17NMCOM002

Scanned with CamScanner
Scanned by CamScanner
CONTENTS
SL NO CONTENTS PAGE NO
1 INTRODUCTION 1-17
2 REVIEW OF LITERATURE AND 18-25

RESEARCH DESIGN
3 COMPANY PROFILE 26-36
4 DATA ANALYSIS AND 37-72

INTERPRETATION
5 SUMMARY OF FINDINGS, SUGESSIONS 73-75

AND CONCLUSION
LIST OF TABLES
SL NO TOPICS PAGE NO
3.1 Name of the product 31
4.1 Table showing cost of quality report (2018) 39
4.1.1 Table showing cost of quality report (2017) 40
4.1.2 Table showing cost of quality report (2016) 41
4.1.3 Table showing the comparison of cost of quality of last 42

three years
4.2 Table showing variation in quality testing and quality 44
auditing
4.2.1 Table Showing variation in the purchases 45
4.3 Table showing product performance and quality 46

management analysis
4.4 Table shows annual turnover of the company 48
4.5 Table shows the experience of products towards 50

Panchajanya Enterprises products
4.6 Table showing customer Expectation and perception 52
towards product
4.7 Table showing whether the pricing at Panchajanya 54
enterprises is reasonable
4.8 Table showing factors which attracts consumers to buy 56
at Panchajanya enterprises
4.9 Table showing the types of plan should company 65
adopt
LIST OF DIAGRAMS
SL.NO PARTICULARS PAGE.NO
3.1 Quick hand wash 32
3.2 Forming hand soap 32
3.3 Quick clean 33
3.4 Quick wash (read mix) 33
3.5 Quick and easy (zip Wax) car wash and wax 33
3.6 Quick dish wash liquid 33
3.7 Panchajanya Enterprises products 34
3.8 Company picture 34
3.9 Picture of Panchajanya Enterprises 34
4.1 Table showing comparison of cost of last three years 43
4.2.1 Showing variation in the purchases 45
4.3 Showing annual turnover of the company 49
4.4 Showing the experience of Employees 51
4.5 Showing satisfaction level 53
4.6 Showing pricing at Panchajanya enterprises is reasonable 55

4.7 Showing factors which attracts consumers to buy Panchajanya 57
enterprises
4.8 Gap modules 60
4.9 Showing types of plan should company adopt 66
4.10 Process of implementation of company 69
4.11 Quality management system 71

A Study on Product Performance and Quality Management at
Panchajanya Enterprises, Bengaluru
Chapter 1 INTRODUCTION
1.1 INDUSTRIAL BACKGROUND
A soap-like material found in clay cylinder during the ancient time. Soap creating was
known as early as 2800 B.C. Inscription on the cylinder say that fats were boiled with
ashes, which is a procedure of making soap, but do not refer to the purpose of the
“soap.” Such material were used later as hair styling aids. By mingling animal and
vegetables oil with alkaline salts to form a soap like material for washing as well as
skin diseases.
Soap and detergents are used very commonly in our life. They are used for washing
clothes and they are the consumer products. Quality, marketing, technology and
distribution network determine the success of the units in this sector. The industry has
developed both in organized sector and small-scale sector, 90% of the production of
washing soap in the small scale sector.
Soap is generally classified as a staple commodity alongside detergents. It also figures

in the bathing and personal care market. Only rare soap is directly separable from
those for detergents or toiletries.
The early Greeks bathed for aesthetic reason and speciously did not use soap. Instead,
they cleaned their bodies with of clay, sand, ashes and pumice, then smeared
themselves with oil with ashes. Clothes were washed without soap in streams. Soap
got its name, according to an ancient Roman Legend, from Mount soap, where
animals were sacrificed. Rain washed a mixture of melted animal fat, or tallow and
wood ashes into clay soil along the Tiber River. Women found that clay mixture soap
made their wash cleaner with less effort.
Italy, Spain and France were accepted to supply raw material such as oil from olive
trees. English started manufacturing soaps during the 12th century. In 1622 the soap
business was so good, King James individual started soap marker for $100,000 a year.
In 19th century the soap was heavily taxed as a luxury item in various countries. When
tax on soap was reduced, soap was available to ordinary people and standard of
cleanliness was improved.
Sindhi College, Bengaluru-24 Page 1

Marketing soap in the American colonies started in 1608 with appearance of various
soap making on the second ship from England.
The chemistry of soap business stayed essentially the same until 1916, In Germany
the first synthetic detergents was developed in response to world war I-related
deficiency of fats for making soap. Know today simply as detergents, synthetic
detergents are non-soap washing and cleaning products that are “synthesized.”
The first detergents were used primarily for dishwashing and fine fabric laundering.
The development of detergents for all purpose wash came into picture in 1946,
detergent is basic cleaning ingredient which helps the surfactant to work efficiency.
Since those early accomplishment detergent has continued to focus on developing

cleaning products that are efficient and easy to use as well as safe to consumer and
environment.
The first detergents were used chiefly for hand dishwashing and fine fabric
laundering. The breakthrough in the development of detergents for all-purpose
laundry uses came in 1946, when the first “built” detergent (containing a
surfactant/builder combination) was introduced in the United States. The surfactant is
a detergent product’s basic cleaning ingredient, while the builder helps the surfactant
to work more efficiently. Phosphate compounds used as builders in these detergents
vastly improved performance, making them suitable for cleaning heavily soiled
laundry.1
1.1.1 How Detergents Surfactants are made
 Anionic surfactants the chemical reacts with hydrocarbons derived from

petroleum or fats and oils to produce new acids similar to fatty acids.
A second reaction adds an alkali to new acids to produce one type of anionic
surfactant molecular.
 Nonionic Surfactants molecules are produced by first converting the
hydrocarbon to an alcohol and then reacting the fatty alcohol with ethylene
oxide.
These nonionic surfactants can be reacted further with sulfur-containing acids
to form another type of anionic surfactant.
1
http://www.healthycleaning101.org/information_about_soaps_and_detergents/

1.1.2 Household cleaner
Household Cleaners are available as liquids, gels, powders, solids, sheets and pads for
use on painted, plastic, metal, porcelain, glass and other surfaces, and on washable
floor coverings. Because no single product can provide optimum performance on all
surfaces and soils, a broad range of products has been formulated to clean efficiently
and easily. While all-purpose cleaners are intended for more general use, others work
best under highly specialized conditions.
1.2 Current scenario:
Soaps and detergents are vital provision as consumer goods and used by the large
population base. The vendors are mounting their business by building manufacturing
facilities in the development economies such as China and India, which have great
potential in terms of revenue. In addition, the accelerating diffusion of washing
machine in the developing countries in projected to run the market growth. However,
the demand for this machine is growing in rural areas as well. Thus, there is
sustainable consumption of powder and liquid detergents required for the washing
machine.
Product innovation and new product introduction is another major factor expected to
determining the growth of the market. In 2015, Unilever launched its Molto
Performance Essence fabric softeners in Indonesia. Moreover, the stable permeation
of powder detergents in the rural and urban areas. In 2016, the usage of household
detergents segment is projected to dominate the soap and detergents market. The high
usage rate, a large population in Asia region. And increasing high disposable income
which led to its larger market share.
India today is one of the largest producers of soaps in the world. Today, the per capita
consumption of toilet/ bathing soap in India is 800 gms, where as it is 6.5kgs. In
U.S.A., 4.0 kgs. In China, 1.1 kgs.in Brazil and 2.5 kgs. In Indonesia. At present, the
Indian Soap Industry is mainly divided into the Premium, Popular and Economy / Sub
popular segments. Soaps form the largest portion of the FMCG (Fast moving
Consumer Goods) market with bathing and toilet soaps contributing around 30% of
the soap market. The FMCG industry can be divided into organized and unorganized
sector. The size of the organized sector is about Rs.66 billion. The industry has been
growing at a CAGR of 4% for the last three years. It accommodates product lines

such as soaps, detergents, skin care, hair care, oral care, cosmetics, disinfectants,
other toiletries and processed packed food products. Price of the premium segment
products is twice that of economy segment products. The economy + popular
segments cover up about 80% of the entire soap market. The penetration level of toilet
soaps is about 88%.In India, soaps are available in five million retail stores, out
of which, 3.75 million retail stores are in the rural areas. Therefore, availability of
these products is not an issue.70% of India’s population resides in the rural areas;
hence around 50% of the soaps are sold in the rural markets. With increase in
disposable incomes, growth in rural demand is expected to increase because the
consumers are moving up towards premium products.
However, in the recent past, there has not been much change in the volume of
premium soaps in proportion to economy soaps, because increase in prices has led
some consumers to look for cheaper substitutes. The major players in personal wash
(Soap) market are HLL, Nirma and P&G. Unorganized FMCG, which is around40%
of the volume of organized industry with localized products, is valued at around 100
billion rupees. The herbal product market within FMCG is valued at Rs.50 billion &
is growing at good speed over the past three years. 2
1.3 Future prospective
Factors such as demographics, environment, globalization and economy continue to

shape the soaps and detergent industry. As a population of nation old, the demand for
the cosmetics, skill care and treatment for the aging skin is increases.
The soaps and detergents industry is becoming more global and integration through
divestitures and mergers. Now slowly the economy has influenced the industry in
several ways. During a recession consumer’s towards to buy products that offer
multifunctional benefits.
In 2017, detergents powder dominated the fabric detergents market in India. The
demand for the fabric liquid detergents is primarily driven by the ease in application
and less wastages in comparison to detergents powders. In March 2018, FMCG major
and Wipro Consumer Care and Lighting spared its range of Safe wash of detergents
brand.
2
https://www.scribd.com/doc/60786013/Present-Scenario-of-Indian-Soap-Industry

India today is one of the largest producers of soap in the word. The per capita
consumption of toilet/ bathing soap is 800 gms, where as it is 6.5kgs. In U.S.A.,
4.0kgs.in China, 1.1 kgs. In Brazil and Indonesia is 2.5kgs. At present, the Indian
Soap Industry is mainly divided into Premium, Popular and Economy. Sops from
largest portion of the FMCG (Fast moving Consumer Goods) market with bathing and
toilet soaps contributing around 30% of the market. The size of the organization
sector is about Rs.66 billion.
It accommodates product lines such as soaps detergents, skin care, hair care, oral care,
cosmetics, disinfectants, other toiletries and processed packed food product. Price of
the premium segment product of twice that of economy segment products. The
economy + popular segments cover up to 80% of the entire soap market.
Detergents formulation will continue to be determination by change in the machines

consumer are using. The move to high efficiency washing machine, which is use
relatively little water, has already resulted in the formulation of new high efficiency
detergents. And consumer enterprise to continue the improvement in the detergents in
future aspects.3
1.4 Introduction to the topic
If company wants to develop internal performance and management system, company

should concentrate on products and its quality. The company should recognize the
different dimension of performance and estimate the strengths and weakness. Having
production environment in an organization and understanding the nature of consumer
mind, in today’s competitive world it is big task. In an organization, product
innovation is important tool to satisfy the consumer in market, Product innovation is
activity that includes research and development, production, management and
technical design and commercial activity linked with marketing a new product.
Product innovation is a tool which is used to measure product performance moreover
product performance must be divided by the time and cost. Product performance is
measured and analysed by the product innovation in the organization.
A product is an element undertaken for auction. It can be obtainable to market to fulfil

or placate the desire or requisite to customer. The significance is charged to each
product according to the quality, demand and market performance. In an organization
3
Present Scenario of Indian Soap Industry uploaded by BuildungSroman.

