PROJECT REPORT ON STUDY OF DISTRIBUTION CHANNELS

CHAPTER
LIST OF TABLES LIST OF CHARTS I INTRODUCTION 1.1. IMPORTANT OF THE STUDY 1.2. PROFILE OF ORGANIZATION 1.3 PRODUCT PROFILE II III IV V VI VII VIII IX X XI REVIEW OF LITERATURE OBJECTIVES RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS OF THE STUDY SUGGESTION CONCLUSION LIMITATIONS OF TH STUDY SCOPE OF THE FURTHER STUDY ANNEXURE 5 6 15 20 22 23 27 57 59 60 61 62 63

TITLE

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LIST OF TABLE
S. No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 TABLE NAME CEMENT DEALERSHIP TAKEN BY THE DEALERS HIGH SALES VOLUME IN CEMENT INDUSTRY MOST VALUABLE SUPPLIERS QUALITY OF THE BIRLA CEMENT PRICE OF THE BIRLA CEMENT FAST MOVING BRAND IN CEMENT INDUSTRY ORDER AND REPLACEMENT WITH BIRLA CEMENT AVAILABILITY OF THE BIRLA CEMENT MARGINS OFFERED BY BIRLA CEMENT SATISFIED WITH BIRLA CEMENT DEALERSHIP ADVERTISEMENT OF THE BIRLA CEMENT SALES PROMOTIONAL EFFORTS OF THE BIRLA CEMENT LIFE TIME OF THE OVERALL CEMENT RELIABILITY OF THE BIRLA CEMENT FINANCIAL SCHEMES OF THE BIRLA CEMENT MARKET RESEARCH IN CEMENT INDUSTRY DELIVERY PERIOD BY BIRLA CEMENT Page No 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

LIST OF CHART

S.no 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

CHART NAME CEMENT DEALERSHIP TAKEN BY THE DEALERS HIGH SALES VOLUME IN CEMENT INDUSTRY MOST VALUABLE SUPPLIERS QUALITY OF THE BIRLA CEMENT PRICE OF THE BIRLA CEMENT FAST MOVING BRAND IN CEMENT INDUSTRY ORDER AND REPLACEMENT WITH BIRLA CEMENT AVAILABILITY OF THE BIRLA CEMENT MARGINS OFFERED BY BIRLA CEMENT SATISFIED WITH BIRLA CEMENT DEALERSHIP ADVERTISEMENT OF THE BIRLA CEMENT SALES PROMOTIONAL EFFORTS OF THE BIRLA CEMENT LIFE TIME OF THE OVERALL CEMENT RELIABILITY OF THE BIRLA CEMENT FINANCIAL SCHEMES OF THE BIRLA CEMENT MARKET RESEARCH IN CEMENT INDUSTRY DELIVERY PERIOD BY BIRLA CEMENT

Page No 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

ABSTRACT
Distribution channels are behind every product and service that consumers and business buyers purchase every where. Usually, combination on institutions specializing in manufacturing , wholesaling, retailing and many other areas join force in Distribution channels. A Distribution channels is a set of inter dependent organization involved in the process of making a product or service available for use or consumption. Distribution channels decisions play a role of Strategic importance in the overall presence and success a company enjoys in the market palace. This project report entitled A Study on Distribution Channel with Special Reference to Birla Cement in Thiruvarur District. To determine the dealer satisfaction of the product and future demands, needs, wants. The study starts with an introduction of the Distribution Channel, company profile, important of the Study, Review of Literature and objectives are set out for the study. Research methodology, data analysis and interpretation, findings and suggestions of the study follow. The response given by the dealers and analyzed and interpret using different types of statistical tool such as percentage analysis, chi-square method.

