CHAPTER - I

INTRODUCTION

Consumer Buying Behavior

Buying Behavior is the decision processes and acts of people involved in

buying and using products.

“Buying behavior includes all psychological, social and physical behavior

of potential customer as they become aware of evaluate, purchase,
consume and tell others about the product and services.”

Buyer‟s behavior is a central component of environmental context. In most

marketing decision, the problem can ultimately by traced to predicting the
response of buyers to specific action by the marketers. An underlying
buyer‟s behavior can provide valuable insights into the problems.

Need to understand Consumer Buying Behavior:

Why consumers make the purchases that they make?
What factors influence consumer purchases? The changing factors in our
society. Consumer Buying Behavior refers to the buying behavior of the
ultimate consumer. A firm needs to analyze buying behavior for:
Buyers‟ reactions to a firms marketing strategy has a great impact on the
firms‟ success. The marketing concept stresses that a firm should create a
Marketing Mix (MM) that satisfies (gives utility to) customers, therefore
need to analyze the what, where, when and how consumers buy.
Marketers can better predict how consumers will respond to marketing
strategies.

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Objectives

Determine how cultural, social, personal, and psychological factors influence

consumer buying behavior. Describe how the consumer makes a purchasing decision.

How and Why Consumers Buy

 Cultural factors

 Social factors

 Personal factors

 Psychological factors

Personal Factor Influences on Consumer Behavior

Lifestyle and psychographics

Lifestyle is a pattern of living expressed through a person's activities, interests,

and opinions

Psychographics is a technique for measuring personality and lifestyles to

developing lifestyle classifications

Personality

A person's distinguishing psychological characteristics that lead to

relatively consistent and lasting responses to stimuli in the environment

An individual‟s personality relates to perceived personal characteristics that

are consistently exhibited, especially when one acts in the presence of others.
In most, but not all, cases the behaviors one project in a situation is similar to
the behaviors a person exhibits in another situation. In this way personality is
the sum of sensory experiences others get from experiencing a person (i.e.,
how one talks, reacts). While one‟s personality is often interpreted by those we

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interact with, the person has their own vision of their personality, called self
concept, which may or may not be the same has how others view us.

Marketing Implication:

For marketers it is important to know that consumers make purchase decisions to

support their self concept. Using research techniques to identify how customers view
themselves may give marketers insight into products and promotion options that are not
readily apparent. For example, when examining consumers a marketer may initially
build marketing strategy around more obvious clues to consumption behavior, such as
consumer‟s demographic indicators (e.g., age, occupation, income). However, in-depth
research may yield information that shows consumers are purchasing products to fulfill
self-concept objectives that have little to do with the demographic category they fall
into (e.g., senior citizen may be making purchases that make them feel younger).
Appealing to the consumer‟s self concept needs could expand the market to which the
product is targeted.

Lifestyle
This influencing factor relates to the way we live through the activities
we engage in and interests we express. In simple terms it is what we value out
of life. Lifestyle is often determined by how we spend our time and money.

Marketing Implication
Products and services are purchased to support consumers‟ lifestyles.
Marketers have worked hard researching how consumers in their target markets
live their lives since this information is key to developing products, suggesting
promotional strategies and even determining how best to distribute products. The
fact that lifestyle is so directly tied to marketing activity will be further examined
as we discuss developing target market strategies.

Roles
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 Roles represent the position we feel we hold or others feel we should
hold when dealing in a group environment. These positions carry certain
responsibilities yet it is important to understand that some of these
responsibilities may, in fact, be perceived and not spelled out or even accepted
by others. In support of their roles, consumers will make product choices that
may vary depending on which role they are assuming. As illustration, a person
who is responsible for selecting snack food for an office party his boss will
attend may choose higher quality products than he would choose when selecting
snacks for his family.

Marketing Implication

Advertisers often show how the benefits of their products aid consumers as
they perform certain roles. Typically the underlying message of this promotional
approach is to suggest that using the advertiser‟s product will help raise one‟s
status in the eyes of others while using a competitor‟s product may have a
negative effect on status.

Consumer Buying Decision Process

In addition to understanding how these factors influence consumers, marketers must identify
and understand:

i. Who makes the buying decision

ii. The types of buying decisions
iii. The stages in the buying process

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 Stages of the Consumer Buying Process

Six Stages to the Consumer Buying Decision Process (For complex decisions). Actual
lIn
a
v
E
u
tP
s
o
g
d
N
S
m
ifA
purchasing is only one stage of the process. Not all decision processes lead to a purchase. All

consumer decisions do not always include all 6 stages, determined by the degree of

complexity

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D
B
e
h
rc
The 6 stages are:

1.Problem Recognition (awareness of need)-

Difference between the desired state and the actual condition. Deficit in assortment of

products. Hunger--Food. Hunger stimulates your need to eat. Can be stimulated by the

marketer through product information--did not know you were deficient? I.E., see a

commercial for a new pair of shoes, stimulates your recognition that you need a new pair of

shoes.

2.Information search –

The various information are search through information search.

Internal search, memory.

External search if you need more information. Friends and relatives (word of mouth).

Marketer dominated sources; comparison shopping; public sources etc. A successful

information search leaves a buyer with possible alternatives, the evoked set.

Hungry, want to go out and eat, evoked set is

1. Chinese food

2. Indian food

3. Burger king

4. Klondike kates etc

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3. Evaluation of Alternatives

Need to establish criteria for evaluation, features the buyer wants or does not want.

Rank/weight alternatives or resume search. May decide that you want to eat something spicy,

Indian gets highest rank etc. If not satisfied with your choices then return to the search phase.

Can you think of another restaurant? Look in the yellow pages etc. Information from different

sources may be treated differently. Marketers try to influence by "framing" alternatives.

4. Purchase decision

Choose buying alternative, includes product, package, store, method of purchase etc.

5.Purchase

May differ from decision, time lapse between 4 & 5, product availability.

6.Post-Purchase Evaluation Outcome

Satisfaction or Dissatisfaction. Cognitive Dissonance, have you made the right decision. This

can be reduced by warranties, after sales communication etc. After eating an Indian meal, may

think that really you wanted a Chinese meal instead.

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 COMPANY PROFILE

BLUESTAR

Blue Star was founded in 1943, by Mohan T Advani, an entrepreneur of

exemplary vision and drive. The Company began as a modest 3-member
team engaged in reconditioning of airconditioners and refrigerators.

Within three years, the Company secured the agency for US-based Melchoir
Armstrong Dessau's airconditioning equipment. Shortly after, the Company was
selected by Worthington, the US leader in airconditioning, as its India based
partner -these were the first of numerous foreign associations to follow.

An expanding Blue Star then ventured into the manufacture of ice candy
machines and bottle coolers and also began the design and execution of central
air-conditioning projects. Then came the manufacture of water coolers. In 1949,
the proprietorship company set its sights on bigger expansion, took on
shareholders and became Blue Star Engineering Company Private Limited.

Ever since, there has been a constant and profitable growth. Blue Star diversified
and took up agencies for Material Testing Machines and Business Machines. The
export arena beckoned and the Company began exporting water coolers to Dubai,
where in fact, 'Blue Star' soon became the generic name for water coolers.

The sixties and the early seventies witnessed Blue Star continuing to expand
and thrive. A team of dedicated professionals aided Mohan T Advani in ever
furthering his vision of a profitable company dedicated to its ideals of
professionalism and success. Employee strength crossed the 1000 mark and the
company went public in 1969 to become Blue Star Limited, as it continues to
be called today.