product planning is important aspect for the better performance in the market. Product
planning helps to recognize the concern and problems regarding market and different
types of product and opportunities can be recognized which leads to the improvement
of organization quality system. Production management also compacts with decision
making about quality, quantity and cost etc...
Product management is a portion of business management. It is also known as

“Production Function”. It is slowly being replaced by operation management. The
main purpose of production management is to yield goods and services of right
quality, right quantity at right time and at reasonable cost. It also attempts to improve
the efficiency. Production management ensures full or optimum utilization of existing
production capacity.
1.4.1 Product performance
Product performance states about features, quality and value of product in an

organization. Product performance refers to performance of product in the market
according to its demand, quality and preference by the customer. And organization
should implement or innovate the product quality to improve the objective and goal of
the company. Product performance recognized broadly as a key factor in
implementing performance for planning a strategy and changing the process of
organization. Performance management in an organization plays a desperate role in
growing or improving companies’ competitiveness
1.4.2 Meaning of product performance:
Product performance denotes that quality and performance of existing products in the
firm. The introduction of new product and qualitative improvement of existing
products may enhance consumer welfare by providing consumer with better value for
money in terms of price and quality.4
1.4.3 Importance of production management
 Achievement of firm’s objective: Production management support the

business firms to achieve all organization goals and objective. It manufactures
products, which satisfy the customer demand, needs and wants. So, the
organization will develop its sales. This helps to achieve its objective.
4
https://financial-dictionary.thefreedictionary.com/product+performances

 Reputation, goodwill and image: Production management benefits to

organization to satisfy its customer. This develops the organization reputation,
goodwill and image. A good image assistance the organization to expand and
to grow.
 Helps to introduce new product: Production management helps to
familiarize new product in the market. It handles Research and Development
(R&D). This helps the organization to develop the better quality products.
These products are efficacious in the market because they give full satisfaction
to the customer.
1.4.4 The problems of originating effective performance measures for the

product introduction: comparisons with manufacturing operations.
Although effective action of the performance of product overview is important, it is

an area of work that is untrained, especially when compared to the use of performance
measures in manufacturing functions. In order to understand how this condition has
ascended, it is important to understand the relationship between the product
introduction process and the manufacturing operations process. Product performance
can be measured as a process that copses a product specification into all of the
information to manufacturing that product. The manufacturing operation process takes
that information and frequently uses it to create a new product. In terms of nursing
product introduction performance, it is comparatively easy to measures used for
manufacturing.
The quality of the information produced by it can only be fully assessed when it has
been used to manufacture a product. This means that not only most product
introduction quality be assessed indirectly, but also there is a time-lag between
producing the output of the process and the measurement of its quality.
The capability to evaluate the process quality is not the only distinction between
determining the performance of manufacturing operation and product presentation.
Product presentation involves process that may be extensively different from one
product to another and that, by their nature, will only be performed once. This means
that organization of both lead-time, resource and quality will be calmer in
manufacturing operation than in a product introduction atmosphere.

1.5 Quality management

Quality management in organization ensures that each action need to be planned,
developed and well organized in several services, professionalism and in company
structure. Quality Management build good framework that boosts a person’s progress
and company competencies. And also it insists on the requirement for a systemic
appear of talent management, which embraces clear policy to empower staff and
improve their creativity.
Quality management is far more than shifting the responsibility of inspection from the
customer to the producer. It requires a comprehensive approach, which must first be
recognized and then implemented if the rewards are to be realized. Today’s business
environment is such that managers must plan strategically to maintain a hold on
market share, let alone increase it. Consumers now place a higher value on quality
than on loyalty to their home-based producers and price is no longer a major
determining factor in consumer choice. Price has been replaced by quality and this is
true also in industrial services and many other markets.
Quality management (QM) is a concept based on continuous improvement in the

performance of processes in an organization and in the quality of the products and
services that are the outputs of those processes. It is a team activity, demands a new
culture, emphasis and it calls for discipline and quality knowledge. Quality activists
have identified several critical principles for successful QM practices, which, among
others, are as follows: top management commitment, customer focus, supplier
relationship, benchmarking, quality-oriented training, employee focus, zero-defects,
process improvement and quality measurement (Saraph et al. 1989). Top management
acts as the main driver for QM implementation, creating value, goals and systems to
satisfy customer expectations and to improve an organization’s performance (Ahire et
al. 1996).
1.5.1 Importance of quality Management
 Better quality refers reducing cost of scrap value, repairs and modify of
product. Increased productivity leads in better profit and shape the customer
loyalty in an organization.

 Quality grades in constant profit. Earning profit in one year and sustaining loss
the very next year will not represents high about an organization. This is
possible when the organization is able to maintain tenacious quality for its
product.
 Quality is an important component of operation management and production.
The three most often recognized aspect that influence a purchaser i.e. Quality,
Service and Price known as (QSP).
 Quality plays a leading role out of three. Mainly, quality or the potential
customer’s insight of quality, which can be influenced by promotional efforts
and advertising is important.
 Quality contains controlling action in various areas like: Manufacturing
quality, after sales service, Engineering, Purchased material quality.
1.5.2 Management principles of quality management
Quality management identifies a number of administration principles. Higher-ranking

management officials apply these principles to direct their institutes towards a better
performance. QM covers principles: customer focus, attachment of people, system
approach of administration, leadership, continual improvement and realistic approach
to make judgment in an organization
1.5.3 Core concept of quality Management
Quality Management presents suitable guidance that ensures accomplishment of

quality assurance value in an organization. This benefit all stakeholder group
(shareholder, creditors, government and institutions etc…) and results into frequent
capacity improvement hence achievement and maintenance leads to customer
satisfaction. The fundamental concepts involves continuous procedures development
driven by high level management that concentrate on vital process parts with clear
development goals. The other core concept is customer focus, which focuses on
internal and external customer. Moreover quality management gives more priority to
customer satisfaction by producing good quality products. The entire organization has
to safeguard that desired quality is achieved by following the concepts of quality
management.

1.5.4 Advantages & disadvantages of quality management

Disadvantages
 Production Disruption: Implementing a Total Quality Management system
in a company requires extensive training of employees and these requires them
to take some time of their day to day work duties.
While the improvements do reduce lead time, eliminate waste and improve
productivity, the beginning stages of implementing Total Quality Management
in an organization can reduce worker output.
 Employee Resistance: Total Quality Management requires change in mind
set, attitude and methods for performing their jobs. When management does
not effectively communicate the team approach of Total Quality Management,
workers may become fearful, which leads to employee resistance. When
workers resist the program, it can lower employee morale and productivity for
the business.
1.5.5 Advantages
 Emphasizing the needs of the market: QM helps in highlighting the needs
of the market. Its application is universal and helps the organization to identify
and meet the needs the market in a better way.
 Assures better quality performance in every sphere of activity: Adverse
and non-participative attitudes of the employees are the biggest obstacles in
the organization success, growth and advancement. TQM stresses on bringing
attitudinal changes and improvements in the performance of employees by
promoting proper work culture and effective team work.
 Helps in checking non-productive activities and waste: Every organization
aims at improving productivity as well as reduction in cost so as to result in
increase in profitability.
Under TQM, quality improvement teams are constituted to reduce waste and
inefficiency of every king by introducing systematic approach.
 Helpful in meeting the competition TQM techniques are greatly helpful in
understanding the competition and also developing an effective combating
strategy. Due to the cut throat competition, the very survival of many
organizations has become very vital issue.

 It helps in developing an adequate system of communication: Faulty and

inadequate communication and improper procedures act as stumbling blocks
in the way of proper development of an organization.
It results in misunderstanding, low- productivity, poor quality, duplication of
efforts and low morale. QM techniques bind together members of various
related sections, departments and levels of management for effective
communication and interaction.5
1.6 Meaning of Total Quality Management

Quality management is performance of administrating all the events and
responsibilities required to preserve a desired level of excellence. This comprises the
drive of quality policy, creating and acclimatizing quality assurance, quality planning,
and quality control and quality improvement. Quality management also known as
Total Quality Management (TQM). Quality management emphases on long term
objective and aim through implementation of short term vision. By implementing
quality in organization, organization can boost the quality of deliverables and achieve
total success, moreover it aids go set quality target to be met customer needs and that
target quality measured to take an actions to solve quality issues and disputes which
suggest accurate report on the overall level of quality achieved. Quality management
process will help to improve the organization quality. It also help the organization by
adapting a quality assurance process, to boost confidence in the quality of outputs.
1.6.1 Definition of Total Quality Management.

According to Feigebaum, “Total Quality Management is a systematic system of
participating the quality improvement, quality maintenance and quality development
of several groups in an organization so as to enable marketing, production, service
and engineering at most economical level which allow for full customer satisfaction”.
Total Quality Management helps an organization to moderate costs through rework

and elimination of waste etc… It increases profitability and competiveness of the
enterprises and help to sharpen the organization. It emphases on customer
5
Essay UK - http://www.essay.uk.com/essays/management/advantages-disadvantages-of-quality-
management/

requirement, TQM makes for tremendous customer satisfaction. This leads to more
sale, and good relation with customer. Through promoting quality culture in the
organization, TQM indicates to improvement in managerial and operative personnel’s
performance. And also helps to build a good image of the enterprises in the minds of
society. TQM aims at promoting mutual trust and honesty among employees, at all
level of organization. This leads to better relation in the organization.
Total Quality Management (TQM) is seen as an effective method that can

accomplish the task of higher quality levels and increased productivity. The purpose
of Total Quality Management is to implement a process that is long term to bring
about continuous improvement initiatives throughout the organization. TQM
integrates the fundamental techniques and principles of quality deployment. The
primary objective of TQM is to incorporate quality and integrity into all functions at
all levels of the organization.
1.6.2 TQM and its implementation
The following principles provide a framework for development of all quality

management structures and improvements process.
 International quality management: External accreditation (or validation)
agencies have traditionally evaluated institutions in relation to a set of
expected standards. In some countries this is still a major focus and in all
countries will remain an important element of accreditation. However, much
more importance is now attached to an institution’s ability to manage
effectively its own quality. This means external accreditation bodies want to
find mature institutions that can successfully identify their own strength as
areas for needed improvement, and areas for needed improvement, and then
develop a strategy to bring necessary changes that are evidenced by outcomes.
 Objectives should be linked to the institutional strategic plan: Strategic

planning and quality management looks at different aspects of the present and
future of an institution However, there are clear areas of overlap and
effective coordination between the two will strengthen the institution and
avoid unnecessary duplication of effort.

