15 Chapter 4

CHAPTER 4
ANALYSIS AND INTERPRETATION
Data analysis and interpretation is the procedure through which collected information
is analysed through different measures, to reach towards a significant and concise
finding. It is considered to be the most crucial, principal and technical chapter as the
collected data is analysed with the help of various statistical tools for drawing
inferences and fulfilling the objectives of the study. The objectives of the study have
been divided into three broad categories, followed by their concerned hypothesis
derived on the basis of objectives. Brief summary regarding the hypothesis and their
results is given below:
Objectives Hypotheses Result Page

No.
To identify and analyze the Not Framed NA --
major factors influencing
the buying behavior of rural
consumers.
To measure the financial There is no significant difference Rejected 56
performance and between the competitiveness of
competitive position of Patanjali Ayurved Ltd. and its
Patanjali Ayurved Ltd. rivals.
To examine the impact of There is no significant impact of Rejected 103
marketing-mix in rural marketing-mix on satisfaction of
market. rural consumers.
i. There is no significant Rejected 103
impact of product-mix of
Patanjali on satisfaction of
rural consumers.
ii. There is no significant Rejected 104
impact of place-mix of
rural consumers.
iii. There is no significant Rejected 104
impact of price-mix of
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rural consumers.
iv. There is no significant Rejected 104
impact of promotion-mix
of Patanjali on satisfaction
of rural consumers.
v. There is no significant Rejected 104
impact of services of
rural consumers.
To analyze the major There is no significant difference Rejected 109
problems of rural marketing in the mean ranks of various
faced by Patanjali. problems of Patanjali Ayurved
limited for rural market.
On the basis of collected data, the analysis has been segregated into three sections as
per the objectives of the study. The First section consists of the secondary data
including the financial report which was used to measure the competitive profile of
Patanjali Ayurved Ltd. in the industry and further analysis has been done with the use
of Competitive Profile Matrix (CPM). The Second and Third sections include primary
data which were collected through structured questionnaire. The Second Section
contains the demographic profile of the rural population and variable study, which was
done with the help of Exploratory Factor Analysis, Regression Analysis, and ANOVA.
The last section of the analysis worked upon the problems of rural marketing for
Patanjali Ayurved Ltd. using statistical tools i.e., Friedman Rank Test.
I. FINANCIAL PERFORMANCE OF PATANJALI AYURVED LTD. AND

ITS COMPETITIVE POSITION IN THE INDUSTRY
Following are the objectives and hypothesis for doing this part of analysis:
Objective 2: To measure the financial performance and competitive position of

Patanjali Ayurved Ltd.
H01: There is no significant difference between the competitiveness of Patanjali

Ayurved Ltd. and its rivals.
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Patanjali Ayurved Limited, headquartered in Haridwar, Uttarakhand, was established
in the year 2006 is an Indian company devoted towards the rural and urban development
with Yoga and Ayurved, creating a heathier and sustainable society. The managing
director and majority stake holder (93%) of the company is Acharya Balkrishna, who
is known for Yoga revolution throughout the world. Patanjali is about 47000 retail
outlets and 3500 distributors in the country and multiple warehouses. In line with this,
following are the financial performance and position of Patanjali Ayurved Ltd.:
a) Financial Performance of Patanjali Ayurved Ltd. in Last Five Years

Income
Figure:4.1
Income
120000
98777.1
100000 90517.6 85637.6 90897.1
81899.3
80000
INCOME
60000
40000
20000
0
2017 2018 2019 2020 2021
YEAR
Source: CMIE Prowess IQ

Figure 4.1 is showing the income of last five years from 2017 to 2021, and
it revealed that in the year of 2017 the income of Patanjali was 90517.6 and
in 2018 it reduced to 81899.30. After this it increased gradually in 2019,
2020 and 2021 to 98777.10.
Expenditure
Figure:4.2
Expenses
100000 95932.5
89683.5
EXPENSES
90000 82417
80517.1 81678.2
80000
70000
2017 2018 2019 2020 2021
YEAR
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Figure 4.2 shows the total expenditure of Patanjali Ayurved Ltd. from 2017
to 2021. Above graph shows that they are expending more regularly from
80517.1 in 2017 to 95932.5 in 2021.
Assets and Liabilities
Figure:4.3
Assets and liabilities
150000
ASSETS AND LIABILITIES
96450.2 105098.4
100000 65948.4 67358.5 76319.5
50000
0
2017 2018 2019 2020 2021
YEAR

Figure 4.3 is showing the assets and liabilities of Patanjali for past five years
from 2017 to 2021. In the light of above figure 4.2 as Patanjali expenditure
is increased gradually that reflects in their assets and liabilities. Assets and
liabilities also increased in same manner from 65948.4 in 2017 to 105098.4
in 2021.
Profit After Tax
Figure:4.4
Profit After Tax
15000 11904.2
PROFIT AFTER TAX
10000
4247.2 4845.6
5000 3425.7 3493.7
0
2017 2018 2019 2020 2021
YEAR

Figure 4.4 shows the Profit after tax of Patanjali Ayurved Ltd. from 2017 to
2021. In 2017 profit was Rs. 11904.2 crore that was reduced by 71%
approximately to 3493.7 in 2019. Then it gradually increased by 38% in
next two years from 2019 to 2021 it might have been due to COVID-19
pandemic. But it is still short by approximately 59% from 2017.
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CSR expenditure to be incurred as per Companies Act 2013
Figure: 4.5
CSR expenditure to be incurred as
per Companies Act 2013
250 199.9 203.1
200 168.9
150 108.3 102.3
100
50
0
2017 2018 2019 2020 2021
CSR expenditure to be incurred as per Companies Act 2013

Figure 4.5 is showing the CSR expenditure that has been incurred as per
Companies Act 2013 by Patanjali for the past five years from 2017 to 2021.
In the light of above figures the expenditure on CSR was highest (203.1
crore INR) in the year of 2019 after this it reduced in 2020 and 2021.
b) Competitive Position of Patanjali Ayurved Ltd. in the Industry

Hindustan Unilever Ltd. (HUL), with the vision of sustainable business is India’s
most innovative company. It has a history of 90 years in India with 50+ brands in fifteen
categories. With leadership in Home & Personal Care Products and Foods & Beverages
it is currently holding top position in fast-moving consumer goods (FMCG) sector.
Dabur India Limited or popularly known as DABUR formed in the year 1884 by Dr.
S. K. Burman, is one of the largest fast-moving consumers good companies in India.
Its dedication toward the vision of health and well-being has led to being the most
trusted name in India and world’s largest Ayurvedic and Natural Health Care Company.
Britannia Industries, has a legacy of 100 years, it is one of the leading FMCG
companies in India focused in diary business, compromising 5% of total revenue. It has
expanded all over the country and it has nearly five million retail outlets all over India.
ITC is one of the top private sector companies of India. It has diversified itself in many
businesses including FMCG, IT, Agriculture, Paperboards and Packaging and Hotel
Businesses. In the sector of FMCG business, it has developed over 25 brands over last
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decade. It is one of the leading businesses and it intends to secure top position and
develop long term growth.
A subsidiary of NESTLÉ S.A. of Switzerland, NESTLÉ India, is an emerging

company dedicated towards providing consumer products of global standards. It has
enormously developed over the century with four branch office and 8 manufacturing
units all over the country. Over the years it has worked upon introducing a heathier and
quality life for its customers and now it has gained the position among the top
companies in India in FMCG sector.
Table 4.1: Competitive Financial Position

In Crores (Rs.)
Cash and
Profit Cash CSR
Company Total After Total Equivalent Expenditur
Name Income Tax Assets s e
Britannia 106192.8
Industries Ltd. 2 12316.22 57840.32 395.58 243.08
Dabur India
Ltd. 64283.78 11773.82 63241.96 43.14 249.66
Hindustan 393900.0 280050.0
Unilever Ltd. 0 60910.00 0 13180.00 1284.00
510133.5 124112.3 671591.4
ITC Ltd. 2 2 2 2415.26 3102.60
Nestle India 117637.2
Ltd. 8 15768.7 76259.32 26588.4 333.84
Patanjali
Ayurved Ltd. 89545.74 5583.28 82235.00 1547.02 156.50
Five Year Average of Financial Statement Items from April 2016 to March 2021.
From the above table, it can be concluded that the ITC gains higher total income as
compare to its rivals i.e., Rs. 510133.52 crores. While cash and cash equivalents are
highest for Nestle India Ltd. with Rs. 26588.40 crores compared to other rivals which
means that their solvency is comparatively very good.
Competitive Profile Matrix (CPM)

Competitive profile matrix is an analytical tool that helps a firm to identify its position
in the industry and compares the firm with its rivals. It helps the firm to study the
strength and weakness of the firm and their competitors, to develop understanding about
competitive and external environment. With the help of critical success factors, it
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analyses and compares firm with its key competitors in the industry and the outcomes
guide the firm to identify key areas of improvement and protection (Bhattacharjee &
Dey, 2015).
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TABLE 4.2: COMPETITIVE PROFILE MATRIX (CPM) OF INDIAN FMCG FIRMS
CRITICAL BRITANNIA DABUR HUL ITC NESTLE PATANJALI
SUCCESS
FACTORS IN
FINANCE
Weight Rating Score Rating Score Rating Score Rating Score Rating Score Rating Score
Total 0.25 3 0.75 1 0.25 5 1.25 6 1.5 4 1 2 0.50
Income
Cash and 0.25 2 0.50 1 0.25 5 1.25 4 1 6 1.5 3 0.75
Equivalent
Profit after 0.25 3 0.75 2 0.50 5 1.25 6 1.5 4 1 1 0.25
Tax
Total 0.25 1 0.25 2 0.50 5 1.25 6 1.5 3 0.75 4 1
Assets
CSR 0.25 2 0.50 3 0.75 5 1.25 6 1.5 4 1 1 0.25
Expenditure
TOTAL 2.75 2.25 6.25 7.00 5.25 2.75
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The result shows that ITC scored 7.00 is more competitive compared to other players.
HUL scored 6.25 and retained the second position in the industry whereas Nestle holds
third position by scoring 5.25. Result also revealed that Britannia and Patanjali are able
to sustain themselves on fourth position by scoring 2.75 each. Table 4.2 further revealed
that Dabur a major player of FMCG found to less competitive dramatically, as it holds
fifth position with the least score 2.25.
Result: On the basis of above analysis, it has been inferred that null hypothesis H01
there is no significant difference between the competitiveness of Patanjali Ayurved Ltd.
and its rivals has been rejected and alternate hypothesis HA1 accepted.
Discussion: So, there is a significant difference between the competitiveness of

Patanjali Ayurved Ltd. and its rivals. The position of Patanjali was found fourth among
the major players in the industry. Patanjali is only ahead of Dabur India Ltd. which
means that it is lacking behind in the industry.
II. SATISFACTION OF RURAL CONSUMERS OF PATANJALI

AYURVED LTD.
Following are the objective and hypothesis for fulfilling this part of the study.
Objective 3: To measure the impact of marketing-mix of Patanjali on satisfaction of

rural consumers.
H02: There is no significant impact of marketing-mix in rural consumers.

