAKA
DOSS GOVERDHAN DOSS VAISHNAV COLLEGE.

FACULTY GUIDE AND HEAD OF THE DEPARTMENT

MR. J. P. JAIDEEP

EXTERNAL EXAMINER

2
 DECLARATION

I, SHREYANS. L hereby declare that this project report titled as “A STUDY ON DEALER
PERCEPTION ON TMT BARS AT KAMACHI INDUSTRIES LIMITED.” Was carried out by
me in partial fulfilment of the requirement for the award of the degree of BACHELOR OF
BUSINESS ADMINISTRATION under the guidance of Prof. Mr.J. P. JAIDEEP, M.A.,
M.Phil., PGDHRD., PGDBA., Department of Business Administration and it is entirely my
original work.

DATE: / 03/ 2018 NAME: SHREYANS. L

PLACE: CHENNAI REG NO: 16203556
3
 VIVA VOCE

This report is in partial fulfillment of the requirement for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION submitted for the VIVA
VOCE Examination held at D. G. VAISHNAV COLLEGE, Arumbakkam,
Chennai- 600106.

NAME: SHREYANS. L

REG NO: 16203556

4
 ACKNOWLEDGEMENT
I express my deep gratitude to the principal DR.R.Ganesan, M.Com,M.Phil,Ph.D for giving me
the opportunity to study at D. G. Vaishnav Evening College and pursue my bachelor degree in
BUSINESS ADMINISTRATION in the esteemed institution.

I wish to express my sincere thanks to the Head of the department Mr.J.P.Jaideep, M.A, M.Phil,
PGHRD. , PGDBA for his support, encouragement and guidance which helped me in completing
my project work.

I wish to express my sincere thanks to the My project guide Prof. Mr.J. P. JAIDEEP, M.A.,
M.Phil., PGDHRD., PGDBA., for his support, encouragement and guidance which helped me in
completing my project work.

I would also thank the following faculties of Department of BUSINESS ADMINISTRATION

Mr. L. Arumugam, M.A., M.Phil., MBA., SET.,

Mrs. K. Lakshmi, M.com., M.Phil.,

Dr. N. Alamelu Sathyabama, M.com., M.Phil., Ph.D., Mrs.

D. Suba, M.A.(HRM)., M.Phil., MBA.,

Mrs. N. Sarulatha Arun, MBA., NET.,

Mr. K. Rao Prashanth Jyothy, MBA., M.Phil., P.P.T., M.A., M.Sc.,

Dr. P.S. Ravithej, M.com., Ph.D., MBA., M.Phil.,

Dr. U. Homiga, MBA., M.Phil., Ph.D.

Mr. Felix Aaron, MBA., NET.,

Mr. S. Gunalan, M.A., MBA.,

Ms. Renu Kumari M.B.A., SET(M.COM)

Ms. M.Renuka M.B.A., SET NET(M.com.), SET

I would also thank my friends and colleagues who gave constant support throughout the project.

5
 A STUDY ON DEALER PERCEPTION ON TMT BARS AT KAMACHI
INDUSTIRES LIMITED

TABLE OF CONTENTS

SL.NO TITLE PAGENO.

1 INTRODUCTION 10
2 1.1 OBJECTIVES OF STUDY 11
3 1.2 AREA OF STUDY 11
4 1.3 RESEARCH METHODOLOGY 11
5 1.4 LIMITATIONS OF STUDY 11
6 1.5 CHAPTERIZATION 11
7 2.1 THEORETICAL OUTLOOK 13-19
8 3.1 INDUSTRIAL PROFILE 20-29
9 4.1 DATA ANALYSIS AND INTERPRETATION 30-55
10 5.1 FINDINGS, SUGGESTIONS AND CONCLUSION 56-58
11 BIBLIOGRAPHY 59-60
12 QUESTIONNAIRE 61-65

6
 LIST OF TABLES

TABLE TITLE PAGE NO.

4.1 Respondents based on TMT bars purchase 32
4.2 Respondents based on years of dealership with kamachi 34
4.3 Respondents based on frequency of meeting with company 36
personnel
4.4 Respondents based on opinion of dealer on kamachi TMT 38
bars cost
4.5 Respondents based on opinion of dealer on kamachi 40
TMT bars quality
4.6 Respondents based on dealer suggestion regarding type of 42
bars are to manufactured
4.7 Respondents based on satisfaction level of dealers with the 44
offers given by the company
4.8 Respondents based on satisfaction level of timely delivery 46
of the product
4.9 Respondents based on preference of credit facilities given 48
to the dealer
4.10 Respondents based on satisfaction level of credit scheme 50
provided by the company
4.11 Respondents based on replacement given by the company 52
over the damage of consignment
4.12 Respondents based on overall satisfaction level of the 54
company

7
 LIST OF CHARTS

TABLE TITLE PAGE NO.