The most important area of overlap is in setting of goals. While a strategic

plan looks widely at institutional identity and direction, some of the
institutional goals and objectives identify in the planning process will be
directly or indirectly related to institutional quality. This will be particularly
the case if key performance Indicators is used to characterize institutional
goals. The overlap will be even more significant at unit levels, particularly
academic departments Institutions should ensure that there is enough
communication (ideally through overlap of individuals involved in decision in
both areas) to ensure that goals and objectives responding to the same issue
are not in conflict, and ideally are the same issue are not in conflict, and
ideally are the same.
 Institutional culture and learning organization: In broad terms a “learning

organization” is an organization that is open to (even enthusiastic about)
change and improvement. This isn’t always the automatic culture in a higher
education institution, where traditions can be strong and departments or
divisions/schools can operate with a high degree of independence. A learning
organization will be open to wide-ranging input, communicate across
departmental and/or school lines and be willing to challenge long-held
traditional positions-not for the sake of change, but when changes may be
necessary for positive change and growth. Is means, in effect, that there are no
“sacred cows‟ at any level or in any area of the institution? Transparency,
openness, responsiveness and creativity are the words that best describe a
learning organization.
It is possible to have effective quality improvement in an institution not
characterized in this way, but the effectiveness may be limited. In fact, it is
likely that most campuses have not fully developed the culture of a “learning
organization.” However, if the present institutional quality effectively, then the
administration has the responsibility to initiate change to enable that to
happen.
 Institutional Stakeholders: The need for quality and management of quality
in the delivery of academic programs has been generally accepted in higher
education procedures may have been informal, or may have relied on external
evaluation process, but they have been accepted as necessary. However, an

institution- wide quality improvement plan moves beyond the area of

academic quality. Its concern is equally with the physical campus, the quality
of student life, the attitude of faculty and staff, the satisfaction levels of faculty
and staff, the spiritual environment and the service o external constitutions. In
effect it is concerned with every area of campus operation. It must be
comprehensive.
It is important that the documents gathered by an institution support the
quality improvement process and is relevant and accurate. This is where all
administrators involved in quality issues need to recognize that they do not
operate in a vacuum. Ideally the institution should have a regular process to
gather factual and quantifiable data about institutional quality. It is important
that the information gathered by institutional research (research about the
institution) supports both quality improvement process and strategic
management processes. Once again, communication between different
institutional groups is vital. The individual (s) leading o quality management
need to inform the necessary individuals/groups of what information they need
on a regular basis, and need to take advice back on what may not be possible
or objective.
 TQM Implementation process: An institutional quality management
structure can be very complex. It deals with many areas of the campus, it seeks
to be inclusive and it wants to bring positive change at every operational level.
However, despite its broad ranging impact, whatever structure is introduced
mist appear simple and comprehensible to those who need to implement any
part of the process. Although it may be useful for the whole campus to
understand how the total plan works, in practice, what employees really need
to know and understand are the principles of the procedure and how it impacts
them in their work. And what the whole campus needs to know is how they
can give input into the process of quality improvement in a way ensures each
person will be heard.
 TQM Evaluation: Whenever evaluation is involved, there is always a level
of summative evaluation involved this gives a final judgment on a situation. A
quantity management process that does not draw some end conclusions will be
a weak one. Such summative evaluation, for example, might be that the

programs operated in the school of education are weak in technology training

and pedagogy. This may be concluded after considering feedback from a
number of sources. A summative conclusion that identifies areas of concern
should result in major recommendations for change and improvement.
A formative evaluation, on the other hand, is feedback that leads to re-
evaluation and change in a situation where immediate changes are possible
and may correct identified issue of concern.
 Quality Improvement Process: Confidence in quality improvement process
is often as much related to the effective communication of the process as they
are the decisions that are made. So, for example, if students are invited to
complete an end-of year’s survey on their educational experience that year, a
summary of the main conclusion should be given back to them, including an
identification of actions that will be taken as a result of the feedback. The only
time a feedback loop cannot be completed is when the feedback that is given is
confidential, such as in student evaluations of individual teachers.
1.6.3 Five steps to develop the quality program in an organization
 Use the team mindset: To make lasting and meaningful change in

manufacturing processes, it will take a team-based approach. By involving
multiple disciplines in the search for improved quality, a variety of
perspectives is obtained. Also of importance is knowledge of process history.
Why is the process the way it is today? There must be a reason or cause, and
that reason should be considered so as not to repeat a problem of days gone
by. By considering history and group perspective, solid improvements can be
obtained.
 Define Quality from the Customer Perspective: Too often, staff within a
manufacturing environment want to make a product “better” but don’t really
know what better means. With additional cost, we almost always can make a
product better. But is additional cost desirable by the customer even if it
means better product life? Someone in the organization should serve as the
customer advocate. Typically this voice can come from the sales or marketing

departments. Use the customers’ perspective to define what the best-in-class

product would be and meet those requirements while minimizing cost.
 Develop Organizational Understanding of the Cost of Quality: The cost to

fix a defect in the field once it reaches a customer is dramatically higher than
the cost to fix the source of the problem before it is created. It is essential that
the manufacturing staff be trained to understand the cost multipliers involved
with warranty repair or replacement and cost of damaged reputation. Once the
staff take this perspective, a desire to find root cause for problem solving is
inherently developed.
 Solve Problems Completely: All too often, manufacturing quality
improvements fix the symptoms of failure rather than the root cause. This can
be done by adding quality inspection steps or rework stations that make it
more efficient to fix defects. Instead, a true understanding of root cause should
be developed within the teams. When teams develop the ability (through
Ishikawa, fault tree, or five-why analysis) to ascertain root cause of defects in
the manufacturing process along with a “killer test” that verifies the ability to
turn-on and turn-off the problem in the manufacturing process, true solutions
to problems will be created that will not allow the return of the issue.
 Employ Strong Process Discipline: Throughout the quality improvement
process, it is essential that strong process discipline is employed. Depending
on the product that is being manufactured, deviation without proper team
cooperation and anticipation of the change could have dire quality
repercussions. While the organization should avoid cumbersome bureaucracy
that inhibits innovation, it is essential that some structure be employed to
maintain consistency and an understanding of the way the product is produced
during that time period so that root cause can also be identified later if new
problems arise as a consequence of the change.
1.6.4 Benefits of total quality management
TQM Total quality management simply refers to techniques used to improve

productivity and quality in organization, especially in business. It is a systematic
approach designed to enhance performance in all departments, extending to

employees and suppliers, as well as customers. Basically, it helps with pre-empting

and predicting mistakes that lead to inefficiency.
 Increases efficiency the main aim of implementing Total Quality Management in

a business is to enhance process efficiency and achieve productivity, by
eliminating problems that arise in work systems and processes. It addresses key
areas that need modifications, unnecessary tasks, redundant processes, as well as
unproductive activities.
 Encourages customer satisfaction another benefit of TQM relates to consumers
satisfaction. It therefore aims at identifying the best quality to match consumers’
expectations, improving quality of products and services. By predicting mistakes
and problems in work processes, TQM aims to provide quality service to meet
customer expectations.
 Improves organizational development Total quality management also aim at
improving organizational development. It not only focus in making changes in
educating employees on the importance of quality, but also strives to prevent
mistakes in business processes instead of correcting them. Therefore,
implementing TQM in your business will help improve efficiency in production.
 Flexibility TQM focus on the creation of departmental teams to encourage
knowledge between the departments. These interventions can improve overall
organizational development and broadening of skills, resulting in improved
performance in all departments. Moreover, this encourages flexibility in
maintaining cost competitiveness.
 Promotes supplier/ customer satisfaction another reason of implementing TQM in
business processes is that it promotes the principle of internal supplier/ customer
satisfaction.

CHAPTER NO-2
REVIEW OF LITERATURE AND RESEARCH DESIGNS
Literature review is most important to identify the problem of the study, which can be
solved by collection of data. It is very important to know that the work is doing by
researcher in a research should not be repeated again. Literature review observes
about the work that it is doing.
A literature review or narrative review is a type of review article. A literature review
is a scholarly paper, which includes the current knowledge including substantive
findings, as well as theoretical and methodological contributions to a particular topic.
Literature reviews are secondary sources, and do not report new or original
experimental work. Most often associated with academic-oriented literature, such
reviews are found in academic journals, and are not to be confused with book reviews
that may also appear in the same publication.
2.1 Review of literature
Aina Nindiani Mohammad Hamsal Humiras Hardi Purba (2018)6 “Product and
Service Quality Analysis: An Empirical Study of Customer Satisfaction in a
Bakery” This research aimed to analyze the performance of a bakery located in
Bekasi from the customer satisfaction on product and service quality. The method
applied was Importance-Performance Analysis (IPA). IPA was conducted to
determine the status of indicators related to product and service quality. It was to
provide input to management in taking strategic actions. The results reveal that the
priority of improvement is the taste indicator for product quality. On the other side,
courtesy indicator is the priority for service quality that occupies position in Quadrant.
Hence, the bakery should emphasis those indicators as improvement priorities.
Latif Atiyah (2016)7 “product quality and its impact on customer satisfaction” in
the field of Diwaniyah dairy factory” the aim of addressing this topic is to stipulate
the conceptual framework which describes the basic models related to quality. The
company main emphases on quality of product and customer satisfaction. The

objective of study is to build models to determine the nature of independent variables

(product performance, features, reliability and durability etc.) This study is
commended the need to establish a new culture of quality management inside the
company. Since the companies that concentrating for high performance of product to
determine the means that enable it to reach results.
Obasan, K.A., Ariyo, O.O. And Hassan, B.A. (2015)8 “Marketing strategy and
product performance: a study of selected firms in Nigeria” This study was
conducted to investigate the nature of relationship between marketing strategy and
product performance with a special focus on the food and beverage industry in
Nigeria. The study used primary data gathered from 284 randomly selected staff of
ten selected companies. These companies are quoted on the Nigerian stock exchange.
To do this, a questionnaire was adopted as research instrument. The data gathered was
subjected to factor analysis and regression analysis. The results show that indeed
marketing strategy impacts product performance of the observed firms. More so, of all
the factors considered (promotion strategy, Product strategy, Distribution strategy,
General marketing strategy and Pricing Strategy) promotional factors were found to
be most important, then product strategy while pricing mix account for the least
variation. This paper therefore recommends that business organizations should accord
necessary attention to the element of marketing strategy by designing market
strategies driven by a sound marketing management, targeting and strategic
positioning.
Barros, Paulo Sampaio and Pedro Saraiva (2014)9 “Study on quality

management principles and practices impact on the companies’ quality
performance”. Studied the relationship between the use and implementation of
quality management principles and practices and their impact on the companies’
quality performance. Data for the study is collected through semi-structured
interviews with the Portuguese Quality Leaders. Structural Equation Modelling
technique (SEM) is used to validate the data. The study results showed a significant
and positive relationship between the implementation of quality management
principles and practices and their impact on the companies’ quality performance.