H02.1: There is no significant impact of product-mix of Patanjali on satisfaction of
rural consumers.
H02.2: There is no significant impact of place-mix of Patanjali on satisfaction of rural
consumers.
H02.3: There is no significant impact of price-mix of Patanjali on satisfaction of rural
consumers.
H02.4: There is no significant impact of promotion-mix of Patanjali on satisfaction
of rural consumers.
H02.4: There is no significant impact of services of Patanjali on satisfaction of rural
consumers.
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Descriptive Analysis
To describe the relationship between variables descriptive analysis has been used. Thus,
the study considered and analysed the respondent's profile such as age, gender, resident
area, occupations, earnings members in family, and annual income and is presented
through the descriptive analysis in the following section.
Table 4.3: Age
Age Frequency Percent
<15 42 5.3
15 to 30 years 491 62
30 to 45 years 93 11.7
45 to 60 years 106 13.4
>60 60 7.6
Total 792 100
Source: Primary Data
Figure: 4.6 Age

600
491
500
400
300
200
93 106
100 42 60
0
Frequency
<15 15 to 30 years 30 to 45 years 45 to 60 years >60
Table 4.3 shows that out of 792 respondents 491 (62%) were youth within 15 to 30
years age group, another 13.4% were from 45 to 60 years age group. 11.7% were from
30 to 45 age group, while 7.6% and 5.3% were from 60 or above and below 15 years
age group, respectively.
Table 4.4: Gender

Gender Frequency Percent
Male 458 57.8
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Female 334 42.2
Transgender Nil Nil
Total 792 100
Figure: 4.7 Gender
334
458
Male Female
Table 4.4 is showing that out of total 792 respondents, 458 (57.8%) were male
respondents while 334 (42.2%) were female. No transgender respondents were found.
Table 4.5: Districts

District Frequency Percent
Prayagraj 209 26.39
Banda 177 22.35
Moradabad 201 25.38
Sitapur 205 25.88
Total 792 100
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Figure: 4.8 Districts
220 209
205
201
200
177
180
160
Frequency
Prayagraj Banda Moradabad Sitapur
Table 4.5 shows that 209 (26.39) respondents were from the rural region of Prayagraj,
205 (25.88) were from Sitapur, 201 (25.38) were from Moradabad and 177 (22.35) were
from Banda out of total 792 respondents.
Table 4.6: Occupations

Occupations Frequency Percent
Government Sector 31 3.9
Private Sector 124 15.7
Agriculture 146 18.4
Retired 30 3.8
Business 42 5.3
Education/Training 419 52.9
Total 792 100
Figure: 4.9 Occupations

500
419
400
300
200 146
124
100 42
31 30
0
Frequency
Government Sector Private Sector Agriculture Retired Business Education/Training
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Table 4.6, shows the data related to occupation, and revealed that out of 792
respondents, majority of respondents 419 (52.9%) were engaged in education/training,
another 146 (18.4%) were from farmers groups, engaged in agriculture, while another
significant part of 124 (15.7%) respondents were employed in private sector, 42 (5.3%)
respondents were engaged in business, 31 (3.9) were employed in government services
and 30 (3.8%) were retired from their jobs.
Table 4.7: Earning members

Earning members Frequency Percent
< 2 Members 519 65.5
2 to 4 Members 221 27.9
4 to 6 Members 52 6.6
>6 Members 0 0.0
Total 792 100
Figure: 4.10 Earning members

600
519
500
400
300
221
200
100 52
0
0
Frequency
< 2 Members 2 to 4 Members 4 to 6 Members >6 Members
Table 4.7 reflects earning members in respondents’ family in which out of 792
respondents 519 (65.5%) there were less than 2 earning members while out of 221
(27.9%) there were 2 to 4 earning members, and out of 52 (6.6%) there were 4 to 6
earning members, besides no one had more than 6 earning members in their family.
Table 4.8: Annual income (INR)
Annual income Frequency Percent
< 10,000 1 0.1
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10,000 to 50,000 146 18.4
50,000 to 1,00,000 126 15.9
>1,00,000 519 65.5
Total 792 100
Figure: 4.11 Annual income (INR)

600 519
500
400
300
200 146 126
100
1
0
Frequency
< 10,000 10,000 to 50,000 50,000 to 1,00,000 >1,00,000
Table 4.8 is related to annual family income (INR) of respondents, this table shows that
the majority of respondents 519 (65.5) were having more than 1,00,000 (INR) family
income, 146 (18.4) have 10,000 to 50,000 annual income, another 126 (15.9%) have
family income between 50,000 to 1,00,000 (INR) while only 1 (0.1%) respondent had
less than 10,000 (INR) annual family income.
Table 4.9: Consumer preference for FMCG products
Company Frequency Percent
HUL 166 20.96

ITC 182 22.98
Dabur 40 5.05
Britannia 63 7.95
Patanjali 158 19.95
Godrej 25 3.16
TATA Consumer 24 3.03
Nestle 103 13.01
Parle Agro 13 1.64
Amul 11 1.39
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Emami 3 0.38
Colgate Palmolive Ltd 4 0.51
Total 792 100
Figure: 4.12 Consumer Preference for

FMCG Products
HUL ITC Dabur Britannia

Patanjali Godrej TATA Consumer Nestle
Parle Agro Amul Emami Colgate Palmolive Ltd
Table 4.9 is showing the frequencies of consumer responses on a question regarding

their preferences for the FMCG products. Out of 792 respondents, 22.98 percent
preferred ITC, 20.96 preferred HUL while 19.95 percent preferred Patanjali for their
FMCG consumption. Another 13.01 percent preferred Nestle, 7.95 preferred Britannia
and 5.05 preferred for Dabur.
Table 4.10: Have you ever used Patanjali products?

Particular Frequency Percent
Yes 792 97.3
No 22 2.7
Total 814 100
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Figure: 4.13 Using of PAL products
22
792
Yes No
Table 4.10 is showing the responses of respondents on the question stating have they
ever used Patanjali products, out 814 respondents, 792 (97.3%) said yes, while 22
(2.7%) responded no. For the further analysis 22 respondents who responded no in this
question were dropped deliberately and 792 respondents who responded yes, were
taken as sample respondents for the analysis.
Table 4.11: If yes, then how long have you been using it?
From 1 Year 294 37.1
2 To 3 Years 264 33.3
3 To 5 Years 109 14.9
> 5 Years 125 15.7
Total 792 100
Figure: 4.14 Duration of using PAL Products

350
294
300 264
250
200
150 109 125
100
50
0
Frequency
From 1 Year 2 To 3 Years 3 To 5 Years > 5 Years
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In relation to previous question, respondents who answered yes, were asked another
question stating for how long have they been using it, on which out of 792 respondents
(who said yes in previous question) 294 (37.1%) said they were using it from past 1
year, 264 (33.3%) said they were using it from 2 to 3 years, 109 (14.9%) were using it
from 3 to 5 years while 125 (15.7%) were using it for more than 5 years reveals Table
4.11.
Table 4.12: How do you come to know about Patanjali brand?

Internet 220 27.8
Television Ad 291 36.7
Friends 80 10.1
Words of Mouth 111 14
Other Sources 90 11.4
Total 792 100
Figure: 4.15 Awareness about PAL

350
291
300
250 220
200
150 111
80 90
100
50
0
Frequency
Internet Television Ad Friends Words of Mouth Other Sources
In the Table 4.12, it is shown that on a question of how they came to know about
Patanjali, out of 792 respondents, 291 (36.7%) responded that they came to know about
Patanjali via television ad, 220 (27.8%) responded internet, 111 (14%) responded word
of mouth, while 90 (11.4) responded from other sources.
Table 4.13: How was your experience to consume Patanjali Products?

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Very Poor 16 2.0
Poor 79 10.0
Satisfactory 309 39.0
Good 235 29.7
Excellent 153 19.3
Total 792 100.0
Figure: 4.16 Consumption Experience

350 309
300
235
250
200 153
150
100 79
50 16
0
Frequency
Very Poor Poor Satisfactory Good Excellent
On another question regarding the consumption experience of Patanjali products, Table

4.13 revealed that out of 792 respondents, 309 (39%) respondents responded
satisfactory, 235 (29.7%) responded it was good to consume, and 153 (19.3%)
responded as excellent while 79 (10%) and 16 (2%) responded that it was poor and very
poor, respectively.
Table 4.14: In comparison to other alternatives what is the price of Patanjali

Ayurved limited?
Very High 13 1.6
High 89 11.2
Almost Equal 236 29.8
Low 306 38.6
Very Low 148 18.7
Total 792 100.0
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Figure: 4.17 Comparative Pricing
400
306
300 236
200 148
89
100
13
0
Frequency
Very High High Almost Equal Low Very Low
On the question of comparative pricing of Patanjali, as above table shows, that out of
792 respondents, 148 (18.7%) respondents responded that it was comparatively very
low, 306 (38.6%) said it was low and 236 (29.8%) considered it was almost equal, while
89 (11.2%) and 13 (1.6%) respondents considered it was comparatively high and very
high, respectively.
Table 4.15: How was the availability of Patanjali Products nearby you
whenever you demand for it?
Very Poor 94 11.9
Poor 85 10.7
Good 83 10.5
Excellent 144 18.2
Total 792 100.0
Figure: 4.18 Availability of Patanjali