CHAPTER - I INDRODUCTION
Place, Distribution, Channel, or Intermediary. A channel of distribution comprises a set of institutions which perform all of the activities utilized to move a product and its title from production to consumption. Bucklin - Theory of Distribution Channel Structure (1966) Another element of Neil H.Borden's Marketing Mix is Place. Place is also known as channel, distribution, or intermediary. It is the mechanism through which goods and/or services are moved from the manufacturer/ service provider to the user or consumer. There are six basic 'channel' decisions: Do we use direct or indirect channels? (e.g. 'direct' to a consumer, 'indirect' via a wholesaler) Single or multiple channels Cumulative length of the multiple channels Types of intermediary (see later) Number of intermediaries at each level (e.g. how many retailers in Southern Spain). Which companies as intermediaries to avoid 'intrachannel conflict' (i.e. infighting between local distributors)

Selection Consideration - how do we decide upon a distributor? Market segment - the distributor must be familiar with your target consumer and segment. Changes during the product life cycle - different channels can be exploited at different points in the PLC e.g. Foldaway scooters are now available everywhere. Once they were sold via a few specific stores. Producer - distributor fit - Is there a match between their polices, strategies, image, and yours? Look for 'synergy'. Qualification assessment - establish the experience and track record of your intermediary. How much training and support will your distributor require? Types of Channel Intermediaries. There are many types of intermediaries such as wholesalers, agents, retailers, the Internet, overseas distributors, direct marketing (from manufacturer to user without an intermediary), and many others. The main modes of distribution will be looked at in more detail. 1. Channel Intermediaries - Wholesalers

They break down 'bulk' into smaller packages for resale by a retailer. They buy from producers and resell to retailers. They take ownership or 'title' to goods whereas agents do not (see below).

They provide storage facilities. For example, cheese manufacturers seldom wait for their product to mature. They sell on to a wholesaler that will store it and eventually resell to a retailer.

Wholesalers offer reduce the physical contact cost between the producer and consumer e.g. customer service costs, or sales force costs.

A wholesaler will often take on the some of the marketing responsibilities. Many produce their own brochures and use their own telesales operations.

2. Channel Intermediaries - Agents

Agents are mainly used in international markets. An agent will typically secure an order for a producer and will take a commission. They do not tend to take title to the goods. This means that capital is not tied up in goods. However, a 'stockist agent' will hold consignment stock (i.e. will store the stock, but the title will remain with the producer. This approach is used where goods need to get into a market soon after the order is placed e.g. foodstuffs).

Agents can be very expensive to train. They are difficult to keep control of due to the physical distances involved. They are difficult to motivate.

3. Channel Intermediaries - Retailers

Retailers will have a much stronger personal relationship with the consumer.

The retailer will hold several other brands and products. A consumer will expect to be exposed to many products.

Retailers will often offer credit to the customer e.g. electrical wholesalers, or travel agents.

Products and services are promoted and merchandised by the retailer. The retailer will give the final selling price to the product. Retailers often have a strong 'brand' themselves e.g. Ross and Wall-Mart in the USA, and Alisuper, Modelo, and Jumbo in Portugal.

4. Channel Intermediaries - Internet

The Internet has a geographically disperse market. The main benefit of the Internet is that niche products reach a wider audience e.g. Scottish Salmon direct from an Inverness fishery.

There are low barriers low barriers to entry as set up costs are low. Use e-commerce technology (for payment, shopping software, etc) There is a paradigm shift in commerce and consumption which benefits distribution via the Internet

1.1 IMPORTANTS OF THE STUDY

 The study is very significant to understand the distribution channels. The study is important to know the dealers satisfaction level for the dealership. The study is important to know the dealers satisfaction level in the price of the cements. The study is important to know the dealers preference for the quality. The study is very important to know the sales volume. The study is also analyses the effective media for improving the sales. The study is important to know availability of the cement. The study is important to know margins in the cement industries.

1.2 COMPANY PROFILE

Mr. Kumar Mangalam Birla Chairman, The Aditya Birla Group

Mr. Kumar Mangalam Birla is the Chairman of the Aditya Birla group, which is among India's largest business houses. Among its major Companies in India are Grasim, Hindalco, Indo Gulf, UltraTech Cement and Aditya Birla Nuvo. Its JVs include Idea Cellular (Birla-Tata, [Telecom]), Birla Sun Life (Financial Services) and Birla NGK (Insulators). While Mr. Birla is the Chairman of

all of the Group's blue-chip Companies in India, he serves as a Director on the Board of the Group's International Companies spanning Thailand, Indonesia, Malaysia, Philippines and Egypt. The Group's operations extend to Canada, China, USA, U.K. and Australia as well. He is also on the Board of Tata Iron & Steel Company (TISCO), and Maruti Udyog Limited. Additionally, he is on the Board of the G.D.Birla Medical Research & Education Foundation, and a Member of the Board of Governors of the Birla Institute of Technology & Science (BITS), Pilani, and the prestigious Indian Institute of Management, Ahmedabad as well. He is a Member of the London Business School's Asia Pacific Advisory Board, which provides counsel on the School's strategy and curriculum. He is "Honorary Fellow" of the London Business School (LBS), a title conferred upon him by the Governing Board of the LBS.