Esin Sadikoglu and Hilal Olcay (2014)10 the study of “The effect of total quality
management practices on performance and the Barriers to TQM practices in
Turkey” this study scrutinized the impact of TQM practices on several performance
measured as well as causes and barriers of the TQM (Total Quality
Management).They implemented a cross- sectional survey methodology in this study,
and unit of sample was at plant level. This sample was selected form members firms
to Turkish Quality. This study is presented in various TQM practices meaningfully
affected by performance outcome. This result discovered that primary hitches that the
firm face lack of employee involvement, alertness and commitment of the employees,
unsuitable firm structure and lack of resources. This study suggest that each firm
should implement the TQM with all different ways to improve the performance, and
also provide resources to overcome the problems, issues or barriers that prevent
effective implementation of TQM practice.
Petr Suchanek, Jiri Richter, Maria Kralova (2014)11 “Customer Satisfaction,

Product Quality and Performance of Companies” This paper presents an analysis
of quality, customer satisfaction and business performance in food industry. The main
objective of the research is to determine the influence of quality on customer
satisfaction and on business performance and competitiveness. In particular, this
paper answers the following research question: Does the quality of a product result in
a satisfied customer and thereby in a well-performing business? Customer satisfaction
is defined as the satisfaction of the customer with a product and the business
performance as a capability to generate profit. Therefore, satisfaction was examined
by the means of a survey using questionnaires, and the performance was measured by
financial data. We managed to find a correlation between the main factors, although
partial results were due more factors mostly statistically insignificant.
Meera Singh (2013)12 “Product Quality for Competitive Advantage in

Marketing” in the study “Product Quality for Competitive Advantage in Marketing”
emphasised on the major position played by the quality of product in competitive
marketing. Product quality is vital area because it plumps the market share of the
company. It also used for discrepancy strategy by the few leading firms. Quality
creates volume and customer satisfaction. Higher level of quality outcomes in higher

level of customer satisfaction. Company profitability, customer satisfaction, product

performance and quality are closely connected. The study concludes that every market
should implement the total quality management for the betterment of the firm and
customer satisfaction. Only continuous improvement leads to excellent quality firm in
the market.
Johanna Emilia Hermans, Yang Liu (2013)13 “Quality management in the new
product development” the study on describes new product development (NPD)
process requires skills and disciplines each company should have. New product
development is one of the most profitable way for the company to get strong place at
market, it also creates a better possibility for future products growth, development to
compete in the market and to recognize the new product area and make an influence
to customer. Quality management has changed from the characteristic of the product
and service to one of the biggest success factors of an organization. It is very
important to build the quality to the process of products in market. The study suggests
implication of managerial quality in new product development process.
Jiangping wan, Ming Zeng (2013)14 “Case study on improving quality

management of W company’s new product development project” This study
states that improving the quality management of W company’s which includes current
analysis of the current situation with quality management of W company’s. This study
identify the existing issues for the improvement company scheme. Through
monitoring the implementation process .they have evaluated and implemented results.
The purpose of this study is to improve quality management of new product
development project.
Esin Sadikoglu, Cemal Zehir (2010)15 “Investigating the effect of innovation and
employee performance on the relationship between total quality management
practice and firm performance: An empirical study of Turkish firms” describes
the overall results of relationship between total quality management practices and the
firm performance. This study implemented cross sectional survey methodology. The
effect of QM on different type of performance is measured effectively. The objective

this study is to verify the total quality management and examine the effects of
employee performance and innovation.
Lordsleem Jr, Franco and Bezerra (2007)16 “Performance Indicators of the

Companies Quality Management Systems” clearly states that performance
dimension has been recognized as a key issue for quality management. However,
despite of using the process of quality management i.e. controlling and monitoring in
order to attend the normative requirements of certificates.
Jae-Hyeon Ahn, Dong-Joo Lee and Sang-youn Lee (2006)17 “Balancing Business
performance and knowledge performance of new product development” this
study is clearly describes, it categorized two important measurement of new product
performance i.e. business performance and knowledge performance. The business
performance is concerning new product in the market to know the outcome and input
of mistreatment of product in the present market. Meanwhile, the study discourse the
concern or issues, regarding controllable factor of new product performance through
an empirical inspection .They established that the business performance, contribution
of new product quality, organizational supports and new product performance in
marketing and technical ability to contribute perform in the both element. Overall this
study states that exploration can be well-matched with abuse or exploitation in new
product performance based on the results.
Vijay R, Kannan, Keah Choon Tan (2005)18 “Just in time, total quality
management and supply chain management: understanding their linkages and
impact on business performance” This study clearly states that to improve the
operations performance the three approaches have to be followed i.e. just in time,
quality management and supply chain management. These three implementation used
for advantages of integrated operation. This study empirically examines the just in
time, supply chain management and quality management in the organization to know
the business performance. The linkages between these three elements viewed by
organization. A final result indicates the commitment to dynamic with great

performance with strategic and operational level of just in time, Quality management
and supply chain management.
H.Driva, K.S Pawar, U. Menon(2000)19 “Measuring product development

performance in manufacturing organization” This study states measuring the
product development process is widely adopted in business. To survival in the market,
business should increase the quality and reduce costs. This study aimed to
development of the performance by measuring the product quality. PMPD (product
measurement and performance development) is method to guide managers in the
business for the improvement of decision making, during the product development
process. This study focuses on the results from survey to indicate the current practice
and future focuses intentions.
Brock Smith, Mark P. Pitchard and Peter Murphy (2000)20 “The destination
product and its impact on traveller perception” this study describes that it focuses
on destination of product and how the tourist received the complex of element and
experience of product .This study attempts to participate some of the concepts from
literature relating to destination. It examine the recognized the terms of quality. This
study is exploratory using existing data to expose some of the significant variables
working within the consumer’s perception of product. This paper reveals that
although the strength of general environmental element and quality seems to more
significant than the other element in this study. Specific managerial and research
problems are raised and results of analysis is measured by the elements of products.
Hubert Gatignon and Jean-Marc Xuereb (1995)21 “Strategic oriented of the firm
and new product performance” This study describes the various strategic
orientation of the firm i.e. technological, customer, and competitive orientation. The
study poses a structural model of the impact of strategic orientation of the firm on
performance of new product. This orientation viewed first as an ancestor of the
characteristics of the innovation of the new product in the market by the firm. The
market performance functions both innovation market and firms strategic orientation.
This study impacted to chain of events in the firm.

Barbara B. Flynn (1994)22 “ The relationship between quality management

practices, infrastructure and fast product innovation” This study stated delivers
strong preliminary support for the quality foundation and organizational foundation
which sustenance fast product innovation .In order to maintain effective and
efficiency, infrastructure should involve essentials of human resource management,
just-in-time and organization personalities. Thus fast product innovation can be
considered the main element of the manufacturing. Thus, study focuses on upcoming
work with relationship between elements of infrastructure and decisive how they
related to fast products innovation. Finally it is important to remain to verify the role
of infrastructure in fast product innovation and quality. This study analysis
organization infrastructure regarding product.
2.2 RESEARCH DESIGN:
2.2.1 Research
Research is a systematic, objective and exhaustive search for the facts relating to any
problems in the field where it is so be done.
2.2.2 Research Design
According to Kerlinger a research design is a plan, structure and strategy of

investigation so conceived as to obtain answers to research questions or problem. The
plan is the complete scheme or program of the research.
Research design is defined as a framework of methods and techniques chosen by a

researcher to combine various components of research in a reasonably logical manner
so that the research problem is efficiently handled. It provides insights about “how” to
conduct research using a particular methodology.
2.3 STATEMENT OF THE PROBLEM:
Product performance and quality management is important for any organization.

Proper utilization of resources will ensure the long run success of an organization.
Panchajanya Enterprises situated in Bengaluru is company earing profit and carrying

of operation successfully. It produces the hygiene products like toiletries, soaps and
detergents. This study on product performance and quality management is important
in Panchajanya enterprises as a model for customer. So this study is taken to analyse
the product performance and quality management. In this scenario, the present study
is undertaken to analyse the product and quality, issues and challenges faced by
Panchajanya Enterprises.
2.4 SCOPE OF THE STUDY:
The study is conducted at Panchajanya Enterprises, for the main purpose to measure
the product position and quality management. This study is limited in Panchajanya
Enterprises, with specific products. This study is connected for the period of one
month.
2.5 OBJECTIVE OF THE STUDY:
 To know the product performance and quality management in Panchajanya

Enterprises.
 To find the factors affecting product performance in Panchajanya Enterprise.
 To analysis gaps between customer expectation and perceptions.
 To suggest the means and ways by analysis.
2.6 METHODOLOGY OF THE STUDY:
This study is descriptive in nature using primary data which is directly collected from
the respondents with a help of Questionnaire.
Secondary data is gathered from journals, articles, newspaper and the information
available on company’s website.
2.7 LIMITATION OF THE STUDY:
 The study is confined to Panchajanya Enterprise.

 This study is prepared only for the academic purpose which will not extent
due to time constrain.

CHAPTER NO- 3
COMPANY PROFILE
INDUSTRY PROFILE
3.1 Introduction
Personal care or skincare products is the business which buyer or purchaser utilized as
a part of personal hygiene and beatification. The Toiletry wholesaling industry
accepts a basic part in distributing merchandise to downstream retailer. This items
includes toiletries, soaps and detergents. Wholesaler obtain items from local and
outside producers and convey them to retail outlets for final customer. For example,
super market, cosmetics retailer and pharmacies. The business has changed in the
current year, even with its life cycle.
3.1.1 History
The various strengths involves in the business at different rates and different periods
or time, yet a large portion of organization most essential items have reported
forerunners going back a great many years. Several records place cleanser’s
development between 2500 B.C. In the U.S, the cleanser making business marks 1837
as a fundamental year. One of the premier late essential occasion for the cleanser and
cleanser market was the value pricing trend. The mid Nineteen Nineties saw a move
amid this market a long way from premium rating for the name marks as clients
turned into extra value conscious. These included, for example, cleanser with dye or
cleanser and three-in-one personal cleaning bars. Researcher expected that multi
advantage bars would catch 10 to 20 percent of the cleanser advertise by the mid-
1990s. The industry performance various wide by the item segment, however zones
were developing moderately gradually inside the United States since it entered the 21st
century. Inside the late 1990s, each segments’ deals were developing at a mean of
marginally beneath three percent consistently. This implies industry deals were hardly
rising faster than the rate of inflation, waving how much the U.S. market is immersed.
Beauty care products and personal care were, by a little margin, the slowest
developing section at 1998. Give below is a short outline of vital innovation
throughout the times of the historical backdrop of detergents

1950s
Fluid clothing, hand dishwashing and generally useful cleaning items
 Automatic dishwasher powders

 Detergent with oxygen dye.
 Fabric condition (wash cycle included).
1960s
 Prewash soil and stain removers

 Laundry powders with catalysts
 Enzyme presoaks
1970s
 Multifunctional items (e.g.., cleanser with cleansing agent)

 Fabric conditioners ( sheets and wash- cycle included)
 Liquid hand cleansers
1980s
 Automatic dishwasher liquid

 Detergents for cooler water washing
The foremost archaeological evidence of presence of cleanser was found in old