Products
600
386
400
200 144
94 85 83
0
Frequency
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Table 4.15 is showing the responses regarding the availability of Patanjali products, out
of 792 respondents, 386 (48.7%) responded that availability of products nearby them
on demand was satisfactory, 144 (18.2%) said that it was excellent and 83 (10.5%)
responded as good, while 85 (10.7%) and 94 (11.9%) responded poor and very poor,
respectively.
Table 4.16: How were promotional activities of Patanjali to influence you for
buying it?
Very Poor 84 10.6
Poor 79 10.0
Good 235 29.7
Excellent 5 0.6
Total 792 100.0
Figure: 4.19 Influence of Promotional

Activities
500
389
400
300 235
200
84 79
100
5
0
Frequency
Table 4.16 is showing the responses regarding the influence of promotional activities
and it revealed that out of 792 respondents 389 (49.1%) responded that it was
satisfactory, 235 (29.7%) said it was good, and only 5 (0.6%) considered it as excellent.
While 79 (10.6%) and 84 (10.0%) responded that it was poor and very poor,
respectively.
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Exploratory Factor Analysis
Exploratory Factory Analysis (EFA) is a multivariate technique, which is used to
compile the variables of same nature and reduces the large number of variables into
few, resulting in simplifying the analysis and reducing the data complexity (Chawla &
Sondhi, 2016). The most popular approach used is Principal Components Analysis, it
is based on the intercorrelation of variables in correlation matrix (Cooper, Schindler, &
Sharma, 2012). In present study, factor reduction has been performed twice, separately
for dependent variables and independent variables or predictors.
Factor Analysis for Dependent Variables

Table 4.17: Correlation Matrixa
In comparison
to other How was the How were
How was alternatives availability of promotional
your what is the Patanjali activities of
experience price of Products Patanjali to
to consume Patanjali nearby you influence
Patanjali Ayurved whenever you you for
Products? limited? demand for it? buying it?
Correlation How was 1.000 0.566 0.385 0.639
your
experience
to consume
Patanjali
Products?
In 0.566 1.000 0.354 0.638
comparison
to other
alternatives
what is the
price of
Patanjali
Ayurved
limited?
How was 0.385 0.354 1.000 0.264
the
availability
of Patanjali
Products
nearby you
whenever
you demand
for it?
How were 0.639 0.638 0.264 1.000
promotional
activities of
Patanjali to
influence
P a g e | 71
you for
buying it?
Sig. (1- How was 0.000 0.000 0.000

tailed) your
experience
to consume
Patanjali
Products?
In 0.000 0.000 0.000
comparison
to other
alternatives
what is the
price of
Patanjali
Ayurved
limited?
How was 0.000 0.000 0.000
the
availability
of Patanjali
Products
nearby you
whenever
you demand
for it?
How were 0.000 0.000 0.000
promotional
activities of
Patanjali to
influence
you for
buying it?
a. Determinant = .267
To obtain the validity and reliability of factor analysis and to strengthen the results of
factor analysis, Kaiser-Meyer-Olkin or KMO and the Bartlett’s test of sphericity have
been used.
Using SPSS 25 a factor analysis was carried out. The result on KMO and the Bartlett’s
test are given below in table;
Table 4.18: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.738
Approx. Chi-Square 1040.846
Bartlett's Test of Sphericity
Df 6
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Sig. 0.000
The value of KMO statistics greater than 0.5, indicates that factor analysis could be
used for given data set. As above Table 4.18 is showing the value of KMO statistics is
0.738, it means that the data is adequate to perform factor analysis. Further, Bartlett’s
test of sphericity testing for the correlation coefficient matrix is significant as indicated
by the p-value (0.000 which is less than 0.05, the assumed level of significance)
corresponding to the chi-square statistics.
Table 4.19: Communalities

Initial Extraction
How was your experience to consume Patanjali Products? 1 0.716
In comparison to other alternatives what is the price of

1 0.700
Patanjali Ayurved limited?
How was the availability of Patanjali Products nearby you
1 0.335
whenever you demand for it?
How were promotional activities of Patanjali to influence
1 0.708
you for buying it?
Extraction Method: Principal Component Analysis.
In factor analysis, communality measure is used to find out how much percentage of
selected variables can be explained by the underlying factor. A high rate of extraction
explained that the factor justifies the variable’s variation taken into consideration
(Chawla & Sondhi, 2016). Table 4.19 is showing the communality for each variable
and the communality of first variable is 0.716, that indicates 71.6% of the information
content of the first variable explains the consumption experience while 70%, 33.5%
and 70.8% explains consumption experience of second, third and fourth variables,
respectively.
Figure: 4.20 Scree Plot (Dependent Variable)
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Scree plot is a graphical tool to select how many factors or principal components will
be retained in an exploratory factor analysis. In the above Figure 4.20 of scree plot,
Eigenvalue are shown on the Y axis and factor or components numbers on X axis. Scree
plot shows only factor 1 has eigenvalue greater than 1 while other factors have
eigenvalue less than 1 and the elbow of graph tend to be flatter after component 1. There
is a thumb rule that component(s) having eigenvalue greater than 1 should only be
considered as principal components for the further study. So, factor 1 has been consider
the principal component for the present study.
Table 4.20: Total Variance Explained

Extraction Sums of Squared
Initial Eigenvalues
Loadings
Component
% of Cumulative % of Cumulati
Total Total
Variance % Variance ve %
1 2.459 61.480 61.480 2.459 61.480 61.480

2 0.790 19.756 81.236
3 0.433 10.819 92.055
4 0.318 7.945 100
Table 4.20 is showing total variance explained by the factor extracted with the
eigenvalues of all the components. Table supports the scree plot and reveals that only
component 1 has eigenvalue (2.459) greater than one. Apart from this component 1 also
explaining the 61.48% of total variance.
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Table 4.21: Component Matrixa
Component
1
How was your experience to consume Patanjali
0.846
Products?
How were promotional activities of Patanjali to
0.841
influence you for buying it?
In comparison to other alternatives what is the price of
0.837
Patanjali Ayurved limited?
How was the availability of Patanjali Products nearby
0.579
you whenever you demand for it?
a. 1 components extracted.
The correlation coefficient between the variables taken for the study and the factor score
is called factor loading and is presented in above Table 4.21, called factor or
components matrix. The result presented above could always be verified by computing
the correlation coefficients between the relevant factor score with the original
standardized variables. The elements of the component matrix are called factor loadings
(Chawla & Sondhi, 2016). As above matrix reveals, coefficient of correlation between
the component 1 and first three variables is high while correlation with fourth variable
is moderate.
Table 4.22: Rotated Component Matrixa
a. Only one component was extracted. The solution cannot be rotated.
Now, for the interpretation of factor loading matrix, component matrix is used, and
factor rotation is applied to explain result in a better way. (Chawla & Sondhi, 2016). In
this part of analysis, only one component was extracted so the solution cannot be
rotated.
Table 4.23: Factors Table

Factor Name of Factor
Variable Name
No. Dimension Score
How was your experience to consume
0.846
Patanjali Products?
Consumer
F1
Satisfaction How were promotional activities of Patanjali
0.841
to influence you for buying it?
P a g e | 75
In comparison to other alternatives what is
0.837
the price of Patanjali Ayurved limited?
How was the availability of Patanjali
Products nearby you whenever you demand 0.579
for it?
After factor rotation the next step is to name the factors extracted. In this part of
analysis, only one factor has been extracted as principal component that comprises all
the four variables experience to consume with factor score 0.846, influence of
promotional activities with 0.841, comparative price with 0.837 and better availability
with 0.579, could be named as consumer satisfaction.
Extracted factor “Consumer Satisfaction” has been taken as dependent variable for
further analysis.
Table 4.24: Patanjali products are pure.

Strongly Disagree 15 1.9
Disagree 159 20.1
Neutral 307 38.8
Agree 148 18.7
Strongly Agree 163 20.6
Total 792 100
Table 4.24 shows that, on a question about the purity of Patanjali products 38.8% of
792 respondents were neutral, 18.7% agreed that products have been pure and 20.6%
strongly agreed for the same. However, 20.1% respondents disagreed and 1.9%
strongly disagreed with the purity of products.
Table 4.25: Patanjali provides wide range of products to satisfy people needs.
Disagree 150 18.9
Neutral 303 38.3
Agree 151 19.1
P a g e | 76
Total 792 100
Table 4.25 shows the responses on a question regarding the wide products range to
satisfy people needs of Patanjali. Out of 792 respondents 303 (38.3%) were neutral on
the question, while 19.1% agreed and 21.1% strongly agreed that the Patanjali provides
a wide range of products to satisfy their consumers. Apart from this, 18.9% respondents
disagreed and 2.7% strongly disagreed with the statement.
Table 4.26: Brand image of Patanjali influence its buyers.

Disagree 14 1.8
Neutral 315 39.8
Agree 305 38.5
Total 792 100
Above Table 4.26 showing the responses about the brand image of Patanjali to
influence its buyers. Out of total 792 respondents 305 (38.5%) agreed and 141 (17.8%)
Strongly agreed that brand image of Patanjali influenced consumers to consume it while
315 (39.8%) said that this might be influenced might be not. However, only 14 (1.8%)
disagreed and 17 (2.1%) strongly disagreed that brand image is relevant to influence.
Table 4.27: Patanjali products often being Ayurvedic.

Disagree 153 19.3
Neutral 308 38.9
Agree 154 19.4
Total 792 100
Table 4.27 shows the responses on another question, Patanjali products often being
ayurvedic, majority of the respondents 38.9% were neutral, while 19.3% disagreed and
P a g e | 77
1.8% strongly disagreed. However, 19.4% respondent agreed that products often being
Ayurvedic and 20.6% strongly agreed for the same.
Table 4.28: Patanjali provides its assistance and after sales services for using its
products.
Disagree 94 11.9
Neutral 314 39.6
Agree 127 16.0
Total 792 100
Responses on another question regarding the assistance and after sales services of
Patanjali shows in above Table 4.28. Table reveals that 127 respondents from total, 792
agreed and 178 strongly agreed that Patanjali provides its assistance and after sales
services for using its products while 314 were neutral for the same. However, 94 and
79 respondents disagreed and strongly disagreed with the statement respectively.
Table 4.29: If am not satisfied with the product I can easily return or change it.