Mr. Birla has and continues to hold several key and responsible positions on various regulatory and professional Boards, such as:

Chairman of the Advisory Committee constituted by the Ministry of Company Affairs for 2006 and 2007 Member of The Prime Minister of India's Advisory Council on Trade and Industry Chairman of the Board of Trade reconstituted by the Union Minister of Commerce and Industry Chairman of the National Safety Council Member of the Government of Uttar Pradesh's High Powered Investment Task Force Member of The National Council of the Confederation of Indian Industry (CII) Member of the Apex Advisory Council of The Associated Chambers of Commerce and Industry of India On The Advisory Council for the Centre for Corporate Governance Member of the Organising Committee for Commonwealth Games, Delhi 2010 In the ten years that he has been at the helm of the Aditya Birla Group, he

has won recognition for his contribution to Industry and to professionalising management. An indicative list is as follows: 1998 Mr. Birla was the first and only industrialist to have been appointed as a public nominee on the governing board of the Securities and Exchange Board of India (SEBI) by the Finance Ministry. He served as the Chairman of SEBI's 17-member committee on corporate governance constituted in mid-1999, and as chairman of SEBI's committee on insider trading.

 The Kumar Mangalam Birla Report on Corporate Governance became the cornerstone of corporate governance practices in India. Recipient of the Rotary Club's "Award for Vocational Excellence". 1999 The Lions Clubs International's "The Achiever of the Millennium". The Rotary Club of Ahmedabad's "The Legend of the Corporate World". 2000 The Bombay Management Association honoured Mr. Birla as "The Management Man of the Year 1999-2000". 2001 The Rajiv Gandhi Award for 'Business Excellence and Contribution to the Country' from the Mumbai Pradesh Youth Congress The National HRD Network's (Pune) 'The Outstanding Businessman of the Year' award The Giants International Award for 'Business Excellence and his Contribution to the Industry' The Rotary Club's 'Award for Vocational Excellence' The Institute of Directors 'Golden Peacock National Award for Business Leadership' The Hindustan Times 'Businessman of the Year' award 2002 The Qimpro Foundation's "Qimpro Platinum Standard Award". The Amity Business School Award for "Excellence in Business". Ranked among the first five Asian business leaders for the CNBC/Insead sponsored "Asian Business Leader Award 2002".

2003 Named "The Business Leader of the Year" by The Economic Times Awards for Corporate Excellence 2002-2003. Close on the heels of the Economic Times' "The Business Leader of the Year" Award, he was selected Business India's "Business Man of the Year - 2003". This is indeed historic, as no Chairman/CEO has ever won both these prestigious awards in a single year. The National Institute of Industrial Engineering's (NITIE) "The Lakshya Business Visionary Award". The Indo-American Society's "Young Achiever Award". "The 2003 Institute of Marketing and Management Award for Excellence". 2004 Chosen by the World Economic Forum (Davos)as one of the Young Global Leaders. In this capacity, Mr. Birla is committed to share his knowledge, expertise and energy over the next five years to usher in a future of "hope, progress and positive change". Drawn from a pool of 8000 candidates from around the world, of whom 600 were short listed and 237 finally named, the Young Global Leaders have been hand picked by a Nomination Committee of 28 global media leaders. In recognition of his exemplary contribution to Indian business, The Banaras Hindu University awarded the D.Litt (Honoris Causa) Degree to him. To salute his entrepreneurial excellence and exemplary contribution to Indian business, the All India Management Association conferred its "Honorary Fellowship" on him.