4.1 Respondents based on TMT bars purchase 33
4.2 Respondents based on years of dealership with kamachi 35
4.3 Respondents based on frequency of meeting with company 37
personnel
4.4 Respondents based on opinion of dealer on kamachi TMT 39
bars cost
4.5 Respondents based on opinion of dealer on kamachi 41
TMT bars quality
4.6 Respondents based on dealer suggestion regarding type of 43
bars are to manufactured
4.7 Respondents based on satisfaction level of dealers with the 45
offers given by the company
4.8 Respondents based on satisfaction level of timely delivery 47
of the product
4.9 Respondents based on preference of credit facilities given 49
to the dealer
4.10 Respondents based on satisfaction level of credit scheme 51
provided by the company
4.11 Respondents based on replacement given by the company 53
over the damage of consignment
4.12 Respondents based on overall satisfaction level of the 55
company

8
 CHAPTER -1
INTRODUCTION

9
 CHAPTER 1

1.1 INTRODUCTION:

 satisfaction is a marketing term that measures how products or services supplied by a company
meet or surpass a ’s expectation.
 Satisfaction is the fulfilment response. It is a Judgment that a product or a service feature, or the
product or service itself, provides a pleasurable level of consumption – related, fulfilment. In
minimal technical terms, this definition can be translated to mean that satisfaction is the s
evaluation of a product or service in It is also important to recognize that, to measure the
satisfaction at a particular point of time as if it were static, satisfaction is a dynamic, moving
target that may evolve over the time, influenced by a variety of factors. Particularly when
product usage or the service experience takes place over the time, satisfaction may be highly
variable depending on which point the usage or experience cycle is focused on.
 satisfaction is important because it provides marketers and business owners with a metric that
they can use to manage and improve their businesses

DEFINITION:

 Defining value and satisfaction PETER DHUKER observed that a company’s first task is “TO
CREATE S” HOWEVER; face a vast array of products and brand choices, price and suppliers.
How do they make their choices?
 We believe that our s estimate which offers will deliver the most value. value maximizes within
the bounds rich costs and limited knowledge, whether or not the offer lives up to value
expectation affects both satisfaction and repurchase probability
 According to ANTON define satisfaction “as a state of mind in which the consumer needs,
wants, and expectations throughout the product of service life haven been met or exceeded,
resulting in future repurchase and loyalty”.

10
 1.2 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:

 To study the perception of dealers towards TMT bars at KAMACHI INDUSTRIES LIMITED.

SECONDARY OBJECTIVE:

 To analyze the factors which influence the buying decision of dealers.

 To study the satisfaction of dealers towards dealer service, by the company.
 To identify various problems faced by the dealers in kamachi TMT bars.
 To suggest measures.

1.3 AREA OF THE STUDY:

 The research is done in the field of marketing with the special reference to dealer satisfication
towards kamachi industries limited.

1.4 RESEARCH METHODOLOGY:

1. TYPES OF DATA: Primary data

2. TOOLS FOR DATA COLLECTION: Questionnaire and interview method

3. METHOD OF SAMPLING: Non-random convenience sampling

4. SAMPLE SIZE: 70 Respondents

5. STAISTICAL TOOLS: Percentage analysis

11
 1.5 LIMITATIONS OF THE STUDY:

 The period of study was for 30 days.

 The study could not be conducted on a large sample size because of time constraints.
 Sample size is limited i.e. 70.
 The respondents are less interested in answering the questionnaire.

1.6 CHAPTERISATION:

Chapter-1:
 It consists of an Introduction phase, Objectives of the study, Need for the study, Research
methodology and Limitations of the study.

Chapter-2:
 It consists of Theoretical Outlook.

Chapter-3:
 It consists of the Company Profile.

Chapter-4:
 It consists of Data Analysis and its Interpretations.

Chapter-5:
 It consists of Findings from the data, suggestions and Conclusion

 Annexure consist of Questionnaire and Bibliography.

12
 CHAPTER-2

THEORETICAL OUTLOOK:

13
 2.1 THEORETICAL OUTLOOK:

WHAT IS MARKETING?

Marketing is the activity, set of institutions, and processes for creating, communicating, delivering,
and exchanging offerings that have value for dealers, clients, partners, and society at large.

Marketing is a widely used term to describe the means of communication between the company and
the consumer audience.

The techniques used in marketing include choosing target markets through market analysis and market
segmentation as well as understanding methods of influence on the consumer behaviour.. The marketing
planning creates strategies for the company to place advertising to the dedicated consumer.

From a societal point of view, marketing provides the link between a society's material requirements and
its economic patterns of response. This way marketing satisfies these needs and wants through the
development of exchange processes and the building of long-term relationships.

DEALER RELATIONSHIP MANAGEMENT:

 Dealer relationship management (CRM) is a model for managing a company’s interaction with
current and future dealers. It involves using technology to organize, automate, and synchronize
sales, marketing, dealer service and technical support.

DEALER SATISFACTION:

 The degree of satisfaction provided by the goods or services of a company as measured by the
number of repeat dealers Process of discovering whether or not a company's dealers are happy or
satisfied with the products or services received from the company. Maybe conducted face to
face, over the phone, via email or internet, or on handwritten forms. Dealer answers to questions
are then used to analyze whether or not changes need to be made in business operations to
increase overall satisfaction of dealers.
 It is seen as a key performance indicator with business and is often part of a balanced score card.
In a competitive market place where businesses compete for dealers, dealer satisfaction is seen as
element.
14
Determinants of dealer satisfaction:

Product and service features:

 Dealer satisfaction with a product or service is influenced significantly by the dealer‘s evaluation
of product or service features. Dealers of services will make trade – offs among different service
features depending on the type of service being evaluated and the criticality of the service.