In 1970, the Company took up the all-India distributorship of Hewlett-Packard

products, a business relationship which continues today and has grown ever stronger

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through the years. As the Company's reputation for delivering the goods in the
most challenging of air-conditioning projects grew steadily, the early seventies
saw a series of prestigious projects being entrusted to Blue Star - skyscrapers such
as Air India Building, Express Towers, the Oberoi Hotel in Mumbai, apart from
several others. Revenues touched the Rs. 10-crore mark and staff strength doubled
to exceed 2000.

As its Indian presence reached greater heights, the Company began building
determinedly upon its existing overseas presence, Blue Star set up a joint venture
with Al Shirawi in Dubai and went on to execute some outstanding projects in
Syria, Iraq and Saudi Arabia. To complement its air-conditioning projects and
undertake turnkey industrial projects, an Industrial Division was set up in 1978.

Always moving with the times and ever on the lookout for business possibilities,
Blue Star next set up a software export unit at Seepz, Mumbai in 1983. Then came
associations with more global leaders - a collaboration with York International of
USA for central air-conditioning equipment and joint ventures with Motorola and
Yokogawa.

In 1984, Ashok M Advani & Suneel M Advani, the sons of Mohan T Advani,
took over the reins of the Company, after spending nearly 15 years within the
Company steadily climbing up the ladder. A renewed thrust was placed on the
company's core business areas - airconditioning and refrigeration and the
distribution of professional electronics equipment - and the company emerged a
market leader in these focus areas.

The nineties witnessed India entering an era of economic liberalisation and an upsurge
in competition as the dynamic business scenario attracted the world's most
forward-looking corporations. It was time to re-look at existing business
competencies, re-engineer those that were obsolete and forge ahead in acquiring
new business competencies. Blue Star was more than equal to the challenge and
expansion continued unabated.

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In keeping with this focus, an advanced manufacturing facility was set up at Dadra in 1997,

in technical collaboration with Rheem, USA, to enhance manufacturing competency. Today

it bears the distinction of being regarded as the best such plant

India-wide. The dealer network was strengthened and expanded to bring products
within easy reach of every customer.

With the advent of the much awaited new millennium in 2000, the action continued.

The software unit was spun off into a separate company, Blue Star InfoTech Ltd., the

export of air-conditioning products from the Dadra factory began and contract

manufacturing for local and foreign brands commenced. A new Corporate Vision was

developed - "To deliver a world-class customer experience". Every employee is

determined to follow this vision and keep their organization a competitive and

forward-looking one.

Blue Star crossed the Rs. 500 crore milestone in 2000 and the Rs. 600 crore milestone

in 2002-03. With the boom in construction activity and increased infrastructure

investments, the Company leveraged its leadership position to grow aggressively. In

the following three years, the Company nearly doubled its turnover, clocking Rs 1178

crores in 2005-

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BLUESTAR AIR CONDITIONER

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Even more than size, Blue Star enjoys an enviable reputation as an ethical corporation, ever

mindful of its obligations towards customers, shareholders, dealers, business partners,

employees and the environment in which it operates

"To deliver world class customer experience", has been the core philosophy of
Blue Star. The Manufacturing division of the company also aspires to be of world-
class caliber.

Blue Star's foray into manufacturing was a modest effort at producing ice
candy machines in the 1940s, at first from a small office in Forbes Street at
Colaba in Mumbai. It was only in the mid 1960s that Mohan T Advani
expanded Blue Star's manufacturing base by buying a factory in Thane, then a
distant suburb in Mumbai.

The second plant was built in 1980 in Bharuch in Gujarat to manufacture water
coolers, deep freezers and bottle coolers.

In the late 1990s with the software boom driving the economy, investments in
manufacturing sector were dwindling. Manufacturing facilities started become an
unviable proposition. As a result, a lot of manufacturing units had to be closed
down. However Blue Star management was convinced that manufacturing would
be an important driver in the value chain and was important for the company to
be successful in the longer run.

A new and exciting chapter began with the inauguration of a world-class

factory in Dadra in July 1st, 1997. The project at Dadra was incorporated with
state-of-the-art technologies, quality standards and manufacturing process with
consultations from Rheem USA.

After the success of Dadra, Blue Star has been able to transplant the manufacturing
philosophy and attitude to the other factories at Thane and Bharuch as well.

The two fundamental transformations of Blue Star's manufacturing took place in

improving operational efficiencies and quality improvement resulting in
competitiveness in terms of price and delivery. Blue Star remained competitive
in the market where prices of air-conditioning products fell constantly since the
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late 1990s. The introduction of world class manufacturing facilities coupled with
IT, automation and an overall positive morale amongst the employees resulted
reduction of manufacturing cost.

With the addition of Himachal Plant in 2005, which was built with in-house expertise,
Blue Star has been able to meet the increasing market demand. Himachal plant has
the advantage of scale of operations and also enjoys tax benefits.

Wada facility is the most recent one set-up by the Company. With a plot size of
around 36 acres, this facility is planned to eventually be Blue Star‟s largest
manufacturing facility. Wada factory is a state-of-the-art facility and follows
world-class manufacturing practices.

Blue Star's five modern manufacturing facilities coupled with a robust product
development team and a significant contribution from the original equipment
manufacturers and export market has given Blue Star a cutting edge in
manufacturing.

Blue Star is India's largest central air-conditioning company with an annual

turnover of Rs 2574 crores, a network of 29 offices, 5 modern manufacturing
facilities, 700 dealers and around 2600 employees.

It fulfils the air-conditioning needs of a large number of corporate and

commercial customers and has also established leadership in the field of
commercial refrigeration equipment ranging from water coolers to cold storages.
The Company has also started offering Electrical Contracting and Plumbing &
Fire Fighting Services. Blue Star's other businesses include marketing and
maintenance of hi-tech professional electronic and industrial products.

Blue Star has business alliances with world renowned technology leaders such as
Rheem Mfg Co, USA; Hitachi, Japan; Eaton - Williams, UK; Thales e-Security
Ltd., UK; Jeol, Japan and many others, to offer superior products and solutions to
customers.

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The Company has manufacturing facilities at Thane, Dadra, Bharuch, Himachal
and Wada which use state-of-the-art manufacturing equipment to ensure that the
products have consistent quality and reliability.

Blue Star primarily focuses on the corporate and commercial markets. These
include institutional, industrial and government organizations as well as
commercial establishments such as showrooms, restaurants, banks, hospitals,
theatres, shopping malls and boutiques. In accordance with the nature of products
and markets, business drivers, and competitive positioning, the lines of business
of Blue Star can be segmented as follows:

Electro Mechanical Projects and Packaged Airconditioning

Systems

This comprises central and packaged air conditioning as well as electrical projects and
plumbing & fire fighting projects. The central and packaged air-conditioning
business involves design, engineering, manufacturing, installation, commissioning
and support of large central air-conditioning plants, packaged air conditioners and
ducted split air conditioners. In addition to this, Blue Star promotes after-sales
service as a business, by offering several value added services in the areas of
upgrades and enhancements, air management, water management, energy
management and LEED certification consultancy for Green Buildings.

The Company also executes building electrification contracting projects and

offers expertise in the areas of electrical design and engineering, supply and
installation of entire power systems as well as liasioning, approvals,
commissioning and asset management.