2005 "The Ernst & Young Entrepreneur of the Year" Award. Will represent India at the Ernst & Young World Entrepreneur Award in Monte Carlo, Monaco in June 2006 Named "Young Super Performer in the CEO Category" by Business Today PHD Chamber of Commerce and Industry - Udyog Ratna The media too has showered accolades on Mr. Birla. Between 1997 todate, NDTV and Star Plus' "India Business Week" designated him as "The Businessman of the Year". Global Finance has cited him among the "10 Super Stars of Corporate Finance". Business World ranked him among the top 10 of India's most admired and respected CEOs and the top CEO of the coming millennium, and Hindustan Times named him as "The Businessman of the Year" as well. Born June 14, 1967, Mr. Kumar Mangalam Birla was raised in Calcutta and Mumbai. He is a Chartered Accountant and earned an MBA (Masters in Business Administration) from the London Business School, London. Mr. Kumar Mangalam Birla and his wife, Neerja have three children, Ananyashree, Aryaman Vikram and Advaitesha.

GLOBAL VISION, INDIAN VALUES:

The Aditya Birla Group is India's first truly multinational corporation. Global in vision, rooted in Indian values, the Group is driven by a performance ethic pegged on value creation for its multiple stakeholders. A US$ 7.59 billion conglomerate, with a market capitalisation of US$ 12 billion, it is anchored by an extraordinary force of 72,000 employees belonging to over 20 different nationalities. Over 30 per cent of its revenues flow from its operations across the world. The Group's products and services offer distinctive customer solutions.

Its 72 state-of-the-art manufacturing units and sectoral services span India, Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada, Australia and China. A premium conglomerate, the Aditya Birla Group is a dominant player in all of the sectors in which it operates. Such as viscose staple fibre, non-ferrous metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, sponge iron, insulators and financial services. It is: The world No. 1 in viscose staple fibre. The world's largest single location palm oil producer. A non-ferrous metals powerhouse and among the world's most cost efficient producers of aluminium and copper. The world's largest single location world-scale copper smelter. The world's No. 1 in insulators, with its joint venture with NGK of Japan. Globally, the fourth largest producer of carbon black. The 11th largest cement producer in the world and the seventh largest in Asia. India's premier branded garments player. Among the world's best energy efficient fertiliser plants. India's second largest producer of viscose filament yarn. The No. 2 private sector insurance company, and the fourth largest asset management company in India. The Group has also made successful forays into the IT and BPO sectors. Beyond business A value-based, caring corporate citizen, the Aditya Birla Group inherently believes in the trusteeship concept of management. Part of the Group's profits are ploughed back into meaningful welfare-driven initiatives that make a qualitative difference to the lives of marginalised people. These activities are carried out under the aegis of the Aditya Birla Centre for Community Initiatives and Rural Development, which is spearheaded by Mrs. Rajashree Birla.

Grasim Cement:
Grasim Cement was set up as a greenfield cement plant at Raipur, Chhatisgarh, in 1995. Based on the most advanced technologies, this plant has an annual installed capacity of 2.06 million tpa. The plants unique features include: Asias first gamma ray belt analyser from Gamma Matrix (USA) ensuring the highest standards in online quality control. Indias first polycom (blast furnace slag grinder) with a dynamic air separator from Krupp Polysius Germany, which helps to generate the desired homogeneous particle size distribution. One of the few single kiln cement plants producing more than eight varieties of cement. Its captive power generation ensures a reliable power supply. The plant is also an ISO 14001, ISO 9001, and IQRS L-5 certified unit. IN PRODUCT MIX BY REVENUE OF CEMENT IS 46 %

GRASIM WINS ICMA AWARD FOR SOCIAL RESPONSIBILITY:

Grasim Industries Limited, Staple Fibre Division, Nagda, has received the Indian Chemical Manufacturers Association (ICMA) award for Social Responsibility. At a function held in Mumbai on 27 April 2006, Mrs. Rajashree Birla received the award from Mr. Mukesh Ambani, Chairman, Reliance Industries Limited. Grasim, Nagda has been involved in various meaningful, welfare-driven initiatives that distinctly impact the quality of the weaker sections of society in the Ujjain district of Madhya Pradesh. In working with the communities, the

company gauged their real needs and identified these as access to potable water, sustainable livelihood, healthcare, education and infrastructure.