Dealer emotions:

 Dealer‘s emotions can also affect their perceptions of satisfaction with products and services.
These emotions can be stable, pre-existing emotions.

Attributions for service success or failure:

 Attributions – the perceived causes of events – influence perceptions of satisfaction as well.

When they have been surprised by an outcome (the service is either much better or much worse
than expected) consumers tend to look for the reasons, and their assessments of the reasons can
influence their satisfaction.

Perceptions of equity or fairness:

 Dealer satisfaction is also influenced by perceptions of equity and fairness. Dealers ask
themselves: have I been treated fairly compared with other dealers? Did other dealers get better
treatment, better prices, or better quality service? Did I pay a fair price for the service? Was I
treated well in exchange for what I paid and the effort I expended?

Other dealers, family members and co-workers:

 In addition to product and service features and one‘s own individual feelings and beliefs,
consumer satisfaction is often influenced by other people like other dealers, family members and
co-workers.

15
IMPORTANCE OF DEALER SATISFACTION:

 It’s a leading indicator of consumer repurchase intentions and loyalty

 It’s a point of differentiation
 It reduces dealer churn
 It increases dealer lifetime value
 It reduces negative word of mouth
 It’s cheaper to retain dealers than acquire new ones


It’s a leading indicator of consumer repurchase intentions and loyalty:

 Dealer satisfaction is the best indicator of how likely a dealer will make a purchase in the future.
Asking dealers to rate their satisfaction on a scale of 1-10 is a good way to see if they will
become repeat dealers or even advocates.
 Any dealers that give you a rating of 7 and above, can be considered satisfied, and you can safely
expect them to come back and make repeat purchases. Dealers who give you a rating of 9 or 10
are your potential dealer advocates who you can leverage to become evangelists for your
company.
 Scores of 6 and below are warning signs that a dealer is unhappy and at risk of leaving. These
dealers need to be put on a dealer watch list and followed up so you can determine why their
satisfaction is low.
 That’s why it’s one of the leading metrics businesses use to measure consumer repurchase
and dealer loyalty

It’s a point of differentiation:

 In a competitive marketplace where businesses compete for dealers; dealer satisfaction is seen as
a key differentiator. Businesses who succeed in these cut-throat environments are the ones that
make dealer satisfaction a key element of their business strategy.
 Picture two businesses that offer the exact same product. What will make you choose one over
the other?

16
  If you had a recommendation for one business would that sway your opinion? Probably. So how
does that recommendation originally start? More than likely it’s on the back of a good dealer
experience. Companies who offer amazing dealer experiences create environments where
satisfaction is high and dealer advocates are plenty.
 This is an example of where dealer satisfaction goes full circle. Not only can dealer satisfaction
help you keep a finger on the pulse of your existing dealers, it can also act as a point of
differentiation for new dealers.

It reduces dealer churn:

 An Accenture global dealer satisfaction report (2008) found that price is not the main reason for
dealer churn; it is actually due to the overall poor quality of dealer service.
 Dealer satisfaction is the metric you can use to reduce dealer churn. By measuring and tracking
dealer satisfaction you can put new processes in place to increase the overall quality of your
dealer service.
 I recommend you put an emphasis on exceeding dealer expectations and ‘wowing’ dealers at
every opportunity. Do that for six months, than measure dealer satisfaction again. See whether
your new initiatives have had a positive or negative impact on satisfaction.
 Related: 15 tactics to reduce dealer churn

It increases dealer lifetime value:

 A study by Info Quest found that a ‘totally satisfied dealer’ contributes 2.6 times more revenue
than a ‘somewhat satisfied dealer’. Furthermore, a ‘totally satisfied dealer’ contributes 14 times
more revenue than a ‘somewhat dissatisfied dealer’.
 Satisfaction plays a significant role in how much revenue a dealer generates for your business.
 Successful businesses understand the importance of dealer lifetime value (CLV). If you increase
CLV, you increase the returns on your marketing dollar.
 For example, you might have a cost per acquisition of $500 dollars and a CLV of $750. That’s a
50% ROI from the marketing efforts. Now imagine if CLV was $1,000. That’s a 100% ROI!
 Dealer lifetime value is a beneficiary of high dealer satisfaction and good dealer retention. What
are you doing to keep dealers coming back and spending more?

17
  Learn more about dealer lifetime value:
 Dealer Lifetime Value For Beginners (4 Step Guide)

It reduces negative word of mouth:

 McKinsey found that an unhappy dealer tells between 9-15 people about their experience. In
fact, 13% of unhappy dealers tell over 20 people about their experience.
 That’s a lot of negative word of mouth.
 How much will that affect your business and its reputation in your industry?
 Dealer satisfaction is tightly linked to revenue and repeat purchases. What often gets forgotten is
how dealer satisfaction negatively impacts your business. It’s one thing to lose a dealer because
they were unhappy. It’s another thing completely to lose 20 dealers because of some bad word of
mouth.
 To eliminate bad word of mouth you need to measure dealer satisfaction on an ongoing
basis. Tracking changes in satisfaction will help you identify if dealers are actually happy with
your product or service.
 It’s cheaper to retain dealers than acquire new ones
 This is probably the most publicized dealer satisfaction statistic out there. It costs six to seven
times more to acquire new dealers than it does to retain existing dealers.
 If that stat does not strike accord with you then there’s not much else I can do to demonstrate
why dealer satisfaction is important.
 Dealers cost a lot of money to acquire. You and your marketing team spend thousands of dollars
getting the attention of prospects, nurturing them into leads and closing them into sales.
 Why is it that you then spend little or no money on dealer retention?
 Imagine if you allocated one sixth of your marketing budget towards dealer retention. How do
you think that will help you with improving dealer satisfaction and retaining dealers?
 Here are some dealer retention strategies to get you thinking:
 Use blogs to educate dealers

 Use email to send special promotions

 Use dealer satisfaction surveys to listen

 Delight dealers by offering personalized experiences

18
Factors affecting dealer satisfaction:

 The counter part of satisfaction is always expectation and experience. Level of expectations level
will create a basis and comparison base for experiences. For example, if u have two hotels, one a
five star hotel and other Just a two star hotel, of course your expectation for the five star hotel are
much higher than for the other.
 If the service level in both is equal, when a dealer has high expectations like with the five star
hotel he might feel disappointed and with the two star hotel with which the dealer had lower
expectations he would be positively surprised. In dealer satisfaction leadership when creating
satisfaction it is important that u can affect both expectations and experiences still the
expectations are always a starting point when building action

MEASURES OF DEALER SATISFACTION:

Measure satisfaction to see how happy your dealers really are

 Lee Resource Inc. found that for every dealer complaint there are 26 other unhappy dealers who
have remained silent.
 That is an alarming statistic. Most companies think they are the best and they have no unhappy
dealers. The reality is, 96% of unhappy dealers don’t complain. In fact, 1Financial Training
Services found that most simply just leave and never come back.
 What are you doing to measure dealer satisfaction and identify unhappy dealers?
 Dealer satisfaction plays an important role within your business. Not only is it the leading
indicator to measure dealer loyalty, identify unhappy dealers, reduce churn and increase revenue;
it is also a key point of differentiation that helps you to attract new dealers in competitive
business environments.

19
 CHAPTER-3

COMPANY PROFILE

20
 3.1 COMPANY PROFILE:

The Heritage of a Humble Beginning

• Kamachi began its journey in the year 1978 with trading of mild steel scrap in Chennai, Tamil
Nadu.

• Kamachi have grown among the most competitive business group and a market leader in the
secondary steel sector of India with total turnover of INR 24036 Million.

• Today, Kamachi has made its mark on establishing various business units in a wide spectrum of
industries encompassing Steel Manufacturing, Granites processing Energy, Imports & Exports.

• The current shareholders of the group are the family members, relatives & friends. The company
has built-up an asset base of INR 13750 Million.

An Honest Stride

 The Kamachi Group has set the pace for technological innovation at every node in
manufacturing its products. The group has a history of successfully takeover at various locations
in different states and turning sick units to sustainable profit centres before entering into their
green field project KSPCL (Kamachi Sponge & Power Corporation Limited). There is always an
emphasis put to constantly improve the current productivity, safeguard the environment apart
from augmenting profits. KSPCL has a keen focus on go-green initiatives. The Kamachi TMT
Bars are manufactured at the in-house manufacturing units with first-class quality to ensure that
the civil structures created using Kamachi bars will come a long way. The Group is able to put
forth sustainable growth by adapting to modern day technologies at a faster pace. The Company
recently changed its name as Kamachi Industries Limited (KIL) in the Year 2016-17. KIL made
a total turnover of 1,27,313 Lakhs during the year 2017-18.

21
 Kamachi Steels Private Limited

 Kamachi Steels Ltd was incorporated on 6th April 1995 to manufacture MS Ingots and has its
registered office at 664, T.H.Road, Tondiarpet, Chennai – 600 081.The factory is located at GNT
Road, Durainallur Panjetty, Ponneri Taluk and has its stockyard of more than 1.5 lacs sqft at
Manali Oil Road, Chennai. The company has installed Continuous Casting Machine for
production of Billets and the Installed capacity of MS Billet is 46,200 M.T per year. It is fully
integrated with its multi-location steel melting and steel rolling mill with installed capacity of
36,000 MTPA. The directors of the company are Mr. Ghisulal Kothari, Mr. Sardarmal Kothari,
Mr. Shantilal Kothari, Mr. Vinod Kothari, Mr. Vijay Kothari and Mr. Priyavand Kothari. The
companies turnover for the year 2017-18 is Rs.3235 Million and net worth of the company is
Rs.264 Million, the company was converted as Private Limited Company vide revised
Certificate of Incorporation dated 13.04.2018..
 Kamachi Industries Limited (formerly known as Kamachi Sponge and Power Corporation
Limited (KSPCL)) is the flagship company of Kamachi Group. KSPCL is a fully integrated
Steel & power plant right from production of Sponge iron from iron ore, Billets from sponge
iron, TMT Bars from Billets and power generation. The infrastructural details of KSPCL are as
follows:

Sponge Iron Division

 Installed capacity is 120,000 MT per annum with a configuration of four Kilns of 100
TPD each.