Blue Star has extended its mechanical contracting offering to include plumbing
and fire fighting projects. With this, Blue Star has developed capabilities for
executing integrated MEP (Mechanical, Electrical and Plumbing) projects.

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Cooling Products

Blue Star offers a wide range of contemporary window and split airconditioners. The
Company also manufactures and markets a comprehensive range of
commercial refrigeration products and services that cater to the industrial,
commercial and hospitality sectors. These include water coolers, bottled
water dispensers, deep freezers, cold storages, bottle coolers, ice cube
machines and supermarket refrigeration products.

Professional Electronics and Industrial Systems

For over five decades, the Electronics Division has been the exclusive
distributor in India for many internationally renowned manufacturers of hi-tech
professional
electronic equipment and services, as well as industrial products and systems. The
Company has carved out profitable niches for itself in most of the specialized
markets it operates in, such as analytical instruments, medical electronics, data
communication products, material testing, and test and measuring instruments
Blue Star‟s Corporate Social Responsibility (CSR) philosophy is built on
three pillars namely

Environment protection
Energy conservation
Community development around its facilities.

The Company is highly committed to the cause of protecting the environment.

Energy efficiency of its products remains a corner-stone of its research and
development efforts Air, water and energy management services as well as LEED
(Leadership in Energy and Environmental Design) consultancy for Green
Buildings have been part of its business and practices. The Company has also
been contributing in the technical domain in the use of eco-friendly refrigerants in
its products.

Energy Conservation goes beyond using efficient products. A huge amount of

energy is wasted nationally due to sheer ignorance and lack of awareness. Blue
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Star helps deserving institutions such as hospitals and colleges to save power by
conducting free walk-through energy audits. The Company has conducted several
such audits with energy recommendations for Jai Hind College, St Xavier‟s
College, Nirmala Niketan College of Social Work, National Association for the
Blind (NAB), Bombay Natural History Society (BNHS), JJ School of
Architecture and Dilkhush Special School, amongst others.

In its efforts towards community development around the Company‟s facilities,

the Company has initiated and sponsored a study in the villages around its
Wada Plant to understand the immediate needs. Vocational training and health
emerged as pressing needs in this underdeveloped region. Blue Star has
sponsored the vocational training courses offered by an NGO, KSWA in Wada.
This centre was set up to support a vocational training initiative for school and
college dropouts to make them employable contributing members of their
families and communities. Regular visits by the Company‟s employees have
aided in technical support to KSWA for conducting the courses.

In addition to the above CSR efforts, the Company sponsors various

philanthropic activities through its Trust, Blue Star Foundation, which has been
supporting several activities in the areas of children education and healthcare
apart from relief measures in national calamities

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 Fact Sheet

Name Blue star

Total Income: Rs.2574 Cr
Net Profit: Rs.180 Cr
Employees 2600
Manufacturing Units: 5
Offices: 29
Dealers: 700

Event & Mile stone of company

Year Event

Mohan T Advani establishes Blue Star Engineering Company as

1943
a proprietary firm

1946 Blue Star secures Melchior Armstrong Dessau agency

Worthington selects Blue Star as Indian Partner. Manufacturing of ice

1947 candy machines and bottle coolers begins. Central airconditioning system
design and execution begins

1948 Manufacture of water coolers commences

Perkin-Elmer tie-up marks the start of the electronics business.

1957
GDR business machines agency commences

1960 Total Income crosses the Rs 1 crore mark

1964 Total employment crosses 1,000

1965 Techniglas Pvt Ltd set up to manufacture insulation material

1969 Factory moves from Colaba in Mumbai to Thane

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 First skyscrapers of Mumbai – Air India Building, Express Towers
1972
and Oberoi Hotel set-up – all airconditioned by Blue Star

1972 Total Income crosses Rs 10 crores. Employment crosses 2,000

Middle East thrust begins. Joint Venture (JV) with Al Shirawi in

1977
Dubai. Hitachi Medical Equipment distributorship begins

1980 Bharuch Factory set up

1980-
Major AC and R projects executed in the Middle East
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1985 Manufacture of centrifugal packaged chillers commences at Thane Plant

Yokogawa Blue Star JV formed. Gandhinagar factory set up for

1987
EPABX systems

Blue Star becomes India‟s largest central airconditioning

1988
company. Manufacturing collaboration with Mitsubishi

1989 JV with Hewlett-Packard and Motorola

1992 Total Income crosses Rs 200 crores

1993 Formation of Arab Malaysian Blue Star JV in Malaysia

1997 Dadra Plant inaugurated

1998 Major thrust on dealerisation and brand building begins

International Software business spun off to form Blue Star Infotech, listed
2000
on stock exchanges

2001 Total Income crosses 500 crores. Export of airconditioning products begins

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2005 Blue Star sets up new factory at Kala Amb in Himachal Pradesh

2006 Total Income crosses the Rs 1000 crores mark

2007 Blue Star sets up its fifth factory at Wada, Thane District

Blue Star powers into Building Electrification. Acquires Naseer Electricals,

2008
a leading Electrical Contractor

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SHIVA ELECTRONICS SHOWROOM PROFILE

ABOUT THE INDUSTRY;

Nature of Business Retailer

Additional Business Service Provider

Company CEO Vimal S

Year of Establishment 1978

Legal status of Firm Industrial – Proprietor

Address: HEAD OFFICE

5-A, ERATTAI PILLAIYAR KOVIL STREET,

NO.16, POLUR Rd,

PAVAZHAKUNDUR,

TIRUVANNAMALAI,

TAMIL NADU 6060601.

PHONE: 089408 94555.

Shiva Electronic in Tiruvannamalai. Electronic Goods Showrooms with Address, Contact

Number, Photos, Maps. View Shiva Electronic, Tiruvannamalai on Justdail.

With wide range of product, Shiva Electronics at Erattai Pillaiyar Kovil Street,
Tiruvannamalai has become a name to reckon with in the electronic retail industry.
Established in the year 1999, this electronics taken care of all the gadget related requirement
of its customers. It is situated at Erattai Pillaiyar Kovil Street, Erattai Pillaiyar Kovil Street. In
order to make its products and services readily and easily available to a larger audience, the
store occupies a central spot in the city at a neighbourhood which is well-connected to all
parts of the city. A dense network of public modes of transportation connects the vicinity to
several other parts of the city ensuring citizens can easily be on their way to the store without

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having to fret about commuting hassles. Undoubtedly it is one of the electronic goods
showrooms in Erattai Pillaiyar Kovil street, Thiruvannamalai.

Product and Services Offered at Shiva Electronics

When visiting Shiva Electronic at Erattai Pillaiyar Kovil Street, customers will be awe-
stuck by the entire range of product that are available here. Customers at this store have a
wide range of option to choose from in term in of the best of brands that are available under
one rood. Right from the latest mobile phones and cameras to laptops, television and audio
sets, kitchen appliances and home appliances, every single electronic product can be found
here. One can find the best of product from the most reliable brands which include the likes of
Sony, LG, Apple, Samsung, Dell Lenovo, Toshiba, Whirlpool, Panasonic, Videocon and
various other. One can compare the features and price of products available across brands and
make an informed decision with suggestions from the staff who have in-depth knowledge of
the products and offer complete assistance to customers. The store is open from 09:00 – 22:00
on all days of the week.