Grasim's community development programme encompasses 55 villages and some adjoining urban localities. It has helped more than 1.4 lakh people in this area and is implemented under the aegis of the Aditya Birla Centre of Community Initiatives and Rural Development. The major programmes include watershed management including drinking water provision in 20 villages and two townships, and running three schools for ensuring quality education to over 5,000 children. The Rural Development section is well equipped with vehicles, ambulances, tractors, training centres and other necessary infrastructure with doctors, paramedical staff and workers. Under the sustainable livelihood

schemes, more than 600 families are covered through self-help groups and income generation activities; over 1,600 persons are trained in 30 different trades each year; and increased crop productivity in 1,750 hectares has enhanced the livelihood options for 3,500 households. Several other accolades have been conferred on Grasim in recognition of its contribution to rural development. Some of them are the FICCI Annual Corporate Social Responsibility Award 2004, the 2004 Stockholm Industry Water Award and the Asian CSR Award 2005

BOARD OF DIRECTORS: Mr. Kumara Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. M.L.Apte Mr. B.V.Bhargava Mr. R.C.Bhargava Mr. Y.P.Gupta Mr. Cyril Shroff Mr. S.G.Subhramanyan Mr. Shailendra K.Jain (Whole-time Director) Mr. D.D.Rathi (Whole-time Director) Mr. S.B.Mathur BUSINESS HEADS: Mr. Shailendra K.Jain, Viscose staple fibre Mr. Saurabh Misra, cement

Mr. Ravi Kastia, Sponge iron Mr. S.K.Saboo, Textiles, Spinning Mr. Vikram Rao, Textiles, Fabrics Mr. K.K.Maheshwari, Chemicals WHOLE-TIME DIRECTOR AND CHIEF FINANCIAL OFFICER: Mr. D.D.Rathi COMPANY SECERETARY: Mr.Ashok Malu 1.3 PRODUCT PROFILE: Cement is the basic binding material, which is used for construction purpose and it is a commodity which has become a part of our life and will find demand till time stands still. The Indian cement industry is on a roll. Riding on increased activity in real estate, cement production has registered a growth of 7.24 per cent in April, 2005, at 11.41 million tones as against 10.49 million tones in the corresponding period a year ago. The growth trend has been on for some time now. In the April-January 2004-05 period, the sector registered a rise of 7.1 per cent, producing 108.06 million tones. If these trends are anything to go by, it will not be long before the sector meets the production target of 133 million tones set by the government in the fiscal 2004-05. During the Tenth Plan, the industry, which is ranked second in the world in terms of production, is expected to grow at 10 per cent per annum adding a capacity of 40-52 million tones, according to the annual report of the Department of Industrial Policy and Promotion (DIPP). The report reveals that

this growth trend is being driven mainly by the expansion of existing plants and using more fly ash in the production of cement. A number of cement industry leaders have reported increase in dispatches ranging from 5.44 per cent to around 10 per cent for the year ended March 31, 2005.

Associated Cement Companies said its dispatches of 16.569 million tones are the highest it has ever achieved. Yearly dispatches showed an increase of 7.9 per cent over the previous year (15.364 million tones) while production at 16.606 million tones (15.353 million tones), showed an increase of 8.5 per cent. Dispatches from the Aditya Birla group (from Grasim and UltraTech) rose 5.44 per cent to touch 26.260 million tones. Clinker dispatches stood at 2.965 million tones. Production rose 5.61 per cent. Grasim recorded cement dispatches at 13.379 million tones, and clinker dispatches at 296,000 tones. For UltraTech, the figures were at 12.881 million tones and 2.669 million tones, respectively.

For the Ambuja Cement group, which observes a July-to-June fiscal, the cumulative despatches for the first three quarters of the fiscal rose 10 per cent to 10.745 million tones from 9.733 million tonnes? Production for the same period was recorded at 10.756 million tones, showing a rise of 11 per cent. Both ACC and Ambuja Cement said their dispatches in March were the

highest ever for their groups. ACC reported dispatches at 1.572 million tones, up by 6 per cent from the year-ago figure of 1.483 million tones; production rose 7.5 per cent, to 1.576 million tones from 1.466 million tones). Ambuja Cements reported dispatches of 1.356 million tones, up by 9 per cent year-on-year and production of 1.358 million tones, up by 10 per cent.