Steel Melting Division

 It has a capacity to produce around 0.205 Million MT of mild steel billets upto 12 Meter
length and 160mm size.

22
 Rolling Mill Division

 The state of art rolling mil is based on German Technology with a capacity to produce
0.50 Million MT per annum of TMT bars of size ranging from 8 mm to 42mm in
customized lengths.

70 MW Power Division

 Installed Capacity is 585 Million Units per annum meeting out the captive power
requirement of entire plant , surplus power is exported to TNEB & Third Parties.

10 MW Power Division

 Major advantage of the project is that it generates 65 Million Units of power from
the Waste Heat Recovery Power from Sponge Iron Kilns, thereby controlling the
emissions as per International Standards.

Steel Plant

 The Billet manufacturing facility (Steel Melting Division) includes Steel Melting facility, Steel
Refining facility and PLC controlled Billet casting. The Refining facility has a combination of
various processes including Ladle Refining, with online Chemical Testing, that will enable in
manufacturing Billet with exact Chemical Composition as per the customer's requirement.

 Kamachi TMT bars are manufactured in-house of size ranging from 100 sq. mm to 150 sq.mm
upto 12 Mtrs length in the system controlled, fully automated Rolling Mill completely designed to
roll Carbon Steel, Stainless Steel Grades (CRS), Alloy Steel with assured perfection in diameter
and length, since the entire operations are temperature controlled and completely automated based
on German Technology.

 The unique Billet Tracking system, right from Billet casting to online Bars packing, is sure to
augment the comfort level of customer on the quality of the Bars. Another unique feature of
Rolling Mill with its Horizontal/Vertical configuration is, its elevated floor level, which will
ensure a dust-free rolling, resulting in impeccable surface quality of the Bars.

23
 Power Plants

 Here, the Greenfield project has 4x100 MTPA capacity Sponge Iron Kilns. A 10 Mega Watt
Waste Heat Recovery Boiler (WHRB) Plant generates power from the waste gases emerged
from Sponge Iron Unit. AREVA, an international organization has offered technological
solutions for carbon-free energy for this project. This power generation plant contributes
significantly in reduction of carbon footprints which entitles the unit to get Carbon Credit from
UNFCCC, Geneva. Power Generation from Waste Recovery Plant is also ISO 9001 certified .

 Power has been contributing consistently to the revenues and with the commissioning of the 70
MW captive thermal power plant in September 2011, the revenues have grown from Rs.12
million in 2007-08 to Rs.1967.84 million as at 31-03-2018, after meeting the captive power
requirement of entire plant.

PEOPLE BEHIND KAMACHI’S SUCCESS:

 Mr. Ghisulal Kothari: Chairman of the Company aged about 68 years has more than 43 years
of experience in this field of Iron & Steel. He is instrumental for the fast and sustained growth of
the Kothari Group. He decides overall direction & policy matters.

 Mr. Shantilal Kothari : Director of the Company aged about 65 years has more than 39 years
of experience in the field of Iron & Steel.

 Mr. Sardarmal Kothari : Managing Director of the Company aged about 60 years has more
than 37 years of experience in the field. He is in charge of all the Ex-im business and takes care
of overall administration and development.

 Mr. Kewalchand Kothari : Director of the Company aged about 57 years looks after the sales
and processing of the units.

 Mr.Vinod Kothari: Director of the Company aged about 46 years looks after the projects , sales
and operational aspect of the units.

24
Division Installed Capacity Raw Materials
Required

SIDN 120000 MT/Yr 205000 MT/ Yr

10 MW WHRPP 65 Million Units /Yr WHRC Boiler

70MW 585 Million Units /Yr 0.45 Million MT/ Yr

SMD 0.205 Million MT / 0.225 Million MT/ Yr

Yr

RMD 0.50 Million MT/ Yr 0.525 Million MT/ Yr

25
 CORPORATE OFFICE:
 # ABC Trade Centre, III Floor, New No.39 (Old No.50) Anna Salai, Chennai - 600 002 Tamil
Nadu, India.
 Phone : +91-44-25910850 / 25910855
+91-44-4296 1100 - 130 (except 129)
 Fax : +91-44-4296 1122
 Mail : info@kamachigroup.com
MANUFACTURING UNIT:
 Survey No. 86, 115-119,123
 Pathapalayam Village,
 Gummidipoondi
 Tamil Nadu, India
SALES OFFICE:
 Chennai, Bangalore & Palakkad

26
27
28
29
 CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION

30
 DATA ANALYSIS AND INTERPRETATION:

Data analysis and interpretation is the process of assigning meaning to the collected information and
determining the conclusions, significance, and implications of the findings. The steps involved in data
analysis are a function of the type of information collected; however, returning to the purpose of the
assessment and the assessment questions will provide a structure for the organization of the data and a
focus for the analysis.

The major objectives of analysis of the data are:

 To evaluate and enhance data quality.

 Describe the study population and its relationship.
 Examine effects of other relevant factors.
 Seek further insight into the relationship observed or not observed.
 Evaluate factors impact and importance.