Disagree 94 11.9
Neutral 314 39.6
Agree 127 16.0
Total 792 100
Responses on the question regarding the return or change policy in case of

dissatisfaction shows in above Table 4.29. According to the table 16% respondent
agreed and 23.2% strongly disagreed that they could easily return or change the product
in case of dissatisfaction. However, 11.9% disagreed and 9.2% strongly disagreed with
the same while majority of the respondents 39.6% were neutral here too.
P a g e | 78
Table 4.30: Patanjali products are safe in covid pandemic.
Disagree 148 18.7
Neutral 296 37.4
Agree 149 18.8
Total 792 100
Above Table 4.30, represents the respondent’s respond, when asked about the product
safety of Patanjali during covid pandemic, to which 37.4 percent of the total
respondents were neutral while 20.2 percent strongly agreed that Patanjali’s product
were safe in covid pandemic, 18.8 percent agreed, 18.7 percent disagreed and only 4.9
percent strongly disagreed to it.
Table 4.31: Price of Patanjali products is reasonable.

Disagree 75 9.5
Neutral 304 38.4
Agree 155 19.6
Total 792 100
Table 4.31 represents the respondent’s response, when questioned that are Price of
Patanjali products reasonable, to which 38.4 percent respondents were neutral while
only 11.1 percent respondents strongly agreed that prices of Patanjali products are
reasonable, 19.6 percent agreed, only 9.5 percent disagreed and 21.5 percent strongly
disagreed.
Table 4.32: Patanjali provides regular discounts on its products.

Disagree 317 40.0
P a g e | 79
Neutral 237 29.9
Agree 79 10.0
Total 792 100
Table 4.32 represents the respondent’s response, when asked does Patanjali provides
regular discounts on its products, to which 29.9 percent respondents were neutral while
40.0 percent respondents disagreed, 10 percent disagreed, 10 percent agreed and 10.1
percent strongly agreed upon it.
Table 4.33: Patanjali offers additional facilities to customers owning

Membership card.
Disagree 72 9.1
Neutral 294 37.1
Agree 149 18.8
Total 792 100
Table 4.33 represents the respondent’s response, when asked does Patanjali offers
additional facilities to customers owning Membership card, to which 37.1 percent
respondents were neutral while 24.1 percent respondents strongly disagreed, 9.1
percent disagreed, 18.8 percent agreed and 10.9 percent strongly agreed upon it.
Table 4.34: Shipping charges of Patanjali products is low.

Disagree 74 9.3
Neutral 299 37.8
Agree 152 19.2
Total 792 100
P a g e | 80
Table 4.34 represents the respondent’s response, when asked are shipping charges of
Patanjali products low, to which 37.8 percent respondents were neutral while 22.7
percent respondents strongly disagreed, 9.3 percent disagreed, 19.2 percent agreed and
only 11 percent strongly agreed upon it.
Table 4.35: Patanjali products are available in small sized packages.

Disagree 80 10.1
Neutral 153 19.3
Agree 364 46.0
Total 792 100
Table 4.35 represents the respondent’s response, when questioned that are Patanjali
products available in small sized packages, to which 19.3 percent respondents were
neutral while 46 percent respondents agreed upon it, 22.1 percent strongly agreed, 10.1
percent disagreed and only 2.5 percent strongly disagreed.
Table 4.36: Advertisement of Patanjali influenced people to buy its products.

Disagree 0 0.0
Neutral 158 19.9
Agree 396 50.0
Total 792 100
Table 4.36 represents the respondent’s response, when asked does advertisement of
Patanjali influenced people to buy its products, to which 19.9 percent respondents were
neutral while 50 percent respondents agreed upon it, 19.9 percent strongly agreed, 10.1
percent strongly disagreed and 0 respondents disagreed.
Table 4.37: Patanjali offers promotional messages.
P a g e | 81
Disagree 79 10.0
Neutral 80 10.1
Agree 552 69.7
Total 792 100
Table 4.37 represents the respondent’s response, when asked does Patanjali offers
promotional messages, to which 10.1 percent respondents were neutral while 69.7
percent respondents agreed upon it, 0 strongly agreed, 10 percent disagreed and 10.2
percent strongly disagreed.
Table 4.38: Patanjali provides various offers to its consumers.

Disagree 159 20.1
Neutral 159 20.1
Agree 236 29.8
Total 792 100
Table 4.38 represents the respondent’s response, when questioned does Patanjali
provides various offers to its consumers, to which 20.1 percent respondents were
neutral while 27.4 percent respondents strongly agreed upon it, 29.8 percent agreed,
20.1 percent disagreed and only 2.7 percent strongly disagreed.
Table 4.39: Patanjali highly use social media platforms for advertisement.
Disagree 157 19.8
Neutral 157 19.8
Agree 231 29.2
P a g e | 82
Total 792 100
Table 4.39 represents the respondent’s response, when questioned does Patanjali highly
use social media platforms for advertisement, to which 19.8 percent respondents were
19.8 percent disagreed and only 1.8 percent strongly disagreed.
Table 4.40: Popularity of Baba Ramdev influence people to buy Patanjali

products.
Disagree 130 16.4
Neutral 195 24.6
Agree 128 16.2
Total 792 100
Table 4.40 represents the respondent’s response, when questioned does Popularity of
Baba Ramdev influence people to buy Patanjali products, to which 24.6 percent
respondents were neutral while 27.1 percent respondents strongly agreed upon it, 16.2
percent agreed, 16.4 percent disagreed and 15.7 percent strongly disagreed.
Table 4.41: Patanjali store workers and other personnel spent good efforts to
build a relationship.
Disagree 156 19.7
Neutral 233 29.4
Agree 237 29.9
Total 792 100.0
Table 4.41 represents the respondent’s response, when questioned does Patanjali store
workers and other personnel spent good efforts to build a relationship, to which 29.4
P a g e | 83
percent respondents were neutral while 19.7 percent respondents strongly agreed upon
it, 29.9 percent agreed, 19.7 percent disagreed and only 1.3 percent strongly disagreed.
Table 4.42: Patanjali product are easily available with retailers.

Disagree 163 20.6
Neutral 76 9.6
Agree 288 36.4
Total 792 100.0
Table 4.42 represents the respondent’s response, when questioned are Patanjali product
easily available with retailers, to which 9.6 percent respondents were neutral while 30.4
percent respondents strongly agreed upon it, 36.4 percent agreed, 20.6 percent
disagreed and only 3 percent strongly disagreed.
Table 4.43: Patanjali stores are easily available in locality and I can get mostly
all products from there.
Disagree 80 10.1
Neutral 159 20.1
Agree 236 29.8
Total 792 100.0
Table 4.43 represents the respondent’s response, when questioned are Patanjali stores
easily available in their locality and can they get most products there, to which 20.1
percent respondents were neutral while 30.1 percent respondents strongly agreed upon
it, 29.8 percent agreed, 10.1 percent disagreed and 10 percent strongly disagreed.
Table 4.44: Patanjali products can be ordered online easily.

P a g e | 84
Disagree 88 11.1
Neutral 154 19.4
Agree 229 28.9
Total 792 100.0
Table 4.44 represents the respondent’s response, when questioned can Patanjali
products be easily ordered online, to which 19.4 percent respondents were neutral while
29 percent responded strongly agreed upon it, 29.9 percent agreed, 11.1 percent
disagreed and 11.5 percent strongly disagreed.
Table 4.45: Door-to-door sales of Patanjali products is good and reliable.

Disagree 74 9.3
Neutral 332 41.9
Agree 134 16.9
Total 792 100.0
Table 4.45 represents the respondent’s response, when questioned are Door-to-door
sales of Patanjali products good and reliable, to which 41.9 percent respondents were
only 9.3 percent disagreed and 12.8 percent strongly disagreed.
Table 4.46: Suggest, how can Patanjali increase its market outreach in rural
areas?
Suggestions Frequency Percent
increase product quality 293 37
Affordability 114 14.4
better distribution network 353 44.6
effective promotion activities 32 4
Total 792 100
P a g e | 85
Table 4.46 represents the respondent’s response, when asked to suggest how can
Patanjali increase its market outreach in rural areas, to which 44.6 percent suggested
Patanjali to better its distribution network, 37 percent suggested to improve its product
quality, 14.4 percent respondents suggested Patanjali to make their products more
affordable and 4 percent suggested them to implement effective promotional activities.
Table 4.47: How likely is it that you would recommend Patanjali to a friend
or colleague?
Recommend to Friend/Colleague Frequency Percent
One Star 84 10.6

Two Star 31 3.9
Three Star 51 6.4
Four Star 63 8
Five Star 95 12
Six Star 95 12
Seven Star 155 19.6
Eight Star 31 3.9
Nine Star 63 8
Ten Star 124 15.7
Total 792 100
Exploratory Factor Analysis for Independent Variables
In this part of the analysis Exploratory Factor Analysis (EFA) has been applied to
reduce the independent variables as they were many in numbers to perform further
analysis.
P a g e | 86
Table 4.48: Correlation Matrixa
Popularity of Baba Ramdev
personnel efforts for CRM
Stores available in locality