Shiva Electronic is one of the famous and Leading Biggest Retail showrooms of customer
Electronics. Home appliances and Furnitures and Metals in thiruvannamalai, Tamilnadu,
India. We sells wide range of product that includes mobile phones, refrigerators, air
conditioners, micro wave ovens, washing machines and many house hold appliances. Variety
of furnituresrs like LG, Samsung, Sony, Sharp, Philips, Whirl Pool etc., We have got
specialization in offering a wide assortment of House Hold Utensil, Hotel Ware, Copper Ware
and many more products. All the product are best and highly efficient in terms of their
performance, durability and technology.

Shiva Electronic popularized several brands by creating visibility and has the distinction of
being a market leader and trendsetter with continuous support from the principal companies.
Reliable services are ensured through cordial customer relationships.

WHY US

Offering the best product to the people on the most affordable terms.

Passion for the very best products and service, and Commitment to Quality.

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Motto
Our prime motto is, with no delay giving prompt service to our valued customers. We are

having the cryonic workforce consisting technical as well as office staff for fast operations,

committed to our clients

Commercial air conditioner use at

Here are some industry-specific examples:

 Hospitality
 Dairy
 Horticultur
 Medicare
 Pharma industry
 Seafood
 Specialty applications

Room air conditioner use at

 Hospitals
 Showrooms
 Shopping malls
 Banks
 Telecom
 Home
 Dimond industry
 Theaters
 Retail shops
 Offices

CUSTOMER SATISFACTION:

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Degree of satisfaction provided by the goods or services of a firm as measured by the
number of repeat customers. Customer satisfaction is in the Advertising, Marketing,
Selling and Customer Relations & Services subjects. customer satisfaction appears in the
definitions of the following terms: world class, non value adding activity, customer
analysis, balanced scorecard (BSC), direct measures of quality, supply chain management
(SCM), customer focused performance and Malcolm Bald ridge National Quality Award

Customer satisfaction, a business term, is a measure of how products and services

supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business and is part of the four perspectives of a Balanced
Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy

MEASURING CUSTOMER SATISFACTION

Organizations are increasingly interested in retaining existing customers while targeting

non-customers; measuring customer satisfaction provides an indication of how successful
the organization is at providing products and/or services to the marketplace.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which including follow-on database maintenance and management.

The personal service that need to make our customer satisfaction research project a
success.

Baseline Measurement of Customers' Satisfaction Levels. This measurement will able to

quantify your customers' satisfaction levels, and know the reasons for satisfaction or
dissatisfaction. We'll calculate and rank the importance of a number of satisfaction-related
attributes.

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Customer Satisfaction Tracking System. This will enable to tell how effective are the
efforts at improving customer satisfaction have been.

Competitive Customer Satisfaction Measurement. This tells you just where you stand on
customer satisfaction relative to key competitors that you identify.

Customer Retention Research. Find out why clients are leaving, and what would make
them stay. Use this information to design a customer retention program.

Transfer of an Existing Customer Satisfaction Tracking Program. If there are existing

customer satisfaction programs, this can continue its operation for company. The transfer
will be seamless, and you may benefit from a fresh look at your company's existing
approach.

The management guru, Peter Drucker states, "The purpose of a business is to create and
retain customers." So where do you start? Following are seven customer service tips that
can help ensure your organization is, indeed, providing superior customer service that will
pretty much guarantee a high retention rate.

Know Your Customer. Understand what it is about your organization that makes
customers come to you instead of your competition. Identify your strengths and build
upon them.

Know Your Competition. Know what your competition is doing at all times. Are they
doing something new or different? Are they doing something better than you? How can
you do something better than them? Always ask yourself these questions. Keep your
business on top when it comes to quality of products and service.

Retain Your Customers. It can cost 5-10 times more to acquire a new customer than it
does to keep an existing one. Keep your customers delighted. Treat them like gold. After
all, our customers are the reason we are in business. And remember, every customer you
lose is a customer gained by your competition!

Create a Positive First Impression. The first contact your customers have with your
organization is critical. Take measures to make sure that first contact is a magic moment
instead of a tragic moment. In these days of shrinking profit margins, little things can

24
make a big difference. Mother Theresa put it very well when she said, "Kind words can be
short and easy to speak, but their echoes are truly endless."

Approach Complaints with a Positive Attitude. When you're dealing with customers on an
ongoing basis, you'll undoubtedly receive your fair share of complaints. So keep in mind
Al Capone's motto: "Don't take it personally, it's just business." After that, it's simply a
question of approaching the problem with the right attitude to ensure customer
satisfaction.

Sharpen Your Customer Service Skills. Customer service training is the most valuable
tool you can give yourself or, as a manager, your employees. The skills mastered will
enable everyone to become more productive, enjoy their job more, increase their value to
the company and improve customer service at all levels.

Measure Customer Satisfaction. Continuously monitor your business. Never sit back and
relax. Offer new products or services as needs require. Always ask the customer what you
can do better. That information is the vital link between your business and your customers
and can help provide the kind of service and satisfaction that builds customers for life.

In any business today, the superior customer service commitment must be renewed every
day. We must tend to it, we have to feed it, we have to care about it and we have to live it.
When we do, that commitment translates into delighted customers, repeat business,
referrals and increased profits.

Customer satisfaction Research can address a variety of issues, including, but not
limited to:

How satisfied are your customers?

How satisfied are your competitors’ customers?

How satisfied are your employees?

How do consumers/businesses use the products and services in your industry?

Are your target customers aware of your business?

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What is the image of your business among target customers?

Is your advertising effective? What could make it more effective?

How should you design a new product or service to meet the needs of the market?

What is the appropriate price to charge for a product?

Central message:  

High customer satisfaction makes money and enhances profitability.

Periodic customer satisfaction surveys are absolutely essential to any growing business.

Improving Customer Satisfaction Once a Customer Satisfaction Measurement

Program Is in Place:

Customer satisfaction research is not an end unto itself. The purpose, of course, in
measuring customer satisfaction is to see where a company stands in this regard in the
eyes of its customers, thereby enabling service and product improvements which will lead
to higher satisfaction levels. The research is just one component in the quest to improve
customer satisfaction. There are many others, including:

Top management commitment,

Linking of Customer Satisfaction scores with employee and management monetary

incentives,

Recognition of employees who contribute to customers’ satisfaction,

Identification, measurement, and tracking of operational variables which drive satisfaction

scores,

Customer-based improvement goals,

Plans for improving operational variables,

Incorporation of customer satisfaction skills into employee training programs,

26
Measurement of and plans for improvement of employee satisfaction,

Changes in corporate hiring practices.

Top Management Commitment:

Top management, through its actions, must show that customer satisfaction is
important to it. This can be done in several ways. Acknowledging areas where the
company needs to improve,

Allocating appropriate resources to the improvement of customer satisfaction,

Involvement of management and employees in the development of plans for customer

satisfaction improvement, Linking management bonuses to satisfaction scores,

Clear and frequent communication of what is being done to improve customer

satisfaction.

Linking of Customer Satisfaction Scores with Employee and Management

Monetary Incentives:

This really is just a case of having management put its money where its mouth is.
Monetary incentives for improving customer satisfaction scores should reach all levels of
the organization, from top management to front-line employees and suppliers. Incentive
programs can be structured so that all employees in an organizational unit receive
compensation if the unit’s customer satisfaction goals are met. Additionally, exemplary
service on the part of individual employees can be rewarded on an ad hoc basis.
Management incentives do not have to result in incremental expenditures; a reallocation
of current incentives will suffice. For example, if 100% of a manager’s bonus is
dependent upon meets operational and sales goals, the mix could be changed to include a
customer satisfaction goal.