Babylon, more than 4800 years prior. However the engraving found at the pots that
were expected for bubbling of creature fat with fiery remains did not give references
of cleanser utilization. Old Egypt gave many confirmations of cleanser's across the
board use – from restrictive showers, to giving therapeutic care to the skin and device
for more productive washing of garments. A substantial number of industries have
been built up in the post-independence India in private, open and joint parts. There are
a great deal of modern assets and crude materials accessible in India. However, later
on, industrialization at medium and little scale was taken up in every one of the states.
The fundamental parts of industrialization today are hardware, transport and media
transmission. Contrasted with cutting edge nations, there is next to no
industrialization in India. Around 10 per cent of the aggregate specialists are utilized
in the sorted out mechanical area. Both private and open segments have developed

one next to the other since freedom. Vast scale ventures begun in the initial fifteen
years of arranging in India. Rate of industrial development was fluctuating between 2
to 12 for per cent. However, we have watched a steady industrial growth after 1967.
The persisting elements which have added to the development are endless natural
resources, economic surplus, extensive work constrain, high urban focus, convergence
of surplus inside a little social gathering, accessibility of trained faculty, a stable
political structure, effective methods for state financial control, and so forth.
Presently, the development rate is around 8 per cent. Today, India is one of the top
developing nations contrasted with the nations of Africa and South America. India's
positioning among the world's 10 biggest assembling nations has enhanced by three
spots to 6th position in 2015.
3.1.2 The toiletries market can be divided into two parts –
• Premium Segment- Caters to the high brand conscious urban higher class
• Price Sensitive Segment - Caters to the price conscious middle and lower middle
class.
3.2 Indian market growth
India's manufacturing part can possibly touch US$ 1 trillion by 2025. There is
potential for the area to represent 25-30 for each penny of the nation's GDP and make
up to 90 million local employments by 2025. Business conditions in the Indian
assembling part keep on remaining positive.
3.3 Global presence
Many of the industry's top organizations infer a noteworthy share of their income
from global deals, and assortment of the world's biggest change product and toilet
article firms— including Unilever and L’Oreal—are essentially based outside the
United States. These enterprises have come back to confront moderately tight,
moderate developing markets in immersed markets like that of the United States.
As per worldwide Cosmetic business, America guaranteed the best extent of the
$22.8 billion world commercial centre for personal hygiene item in 2000 ($7.7
billion), trailed by Asia/Pacific ($7.4 billion), and Western Europe ($6.5 billion). The
Americans conjointly comprised the best share of the $19.7 billion worldwide
cosmetics market in 2000 ($7.7 billion), followed by Western Europe ($6.1 billion),
and Asia/Pacific ($5.5 billion). Information from Euro monitor, listed in Chemical

Market newsperson, graded the world's leading cosmetic corporations within the early
2000s. Leading the list was L’Oreal, with about 17 % of the market; Estee Lauder
Cos. Inc., with almost 11 % of the market; Procter and Gamble Co., with in regards to
9 % of the market; and Revlon, with seven %.
3.4 Future prospectus
India Toiletries and Household Cleansing Market Outlook to 2019 – Aggressive

Marketing Strategies and Growing Hygiene Awareness to Propel Growth provides a
comprehensive analysis of the market size of the toiletries and household cleansing
industry in India, market segmentation on the basis of product type (dish washers,
toilet cleaners, floor cleaners and liquid hand wash). The report additionally involves
the piece of the pie and organization profiles of the significant players in the
composed portion of toiletries and household cleansing items. The analysis of the
future toiletries and household cleansing market business sector in India is given on
the premise of income of the market over next five years. The toilet cleaning market
had displayed a revenue growth from FY’2009-FY’2014. Growing awareness,
simpler access to scope of items through composed retail arranges and changing ways
of life have been the key development drivers for the segment with even provincial
family units beginning to show inclination for can cleaner items rather than phenyl
and acids which encouraged the further extension of the business in India. The market
is required to develop in the coming years with expanding number of inventive item
dispatches by the current players concentrating on specialty uses and accommodation,
for example, multifunctional cleaners. For example, multifunctional cleaners. The
prefer ability for the non-ionic surfactants with their inherent bio-friendly properties
and degradability are also likely to make headway in the household care market of the
country.

3.5 Company profile
Panchajanya enterprise is a company which manufactures the cleaning products which

are common for both industrial and domestic requirements and they are also the third
party manufacturers of animal & poultry feed supplement to the US based company
named as Cargill (provimi) which is the biggest company in making of food
supplement to the animal and poultry farming. The company has embarked on
innovation and also diversification of products.
The company started as sole proprietary concern in the year 2002. The company is
well known by its customers as Samaritan. Panchajanya enterprises is a vivacious
service provider , but has dedicated and committed itself to the field of medical,
institutional , industrial and domestic sector by providing the best cleaning
satisfaction with qualitative products and continue to anticipate customer requirement
expansively to deliver the consistent quality products at affordable prices. The
company has grown hard way and learnt that customer’s satisfaction and service is
ultimately what matters to be successful. It is the first generation entrepreneurship
company and the proprietor is well trained technical by M/s. MSME, Bangalore a
Central Government, training body for the upcoming entrepreneurs.
The products are manufactured under the strictest standards of quality and the ISO
9001-2008 certification is one such a milestone to be considered. The company
deliver a wide range of products at a single point which offers a great value to the
customers by providing excellent performance economically.PE gives everything one
needs to make environment (where-soever) clean, pleasant and hygiene. The choice of
professionals through commitment to provide the time bound and right product for
every task at affordable prices and has kept the company in the business over the
years. There are almost 60 employees working in the company. It has registered off
and company at Doddagollarahatti, magadi main road, Bangalore and unit 2 concern
at K.S.S.I.D.C, Industrial estate, Magadi taluk , Ramanagar dist. The company has a
annual turnover of 2-5 crore.
Vision
Our vision is to Nurture this spirit of service and endow with the best cleaning
products to our customers by utilizing the Innovative Formulations so that our

customers expectation of Quality, Safety and Value consistency are met thereby
ensuring their ample fidelity.
Mission
The mission of the company is to provide qualitative and quantitative products to its
customers at an affordable prices and render continuous service anytime.
3.6 Quality policies
The company is committed to provide products and services as per customer

requirements and specifications. We will establish systems and implement necessary
actions to ensure that all products and services are of customer delight. Employee’s
interest will be retained by providing good working environment.
3.6.1 Products and services
Table No 3.1 Name of Product
SL.NO Product Name
1. Cleaning Liquid (Multi-purpose liquid)

2. Liquid Soap – Quick Clean
3. Herbal White Deodorant – Quick Phaino
4. Glass Cleaner – Quick Shine
5. Dish Wash Liquid – Quick Wash
6. Hand Wash Liquid – Quick Soft
7. Dish Wash Powder – Quick Wash
8. Detergent Powder – Quick Wash Plus
9. Fabric Whitener – Quick Bright
10. Toilet Cleaner – Quick Flush
11. Air Freshener – Quick Fresh
The company is catering to various industrial units like 100% EOUs, Pharmaceutical
Companies, Food & Fruit Processing units, etc.
Our major customers (from various industries)
• Food
◦ Ken Agritech Pvt. Ld. - Hubali

◦ Tropicool Foods Pvt. Ltd. - Hubli
◦ Satvik Foods
◦ BAMUL (KMF)
• Pharmaceuticals
◦ Geltec Limited
◦ Karnataka Agro Chemicals
◦ GVK EMRI 108 Ambulance
◦ Sai India Limited
• Institution & Hospitals
◦ Indian Institution of Science
◦ Sambram Group of Institutions (Medical Inst. of Hospital)
◦ Acharya Group of Institutions
Their major customer is CARGILL (provimi) US based company. The company

supply their
Product through online by INDIAMART and TRADEINDIA.
3.6.2 PRODUCTS:
Figure No: 3.1 Quick Hand wash Figure No: 3.2 Foaming hand soap

Figure No: 3.3 Quick clean Figure No: 3.4 Quick Wash ( Read mix)
Figure No: 3.5 Quick and easy (Zip Wax) car wash and wax
Figure No: 3.6 Quick Dish Wash Liquid

Figure No: 3.7 Panchajanya Enterprises products
Figure No: 3.8 company picture
Figure No 3.9 Picture of the Panchajanya Enterprises
3.6.3 Infrastructure facilities
The company has built within 2acres of land which gives a good working
environment for the Employees. It includes different working areas like packing,

production, warehouse, Laboratory, label section, housekeeping room, dress changing

rooms for the employees and then gather for the working area. The company contains
huge equipment’s for the production and other process of manufacturing costing
corers. The products will be tested in the lab which is within the premises. The
company has adopted new methods and technologies for the manufacturing process
with new plants and machinery.
There are no competitors for this company as it deals only with direct sales and hence
there is local sales there is no such competition for them in the market. It is only
meant for corporate sales like Pharms, institution, hospitals, industries etc. No
domestic packaging only bulk packing. Small packing are through orders only. The
manufacturing orders are taken through tenders and control rate (annual agreement).
To be considered the major competitors are HUL, John Diversy, Reckitt, and P&G.
Even though the company may not have grown to the extent of the above mentioned
competitors, it has made a remark in the market through its qualitative and
quantitative products at an affordable prices.
3.6.4 SWOT ANALYSIS
STRENGTH
• Good quality products: The Company provides good quality and quantity of
products at an affordable prices. The company is well known for good service.
• Availability of raw materials: The Company gets good raw material supply for the
production supply at a low supply rate.
• Low set up cost. Expenses incurred in setting up a machine, work canter, or

assembly line, to switch from one production job to the next is comparatively less.
• Good customer relation: It has a good relation with its customers. So it is easy to
contact for the order that is served by the company.
• Innovation and creation: The products so produced are of qualitative as it involves

innovative ideas of production through herbal items.
WEAKNESS
• Less advertisement opportunity: The Company has a very less advertisement

opportunity compared to other firms.
So it lacks and it is a weakness for the company.

• Lack of fund supply: The availability of funds to the small scale industries are less.
• Less number of skilled labours: As it is a small scale industry, there is less number
of skilled labours in the firm.
• Marketing is one of the weakness to the company which may involve poor
standardization, poor designing, poor bargaining power, brand preferences, lack of
knowledge in marketing.
OPPORTUNITY
• Technological up gradation: The company adapts to technological changes that

enters into the market immediately and train the employees according to the
technological changes.
• Online ordering process: The Company has the facility of orders that are taken
through online. It provides ordering facilities to its customers.
• Product expansion: There is a scope for product expansion through various types of
products that are offered by the company.
THREATS
• Huge competition: As it is a small concern it is facing heavy competition in the

markets by big firms producing same type of products.
• Product substitution: there is a threat of product substitution as the products

produced by the company is not unique. There are many number of firms producing
same products.

CHAPTER NO – 4
DATA ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
The process of establishing the meaningful relationship between the items of two
financial statement with the objectives identifying the financial and operational
strength and weakness. This process included both analysis and interpretation. There
are number of methods or techniques which are used in analysis of financial statement
are comparative statement, trend analysis, common size statement etc.
Data analysis is the process of critically examining the details of accounting

information given in the financial statement for the purpose of analysing individual
item. Their interrelationship with other related figures are established. The data is
sometimes re-arranged to have better understanding of the information with the help
of different techniques or tools. Financial statement analysis is largely a study of
relationship among the various financial factors in a business as disclosed by a single
set of statement and a study of the trend of these factors as in a series of statements.
4.2 Meaning of Data Analysis
The data analysis by the analyst is instrumental in understanding the current situation
so that we then know which steps should be adopted to grow.
Analysis refers to proper arrangement of data where in the total figures in the
financial statements are regrouped their distinct or the different parts. Analysis of
financial statement means splitting up or regrouping of the figures found in the
financial statement into the derived homogeneous and comparable component parts,
in other words it is the re- classification and re-arrangements of the funds in the
financial statement into groups of a few principle elements according to their re-
semblance’s and affinities and presenting them in the form most convenient for
interpretation.