Assistance and after sales
Membership card holders
Available in small sized

Wide range of products
and products with them

Safe in covid pandemic
Available with retailers

Easily return or change
Low Shipping charges

Additional facilities to
Promotional messages
Store workers & other

Use of social media
Ayurvedic products
Door-to-door sales
Regular discounts
Reasonable Price
Available online
Advertisement
Various offers
Brand image
platforms
packages
services
Purity
Correlatio 1.00 0.78 0.46 0.74 0.44 0.44 0.71 0.36 0.58 0.34 0.34 0.33 0.48 0.62 0.32 0.39 0.26 0.22 0.43 0.61 0.56 0.42
n Purity 0 7 3 2 5 3 5 9 4 1 6 8 6 0 7 7 3 6 4 2 0 6
0.78 1.00 0.50 0.76 0.52 0.52 0.92 0.32 0.57 0.33 0.34 0.36 0.48 0.64 0.36 0.50 0.29 0.23 0.44 0.64 0.62 0.53
Wide range 7 0 2 0 1 0 1 0 6 7 2 6 8 0 5 7 7 2 6 8 3 5
of products
0.46 0.50 1.00 0.40 0.34 0.33 0.49 0.23 0.28 0.23 0.24 0.45 0.37 0.35 0.36 0.45 0.33 0.35 0.42 0.62 0.64 0.39
Brand image 3 2 0 7 2 8 9 2 5 5 2 5 4 9 0 9 1 0 2 7 0 7
0.74 0.76 0.40 1.00 0.48 0.48 0.72 0.34 0.59 0.33 0.34 0.31 0.49 0.62 0.32 0.41 0.26 0.23 0.42 0.61 0.57 0.47
Ayurvedic 2 0 7 0 9 7 6 7 4 7 2 2 9 6 9 9 2 0 6 8 0 9
products
0.44 0.52 0.34 0.48 1.00 0.95 0.60 0.14 0.29 0.15 0.15 0.25 0.37 0.35 0.20 0.33 0.28 0.24 0.28 0.33 0.35 0.68
Assistance 5 1 2 9 0 9 3 3 9 1 6 0 1 8 7 4 2 7 7 9 4 9
and after
sales
services
0.44 0.52 0.33 0.48 0.95 1.00 0.56 0.14 0.30 0.12 0.13 0.21 0.36 0.36 0.20 0.27 0.28 0.23 0.28 0.34 0.30 0.69
Easily return 3 0 8 7 9 0 7 9 4 6 0 6 9 3 6 8 3 8 8 0 8 2
or change
0.71 0.92 0.49 0.72 0.60 0.56 1.00 0.32 0.54 0.36 0.37 0.33 0.47 0.60 0.34 0.50 0.26 0.22 0.42 0.61 0.61 0.59
Safe in covid 5 1 9 6 3 7 0 7 4 6 2 9 3 5 5 8 7 3 2 5 0 2
pandemic
Reasonable 0.36 0.32 0.23 0.34 0.14 0.14 0.32 1.00 0.74 0.95 0.97 0.17 0.38 0.45 0.25 0.23 0.11 0.12 0.29 0.50 0.47 0.14
Price 9 0 2 7 3 9 7 0 1 1 5 0 6 8 7 7 4 2 2 2 3 4
Regular 0.58 0.57 0.28 0.59 0.29 0.30 0.54 0.74 1.00 0.70 0.72 0.11 0.50 0.54 0.36 0.39 0.04 0.14 0.16 0.47 0.44 0.32
discounts 4 6 5 4 9 4 4 1 0 4 1 2 6 8 1 3 1 1 0 7 4 1
P a g e | 87
0.34 0.33 0.23 0.33 0.15 0.12 0.36 0.95 0.70 1.00 0.97 0.16 0.36 0.43 0.23 0.27 0.09 0.11 0.29 0.47 0.47 0.13
Additional 1 7 5 7 1 6 6 1 4 0 5 9 6 1 8 6 2 2 9 7 8 2
facilities to
Membership
card holders
Low 0.34 0.34 0.24 0.34 0.15 0.13 0.37 0.97 0.72 0.97 1.00 0.17 0.37 0.44 0.25 0.28 0.10 0.11 0.28 0.49 0.49 0.13
Shipping 6 2 2 2 6 0 2 5 1 5 0 7 6 4 0 6 3 5 3 0 2 8
charges
0.33 0.36 0.45 0.31 0.25 0.21 0.33 0.17 0.11 0.16 0.17 1.00 0.52 0.61 0.50 0.58 0.36 0.33 0.54 0.66 0.71 0.23
Available in 8 6 5 2 0 6 9 0 2 9 7 0 2 6 9 5 9 1 4 5 5 9
small sized
packages
0.48 0.48 0.37 0.49 0.37 0.36 0.47 0.38 0.50 0.36 0.37 0.52 1.00 0.72 0.65 0.69 0.25 0.68 0.31 0.48 0.45 0.39
Advertiseme 6 8 4 9 1 9 3 6 6 6 6 2 0 8 7 8 8 5 5 6 5 4
nt
0.62 0.64 0.35 0.62 0.35 0.36 0.60 0.45 0.54 0.43 0.44 0.61 0.72 1.00 0.55 0.59 0.33 0.20 0.58 0.72 0.68 0.38
Promotional 0 0 9 6 8 3 5 8 8 1 4 6 8 0 2 6 0 7 0 6 0 3
messages
0.32 0.36 0.36 0.32 0.20 0.20 0.34 0.25 0.36 0.23 0.25 0.50 0.65 0.55 1.00 0.80 0.31 0.47 0.25 0.52 0.48 0.23
Various 7 5 0 9 7 6 5 7 1 8 0 9 7 2 0 9 2 3 0 4 3 0
offers
0.39 0.50 0.45 0.41 0.33 0.27 0.50 0.23 0.39 0.27 0.28 0.58 0.69 0.59 0.80 1.00 0.33 0.51 0.28 0.58 0.60 0.31
Use of social 7 7 9 9 4 8 8 7 3 6 6 5 8 6 9 0 7 8 1 2 2 6
media
platforms
0.26 0.29 0.33 0.26 0.28 0.28 0.26 0.11 0.04 0.09 0.10 0.36 0.25 0.33 0.31 0.33 1.00 0.26 0.36 0.46 0.41 0.27
Popularity of 3 7 1 2 2 3 7 4 1 2 3 9 8 0 2 7 0 6 1 9 9 2
Baba
Ramdev
P a g e | 88
0.22 0.23 0.35 0.23 0.24 0.23 0.22 0.12 0.14 0.11 0.11 0.33 0.68 0.20 0.47 0.51 0.26 1.00 0.12 0.25 0.24 0.25
6 2 0 0 7 8 3 2 1 2 5 1 5 7 3 8 6 0 1 9 1 8
Store
workers &
other
personnel
efforts for
CRM
0.43 0.44 0.42 0.42 0.28 0.28 0.42 0.29 0.16 0.29 0.28 0.54 0.31 0.58 0.25 0.28 0.36 0.12 1.00 0.74 0.69 0.26
4 6 2 6 7 8 2 2 0 9 3 4 5 0 0 1 1 1 0 4 3 6
Available
with retailers
0.61 0.64 0.62 0.61 0.33 0.34 0.61 0.50 0.47 0.47 0.49 0.66 0.48 0.72 0.52 0.58 0.46 0.25 0.74 1.00 0.93 0.35
Stores 2 8 7 8 9 0 5 2 7 7 0 5 6 6 4 2 9 9 4 0 8 6
available in
locality and
products
with them
0.56 0.62 0.64 0.57 0.35 0.30 0.61 0.47 0.44 0.47 0.49 0.71 0.45 0.68 0.48 0.60 0.41 0.24 0.69 0.93 1.00 0.32
Available 0 3 0 0 4 8 0 3 4 8 2 5 5 0 3 2 9 1 3 8 0 7
online
0.42 0.53 0.39 0.47 0.68 0.69 0.59 0.14 0.32 0.13 0.13 0.23 0.39 0.38 0.23 0.31 0.27 0.25 0.26 0.35 0.32 1.00
Door-to-door 6 5 7 9 9 2 2 4 1 2 8 9 4 3 0 6 2 8 6 6 7 0
sales
Sig. (1- 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
tailed) Purity 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Wide range 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
of products
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Brand image 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Ayurvedic 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
products
P a g e | 89
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Assistance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
and after
sales
services
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Easily return 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
or change
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Safe in covid 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
pandemic
Reasonable 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Price 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0
Regular 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.12 0.00 0.00 0.00 0.00 0.00
discounts 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 4 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Additional 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 1 0 0 0 0
facilities to
Membership
card holders
Low 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Shipping 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0 0 0 0
charges
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Available in 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0
small sized
packages
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Advertiseme 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
nt
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Promotional 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
messages
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Various 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
offers
P a g e | 90
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Use of social 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
media
platforms
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Popularity of 0 0 0 0 0 0 0 1 4 5 2 0 0 0 0 0 0 0 0 0 0
Baba
Ramdev
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Store 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0
workers &
other
personnel
efforts for
CRM
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Available
with retailers
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Stores 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
available in
locality and
products
with them
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Available 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
online
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Door-to-door 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
sales
a. Determinant = 5.604E-13
P a g e | 91
Table 4.49: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.856
Approx. Chi-Square 22083.812
Bartlett's Test of Df 231
Sphericity
Sig. 0.000
Table 4.49 is showing the value of KMO statistics for the independent variables which
is 0.856, it means that the data is adequate to perform factor analysis. Further, Bartlett’s
test of sphericity testing for the correlation coefficient matrix is also significant as
indicated by the p-value (0.000 which is less than 0.05, the assumed level of
significance) corresponding to the chi-square statistics with 231 degrees of freedom.
Table 4.50: Communalities
Initial Extraction
Patanjali products are pure. 1 0.767
Patanjali provides wide range of products to satisfy
people needs. 1 0.875
Brand image of Patanjali influence its buyers. 1 0.488
Patanjali products often being Ayurvedic. 1 0.768
Patanjali provides its assistance and after sales services
for using its products. 1 0.897
If am not satisfied with the product I can easily return or
change it. 1 0.901
Patanjali products are safe in covid pandemic. 1 0.835
Price of Patanjali products is reasonable. 1 0.975
Patanjali provides regular discounts on its products. 1 0.854
Patanjali offers additional facilities to customers owning
Membership card. 1 0.957
Shipping charges of Patanjali products is low. 1 0.976

Patanjali products are available in small sized packages. 1 0.735
Advertisement of Patanjali influenced people to buy its
products. 1 0.837
Patanjali offers promotional messages. 1 0.734
Patanjali provides various offers to its consumers. 1 0.754
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Patanjali highly uses social media platforms for
advertisement. 1 0.805
Popularity of Baba Ramdev influence people to buy
Patanjali products. 1 0.489
Patanjali store workers and other personnel spent good
efforts to build a relationship. 1 0.687
Patanjali product are easily available with retailers. 1 0.733

Patanjali stores are easily available in locality and I can
get mostly all products from there. 1 0.920
Patanjali products can be ordered online easily. 1 0.892