Recognition of Employees Who Contribute to Customers’ Satisfaction:

This is an inexpensive way to foster customer satisfaction. The keys to success are:

27
Making sure that all employees are aware of why a particular employee is being
recognized,

Making sure that each employee being recognized is worthy of recognition.

3.7 Identification, Measurement, and Tracking of Operational Variables Which

Drive Satisfaction Scores:

The results of a customer satisfaction survey need to be evaluated to determine what

needs to be improved. For example, a survey may find that customer waiting times need to
be reduced. The next step should be to quantify actual customer waiting times, and to set
goals and strategies for reducing them. Goals should be as specific as possible. It is better
to say, “we want to reduce wait times during peak periods from an average of twenty
minutes to fifteen minutes by the end of June,” than to say, “we need to reduce customer
waiting times.”

Customer-Based Improvement Goals:

This tie directly to the previous point. Once you have identified what needs to be
improved, you need to develop a plan for improving each identified area. Such plans need
to be based on what customers really need, rather than what management believes to be a
good goal. Using the previous example, if customers really desire wait times of ten
minutes or less, having management dictate that wait times must be reduced to fifteen
minutes will have limited appeal with customers. You may need to do a separate survey
with customers to actually set appropriate goals. If this is not economically feasible, at
least talk to a number of customers and gain their input before setting a goal.

PLANS FOR IMPROVING OPERATIONAL VARIABLES

Once you have established what needs to be improved, and how much it needs to be
improved, plans need to be developed to make improvement happen. The keys to
successful planning are to:

Involve front-line employees and management in the planning process,

Make sure plans are specific,

28
 Evaluate the success of plans once they have been put into place. This is done by
measuring actual improvement in operations and customer satisfaction.

Incorporation of Customer Satisfaction Skills into Employee Training Programs:

Employee training programs should be modified to include:

A description of the importance of customer satisfaction to the company,

Descriptions of what keeps customers satisfied,

A description of customer satisfaction measurement programs, recognition programs,

and incentive programs,

Specific employee-performance expectations with regard to keeping customers satisfied.

Measurement of and Plans for Improvement of Employee Satisfaction:

Unhappy employees will have difficulty in keeping customers happy. You should
consider measuring the satisfaction levels of employees, and then developing action plans
to improve employee satisfaction.

Changes in Corporate Hiring Practices:

Certain types of people will do a better job of satisfying customers than will other
types of people, regardless of the quality of training, reward, and recognition programs.
Once you have determined the types of employee behaviors are important to customers,
you should incorporate this knowledge Measuring What Is Important to Customers

Most well-designed customer satisfaction surveys contain a series of “attributes,”

which are rating scales of a series of specific statements or questions (courtesy, accuracy,
timeliness, etc.). Naturally, some “attributes” will be more important than others. There
has been a long-standing controversy in the Research Industry about how to know the
“importance” of attributes used in a customer satisfaction survey. There are two basic
choices:

29
“Stated Importance,” determined by asking customers how important an item is,

“Derived Importance,” determined by calculating the relationship between attributes

and satisfaction.

I here favor the derived approach. Asking importance adds unnecessary questionnaire
length (which irritates respondents) and provides answers which, in and of themselves,
may lead you astray. The results of asking customers what is important are useful if
combined with the derived approach, but could well result in erroneous customer
satisfaction improvement strategies if used without also deriving importance. This can
happen if what customers say is important is a prerequisite to competing in the
marketplace. In other words, it is already being done well by your company and by your
competitors.

The derived approach will uncover items which are most important to the satisfaction
of customers. These attributes will not always be the same attributes that a customer
would identify as being most important. But they would be the ones which, if improved
upon by a business, will result in higher levels of satisfaction. It is not difficult for
someone who understands statistical analysis to calculate the relative importance of a
series of attributes, provided that a questionnaire also includes a satisfaction measure of
some sort. The basic process is to conduct a correlation analysis, eliminate attributes
which have high correlation coefficients with each other and are saying “much the same
thing,” and then to run a regression analysis. There are a variety of PC statistical
applications which can be used to perform these analyses, including SPSS. I used the
derived approach to calculate attribute importance weights in each of our customer
satisfaction surveys.

Customer Satisfaction – a Critical Component of Profitability

Exceptional customer service results in greater customer retention, which in turn

results in higher profitability. Customer loyalty is a major contributor to sustainable profit
growth. To achieve success, you must make superior service second nature of your
organization. A seamless integration of all components in the service-profit chain –
employee satisfaction, value creation, customer satisfaction, customer loyalty, and profit
and growth – links all the critical dynamics of top customer service.
30
 Sadly, mature companies often forget or forsake the thing that made them successful
in the first place: a customer-centric business model. They lose focus on the customer
and start focusing on the bottom line and quarterly results. They look for ways to cut costs
or increase revenues, often at the expense of the customer. They forget that satisfying
customer needs and continuous value innovation is the only path to sustainable growth.
This creates opportunities for new, smaller companies to emulate and improve upon what
made their bigger competitors successful in the first place and steal their customers.

INNOVATION DEFINED

Innovation is a process of taking new ideas through to satisfied customers. It is the

conversion of new knowledge into new products and services.

Innovation is about creating value and increasing efficiency, and therefore growing your
business. It is a spark that keeps organizations and people moving ever onward and
upward. “Without innovation, new products, new services, and new ways of doing
business would never emerge, and most organizations would be forever stuck doing the
same old things the same old way.”

INNOVATION: A PARADIGM SHIFT

Innovation is bringing a paradigm shift in the way the business is done in a rapidly
globalizing economy. This new economy is characterized by enhanced frequency of
innovations, shortening of product, technology, and economic life cycles, rapid generation
and commercialization of new technologies, globalization not only large but also small
businesses, enhanced emphasis on business partnerships and strategic alliances, intensive
and multi-country research and development programs and difficulty in accessing critical
technologies.

ENTREPRENEURIAL ACTION – THE ENGINE OF INNOVATION

While research and invention is a major contributor to innovation, if there is no

entrepreneurial action there is no value creation.

How satisfied are you with the purchase you made?

How satisfied are you with the service you received?

31
How likely are you to buy from us again?

How likely are you to recommend our company to others?

Customer Expectations

Customer is defined as anyone who receives that which is produced by the individual
or organization that has value. Customer expectations are continuously increasing.
Brandloyalty is a thing of the past. Customers seek out products and producers that are
best able to satisfy their requirements. A product does not need to be rated highest by
customers on all dimensions, only on those they think are important.

. Customer expectation;

The “Customer Expectation Paradox” has to do with the difference between what
customers WANT, and what they have learned they are going to receive from the
companies they do business with. It goes like this:

While customers want more from the companies and employees they do business
with, they have actually come to expect less than they did before.

We suggested that generally, if you compare customers from twenty years ago to
customers nowadays, you’ll find that today, customers want more. They want faster
service, more convenient service, more flexibility in things like payment plans and
options, or merchandise return polices. They want less time waiting in lines, and they
want their problems solved almost immediately.