4.3 Meaning of Interpretation:
Interpretation refers to the composition of the various components and conclusions

may be drawn about the earning capacity, efficiency, profitability, liquidity, solvency,
trend etc. Comparison therefore much essential for meaningful interpretation.
Interpretation deals with task of drawing inferences from the collected facts.
4.3.1 Interpretation is necessary why?
The purpose of collection and interpretation is to acquire useful and usable

information and to make the most informed decision possible. From the business, to
newlyweds researching their first home-data collection and interpretation provides
limit less benefits for a wide range of and individuals.
4.3.2 Data Analysis and interpretation, regardless of method and qualitative or

quantitative status, may include the following characteristics
 Data identification and explanation

 Comparing and contrasting of data
 Identification of data outliers
 Future predictions

Objective no 1: To know the product Performance and Quality Management in

Table No 4.1
Table showing cost of quality report
Panchajanya Enterprises
Cost of Quality Report
For the year ended March 31, 2018
Particulars Cost (₹) % of sale
Prevention Costs:
Materials inspection 25478
Employees quality training 11254
Product design 19875
A TOTAL PREVENTION COSTS 56607 0.47%
Appraisal costs:
Quality testing 13548
Quality audits 15478
Purchase acceptance 18754
B TOTAL APPRAISAL COSTS 47780 0.39%
Internal failure costs:

Scrap 21221
Rework 15547
C TOTAL INTERANAL FAILURE 36768 0.30%
External failure costs:

Customer quality complaints 47971
Returned goods 8478
D TOTAL EXTERNAL FAILURE COSTS 56449 0.47%
TOTAL COST OF QUALITY A+B+C+D 197604 1.64%
Source: Secondary Data
SALES 120000

Table No 4.1.1
Particulars Cost (Rs) % of sale
Prevention Costs:
Appraisal costs:

Scrap 21258
Rework 15687

Returned goods 7897
SALES100000

Table No 4.1.2
Particulars Cost (₹) % of sale
Prevention Costs:
Appraisal costs:

Scrap 22141
Rework 16212

Returned goods 6558
SALES 110000

Table No 4.1.3
Table showing the comparison of cost of quality of last three years
Years Cost of quality Percentage
2016 176116 0
2017 193430 10%
2018 197604 12%
Analysis
The above table 4.1.3 revels, in the years 2016 the cost of quality is ₹ 176116 when
the sales are 110000 units and in the year in 2017 the cost of quality ₹193430 and the
sales are 100000 units and in the year 2018 the cost of quality is ₹197604 where the
sales are 120000 units.

Figure No 4.1
Table showing the comparison of cost of quality of last three years
coq
205000
200000 197604
195000 193430
190000
185000
180000 176116
175000
170000
165000
160000
2016 2017 2018
Interpretation
Figure 4.4 gives the cost quality (COQ) that is increasing year by year using trend
analyses. The above figure indicates that majority of cost of quality is in the year
2018 that is ₹197604 and least cost of quality is in the year 2016 that ₹176116. By
implementing the concept of COQ, it eliminates defects before production begins and
help companies to increase their profits.

Table No 4.2
Showing variation in quality testing and quality auditing
YEARS 2016 2017 2018
Quality Testing 14714 14558 13548
Quality auditing 13141 16478 15478
Interpretation
For preparing cost of quality reports, the analyses shows that there is minute variation
in the Quality Testing and Quality auditing in the year 2016 to 2018, from this
analyses we can interpret that Quality of the production in the different years shows
small difference. From this the company is trying to recover the quality of the
company.

Table No 4.2.1
Showing the variation in the purchases
Particular 2016 2017 2018
Purchases 16583 17754 18754
Source: Secondary data
Figure No 4.2.1 showing variation in the purchases
Purchases
19000 18754
18500
18000 17754
17500
17000
16583
16500
16000
15500
15000
2016 2017 2018
Interpretation
From above figure we can interpret from 2016 to 2018 the production has been
increased so from this we can conclude that the company has in good position for
their quality products from past three years.

Table No 4.3
Product performance and quality management analysis
SL.NO PARTICULAR WAM Percentages
1. Product material 12.25 27
2. Quality of the material 11 24.44
3. Performance of the product 8.88 19.73
4. Getting products according to the convenient 10.75 23.88
5. Reasonable price 12 26.88
6. Company prioritizes quality consideration as 10.88 24.17

early as the product/services development
phases
7. Customer requirements and suppliers feedback 10.88 24.17

are incorporated in product development
8. Whether Company ensures its benchmarking 9.88 21.93

activities results to significant improvement in
the company’s quality performance
Source: Primary data

Interpretation
The above table 4.3 revels that opinion about Product Performance and Quality
Management analysis conducted in Panchajanya Enterprises. It reveals that how the
respondents have given their opinion, by using Weighted Average Mean.
Product positioning is a form of marketing that presents the benefits of company

products to a particular target audience. Through market research and focus groups,
market can determine which audience to target based on favourable responses to the
product.
The customer gave the first priority to the Product material of the company that is 27
percentage and second priority is Reasonable price that is 26.88 percentage it
indicates that customer are more combatable with price of Panchajanya Enterprises.
Next opinion given by the customer is Quality of the material that is 24.44 percentage
and next opinion is 24.17 where the company prioritizes quality consideration as early
as the product/services development phases and Customer requirements and suppliers
feedback are incorporated in product development, where 23.88 percentage of
customer agrees that company is providing products according their convenient and
the least priority is given by customer is that Performance of the product that is 19.73.
From above analysis the company’s intends to know how company’s brand is actually
performing in the market.

Table No. 4.4
Table shows annual turnover of the company
SL.NO YEARS TURNOVER
2012-2013 8435079
1
2 2013-2014 12966003
3 2014-2015 19231062
4 2015-2016 57821977
5 2016-2017 57875051
6 2017-2018 8,46,18,060
Analysis
From the above table 4.4 it shows that analysed that in the year 2012-2013 turnover
is 8435079 crores, 2013-2014 turnover is 12966003 crores , 2014-2015 turnover is
1,92,31,062 crores, 2015-2016 turnover is 57821997 crores, 2016-2017 turnover is
57875051 crores and 2017-2018 turnover is 84618060 crore.

Figure No 4.3
Showing the annual turnover of the company
900.00 846.18
800.00
TURNOVER
700.00
578.22 578.75
600.00
500.00
400.00
300.00
192.31
200.00 129.66
84.35
100.00
0.00
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
Interpretation
From the above figure 4.4 gives that the companies turnover are gradually increasing
from 2012-2018, 84.35 to 846.18 crores. In the year 2012-2013 the turnover of the
company was 84.35 crore and in the year 2013-2014 the turnover was 129.66 and in
the year 2014-2015 the turnover was 192.31crore and in the year 2015-2016 the
annual turnover was 578.22 crore and 2016-2017 the turnover was 578.75crore and in
the year 2017-2018 turnover was 846.18crores. It measures how fast a company sells
inventories. There is no drop in the turnover because conventional production has
been provided by the company

Table No 4.5
Table shows the experience of products towards Panchajanya Enterprises

products
Experience No of Percentages
respondents
0-2 years 7 15.56%
2-4 years 19 42.22%
4-6 years 15 33.33%
6 years and above 4 8.89%
Total 45 100%
Source: Primary Data
Analysis
From the above table 4.5 it shows, the experience of products in Panchajanya
Enterprises, Out of 45 respondents, in 2-4 years there are 19 respondents, who has
more experience of products, and in the years 4-6 years there are 15 respondents, and
in 0-2 years there are 7 respondents and in 6 year and above there are only 4
respondents which is least respondents and majority in experience of products is in
the year 2 to 4 years that is 19 respondents.

Figure No 4.4
Showing the experience of employees
EXPERIANCE LEVEL (%)
4, 9% 7, 16%
0-2years
2-4 years
15, 33%
4-6 years
19, 42% 6 years and above
Interpretation
Figure 4.5 gives the usage of products from respondents. It is found that out of 45
respondents taken for the study, 7 respondents (16%) were in the year of 0-2 years
and 19 respondents (42%) were in the year 2-4 years and 15 respondents (33%) were
in the 4-6 years and 4 respondents (9%) were in the year and above. It reveals that the
position of products in a firm.

Objective no: 2 to find the factor affecting product performance in Panchajanya

Enterprises
Table No 4.6
Table showing the customer expectation and perception towards products
Satisfaction level Percentage (%)
Ease of use 28.88%
Reliability 24.44%
Speed 24.44%
Features 26.67%
Product Information 17.77%
Product packing 22.22 %
Product Performance 35.55%
Others (Quantity, Size etc.) 46.67%
Analysis
From above table 4.5 showing the customer expectation and perception towards
products. Out of 45 respondents can interpret that customer expecting more on
Quality, Size etc. from the company that is 46.67% and next is Product Performance
that is 35.55%, where customer are satisfied with Ease of use that is 28.88% and
respondents were agreed with Features of the products that is 26.67% and Reliability
and Speed is 24.44% according to the respondents. And least satisfaction level is
Product Information in the company.

Figure No 4.5
Showing the satisfaction Level
46.67%
50.00%
45.00%
40.00% 35.55%
35.00% 28.88%
26.67%
30.00% 24.44% 24.44%
22.22%
25.00% 17.77%
20.00%
15.00%
10.00%
5.00%
Series1
0.00%
Interpretation
From above figure 4.6 gives the satisfaction level from respondents. Customer
satisfaction is one of the indicators of company’s health, It can be found through
analysis, that is from 45 respondents were is 46.67% were in others and product
performance is 35.55% and the ease of use is 28.88% where respondents mainly
satisfied with usage of product with easily, and the least product information that is
17.77% there is lack of product information and the second least is product packing
that is 22.22% which effect the satisfaction level of respondent.

Table No 4.7
Showing whether the pricing at Panchajanya Enterprises is reasonable.
Particular Respondents Percentage (%)
Strongly Agree 11 24
Agree 20 44
Neutral 6 14
Disagree 5 11
Strongly disagree 3 7
Analysis
It is inferred from table no 4.7 reveals that the pricing at Panchajanya Enterprises. Out
of 45 respondents, 11 respondents were strongly agree the company, 20 were agreed
and 6 were neutral with price of Panchajanya Enterprises, were 5 respondents were
disagreed in terms of pricing and 3 were strongly disagreed with regarding price in

Figure NO 4.6
Showing pricing at Panchajanya Enterprises is reasonable.
Chart Title
25 50%
45%
20 44%
20 40%
35%
15 30%
11 24% 25%
10 20%
6 14% 15%
5
5 11% 10%
3
7%
5%
0 0%
Strongly Agree Agree Neutral Disagree Strongly disagree
Series1 Series2
Interpretation
From the above figure 4.7 it clears that, 24% of respondents strongly agree that
pricing at Panchajanya Enterprises is reasonable, 44% of respondents agree that
pricing at Panchajanya Enterprises is reasonable, 14% of respondents are neutral and
11% of respondents disagree to the above statement. Hence we see major portion of
the respondents are agree about pricing at Panchajanya Enterprises being reasonable,
followed by those who disagree to the same.

Table No: 4.8
Showing factors which attract consumers to buy at Panchajanya enterprises
Particular No of Respondents Percentage (%)
Brand Image 6 13
Good facility 20 44
Excellence Products 10 23
Decent pricing 9 20
Analysis
From above table 4.8 respondents attracted by the Good facility that is 44% and 23%
were respondents were attracted by Excellence Products and where 20% were
attracted towards Decent Pricing in the Panchajanya Enterprises and least attraction
by the respondents were respondent for the Brand Image that is 13%.