Door-to-door sales of Patanjali products is good and
1 0.705
reliable.
In the communality Table 4.50, initial column shows the communality of each variable
from V1 to V22, is 1.0 as unities were in the diagonal of the correlation matrix. Later
after extraction the extracted values of all variables varying between V1 to V22 have
been mentioned in the last coloumn of the table.
Figure: 4.21 Scree Plot (Independent Variable)
In above Figure 4.21 of scree plot, factor (components) numbers are shown on X axis
and eigenvalue are shown on Y axis. Scree plot shows five factors have eigenvalue
P a g e | 93
greater than 1 while factors beyond the factor 5 have eigenvalue less than 1 and the
elbow of graph tend to be flatter after factor number 5. So, five factors having
eigenvalue more than 1 has been consider the principal components for the present
study.
Table 4.51: Total Variance Explained

Extraction Sums of Squared Rotation Sums of Squared
Initial Eigenvalues
Componen Loadings Loadings
t % Of Cumulativ % Of Cumulativ % Of Cumulativ
Total Total Total
Variance e% Variance e% Variance e%
1 10.05 45.677 45.677 10.049 45.677 45.677 3.975 18.066 18.066

2 2.733 12.422 58.099 2.733 12.422 58.099 3.818 17.353 35.420
3 2.139 9.724 67.823 2.139 9.724 67.823 3.728 16.948 52.367
4 1.575 7.161 74.984 1.575 7.161 74.984 3.201 14.551 66.918
5 1.088 4.944 79.927 1.088 4.944 79.927 2.862 13.010 79.927
6 0.765 3.479 83.406
7 0.680 3.089 86.495
8 0.616 2.801 89.296
9 0.402 1.827 91.124
10 0.370 1.682 92.806
11 0.350 1.590 94.396
12 0.286 1.301 95.697
13 0.243 1.103 96.800
14 0.179 0.813 97.613
15 0.157 0.712 98.324
16 0.128 0.580 98.905
17 0.072 0.329 99.233
18 0.056 0.256 99.490
19 0.048 0.220 99.710
20 0.033 0.151 99.861
21 0.021 0.094 99.955
22 0.010 0.045 100
Varimax factor rotation is a factor rotation method which is applied to extract the
variables of minimum eigen value of 1 from all variables, for easy interpretation. The
analysis resulted in five homogeneous sub-scales with the eigen values more than one.
The total percentage variance explained by these five factors of the data was 79.93%.
All the variables are grouped meaningfully into the factors with high loadings, as shown
in table below and later in the rotated component matrix these factors were rotated to
get the related variable of every component in a sequence manner.
P a g e | 94
Table 4.52: Component Matrixa
Component
1 2 3 4 5
Patanjali stores are easily available in
locality and I can get mostly all products 0.862
from there.
Patanjali products can be ordered online
0.836
easily.
Patanjali offers promotional messages. 0.822
Patanjali provides wide range of products
0.819
to satisfy people needs.
Patanjali products are safe in covid
0.809
pandemic.
Patanjali products often being Ayurvedic. 0.766
Patanjali products are pure. 0.761
Advertisement of Patanjali influenced
0.734
people to buy its products.
Patanjali highly uses social media
0.709
platforms for advertisement.
Patanjali provides regular discounts on its
0.679
products.
Brand image of Patanjali influence its
0.634
buyers.
Patanjali products are available in small
0.615 0.517
sized packages.
Patanjali product are easily available with -
0.615
retailers. 0.548
Patanjali provides various offers to its
0.611
consumers.
Patanjali provides its assistance and after
0.589
sales services for using its products.
Door-to-door sales of Patanjali products
0.576
is good and reliable.
If am not satisfied with the product I can -
0.574
easily return or change it. 0.512
Popularity of Baba Ramdev influence
people to buy Patanjali products.
Shipping charges of Patanjali products is -
0.590
low. 0.756
-
Price of Patanjali products is reasonable. 0.586
0.755
Patanjali offers additional facilities to -
0.579
customers owning Membership card. 0.752
P a g e | 95
Patanjali store workers and other
personnel spent good efforts to build a 0.564
relationship.
a. 5 components extracted.
Table 4.53: Rotated Component Matrixa

Component
1 2 3 4 5
Patanjali provides wide range of products
0.807
to satisfy people needs.
Patanjali products are pure. 0.775
Patanjali products often being
0.763
Ayurvedic.
Patanjali products are safe in covid
0.742
pandemic.
Patanjali offers promotional messages. 0.548
Patanjali product are easily available
0.799
with retailers.
Patanjali products can be ordered online
0.774
easily.
Patanjali stores are easily available in
locality and I can get mostly all products 0.768
from there.
Patanjali products are available in small
0.727
sized packages.
Popularity of Baba Ramdev influence
0.596
people to buy Patanjali products.
Brand image of Patanjali influence its
0.540
buyers.
Shipping charges of Patanjali products is
0.959
low.
Patanjali offers additional facilities to
0.951
customers owning Membership card.
Patanjali provides regular discounts on
0.554 0.693
its products.
Patanjali provides various offers to its
0.792
consumers.
Advertisement of Patanjali influenced
0.788
people to buy its products.
Patanjali store workers and other
personnel spent good efforts to build a 0.785
relationship.
Patanjali highly use social media
0.772
platforms for advertisement.
P a g e | 96
If am not satisfied with the product I can
0.899
easily return or change it.
Patanjali provides its assistance and after
0.891
sales services for using its products.
Door-to-door sales of Patanjali products
0.751
is good and reliable.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Table 4.53 displays the rotated values of the variables to get the related variable of
every component in a sequence manner.
Table 4.54: Factors Table

Factor Name of Factor
Variable Name
No. Dimension Score
Patanjali provides wide range of products to
0.807
satisfy people needs.
Products Patanjali products are pure. 0.775
F1
Patanjali products often being Ayurvedic. 0.763
Patanjali products are safe in covid pandemic. 0.742
Patanjali product are easily available with
0.799
retailers.
Patanjali products can be ordered online easily. 0.774
F2 Place Patanjali stores are easily available in locality and
0.768
I can get mostly all products from there.
Patanjali products are available in small sized
0.727
packages.
Shipping charges of Patanjali products is low. 0.959
F3 Price Patanjali offers additional facilities to customers
0.951
owning Membership card.
Patanjali provides regular discounts on its
0.693
products.
Patanjali provides various offers to its consumers. 0.792
Advertisement of Patanjali influenced people to
0.788
buy its products.
F4 Promotion Patanjali store workers and other personnel spent
0.785
good efforts to build a relationship.
Patanjali highly uses social media platforms for
0.772
advertisement.
P a g e | 97
If am not satisfied with the product I can easily
0.899
return or change it.
After Sales
F5 and Door-to- Patanjali provides its assistance and after sales 0.891
door Services services for using its products.
Door-to-door sales of Patanjali products is good
0.751
and reliable.
Products
Component 1 named Products, has an eigen value of 10.049 and explains 45.677% of
the variance. This factor group has four major attributes named, ‘Patanjali provides
wide range of products to satisfy people needs’ (Factor loading 0.807) which has the
highest loading factor and shows that wide range of Patanjali products influences
product mix the most followed by ‘Patanjali products are pure’ (Factor loading 0.775),
and ‘Patanjali products often being Ayurvedic’ (Factor loading 0.763) which indicates
that Pure and Ayurvedic products of Patanjali has made its product mix stronger. Last
factor taken represents product mix is ‘Patanjali products are safe in covid pandemic’
(Factor loading 0.742) indicates that products are very safe to be used in pandemic.
These components highlight that Product Mix of Patanjali is a construct of above
variables that reflects the strategy for product penetration and stability in the rural
market.
Place
Component 2 named Place has an eigen value of 2.733 and explains 12.422% of the
variance. This factor group also comprises of four variables named ‘Patanjali product
are easily available with retailers’ (Factor loading 0.799) have the highest loading factor
which shows retailers are the most important channels of distribution for Patanjali
followed by ‘Patanjali products can be ordered online easily’ (Factor loading 0.774)
indicates that online platforms also had a big role in distribution or place mix. Another
factor ‘Patanjali stores are easily available in localities and consumers could purchase
mostly all the products from there’ (Factor loading 0.768) shows the importance of
Patanjali Stores while last factor in place mix ‘Patanjali products are available in small
sized packages’ (Factor loading 0.727) indicates that in rural market small sized
packages are still a good strategy to tap the market.
Price
P a g e | 98
With the eigen value of 2.139 and explains 9.724% of the variance component 3 named
as Price. This factor group again has four attributes like previous groups, and consist
variables named ‘Price of Patanjali products is reasonable’ with highest loading factor
(Factor loading 0.960) followed by ‘Shipping charges of Patanjali products is low’
(Factor loading 0.959) which indicates that low pricing strategy is an evergreen strategy
for every business and has been working great for the Patanjali too. Other factors
‘Patanjali offers additional facilities to customers owning Membership card’ (Factor
loading 0.951) and ‘Patanjali provides regular discounts on its products’ (Factor loading
0.693) shows offers to membership card holders and regular discount are also seems
very much effective for Patanjali.
Promotion
Component 4 named as Promotion, has an eigen value of 1.575 and explains 7.161%
of the total variance. Consisting four major attributes which are, ‘Patanjali provides
various offers to its consumers’ (Factor loading 0.792), have the highest loading factor
which indicates that consumers always seeks for good offers, followed by
‘Advertisement of Patanjali influenced people to buy its products’ (Factor loading
0.788), shows that traditional advertisement is still an effective strategy for Patanjali in
the age of modernization, ‘Patanjali store workers and other personnel spent good
efforts to build a relationship’ (Factor loading 0.785) and ‘Patanjali highly use social
media platforms for advertisement’ (Factor loading 0.772) shows relationship and
social media platforms also plays a significant role for promotion of Patanjali products.
After Sales and Door-To-Door Services