31
 4.1 TABLE SHOWING REASON FOR PURCHASING KAMACHI TMT BARS :

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
GOOD RELATION 12 17%

CREDIT SCHEME 14 20%

QUALITY 20 29%

PRICE 24 34%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 34% of respondents said that there is better pricing offered by the
company, 29% of respondents said that there is good quality, 20% of respondents said that there good
credit scheme offered by the company, and 17% of respondents said that there is good relation.

32
4.1 CHART SHOWING REASON FOR PURCHASING KAMACHI TMT

BARS:

NUMBER OF RESPONDENTS IN PERCENT

17%
34%
GOOD RELATION
20%
CREDIT SCHEME
QUALITY

29% PRICE

33
4.2 TABLE SHOWING THE YEARS OF DEALERSHIP WITH KAMACHI TMT
BARS:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1-5 YEARS 23 33%

5-10 YEARS 20 29%

10-15 YEARS 15 21%

15-20 YEARS 12 17%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 33% of respondents mentioned that they are dealer for 1-5 years in
kamachi TMT bars, 29% of respondents mentioned that they are dealer for 5-10 years in kamachi TMT
bars, 21% of respondents mentioned that they are dealer for 10-15 years in kamaci TMT bars, and 17%
of respondents mentioned that they are dealer for 15-20 years in kamachi TMT bars.

34
4.2 CHART SHOWING THE YEARS OF DEALERSHIP WITH KAMACHI TMT
BARS:

NUMBER OF RESPONDENTS IN PERCENTAGE

35% 33%
29%
30%
25% 21%
20% 17%
15%
10%
5%
0%
1-5 YEARS 5-10 YEARS 10-15 YEARS 15-20 YEARS

NUMBER OF RESPONDENTS IN PERCENTAGE

35
 4.3 TABLE SHOWING FREQUENCY OF MEETINGS WITH COMPANY
PERSONNEL:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
VERY OFTEN 33 47%

OFTEN 18 26%

RARELY 14 20%

NOT ALL 5 7%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 47% of respondents mentioned that they are interacted very often by the
company, 26% of respondents mentioned that they are interacted often by the company, 20% of
respondents mentioned that they are interacted rarely by the company, and 7% of respondents mentioned
that they are not at all interacted by the company.

36
4.3 CHART SHOWING FREQUENCY OF MEETINGS WITH COMPANY
PERSONNEL:

NUMBER OF RESPONDENTS IN PERCENTAGE

47%
50%

40%

30% 26%
20% NUMBER OF
20% RESPONDENTS IN
PERCENTAGE
7%
10%

0%
VERY OFTEN RARELY NOT ALL
OFTEN

37
 4.4 TABLE SHOWING OPINION OF DEALER ON KAMACHI TMT BARS
COST:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
EXPENSIVE 23 33%

MODERATE 31 44%

CHEAP 16 23%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above represents that 44% of respondents mentioned that cost of TMT bars are moderate, 33% of
respondents mentioned that the cost of TMT bars are expensive, and 23% of respondents mentioned that
the cost of TMT are cheap.

38
4.4 CHART SHOWING OPINION OF DEALER ON KAMACHI TMT BARS
COST:

NUMBER OF RESPONDENTS IN PERCENTAGE

50%
44%
40% 33%

30%
23% NUMBER OF RESPONDENTS IN
20%
PERCENTAGE
10%

0%
EXPENSIVE
MODERATE
CHEAP

39
 4.5 TABLE SHOWING OPINION OF DEALERS ON QUALITY OF KAMACHI
TMT BARS:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
VERY GOOD 45 64%

GOOD 17 25%

POOR 8 11%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 64% of respondents mentioned that the quality of TMT bars are very
good, 25% of respondents mentioned that the quality of TMT bars are good, and 11% of respondents
mentioned that the quality of TMT bars are poor.

40
4.5 CHART SHOWING OPINION OF DEALERS ON QUALITY OF KAMACHI
TMT BARS:

NUMBER OF RESPONDENTS IN PERCENTAGE

70%

60%

50%

40%
NUMBER OF RESPONDENTS
30% 64%
IN PERCENTAGE

20%
25%
10%
11%
0%
VERY GOOD GOOD POOR

41
 4.6 TABLE SHOWING WHETHER DEALERS SUGGESTIONS REGARDING
TYPE OF BARS ARE TO BE MANUFACTURED IS IMPLEMENTED:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
YES 40 57%

NO 30 43%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 57% of respondents mentioned that dealer suggestions regarding type of
bar is accepted by the company, and 43% of respondents mentioned that dealer suggestions regarding
type of bar is not accepted by the company.

42
4.6 CHART SHOWING WHETHER DEALERS SUGGESTIONS REGARDING
TYPE OF BARS ARE TO BE MANUFACTURED IS IMPLEMENTED:

NUMBER OF RESPONDENTS IN PERCENTAGE

50% 41%
40% 34%

30% 25%
NUMBER OF RESPONDENTS IN
PERCENTAGE
20%

10%

0%
FE 550 FE 500D HCRM

43
4.7 TABLE SHOWING THE SATISFACTION LEVEL OF THE DEALERS WITH
THE OFFERS GIVEN BY THE COMPANY:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
SATISFIED 33 47%

NEUTRAL 26 37%

DISSATISFIED 11 16%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 47% of respondents mentioned that they are satisfied with offers given
by the company, 37% of respondents mentioned that they are neutral with offers given by the company,
and 16% of respondents mentioned that they are dissatisfied with offers given by the company.