SERVQUAL:

SERVQUAL is an instrument designed by the marketing research team of Berry,

Parasuraman and Zeithaml to measure service quality from the point of view of the
customer’s minimum, desired and perceived levels of service. The survey is based upon
the concept of the Gaps Model of Service Quality which posits that the discrepancy
between customers’ expectations for excellence and their perception of actual service
delivered is a customer-oriented definition of service quality.

32
 The twenty-two survey questions are grouped into five service “dimensions” that have
been consistently ranked by customers in various service industries to be most important
for service quality. The five dimensions of service are:

Reliability – the ability to perform the promised service dependably and accurately

Responsiveness – the willingness to help customers and provide prompt service

Assurance – the knowledge and courtesy of employees and their ability to convey trust
and confidence

Empathy – the caring, individualized attention given to customers

Tangibles – the appearance of physical facilities, equipment, personnel and

communication materials

Customer service, like any aspect of business, is a practiced art that takes time and
effort to master. All you need to do to achieve this is to stop and switch roles with the
customer. What would you want from your business if you were the client? How would
you want to be treated? Treat your customers like your friends and they’ll always come
back.correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have and other
products against which the customer can compare the organization’s products.

Customer satisfaction research to help businesses build stronger relationships. The

Business Research Lab’s senior professionals offer experience and dedication in
providing high quality, reliable, useful customer satisfaction research to businesses,
small and large. Full service, from start to finish,

33
 CHAPTER - II

OBJECTIVES OF THE STUDY

Primary objective

 To find out the Consumer attitude on the quality of Blue star products.

Secondary objectives

 Determine how cultural, social, personal, and psychological factors

influence consumer buying behavior.

 To infer the expectation of customers of Blue star products.

 Describe how the consumer makes a purchasing decision

SCOPE OF THE STUDY

The project scrutinize the consumers attitude and interest about the Air Condtioner and

Buying behaviour .

LIMITATIONS OF THE STUDY

 Available time for study was restricted to make more detail study.

 Report is based on sample size of 100 considered as universe.

 Respondent opinion may be bias.

 My knowledge about topic is bias.

34
 CHAPTER - III

REVIEW OF LITERATURE

Consumer attitude, and Consumer behaviour toward Marketing After the definitions and the

impacts of marketing mix on our study are explained in the pervious, the research also

indicates knowledge about the customer attitude and consumer satisfaction toward marketing

practices is required. Adding to such, there would be some illustrations some crucial models,

including American customer satisfaction Index (ACSI) and Kano model that are supported to

the content of this chapter. As a constantly revising process, marketers need to understand

what their target consumers perceive as positive (or negative) in order to establish the most

appropriate marketing program. Moreover, the marketing strategies are tended to alter any

undesired attitudes from the customers’ point of view. These changes of attitude would result

in later change of individual behaviors, for instance picking a certain brand. Consequently, to

measure the behavior of consumer specifically, the administrators have been applied many

models and methods and among them, ACSI model is the most popular and understanding

model. The University of Michigan's Claes Fornell has been in process about the American

Customer Satisfaction Index (ACSI) that is defined as: "The ACSI model is a cause-and-

effect model with indices for drivers of satisfaction on the left side (customer expectations,

perceived quality, and perceived value), satisfaction in the center, and outcomes of

satisfaction on the right side (customer complaint and customer loyalty, including customer

retention and price tolerance)"- (The American Consumer Satisfaction Index, 2011) .

35
Attitude is defined as “a lasting, general evaluation of people (including oneself), objects,

advertisements, or issues” (Solomon, 2004, p.224). The attitude of consumer drives the

purchasing behaviors of a product. This behavior can be illustrated via the marketing

activities in a company, i.e. 4P elements of marketing mix can show the expectation of

customer. For example, if the consumer feels favorable with the product, he (or she) will

evaluate via quality, price, promotion and place of this product. This attitude of a consumer

can be verified with the whole economic of one country. Many studies have been researched

about the consumer sentiment of one country over the time instead of finding the opinion of

each consumer. In addition, the consumer attitude can be scored by the Consumer sentiment

Index that helped the managers in this country evaluates the present situations of this

company. From there, they give the appropriated strategies and marketing activities for future.

Customer behavior Consumer behavior is considered as one of the most important part of

marketing activities and the successful company must have to understand fully about the

attitudes of consumer in order to satisfy them and get the maximum degree of benefits. In

developed countries, the impact of customer on business has been gradually rising over time

in the past few decades (Kotler et al., 2005, p.338). Therefore, many studies and researches

have discussed about customer behavior in general and consumer attitudes toward marketing

specifically. The consumer-decision process has been affected by many factors in the market

such as the customer satisfaction or government regulation (Ahmed & Batul 2008, p.484). In

general, the consumption can be the combination of personal, internal, psychological

motivations that support for the buying behavior actions. If we put the consumption in the

Maslow's methodology, we can easily distinguish between consumer behaviors in developed

countries and developing countries. This difference can be seen as a function of the average

consumer's position in the hierarchy of needs: just locate in two first levels (physiological and

safety needs) or moving upwards to the satisfaction of the higher-level needs (affiliation,

36
esteem, self- actualizations). Consumer behavior or consumer attitude are not only be affected

by internal factors in the company, i.e. marketing mix elements, but also be driven by the

external factors like demographic factors, i.e. gender, age, education factors or occupation

background. In this study, demographic factors also support for our topic that whether

demographic factors have impact on consumer attitude toward marketing practices.

Customer attitude toward marketing brought up in previous studies There are many cross-

national studies such as Ahmed & Batul (2008); Wee, C. H., & Chan, M. (1989) have studied

about the reaction of customer attitude toward the marketing, consumerism and government

regulation in developed countries); notwithstanding, developing countries situation in general

and Vietnam's situation (more developing and least developed country) specifically are still

gloomy imagines. Eventually, scholars have put many arguments that the consumer attitude to

the marketing, consumerism and government regulation indicates good performance in firms

in the degree of satisfying the customer needs (Tsang-Sing and Geng, 2008, p.81). Generally,

customer attitude divides into two trends, possible opinion and opposite opinion about the

consumerism and government regulation. If the consumers content with business practice,

they will have favorable opinion on the consumerism and government movement or inverse

situation. Normally, consumers are not favorable with business practice because they are

uncertain about consumerism and government regulation can control the business activities in

market (Barksdale et al., 1982; Fornell, 1992; Ger & Belk, 1996; Varadarajan et al, 1994).

The measurement of consumers’ attitude towards marketing has attracted many attentions

from the academic to the commercial research world for many years. Dated back in time, the

marketing and consumers’ behavior literature has marked number of efforts to develop a

global measuring scale of consumers’ satisfaction with business world in general. Among all

that have made it to the academic, there are notable ones including Barkslade & Darden

(1972); Hustad & Pessemier (1973); Lundstrom & Lamont (1976); and later on Gaski & Etzel

37
(1986; 2005). Respectively, the terms of “consumer sentiment” and “consumer confidence

index” of the University of Michigan Survey Center and The Conference Board have received

attention and are familiarized to even the general public. Initiated in 1946, the Michigan

Survey measure consumer sentiment using random digit telephone interview on a rotating

monthly national probability sample of roughly 800 households. A five-item instrument was

adopted trying to tap different dimensions of individual finances, economic prospects, and

buying. Working on the same issue, The Conference Board, collected data through National

Family Opinion Inc. from a consumer panel of 5,000 households and resulting in a monthly

measurement of consumer confidence. This panel focused on collecting opinions which

related to business and employment, current and future economic situations, and individual

financial state. This survey program has been running since 1967 (Gaski & Etzel, 1986, p.71).