With the eigen value of 1.088 and explains 4.944% of the total variance component 5
named as After sales and Door-to-door Services. These factor groups have three
attributes named ‘If am not satisfied with the product I can easily return or change it’
(Factor loading 0.899) have the highest loading factor followed by ‘Patanjali provides
its assistance and after sales services for using its products’ (Factor loading 0.891)
which indicates the importance of after sales services. Another factor ‘Door-to-door
sales of Patanjali products is good and reliable’ (Factor loading 0.751) shows door-to-
door sale of Patanjali has not been satisfactory.
Factors extracted above Product, Place, Promotion, Price and Services have been
considered as Independent Variables for the further analysis.
P a g e | 99
Regression Analysis: Regression analysis is a set of statistical tools and processes used
for estimating the relationship between a dependent variable and one or more
independent variables.
Table 4.55: Correlations
After
sales and
Consumer
Product Place Price Promotion Door-to-
Satisfaction
door
Services
Consumer
1 0.382 0.489 0.074 0.568 0.298
Satisfaction
Product 0.382 1 0 0 0 0
Place 0.489 0 1 0 0 0
Pearson Price 0.074 0 0 1 0 0
Correlation
Promotion 0.568 0 0 0 1 0
After sales
and Door-
0.298 0 0 0 0 1
to-door
Services
Consumer
. 0 0 0.018 0 0
Satisfaction
Product 0.000 . 0.5 0.5 0.5 0.5
Place 0.000 0.5 . 0.5 0.5 0.5
Sig. (1-
Price 0.018 0.5 0.5 . 0.5 0.5
Tailed)
Promotion 0.000 0.5 0.5 0.5 . 0.5
After sales
and Door-
0.000 0.5 0.5 0.5 0.5 .
to-door
Services
Consumer
792 792 792 792 792 792
Satisfaction
Product 792 792 792 792 792 792
Place 792 792 792 792 792 792
N Price 792 792 792 792 792 792

Promotion 792 792 792 792 792 792
After sales
and Door-
792 792 792 792 792 792
to-door
Services
Above Table 4.55, is showing the relationship between dependent variable, consumer
satisfaction, and independent variables product-mix, price-mix, promotion-mix, place-
mix and services. Table reveals that there is a positive relationship between dependent
variable and independent variables or predictors. The relationship between product-mix
and consumer satisfaction is low with the value 0.382, of Pearson correlation but it
P a g e | 100
significant at 0.05 level of significance. Place-mix and consumer satisfaction is also
significantly correlated as p-value is 0.000 which is less than 0.05 level of significance.
Table 4.56: Model Summaryf

Change Statistics
Adjusted Std. Error
R R
Model R R of the F Sig. F
Square Square df1 df2
Square Estimate Change Change
Change
1 .568a 0.323 0.322 0.8233218 0.323 376.91 1 790 0.000

2 .750b 0.563 0.561 0.6621954 0.240 432.22 1 789 0.000
3 .842c 0.708 0.707 0.5409648 0.146 394.255 1 788 0.000
4 .893d 0.797 0.796 0.4513413 0.089 345.02 1 787 0.000
5 .896e 0.803 0.802 0.4454530 0.006 21.944 1 786 0.000
a. Predictors: (Constant), Promotion
b. Predictors: (Constant), Promotion, Place
c. Predictors: (Constant), Promotion, Place, Product
d. Predictors: (Constant), Promotion, Place, Product, Services
e. Predictors: (Constant), Promotion, Place, Product, Services, Price
f. Dependent Variable: Consumer Satisfaction
The standard elements of a stepwise output are shown in Table 4.56. In the table there
are five models. In Model 1, Promotion Mix is the first variable to enter the equation
and it consists the constant and the variable promotional mix. Model 2 adds the Place
Mix to promotion mix, model 3 further adds product mix, model 4 adds after sales and
door to door services. Model 5 consists of all five independent variables including Price
Mix to above four. In the summary statistics for model 1, it is showing that promotional
mix explains 32.3 percent of consumer satisfaction (shown in “R2” column). This is
increased by 24 percent in model 2 when place mix is added, 16 percent in model 3
when product mix added, 9 percent in model 4 when after sales and door to door
services added (shown in “R2” column). When reliability is added in model 5,
accounting for only 1 percent, 80 percent of consumer satisfaction is explained.
Table 4.57: ANOVAa

Sum of Mean
Model Df F Sig.
Squares Square
Regression 255.492 1 255.492 376.91 .000b

1
Residual 535.508 790 0.678
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Total 791 791
Regression 445.021 2 222.511 507.433 .000c
2
Residual 345.979 789 0.439
Total 791 791
Regression 560.397 3 186.799 638.318 .000d
3
Residual 230.603 788 0.293
Total 791 791
Regression 630.681 4 157.67 773.998 .000e
4
Residual 160.319 787 0.204
Total 791 791
Regression 635.035 5 127.007 640.065 .000f
5
Residual 155.965 786 0.198
Total 791 791

a. Dependent Variable: Consumer Satisfaction
b. Predictors: (Constant), Promotion
c. Predictors: (Constant), Promotion, Place
d. Predictors: (Constant), Promotion, Place, Product
e. Predictors: (Constant), Promotion, Place, Product, Services
f. Predictors: (Constant), Promotion, Place, Product, Services, Price
Analysis of variance measures whether or not the equation represents a set of regression
coefficients that, in total, are statistically significant from zero. In above table, the
critical values for “F”, with degree of freedom for the numerator k, the number of
independent variables, and the denominator, n-k-1, where n for model 5 is 792
observations. Thus, degree of freedom is 5, 786. The equation is statistically significant
at less than the 0.05 level of significance. In this part of analysis, ANOVA has also been
used to provide support to statistical results shown in Model Summary Table. Results
shows that p-values for all the predictors were found (0.000) lesser than level of
significance 0.05. P value of the above table are support that consumer satisfaction are
significantly affected by the constants that are promotion, place, product, services and
price.
P a g e | 102
Table 4.58: Coefficientsa
Unstandardized Standardized Collinearity

Coefficients Coefficients Statistics
Model T Sig.
Std.
B Beta Tolerance VIF
Error
2.33E-
(Constant) 0.029 0 1
16
1
Promotion 0.568 0.029 0.568 19.41 0.000 1 1
2.32E-
16
2 Promotion 0.568 0.024 0.568 24.14 0.000 1 1
Place 0.489 0.024 0.489 20.79 0.000 1 1
2.52E-
16
Promotion 0.568 0.019 0.568 29.55 0.000 1 1

3
Place 0.489 0.019 0.489 25.45 0.000 1 1
Product 0.382 0.019 0.382 19.86 0.000 1 1
1.68E-
16
Promotion 0.568 0.016 0.568 35.42 0.000 1 1
Place 0.489 0.016 0.489 30.5 0.000 1 1

4
Product 0.382 0.016 0.382 23.8 0.000 1 1
Services 0.298 0.016 0.298 18.58 0.000 1 1
1.80E-
(Constant) 0.016 0 1.000
16
5 Promotion 0.568 0.016 0.568 35.88 0.000 1 1
Place 0.489 0.016 0.489 30.91 0.000 1 1
P a g e | 103
Product 0.382 0.016 0.382 24.11 0.000 1 1
Services 0.298 0.016 0.298 18.82 0.000 1 1
Price 0.074 0.016 0.074 4.684 0.000 1 1
a. Dependent Variable: Consumer Satisfaction
Regression coefficients for all five models are shown in above Table 4.58. The column
headed “B” shows the unstandardized regression coefficients for the equation. The
equation may now be constructed as;
Y= - 0.0180 + 0.568X1 + 0.489X2 + 0.382X3 + 0.298X4 + 0.074X5
The column headed “Beta” shows the relative contribution of all the five independent
variables to the exploratory power of this equation. Promotional mix valuation (0.568)
explains maximum variation in comparison to place mix valuation (0.489), product mix
valuation (0.382), services (0.298) and place mix valuation (0.074).
In the above table column headed “standard error” showing the sampling variability of
each regression coefficient, while column headed “t” measures statistical significance
of each of the regression coefficients and the regression equation shows the relationship
between the dependent variable, consumer satisfaction of rural consumers for Patanjali
Ayurved limited, and five independent variables; promotional mix, place mix, product
mix, services and price mix. The coefficients are both individually and collectively
significant with their t-values at 0.05 level of significance with 0.000 p-values.
Collinearity statistics reveals whether two independent variables are highly correlated
or not. Whenever two or more independent variables are highly correlated it is called
multicollinearity between the variables and it can have damaging effect on multiple
regression (Cooper, Schindler, & Sharma, 2012). As a rule of thumb, correlation at a
0.80 or greater level should be addressed because high correlation between predictor
variables suggest that they are measuring the same construct. A column headed
“Collinearity Statistics” in the above table shows a variable inflation factor (VIF) index.
These is a measure of the effect of the other independent variables on a regression
coefficient as a result of these correlations. The value of VIF, 10.0 or more suggests
multicollinearity and for this study is not a problem.
P a g e | 104
Figure: 4.22 Regression Standardized Residual
Result: On the basis of above analysis, second hypothesis i.e., there is no significant
impact of marketing-mix on rural consumers has been rejected as the value of ‘R
Square’ 0.803 was significant at 0.05 level of significance with 786 degree of freedom
and the p-value was 0.000 that is less than 0.05.
Following sub-hypotheses were also rejected;
i. There is no significant impact of product-mix of Patanjali on satisfaction of rural

consumers has been rejected.
ii. There is no significant impact of place-mix of Patanjali on satisfaction of rural
iii. There is no significant impact of price-mix of Patanjali on satisfaction of rural
iv. There is no significant impact of promotion-mix of Patanjali on satisfaction of
rural consumers has been rejected.
v. There is no significant impact of services of Patanjali on satisfaction of rural
Discussion: There is a significant impact of product strategies of Patanjali on

satisfaction of rural consumers. Hence consequently, it can be stated that as the product
strategies of Patanjali have a direct impact on the satisfaction of consumers. In line with
the above statement, it has also been assumed that place strategies, price strategies,
P a g e | 105
promotion strategies and services all have a significant impact on the satisfaction of
consumers.
III. PROBLEMS FACED BY PATANJALI AYURVED LTD.
Objective and hypothesis for Problems faced by Patanjali Ayurved Ltd. in rural market
are as follows.
Objective 4: To analyze the major problems of rural marketing faced by Patanjali

Ayurved Ltd.
H03: There is no significant difference in the mean ranks of various problems of