44
 4.7 CHART SHOWING THE SATISFACTION LEVEL OF THE DEALERS
WITH THE OFFERS GIVEN BY THE COMPANY:

NUMBERS OF RESPONDENTS IN PERCENTAGE

47%
50%
45%
37%
40%
35%
30%
NUMBERS OF RESPONDENTS IN
25% PERCENTAGE
20% 16%
15%
10%
5%
0%
SATISFIED NEUTRAL DISSATISFIED

45
4.8 TABLE SHOWING THE SATISFACTION LEVEL OF TIMELY DELIVERY
OF THE PRODUCT:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
SATISFIED 51 73%

NEUTRAL 15 21%

DISSATISFIED 4 6%

TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 73% of respondents mentioned that they are satisfied with
the delivery of the product, 21% of respondents mentioned that they are neutral with the
delivery of the product, and 6% of respondents mentioned that they are dissatisfied with
the delivery of the product.

46
4.8 CHART SHOWING THE SATISFACTION LEVEL OF TIMELY DELIVERY
OF THE PRODUCT:

NUMBERS OF RESPONDENTS IN PERCENTAGE

6%

21%
1-3 DAYS
3-5 DAYS
5-10 DAYS

73%

47
 4.9 TABLE SHOWING THE PREFERENCE OF CREDIT FACILITIES GIVEN
TO THE DEALER:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
INSTALLMENT FACILITIES 17 24%

BILL OF EXCHANGE 44 63%

PAYMENT AFTER 9 13%

CERTAIN PERIOD OF TIME
TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 63% of respondents mentioned that the company provide bill of
exchange to the dealers, 24% of respondents mentioned that the company provide installment facilities
to the dealers, and 13% of respondents mentioned that the company provide payment after certain period
of time to the dealers.

48
4.9 CHART SHOWING THE PREFERENCE OF CREDIT FACILITIES BY THE
DEALER:

NUMBER OF RESPONDENTS IN PERCENTAGE

13%
24%
INSTALLMENT FACILITIES

BILL OF EXCHANGE

63% PAYMENT AFTER CERTAIN

PERIOD OF TIME

49
 4.10 TABLE SHOWING SATISFACTION LEVEL OF CREDIT SCHEME
PROVIDED BY THE COMPANY:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
SATISFIED 47 67%
NEUTRAL 17 24%
DISSATISFIED 6 9%
TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 67% of respondents mentioned that they are satisfied by the credit
scheme provided by the company, 24% of respondents mentioned that they are neutral by the scheme
provided by the company, and 9% of respondents mentioned that they are dissatisfied by the scheme
provided by the company

50
4.10 CHART SHOWING SATISFACTION LEVEL OF CREDIT SCHEME
PROVIDED BY THE COMPANY:

NUMBER OF RESPONDENTS IN PERCENTAGE

67%
70%
60%
50%
40%
30% 24% NUMBER OF RESPONDENTS IN
20% PERCENTAGE
10% 9%
0%
SATISFIED
NEUTRAL
DISSATISFIED

51
 4.11 TABLE SHOWING REPLACEMENT GIVEN BY THE COMPANY OVER
THE DAMAGE OF CONSIGNMENT:

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
YES 43 61%
NO 27 39%
TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 61% of respondents mentioned that the company replaces the goods in
case of damage at the time of delivery, and 39% of respondents mentioned that the company does not
replace goods in case of damage at the time of delivery.

52
4.11 CHART SHOWING RESPONSE GIVEN BY THE COMPANY OVER THE
DAMAGE OF CONSIGNMENT IS GOOD:

NUMBER OF RESPONDENTS IN PERCENTAGE

70%

60%

50%

40% NUMBER OF RESPONDENTS IN

61% PERCENTAGE
30%
39%
20%

10%

0%
YES NO

53
 4.12 TABLE SHOWING OVERALL SATISFACTION LEVEL WITH THE
COMPANY

PARAMETERS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
SATISFIED 59 84%
NEUTRAL 7 10%
DISSATISFIED 4 6%
TOTAL 70 100%

SOURCE: PRIMARY DATA

INFERENCE:

The above table represents that 84% of respondents mentioned that they are satisfied, 10% of
respondents mentioned that they are neutral, and 6% of respondents mentioned that they are dissatisfied.