In addition to the two research groups above, the Yankelovich, Skelly, and White Inc. tracks

trends in consumers’ social attitudes with its “Monitor” service, begun in 1970. With a sample

survey of 2,500 consumers, attitudinal trends are focusing on selfness, upward

mobility/money, attitudes toward institutions and the family.

38
 CHAPTER - IV

RESEARCH METHODOLOGY

Research methodology is the systematic design, collection, analysis and

reporting of data and finding, relevant to appraisal specific personnel
situation facing the company. Research methodology describes the research
procedure. It is cover the following points:

A. Research design.

B. Data collection method.

C. Sample size

Research design:

Research

Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as A careful investigation or enquiry especially through search for new facts in any
branch of knowledge

Research Methodology

The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting and evaluating data. Methods are the ways of obtaining information
useful for assessing explanations.

39
It is an overall framework of project that indicates what information to be
collected from which sources and by which procedures. It is also the plan,
structure, and strategy of investigation conceived to obtain answers to
research questions and to control variance.

In this project, Descriptive and cross-sectional research design has been used because
it descriptive the phenomena under study and recommendations finding are
specific under this study. Cross-sectional studies are carried out once and
selected, as the research will be carried out in a particular time only.

1 Descriptive studies:

Descriptive studies are undertaken in many circumstances. When the

researcher is interested in knowing the characteristics of certain group
such as age, sex. Educational level, occupation or income, a descriptive study
may be necessary. Other cases when a descriptive study could be taken up are
when he is interested in knowing the proportion of people in a given
population who have behave in a particular manner, making projections of
a certain thing: or determining the relationship between two of more
variables. The objective of such studies is to answer the who, what, when,
where, why and way of the subject under investigation. Descriptive studies
can be complex, demanding a high degree of scientific skill on the part of the
researcher.

Descriptive studies can be divided into two broad categories cross-sectional

and longitudinal. Researcher frequently uses them.

2. Cross-sectional studies

A cross-sectional study is concern with a sample of element from a given

population. Thus it may deal with households‟ dealers, retail store or other
entities. Cross-sectional studies are two types – field studies & survey
40
 method. Although the distinction between them is not clear-cut, there are come
practical difference, which needs different technique and skill.
Type of Research

The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact-finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in the
physical and natural science, for instance when physics measure, biology classifies, zoology
dissects and geology studies the rocks. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH

To portray the characteristics of a particular individual situation, or group (with or

without specific initial hypothesis about the nature of these characteristics).To determine the
frequency with which something occurs or with which it is associated with something else
(usually, but not always, with a specific initial hypothesis).

The descriptive methods have certain limitations; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery of
facts on order to lead a solution of the problem. A second limitation is associated whether the
statistical technique dominates.

Design of Descriptive Studies

Descriptive studies aim at portraying accurately the characteristics of a particular group or

solution. One may under take a descriptive study about the work in the factory, health, safety
and welfare. A descriptive study may be concerned with the right to strike, capital
punishment, prohibition, etc.

A DESCRIPTIVE STUDY INVOLVES THE FOLLOWING STEPS

 Formulating the objectives of the study.

 Defining the population and selecting the sample
 Designing the method of data collection
 Analysis of the data
 Conclusions and recommendations for further improvements in the practices.

41
Description of statistical tools used

Percentage method

4.2.1 Percentage Method

In this project Percentage method test was used.

Formulae

No of Respondent

Percentage of Respondent = x 100

Total no. of Respondents

The six W’s

WHO-
Who should be considered a potential respondent?
The data are collected from users of Air onditioner.

WHAT-
What information should be obtained from respondent?
Information related to demographic, purchase criteria‟s and brand preferences are
taken.

WHERE-
Where the respondents should be contacted to obtain the required information? The
respondents are carried out from Tiruvannamalai Town.

WHEN-
When the information should be?
The data are collected between February and March 2021.
42
 WHY-
Why are we obtaining information from the respondents?
To know the Consumer attitude towards Air Conditioner in Tiruvannamalai Town.

WAY-
In what way are we going to obtained information from the respondents?
The date is collected thought personal interview method and also done using phone.

Data collection method.

There are two sources of data:

1. Primary Data sources:

Primary data collected by directly from the respondents to solve
the current problem, which is in hand the questionnaire, used for collecting the
data.

2. Secondary Data sources:

Secondary data are collected from many sources like books,
newspapers, company‟s report, and magazines.

Research Instrument:

The most research instrument for data collection – questionnaire has been used. This
questionnaire has been administered through face-to-face interview

Type of questions:

In the questionnaire, both close-ended questions and open-ended questions

were included. The close-ended questions further included multiple-choice
questions as well as rating scale questions.

43
 Sample Design:

Sampling Design and sampling method: In this study, non-probability

Sampling design has been used and the Sampling method employed is
convenience Sampling. This has been done instead of pure random sampling
method (probability Sampling) because of time and money constraints.

Define the target population

Element: Potential customer of air conditioner.

Sampling unit: who come for purchasing air conditioner & user of
air conditioner?

Time: The data were collected between February and March 2021

Select sampling techniques:

Customer Random Sampling used to collect datas

Sample size: 100 Respondents were taken for the research.

44
 CHAPTER-V

DATA ANALISYS AND INTERPRETATION

Gender wise classification of Respondents

Table 5.1

No of
Sl.No SEX Percentage
Respondents
1
Male 46 46

2
Female 54 54

3
Total 100 100

Inference:

The above table indicates 46% of respondents belong to Male and 54% of

Female buying Air Conditioner

45
 Gender
56
54
54

52

50

48
46
46

44

42
Male Female

Which company’s air conditioner do you have in the present

Table 5.2

Sl.No COMPANY RESPONDENT PERCENTAGE

1 Blue star 69 69

2 Hitachi 9 9

3 Onida 12 12

4 Voltas 5 5

5 LG 3 3
 
Total 100 100
Inference:

The above table indicates 69% of respondents using Blue star , least of 3% of

respondents using LG air Conditioner

46
 5 3

12

Blue star
Hitachi
Onida
9 Voltas
LG

69

For what purpose are you buying air conditioner

Table 5.3

Purpose Respondent PERCENTAGE

Domestic Purpose 62 62

Commercial 38 38
Purpose

100 100
Total

47
Inference:The above table indicates that 62% of respondents buying Air conditioner

for Domestic Purpose, 38% of respondents buying Air conditioner for Commercial.

3
8
Domestic
Commercial

6
2

What important criteria you considered while purchasing the

Product of blue star
Table 5.4

Criteria RESPONDENT PERCENTAGE

Price 11 11
Cooling speed 32 32
Maintenance 24 24
Design (look) 6 6

48
Qualitative service 18 18
Company image 9 9
TOTAL 100 100
Inference:

On the basis of above graph we can say that major of the respondents like air-

condition by undertaking criteria i.e. first is cooling speed, and last is design.

Important criteria to Buy

35

30

25

20

15

10

0
Price Cooling speed Maintenance Design (look) Qualitative Company image
service

Is the cooling speed important or not while purchasing air conditioner

Table 5.5

Respondent PERCENTAGE
Cooling speed
70 70
Most Important
13 13
Important
8 8
Neutral
6 6
Unimportant
49
 3 3
Most unimportant
100 100
TOTAL

Inference:

On the basis of above graph we can say that major of the respondents
undertake of purpose of cooling speed i.e. most favorable is 70 %.