Patanjali Ayurved Ltd. for rural market.
Table 4.59: Problems [Product quality of Patanjali is not up to mark]
SR No. Particular Frequency Percent
1 Strongly Disagree 52 6.6
2 Disagree 312 39.4
3 Neutral 220 27.8
4 Agree 124 15.7
5 Strongly Agree 84 10.6
Total 792 100
Table 4.59 shows the problem of product quality and it revealed that out of 792
respondents, 312 (39.4%) responded that they disagree on the question, product quality
of Patanjali is not up to mark, 220 (27.8%) were neutral, and while 52 (6.6%) strongly
disagreed. Only 124 (15.7%) and 84 (10.6%) agreed and disagreed, respectively on the
question.
Table 4.60: Problems [Wide range of products provided by Patanjali is not

worth it]
2 Disagree 260 32.8
3 Neutral 115 14.5
4 Agree 250 31.6
P a g e | 106
Total 792 100
Table 4.60 is showing the problem of wide range of products and it revealed that out of
792 respondents, 260 (32.8%) responded that they disagree on the question, wide range
of products provided by Patanjali is not worth it, while 250 (31.6%) agreed.
Additionally, 115 (14.5%) were neutral and only 105 (13.3%) and 62 (7.8%) strongly
agreed and strongly disagreed, respectively on the question.
Table 4.61: Problems [Patanjali do use more adulteration in its products]

2 Disagree 220 27.8
3 Neutral 156 19.7
4 Agree 218 27.5
Total 792 100
Table 4.61 is showing the problems of adulteration of products and it revealed that out
of 792 respondents, 220 (27.8%) responded that they disagree on the question, Patanjali
do use more adulteration in its products, while 218 (27.5%) agreed. Additionally, 156
(19.7%) were neutral and only 105 (13.3%) and 93 (11.7%) strongly disagreed and
strongly agreed, respectively on the question.
Table 4.62: Problems [Patanjali is continuously losing its brand image]

2 Disagree 229 28.9
3 Neutral 115 14.5
4 Agree 240 30.3
Total 792 100
Table 4.62 is showing the problem of losing brand image and it revealed that out of 792
respondents, 240 (30.3%) responded that they agree on the question stating Patanjali is
P a g e | 107
continuously losing its brand image, while 229 (28.9%) disagreed. Additionally, 115
(14.5%) were neutral and 125 (15.8%) and 83 (10.5%) strongly agreed and strongly
disagreed, respectively on the question.
Table 4.63: Problems [Patanjali Ayurved limited is not a brand leader]

2 Disagree 291 36.7
3 Neutral 126 15.9
4 Agree 198 25
Total 792 100
Table 4.63 is showing the problem of brand leadership and it revealed that out of 792
respondents, 291 (36.7%) responded that they disagree on the question, Patanjali
Ayurved limited is not a brand leader, while 198 (25.0%) agreed. Additionally, 126
(15.9%) were neutral and 104 (13.1%) and 73 (9.2%) strongly disagreed and strongly
agreed, respectively on the question.
Table 4.64: Problems [Advertisement is not influencing people to buy Patanjali

products]
2 Disagree 262 33.1
3 Neutral 114 14.4
4 Agree 218 27.5
Total 792 100
Table 4.64 is showing the problem of advertisement and it revealed that out of 792
respondents, 262 (33.1%) responded that they disagree on the question, advertisement
is not influencing people to buy Patanjali products, while 218 (27.5%) agreed.
Additionally, 114 (14.4%) were neutral and 177 (22.3%) and 21 (2.7%) strongly
disagreed and strongly agreed, respectively on the question.
P a g e | 108
Table 4.65: Problems [Publicity of Patanjali is now working adversely for it]
2 Disagree 196 24.7
3 Neutral 199 25.1
4 Agree 219 27.7
Total 792 100
Table 4.65 is showing the problem of publicity and it revealed that out of 792
respondents, 219 (27.7%) responded that they agree on the question, publicity of
Patanjali is now working adversely for it, 199 (25.1) were neutral and 196 (24.7%)
disagreed. While only 94 (11.9%) and 84 (10.6%) strongly disagreed and strongly
agreed, respectively on the question.
Table 4.66: Problems [Distribution of Patanjali products is not sufficient and

effective to reach ultimate consumer]
2 Disagree 240 30.3
3 Neutral 115 14.5
4 Agree 250 31.6
Total 792 100
Table 4.66 is showing the problem of distribution and it revealed that out of 792
respondents, 250 (31.6%) responded that they agree on the question, distribution of
Patanjali products is not sufficient and effective to reach ultimate consumer, 115 (14.5)
were neutral and 240 (30.3%) disagreed. While only 104 (13.1%) and 83 (10.5%)
strongly disagreed and strongly agreed, respectively on the question.
Table 4.67: Problems [Delivery and availability have been interrupted due to
covid pandemic]
P a g e | 109
1 Strongly Disagree 103 13
2 Disagree 220 27.8
3 Neutral 220 27.8
4 Agree 167 21.1
Total 792 100

Table 4.67 is showing the problem of delivery and availability and it revealed that out
of 792 respondents, 220 (27.8%) responded that they disagree on the question, delivery
and availability have been interrupted due to covid pandemic, 220 (27.8) were neutral
and 167 (21.1%) agreed. While only 103 (13.0%) and 82 (10.4%) strongly disagreed
and strongly agreed, respectively on the question.
Friedman Rank Test

Friedman Rank Test is mainly used to compare the mean ranks of the variables and to
lay out in what manners the variables are different, in this section the mean ranks of
problems of rural marketing faced by Patanjali is considered.
Table 4.68: Ranks

Problems Mean Rank Ranking
Product quality of Patanjali is not up to mark. 5.01 6
Wide range of products provided by Patanjali
5.51 2
is not worth it.
Patanjali do use more adulteration in its
5.18 4
products.
Patanjali is continuously losing its brand
5.53 1
image.
Patanjali Ayurved limited is not a brand leader. 4.63 8
Advertisement is not influencing people to buy
4.03 9
Patanjali products.
Publicity of Patanjali is now working adversely
5.2 3
for it.
Distribution of Patanjali products is not
sufficient and effective to reach ultimate 5.04 5
consumer.
P a g e | 110
Delivery and availability have been interrupted
4.87 7
due to covid pandemic.
Table 4.68 reveals that, value of mean rank 5.53 is highest, ranking the problem stating
Patanjali is continuously losing its brand image, as 1, followed by wide range of its
product ranked as 2, adverse effect of publicity ranked as 3, adulteration as 4,
insufficient and ineffective distribution ranked as 5, product quality as 6, covid
pandemic hurdles as 7, brand leadership as 8 and influence of advertisement ranked as
9.
Table 4.69: Test Statisticsa

N 792
Chi-Square 251.077
Df 8
Asymp. Sig. 0.000
a. Friedman Test
Above Table 4.69, outlines the results of the Friedman rank test by way of test statistics
χ2 value (Chi-Square), degree of freedom (df) and the significance level (Asymptotic
Sig.). The above Test Statistics (Chi-Square value 251.077) is significant with 0.000 p-
value at 8 degree of freedom) implying that there is a statistically significant difference
between the mean ranks of various problems in rural market of Patanjali Ayurved Ltd.
Result: Therefore, third null hypothesis H03 of the study i.e., there is no significant
difference in the mean ranks of various problems of Patanjali Ayurved Ltd. for rural
market has been rejected and alternate hypothesis HA3 has been accepted.
Discussion: Consequently, it can be stated that the problems faced by Patanjali in rural
market have different impact as ranked above. The biggest problem faced by Patanjali
is that, it is continuously losing its brand image, followed by wide range of products,
its over-publicity and more adulteration in its products.
P a g e | 111

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CHAPTER 4

ANALYSIS AND INTERPRETATION

Objectives Hypotheses Result Page

I. FINANCIAL PERFORMANCE OF PATANJALI AYURVED LTD. AND

Objective 2: To measure the financial performance and competitive position of

H01: There is no significant difference between the competitiveness of Patanjali

a) Financial Performance of Patanjali Ayurved Ltd. in Last Five Years

Source: CMIE Prowess IQ

Source: CMIE Prowess IQ

Source: CMIE Prowess IQ

Source: CMIE Prowess IQ

CSR expenditure to be incurred as per Companies Act 2013

Source: CMIE Prowess IQ

b) Competitive Position of Patanjali Ayurved Ltd. in the Industry

A subsidiary of NESTLÉ S.A. of Switzerland, NESTLÉ India, is an emerging

Table 4.1: Competitive Financial Position

Competitive Profile Matrix (CPM)

Discussion: So, there is a significant difference between the competitiveness of

II. SATISFACTION OF RURAL CONSUMERS OF PATANJALI

Objective 3: To measure the impact of marketing-mix of Patanjali on satisfaction of

H02: There is no significant impact of marketing-mix in rural consumers.

Figure: 4.6 Age

<15 15 to 30 years 30 to 45 years 45 to 60 years >60

Source: Primary Data

Table 4.4: Gender

Figure: 4.7 Gender

Source: Primary Data

Table 4.5: Districts

Prayagraj Banda Moradabad Sitapur

Source: Primary Data

Table 4.6: Occupations

Figure: 4.9 Occupations

Government Sector Private Sector Agriculture Retired Business Education/Training

Source: Primary Data

Table 4.7: Earning members

Figure: 4.10 Earning members

< 2 Members 2 to 4 Members 4 to 6 Members >6 Members

Source: Primary Data

Table 4.8: Annual income (INR)

Annual income Frequency Percent

< 10,000 1 0.1

Figure: 4.11 Annual income (INR)

< 10,000 10,000 to 50,000 50,000 to 1,00,000 >1,00,000

Source: Primary Data

Table 4.9: Consumer preference for FMCG products

Company Frequency Percent

HUL 166 20.96

Figure: 4.12 Consumer Preference for

HUL ITC Dabur Britannia

Source: Primary Data

Table 4.9 is showing the frequencies of consumer responses on a question regarding

Table 4.10: Have you ever used Patanjali products?

Source: Primary Data

Figure: 4.14 Duration of using PAL Products

From 1 Year 2 To 3 Years 3 To 5 Years > 5 Years

Table 4.12: How do you come to know about Patanjali brand?

Figure: 4.15 Awareness about PAL

Internet Television Ad Friends Words of Mouth Other Sources