Figure No: 4.7
Showing factors which attract consumers to buy at Panchajanya Enterprises
RESPONDENT
9 6
10
20
Brand Image Good facility Excellence Products Decent pricing
Interpretation
Respondents are more combatable with Good facility provided by the company that is
20 of them are agreeing, and 10 of them of are told Brand image and where 9
respondents opinion is Decent pricing and the least respondent are respondent for the
Brand Image that is 6 respondents

Objective No 3 to analyses gap between customer expectation and perception
Introduction to customer perception
Today’s consumer has become increasingly demanding. They not only want high
quality products but they also expect high quality customer service. Delivering
superior value to the customer is an ongoing concern of Product Managers. This not
only includes the actual physical product but customer service as well. Products that
do not offer good quality customer service that meets the expectations of consumers
are difficult to sustain in a competitive market. SERVQUAL (service quality gap
model) is a gap method in service quality measurement, a tool that can be used by
Product Manager across all industries.
The Customer Gap: The Gap between Customer Expectations and Customer
Perceptions
The customer gap is the difference between customer expectations and customer
perceptions. Customer expectation is what the customer expects according to
available resources and is influenced by cultural background, family lifestyle,
personality, demographics, advertising, experience with similar products and
information available online.
Customer perception is totally subjective and is based on the customer’s interaction

with the product or service. Perception is derived from the customer’s satisfaction of
the specific product or service and the quality of service delivery.
The customer gap is the most important gap and in an ideal world the customer’s
expectation would be almost identical to the customer’s perception. In a customer
orientated strategy, delivering a quality service for a specific product should be based
on a clear understanding of the target market. Understanding customer needs and
knowing customer expectations could be the best way to close the gap.
The Knowledge Gap: The Gap between Consumer Expectation and

Management Perception
The knowledge gap is the difference between the customer’s expectations of the
service provided and the company’s provision of the service. In this case, managers
are not aware or have not correctly interpreted the customer’s expectation in relation
to the company’s services or products.

If a knowledge gap exists, it may mean companies are trying to meet wrong or non-
existing consumer needs. In a customer-orientated business, it is important to have a
clear understanding of the consumer’s need for service. To close the gap between the
consumer’s expectations for service and management’s perception of service delivery
will require comprehensive market research.
The Policy Gap: The Gap between Management Perception and Service Quality
Specification
According to Kasper et al, this gap reflects management’s incorrect translation of the
service policy into rules and guidelines for employees. Some companies experience
difficulties translating consumer expectation into specific service quality delivery.
This can include poor service design, failure to maintain and continually update their
provision of good customer service or simply a lack of standardization. This gap may
see consumers seek a similar product with better service elsewhere.
The Delivery Gap: The Gap between Service Quality Specification and Service
Delivery
This gap exposes the weakness in employee performance. Organizations with a

Delivery Gap may specify the service required to support consumers but have
subsequently failed to train their employees, put good processes and guidelines in
action. As a result, employees are ill equipped to manage consumer’s needs. Some of
the problems experienced if there is a delivery gap are:
 Employees lack of product knowledge and have difficulty managing customer

questions and issues
 Organizations have poor human resource policies
 Lack of cohesive teams and the inability to deliver
The Communication Gap: The Gap between Service Delivery and External
Communications
In some cases, promises made by companies through advertising media and

communication raise customer expectations. When over-promising in advertising
does not match the actual service delivery, it creates a communication gap.
Consumers are disappointed because the promised service does not match the
expected service and consequently may seek alternative product sources.

Implementation challenges: Gap models
The main challenge with relationship marketing is that it is dependent on perceptions

and interpretations of those perceptions into products and services. This can be
analysed in the context of the 5 Gaps model which is as discussed below.
Source: strategicmgt15.blogspot.com
Figure No: 4.8 gap models
Gap 1: This relates to the accuracy in the interpretation of customer expectations.

This can be caused by poor management perceptions or through poor expression by
the customers. In some cases, customers may fail to point out what they dislike about
a product or service in fear of disappointing the organisation’s employees (Merlin,
2000). This could lead to misunderstanding of their true expectations. In order to

overcome this challenge, relationship marketing should be combined with occasional

independent research.
Gap 2: This gap is present where the employees or management are unable to
accurately translate their perceived consumer expectations into products and services.
Gap 3 and 4: Gap 3 relates to service delivery approach while Gap 4 relates to mode
of communication to customers. With effective use of the information technology at
the disposal of the organisations, effective direct marketing programs can be
implemented targeting the customers that would be expected to demand for the
products (Donnelly and Fearne, 2012.
Gap 5: The difference between the perceived service and the expected service can be
remedied by focusing marketing communications at explaining the service delivery
processes and functionality of the products being sold (Merlin, 2000). However, few
studies have been conducted to monitor trends in the widening or narrowing of these
gaps. Relationship marketing can be exploited to reduce this gap by encouraging
candid discussions on the same.
Factors deciding customer perception
In general, customer perception can be influence by a lot of factors. Some of the

major factors are,
● Consistency of performance – How has the brand performed in the past and how it
is performing currently.
● Emotional connect – Superb brands know that emotional connection with the
customer is critical to brand development.
● marketing communications – How the brand communicates with the customers

using the various media vehicles.
Importance of customer perception
When customers buy your products, they purchase much more than physical objects.
Successful marketing involves building a brand with sensory and emotional triggers

and then working daily to reinforce the image that your brand triggers in the hearts
and minds of customers. The consumer perception that can make or break your brand
may be carefully cultivated through clever and effective advertising. Changes in
consumer perception of brands can also spring seemingly out of nowhere, as when the
Hush Puppies shoe brand became a fad during the '90s with little engineering from the
company itself. Whether your company has painstakingly fostered customer
perception or had the great fortune to unwittingly benefit from it, the importance of
your brand's reputation should never be underestimated.
Factors affecting customer perception
The factors affecting customer perception are,
● Price
● Quality
● Service Quality
● Packing and Branding
● Reputation
Price:
Price has a complex effect on consumer perception. On the one hand, consumers
appreciate a bargain and are often likely to favour an economically-priced item. On
the other, consumers often perceive very inexpensive items as cheap and discard able,
ultimately damaging a consumer's view of a product even if the product remains the
same and the consumer is benefited from a price reduction. Especially sophisticated
or sceptical consumers are even prone to distrust a product that is considerably
cheaper than the alternatives. As a result, price should be part of a comprehensive
marketing plan, where even inexpensive products are depicted as favourable
alternatives with similar levels of quality to the competition, with a price that is
somewhat lower but still comparable with other possibilities.
Quality:
Of course, the actual quality of a product is a vital part of a consumer's perception of

a good or service. Quality can describe any attribute in a set of characteristics that
satisfy or disappoint a consumer, including usability, reliability and durability.
Marketing can influence a consumer's perception of quality, but, in the end, and

particularly with non-durable goods, a consumer's actual experience with a product

will determine his perception of quality. Outside the realm of mass communication,
word of mouth regarding quality also travels very quickly.
Service quality:
Even in the case of goods that exhibit numerous flaws, excellent service quality can
often overshadow a negative experience with the product itself. If a consumer feels
that he receives exceptional attention when encountering a problem with a product,
that consumer is somewhat more likely to trust the brand or product knowing that the
manufacturer or retailer provides a prompt and effective response to problems.
Humans are social animals and their consumer behaviour is often determined by the
social relationships that surround a product, including interactions with customer
service representatives.
Packaging and branding:
Packaging and branding have a huge effect on consumer perceptions, particularly at

the point of purchase. Especially when a consumers are purchasing a type of product
for the first time, the way the product is presented can wholly determine their
perception of the item. Packaging and branding, of course, cover everything from the
attractiveness and display quality of an item to the attributes of a product the
manufacturer chooses to highlight. Depending on the type of product and market,
different branding messages from tough and reliable to fine and luxurious can be
appropriate and effective.
Reputation:
A product's reputation is built up over time and is usually a combination of actual

experience with the product, word-of-mouth recommendations and marketing
campaigns that attempt to establish a status or shared view of the product or brand. A
consumer's perception of a product's reputation, moreover, is not only determined by
the product's brand identity and manufacturer but by the whole chain of distribution.
Even if a consumer trusts a product's manufacturer, for example, that consumer may
change his mind about the product upon seeing it available in a retailer he associates
with cheap, defective products.

Process of consumer perception
● Exposure
● Attention
● Organization
● Retention
Exposure:
Exposure, the first step of the perception process, occurs when a stimulus comes
within the range of our sensory receptor nerves, i.e. when stimuli come within the
range of one of our senses. Exposure is therefore simply the minimum requirement of
perception. No matter how great a message is, it will not be perceived unless a person
is exposed to the stimulus.
Attention:
An individual is exposed, whether intentionally or accidentally, to thousands of

different marketing stimuli during a normal living day ranging from thousands of
different products in a retail store, all differing in packaging, color and design to as
many as 1,500 advertisements. From a marketing perspective attention is of crucial
importance, since no matter how often a consumer is exposed to marketing stimuli, if
no attention took place, the message is of no use.
Organization:
People do not experience the numerous stimuli they select from the environment as
separate and discrete sensations. They rather tend to organize them into groups and
perceive them as unified wholes. The perceived characteristics of even the simplest
stimulus are therefore viewed as a function of the whole to which the stimulus appears
to belong.
Retention:
Even if the total perception process was successful it serves no purpose if the
individual is unable to recall the information when he is required to act on it. The
message has failed if a person cannot remember its content. Retention is therefore the
actual storage of processed information in the memory of the individual. Memory
plays a critical role in guiding the perception process. Memory has a long-term
storage component and a short- term active component.

Table No 4. 9
Table showing the type of plan should company adopt
Plans Respondents Percentage (%)
5 11.11
Strategic plan
10 22.22
Production Plan
14 31.11
Quality Plan
10 22.22
Marketing plan
4 8.99
Succession plan
Others (management 2
plan, pricing plan 4.44
etc.)
Total 45 100%
Analysis
From this table no 4.9 shows that customer gas gave the opinion of the company for
their betterment of production by answering the questionnaire, that is majority of
customer has gave that company should adopt quality plan that is 31.11% and
production plan and Marketing plan should be adopted that is 22.22% and least
adoption is to others i.e. management plan or pricing plan.

FIGURE NO 4.8
Showing type of plan should company adopt?
35.00% PERCENTAGE
31.11%
30.00%
25.00%
22.22% 22.22%
20.00%
15.00%
11.11%
10.00% 8.99%
4.44%
5.00%
0.00%
Strategic plan Production paln Quality paln Marketing plan Succession plan Others
5 10 14 10 4 2
Interpretation
According to the respondents the company should adopt more on Quality plan that is
31.11% and 22.22% respondents opinion is to adopt production plan and marketing
plan in the company and 11.11% strategic plan and least adoption in the company are
8.99% and 4.44% that is succession plan and others that could be Total Quality
management or pricing plan etc.

Objective no 4: to suggest the means and ways based on analysis
Introduction
Improving, or at least maintaining, the quality of services, products, workplace and

marketing practices is always to be the first plan for any business success. Often many
business managers/owners wonder they provide the same product/service to
customers as their competitor do, but the competitor is winning and they are losing.
This is just because they lack something called ‘dedication for quality’; although the
difference will be very minute.
The quality of the product is dependent on the value chain. From the inception of a
product idea to the throwing away and possible recycling of the waste product,
a marketing manager has to know the value chain to improve the product quality. If he
knows where value is added in the product, he can make changes to improve the
product quality.
Steps taken by company to improve product quality
 Identify customers’ needs and requirements: As study says the quality of
products given to the customer should match what he needs and requires. If
they requires a product which is cheap, then there is no use heavily
engineering the same product and presenting at double the cost. Vice versa, if
companies target customers want performance over price, then company need
to plan for product accordingly. Take construction or project jobs or even
agriculture, where quality is not compromised and the price is generally
increasing. On the other hand, consumer products are becoming cheaper and
cheaper because that is what the consumers demand.
 Internal communications: In the company, one person communicates a

message secretly to another and it is passed down the chain. Finally, the last
person relays the message received to the entire team. It is generally observed,
that the final message is very much different and is lacking several words and
also has several added words from the initial message. This is allowed to
happen in a game but should not happen in a company.