54
4.12 CHART SHOWING OVERALL SATISFACTION LEVEL WITH THE
COMPANY

NUMBER OF RESPONDENTS IN PERCENTAGE

6%
10%

SATISFIED
NEUTRAL
DISSATISFIED

84%

55
 CHAPTER-5

FINDINGS, SUGGESTIONS
AND CONCLUSION

56
 5.1 FINDINGS:

 34% of respondents purchaser due to the products price, 29% of respondents purchase for its
quality, 20% of respondents purchase for the credit scheme, and 17% of respondents purchase
for the company’s good relation.
 33% of respondents have dealership between 1-5 years, 29% of respondents have dealership
between 5-10 years, 21% of respondents have dealership between 10-15 years, and 17% of
respondents have dealership between 15-20 years.
 73% of respondent have interaction very often with the company, 20% of respondents have
interaction rarely by the company, and 7% of respondents have not at all interaction with the
company.
 44% of respondents say the cost of TMT bars are moderate, 33% of respondents say the cost of
TMT bars are expensive, 23% of respondents say the cost of TMT bars are cheap.
 89% of respondents say that the quality of TMT bars are good, 11% of respondents say that the
quality of TMT bars are poor.
 57% of respondents regarding dealer suggestions are accepted by the company, and 43% of
respondents regarding dealer suggestions are not accepted by the company.
 47% of respondents are satisfied with the offers given by the company, 37% of respondents are
neutral with the offers given by the company, and 16% of respondents are dissatisfied with the
offers given by the company.
 73% of respondents are satisfied with the timely delivery of the product, 21% of respondents are
neutral with the timely delivery of the product, and 6% of respondents are dissatisfied with the
timely delivery of the product.
 63% of respondents are provided with bill of exchange to the dealers, 24% of respondents are
provided with instalment facilities to the dealers, and 13% of respondents are provided on credit.
 67% of respondents are satisfied by the credit scheme provided by the company, 24% of
respondents are neutral by the credit scheme provided by the company, 9% of respondents are
dissatisfied by the scheme provided by the company.
 61% of respondents say that the company replaces the goods in case of damage at the time of
delivery, and 39% of respondents say that the company does not replace goods in case of damage
at the time of delivery.

57
 84% of respondents have overall satisfaction about TMT bars of kamachi, 10% of respondents
have overall neutral about satisfaction about TMT bars of kamachi, 6% of respondents have
overall dissatisfied about TMT bars of kamachi.

5.2. SUGGESTIONS:

 The company may possibly reduce the prices of TMT bars.

 The company may consider the suggestions of dealer regarding the types of bars required for the
customers.
 The company may extend better offer to the dealers
 The company may try the best to delivery the order on time.
 The company may give credit facilities to the experienced and credit worthy dealers.
 The company may take sufficient care for the consignment transported to the dealers.

5.3. CONCLUSION :

 The overall response of the customer’s at kamachi steel industries is good. The overall
performance was satisfactory. During the study it was found that the following factor such as
price, quality, credit scheme, discount, offers, variety of steel bars and service has satisfied most
of the customers. Further there should be some kind of Advertising in T.V; Newspaper is
required to cover the new customers. The company should make sure that all the customers are
satisfied with their product. If all the above things are considered seriously, the company can
convince more and more customers for sales and services in kamachi industries limited.

58
ANNEXURE

59
BIBLIOGRAPHY:

1. Philip Kotler (2006) ,―Marketing management‖, 10th edition

2. Kothari. C.R.(2005), ―Research Methodology Methods and Techniques‖, 4th edition

3. L R Potty (2011), ―Research Methodology‖

4. Barry, Ann Marie Seward. (1997). Visual Intelligence: Perception, Image and Manipulation in
Visual Communication.
5. Kotler & Keller (2008), Marketing management, 8th edition

WEBSITES:

1. https://www.zaubacorp.com/
2. https://www.wikipedia.org/
3. http://www.kamachigroup.com/

60
 A STUDY ON DEALER PERCEPTION ON TMT BARS AT KAMACHI
INDUSTIRES LIMITED

QUESTIONNAIRE

NAME OF THE DEALER:

ADDRESS:

1. Age:

(a) 18-25

(b) 25-35

(c) 35-45

(d) Above 45

2. Gender:

(a) Male

(b) Female

3. How did you hear about us?

(a) Through advertisement

(b) Newspaper/magazine article

(c) Word of mouth

61
4. Reason to buy with KAMACHI TMT bars products?

(a) Good relation

(b) Credit scheme

(c) Quality

(d) Price

5. How long have you been KAMACHI TMT bars dealer?

(a) 1-5 years

(b) 5-10 years

(c) 10-15 years

(d) 15-20 years

6. How often does the company personnel interact with you?

(a) Very often

(b) Often

(c) Rarely

(d) Not all

62
7. The cost of KAMACHI TMT bars is:

(a) Expensive

(b) Moderate

(c) Cheap

8. The quality of KAMACHI TMT bars product is:

(a) Very good

(b) Good

(c) Poor

9. Are your suggestions regarding type of bars are to be manufactured is implemented?

(a) Yes

(b) No

10. Are you satisfied with the offers given by the company?

(a) Satisfied

(b) Neutral

(c) Dissatisfied

63
11. Are you satisfied with the timely delivery of the product?

(a) Satisfied

(b) Neutral

(c) Dissatisfied

12. If it is credit what type of credit facilities does the company provide

(a) Installment facilities

(b) Bill of exchange

(c) Payment after certain period of time

13. Are you satisfied with the credit scheme provided to you

(a) Satisfied

(b) Neutral

(c) Dissatisfied

64
14. Goods are replaced in case of damages at the time of delivery at KAMACHI INDUSTIRES
LTD?

(a) Yes

(b) No

15. What is the overall satisfaction level with the company

(a) Highly satisfied

(b) Satisfied

(c) Neutral

(d) Dissatisfied

(e) Highly dissatisfied

65