Cooling Speed of the A.C

3
6

Most Important
Important
Neutral
13
Unimportant
Most unimportant

70

Is the Better service is given by dealer or not

Table 5.6

Better service Respondent PERCENTAGE

Most Important 68 68

Important 25 25

Neutral 4 4

Unimportant 1 1

50
Most unimportant 2 2

TOTAL 100 100

Inference:

On the basis of above graph we can say that major of the respondents
undertake of purpose of better service i.e. most favorable is 68 %.

Is Better Service is given or Not

80
68
70
60
50
40
30 25
20
10 4 1 2
0
Most Important Important Neutral Unimportant Most unimportant

Table 5.7
Is the product maintenance is affordable to customer or not

Low maintenance Respondent PERCENTAGE

Most Important 76 76
Important 20 20
Neutral 2 2
Unimportant 1 1
51
Most unimportant 1 1
TOTAL 100 100

Inference:

The above table indicates 76% of respondents feels that Maintenanace cost
should be Most Important and Low, Only 1% of respondents feels that
Maintenanace cost should be Most UnImportant

Product maintenance is affordable

50
45
40
35
30
25
20
15
10
5
0
Most Important Important Neutral Unimportant Most unimportant

Table 5.8
Company image is important or not while purchasing the product

Low maintenance Respondent PERCENTAGE

Most Important 46 46

Important 36 36

52
 Neutral 9 9

Unimportant 7 7

Most unimportant 2 2

TOTAL 100 100

Inference: The above table indicates 46% of respondents feels that Company Image is

Most Important while purchasing the Product ,2 % of respondents feels that Company

Image is Most Un Important and its Not Necessary while purchasing the Product

50 46% Most
45
Important

40

35 36

30

25

20

15

10 9 2% Most Un
7 Important
5

0
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5

Table 5.8
From where do you come to know about this DEALER

AWARENESS RESPONDENT PERCENTAGE

Referral 62 62

53
Cold calling 3 3

Advertisement 31 31

Internet 4 4

TOTAL 100 100

Inference:

The above table indicates 62% of respondents are known about the dealer

through referral, 4% of respondents are known about the dealer through

internet.

RESPONDENT
4

Referral
Cold calling
31 Advertisement
Internet

62
3

Table 5.9
After Sales, service is given by dealer or not
After sales service
Respondent Percentage
Most Important
51 51
Important
37 37

54
Neutral
5 5
Unimportant
5 5
Most unimportant
2 2
TOTAL
100 100
Inference:

The above table indicates 37% of respondents are feel that after sales service is

Most important 2% of respondents are feel that after sales service is Most

unimportant

After Sales Service

51
60
50 37
40
30
20 5 5 2
10
0
nt nt l nt nt
r ta r ta u tra r ta r ta
po po Ne po po
Im Im im im
os
t Un t un
M os
M

Table 5.10
Image of dealer in your mind

Image of dealer  Respondent Percentage

55
Excellent
51 51

Good
36 36

Poor
13 13

 
Total 100 100

Inference:

The above table indicates 51% of respondents are feel that Image of the Dealer

is Excellent 13% of respondents are feel that Image of the Dealer is Poor.

Image of dealer
100
90
80
70
60
50 51
40
36
30 100
20
10
0 13
Excellent
Good
Poor

Table 5.11
Which age group is purchases more air conditioner
Age group Respondent Percentage

56
18-27 26 26

28-37 57 57

37-47 13 13

47 above 4 4

TOTAL 100 100

Inference:

The respondent who take decision for buying air conditioner, the most
respondent will use is i.e. 28 – 37 age group , Less is 47 above age group.

4
13
26

18-27
28-37
37-47
47 above

57

Table 5.12
Education status of respondant

57
Education status Respondent Percentage

Under graduate 28 28

Graduate 43 43

Post graduate 19 19

Any other 10 10

TOTAL 100 100

Inference:

The respondent who take decision for buying air conditioner, the most
respondent will use that consist education is i.e. graduate following next
Under graduate 28%.

Education status

10
28 Under graduate
19 Graduate
Post graduate
Any other
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Table 5.12
Overall satisfaction of product and service
Feed back Respondent Percentage

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Highly satisfy 51 51
Satisfy 34 34
Neutral 5 5
Dissatisfy 6 6
Highly dissatisfy 4 4
Total 100 100
Inference:

This chart shows the satisfaction level of customer: there are 51 % respondents
are highly satisfied. And 4% are highly dissatisfied.

Overall satisfaction
120

100
100

80

60
51

40 34

20
5 6 4
0
Highly satisfy Satisfy Neutral Dissatisfy Highly dissatisfy Total

CHAPTER – VI
FINDINGS

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  According to my study, I found that 85 % respondents are aware about Air
conditioner of blue star.

According to my study most of the respondents came to know about Air

conditioner through Television advertisements and reference of
relative. In that the major response category is Television i.e. 31 %
and very high category is Friends and relative i.e. 62 %

 According to my study most of the respondents want to purchase Air

conditioner through help of Family Member. In that the major response
Category is i.e. 61 % and very low category is other i.e. 9 %.

 According to my study most of the respondents want to purchase Air

conditioner through Shiva Electronics. In that the major response Category
is 67.5 %. And very low category is other i.e. 5 %.

 According to my study most of the respondents want to purchase Air

conditioner because of cooling speed and low maintenance. In that the
major response Category is i.e. 70 %. And low Maintenance i.e. 76 %.

 According to my study so less of the respondents want to purchase Air

conditioner because of Good looks but they seen service behind
product... In that the major response Category is i.e. 88 % respondent
require service. And very low category is looks i.e. 55 %.

 According to my study most of the respondents get proper information about

product and features while purchasing. A major respondent category is, i.e.
97%.

 According to my study major respondent are highly satisfy with service of

Shiva Electronics . A major respondent category is i.e. 86%.

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  According to my study most of respondent give positive suggestions to other
about Shiva Electronics. And Blue star.

SUGGESTIONS AND RECOMMENDATION

In the age of cut threat competition, a company should concentrate more and more
advertisement and expand the distribution of good in Shiva Electronics.

 On the basis of my survey, it is found that consumers are having positive

opinion about the products of Blue star & they are having positive
opinion to buy the Blue star air conditioner.

 Some Respondent suggests decreases price and maintenance of the air-

conditioner.

 Also few respondents suggest adding more features in the air-conditioner.

And attract more & more consumers.

 In my opinion service is excellent continue that work which improve sales

and image of Shiva Electronics.

CONCLUSION

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Consumer attitude is important criteria to attain success in Business. This is so because

customers are the End users in the Distribution Channel. Thus the main objective of this study

is to analyze the Consumer attitude and Satisfaction of blue star products.

The study reveals that majority of the customers are aware of the various products of blue

star . It tells the main fact that all the customer are willing to buy any new product introduced

by blue star and want to purchase Air conditioner through Shiva Electronics it’s a good

sign for the Distributor and to retain the same to service to Customers.

BIBLIOGRAPHY

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Consumer Behaviour: European Perspective. 2009. New York: Prentice

Hall/Financial Times.

https://www.bluestarindia.com

Wikipedia - Wikipediahttps://en.wikipedia.org

www.bluestar-de.com

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