 Managing demand :Many a times the quality of the product is not determined
by the product itself, but availability of the product as well. Imagine sitting in
a restaurant when you are hungry, and the food is delivered 1 hour after you
have ordered it. The food may be the best food in the world, but no one is
going to wait an hour when they are hungry. Instead they will keep their visits
infrequent, and the restaurant will have to manage with the lesser customers
unless it improves.
Similarly, in case of product marketing, it is important to meet the demand to

increase the product’s quality perception. The product’s quality is not only
defined by its tangible features, it is also in intangible elements like the pride
which the owner feels in having the product in his hands. In fact, the demand
is managed and pruned by many product managers as they want to keep their
product more exclusive. Managing demand is critical to push product quality
higher in customer’s mind.
 Feedback: If company start planning a product, it will soon come up with so

many product ideas that you just won’t take the product off the drawing board.
This is the reason why many companies have beta products and test products.
These beta products are launched for just one reason – To get feedback of the
product from the market. Imagine launching the product directly in the market
and then failing miserably. Company might survive financially from such a
downfall but the brand will not survive. Hence, feedback is one of the most
important tools in improving the quality of the product. Most companies
launch test products in select regions. Then they take feedback from that
region and launch the same product in another region. After such regular test
marketing, the product might be launched all across the country. What this
does is, it gives a chance to the product team to cover all loopholes at the
design level. The above steps of improving the quality of the product help
mainly in increasing the customer satisfaction. It also helps in quality
management of the product. And finally it helps in increasing
the profitability of the company. By following these steps are followed in the
Panchajanya Enterprises, where companies’ product quality running smoothly

in the market .This is way followed by the company for betterment of the
company.
The following process is implemented in the company
Figure NO 4.10
This is process implement to increase the profits of the company, by segregating

the costs
The eight principles are:
 Customer focus: Organizations can establish this focus by trying to

understand and meet their customers’ current and future requirements and
expectations.
 Leadership: Organizations succeed when leaders establish and maintain the
internal environment in which employees can become fully involved in
achieving the organization’s unified objectives.

 Involvement of people: Organizations succeed by retaining competent

employees, encouraging continuous enhancement of their knowledge and
skills, and empowering them, encouraging engagement and recognizing
achievements.
 Process approach: Organizations enhance their performance when leaders
manage and control their processes, as well as the inputs and outputs that tie
these processes together.
 System approach to management: Organizations sustain success when
processes are managed as one coherent quality management system.
 Continuous improvement: Organizations will maintain current levels of
performance, respond to changing conditions, and identify, create and exploit
new opportunities when they establish and sustain an ongoing focus on
improvement.
 Factual approach to decision making: Organizations succeed when they
have established an evidence-based decision making process that entails
gathering input from multiple sources, identifying facts, objectively analysing
data, examining cause/effect, and considering potential consequences.
 Mutually beneficial supplier relationships: Organizations that carefully
manage their relationships with suppliers and partners can nurture positive and
productive involvement, support and feedback from those entities.
The different ways to improve the quality
 Make a commitment. : A company's commitment to quality had to come

from the top, and it had to be reinforced over and over again. Unless a
business views quality as its single, non-negotiable goal, workers will
inevitably feel the need to make trade-offs and quality will slip.
 Track mistakes: If the company is going to commit to quality, first it must
define exactly what quality is. For manufacturers, this process involves
statistical quality control, the process of setting a product's specifications and
then sampling a small number of units from the production line to see how
closely they measure up to those specs. Standards are set and, if too much
deviation occurs (or if quality appears to be trending in the wrong direction),
the manufacturing process is altered.

 Invest in training: The quality movement is that any business with a quality
control department is doomed to poor performance, for it has demonstrated to
every other employee that quality is not his or her chief concern. Instead,
quality experts recommend that businesses train workers at all levels to look
for ways to improve quality and to ameliorate problems. Training takes on
several dimensions. For starters, company should set up a new-employee
initiation program that trains workers to focus on quality issues from their first
day on the job.
Figure No 4.11 Quality Management System
Interpretation
The Quality Management System is followed by the manufacturing company for

fulfilling the needs and demands of customer. Moreover it also focus on
responsibility towards society by taking feedback from customer. Each company’s
goal is to provide good service and continuous improvement in the production.
Some of the main concept followed by the company
 Total Quality management: Total Quality Management is defined as a

customer-oriented process and aims for continuous improvement of business
operations. It ensures that all allied works (particularly work of employees) are

toward the common goals of improving product quality or service quality, as

well as enhancing the production process or process of rendering of services.
 Strategic plan: A strategic plan is a document used to communicate with the
organization the organizations goals, the actions needed to achieve those goals
and all of the other critical elements developed during the planning exercise.
 Marketing plan: A marketing plan is a comprehensive document or blueprint
that outlines the advertising and marketing efforts for the coming year. It
describes business activities involved in accomplishing specific marketing
objectives within a set time frame. A marketing plan also includes a
description of the current marketing position of a business, a discussion of the
target market and a description of the marketing mix that a business will use to
achieve their marketing goals. A marketing plan has a formal structure, but
can be used as a formal or informal document which makes it very flexible. It
contains some historical data, future predictions, and methods or strategies to
achieve the marketing objectives.

CHAPTER 5
SUMMARY OF FINDING, SUGGESTION AND CONCLUSION
5.01. SUMMARY
This chapter provides of research, firstly through the meaning of the Product
Performance and Quality Management and its scope, objectives and importance.
Secondly, it presents, the finding based on the analysis of Primary Data and
suggestion for product analysis. Sense of Responsibility towards community and
environment (Both Ecological and Social) in which it operates. It is continuous
commitment by business to behave ethically and contribute to economic development
while improving the quality of life of the workforce and their families as well as local
community and society at large. The world Business Council for sustainable
Development (WBCSD) defines. Product Performance and Quality Management is
the development while improving the quality of the workforce and their families as
well as of local community and society at large.
5.02. FINDINGS
 The cost of quality is improving year by year, that is 12 per cent in the year
2018 so it indicates that the production of the company is in good position.
 Company is employing more pertaining to cost on quality auditing i.e. ₹15478
because the quality of products are in good position. So there is less spending
for quality testing.
 The production of the company is up to the mark, so there is increase in the
purchase of inventories that is from ₹16583 to ₹18754.
 The product performance and quality management in the company is good
position in terms of material, price, performance of the product, convenient
and benchmarking activities.
 The revenue has increased from past several years that is from ₹8435079 to
₹84618060 because the company has increased the average transaction size
and frequency of transactions.

 There was positive response from customer regarding product experience as

they are using the products from many years. 42.22 per cent of them are in
touch with the company and using their products for about 2 to 4 years.
 The company has fulfilled the customer expectation by providing to their
needs and requirements.46.67 per cent of customers are satisfied with quality
and size of the product.
 Pricing place a very important role in the market. 44 per cent of respondents
agree that the company has not compromised on the quality of product and it
is charging a reasonable price to their customer.
 44 per cent of respondents are attracted towards good facility provided by the
company with respect to proper market out let.
 Customer expectation are influenced by consistency of product performance
and market communication which includes price, quality, service excellence
packaging and branding.
 Customer perception applies the concept of sensory perception to marketing
and advertising. Perception deals with how an individual forms an opinion
about the merchandise.
5.03. CONCLUSION
In conclusion total quality management does have the better system to help the
company to produce high quality product or services to meet the consumer's
requirement. "Total Quality Management has given business a new avenue on to
improve. Approach cantered on quality, based on the participation of an
organization’s people. It also created a better work environment for the workers. The
effective teamwork increase the revenues for the company by focus more on the needs
of customer.
Total quality management is practiced by many business organizations around the
world. It is a proven method for implementing a quality conscious culture across all
the vertical and horizontal layers of the company.

5.04. SUGGESTION
 The company should concentrate more on new adaption in the company.

 The company has to provide more information of the product to customer for
more convenient.
 It is better to increase the number of outlets so that the entire city can be
covered, which improves the awareness of “Panchajanya Enterprises”.


17NMCOM002

Uploaded by

Copyright:

Available Formats

You might also like

17NMCOM002

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

17NMCOM002

Uploaded by

Copyright:

Available Formats

Scanned with CamScanner

2 REVIEW OF LITERATURE AND 18-25

3 COMPANY PROFILE 26-36

4 DATA ANALYSIS AND 37-72

5 SUMMARY OF FINDINGS, SUGESSIONS 73-75

3.1 Name of the product 31

4.1 Table showing cost of quality report (2018) 39

4.1.1 Table showing cost of quality report (2017) 40

4.1.2 Table showing cost of quality report (2016) 41

4.1.3 Table showing the comparison of cost of quality of last 42

4.3 Table showing product performance and quality 46

4.5 Table shows the experience of products towards 50

3.1 Quick hand wash 32

3.2 Forming hand soap 32

3.3 Quick clean 33

3.4 Quick wash (read mix) 33

3.6 Quick dish wash liquid 33

3.7 Panchajanya Enterprises products 34

3.8 Company picture 34

3.9 Picture of Panchajanya Enterprises 34

4.1 Table showing comparison of cost of last three years 43

4.2.1 Showing variation in the purchases 45

4.3 Showing annual turnover of the company 49

4.4 Showing the experience of Employees 51

4.5 Showing satisfaction level 53

4.6 Showing pricing at Panchajanya enterprises is reasonable 55

4.8 Gap modules 60

4.9 Showing types of plan should company adopt 66

4.10 Process of implementation of company 69

4.11 Quality management system 71

1.1 INDUSTRIAL BACKGROUND

Soap is generally classified as a staple commodity alongside detergents. It also figures

Sindhi College, Bengaluru-24 Page 1

Since those early accomplishment detergent has continued to focus on developing

1.1.1 How Detergents Surfactants are made

 Anionic surfactants the chemical reacts with hydrocarbons derived from

Sindhi College, Bengaluru-24 Page 2

1.1.2 Household cleaner

1.2 Current scenario:

Sindhi College, Bengaluru-24 Page 3

1.3 Future prospective

Factors such as demographics, environment, globalization and economy continue to

Sindhi College, Bengaluru-24 Page 4

Detergents formulation will continue to be determination by change in the machines

1.4 Introduction to the topic

If company wants to develop internal performance and management system, company

A product is an element undertaken for auction. It can be obtainable to market to fulfil

Sindhi College, Bengaluru-24 Page 5

Product management is a portion of business management. It is also known as

1.4.1 Product performance

Product performance states about features, quality and value of product in an

1.4.2 Meaning of product performance:

1.4.3 Importance of production management

 Achievement of firm’s objective: Production management support the

Sindhi College, Bengaluru-24 Page 6

 Reputation, goodwill and image: Production management benefits to

1.4.4 The problems of originating effective performance measures for the

Although effective action of the performance of product overview is important, it is