The cement industry has also been witnessing a spurt in exports. India exported about 8.13 million tones of cement and clinker between April-January 2004-05.The export figures for cement were 3.31 million tones and 4.82 million tones for clinker in the same period. The cement industry has also been witnessing a spurt in exports. India exported about 8.13 million tones of cement and clinker between April-January 2004-05.The export figures for cement were 3.31 million tones and 4.82 million tones for clinker in the same period.

Storage and usage information:

STORAGE Store bagged cement on a raised floor in a damp-proof shed. If this is not possible, then store the cement on a raised platform and cover with waterproof sheeting. Use the cement in the order you receive it. i.e. first in first out.

WATER In general, the more water used for a given quantity of cement, the weaker the concrete or mortar will be. It is therefore important to use the minimum amount of water required to make the mix workable.

MIXING Accurately measure all materials with a suitable container

(wheelbarrow or bucket). Mix thoroughly until a uniform colour is obtained. Add water whilst mixing to avoid adding too much water.

CURING Concrete or plaster should be kept moist for at least 7 days to prevent cracking and to ensure that it's strength increases. Spray gently with water and protect it with plastic sheets (or wet Hessian) to prevent it from drying out.

HEALTH AND SAFETY WARNING:

When working with cement wear safety glasses and gloves. Wash you hands after working with wet cement. In the event of cement contact with your eyes, rinse thoroughly with water and get medical attention if necessary. Keep Cement out of reach of children.

OTHER INFORMATION:

Transport in vehicles with adequate protection from weather. Arrange cement bags on timber pallets/platform at least 15cm above the floor. Place stacks away from external walls and they should not exceed 10 bags. The cement should not be lumpy. Cement should be from bags that are not torn or interfered with.

CEMENT PERFORMANCE

Cement performance of the Aditya Birla Group for April 2006: Production at 26.76 lakh mt up by 8.53 per cent Despatches at 26.28 lakh mt up by 6.08 per cent The Aditya Birla Group's cement production for April 2006 grew by 8.53 percent at 26.76 lakh mt as against 24.66 lakh mt during April 2005. Despatches moved up by 6.08 per cent at 26.28 lakh mt in April 2006 as against 24.77 lakh mt in the corresponding period last year. Cement performance of the Aditya Birla Group for May 2006: Production at 26.09 lakh mt up 3.68 per cent Despatches at 28.26 lakh mt up by 7.92 per cent The Aditya Birla Group's cement production for May 2006 grew by 3.68 percent at 26.09 lakh mt, while despatches rose by 7.92 per cent at 28.26 lakh mt, over May 2005. The Aditya Birla Group's cement production for the period April-May 2006 at 52.86 lakh mt is up by 6.08 per cent vis--vis 49.83 lakh mt for April-May 2005, and despatches at 56.33 lakh mt reflect a rise of 7.51 per cent as against 52.39 lakh mt. Cement performance of the Aditya Birla Group for June 2006:

Production at 24.23 lakh mt up 6.10 per cent Despatches at 24.74 lakh mt up by 9.37 per cent

The Aditya Birla Group's cement production for June grew by 6.10 per cent at 24.23 lakh mt, while despatches rose by 9.37 per cent at 24.74 lakh mt, over June 2005.

The Aditya Birla Group's cement production for the period April-June 2006 at 77.09 lakh mt is up by 6.09 per cent vis-a vis 72.66 lakh mt for April-June 2005 and despatches at 76.89 lakh mt reflect a rise of 6.54 per cent as against 72.18 lakh mt.

CHAPTER - II REVIEW OF LITERATURE

Industry has been defined as a process in which changes of a series of strategically production are taking place and it involves those basic changes that accompany the mechanization of an enterprise. The building of a new industry and the opening of a new territory The achievements in the field of industrial development during the past three decades in India have been significant and substantial in many respects There is considerable literature on cement industry befitting, its long and chequerred history and high economic importance. A good deal of analytical literature exists at broad levels covering problems associated with productivity, financial performance, size and technology, manpower and location. Gupta.M.C.(1989)discussed the study revealed that profitability of the units has been consistently good things largely to the partial decontrol of cement. HarshDwivedi (1993)discussed to its wider ramification, analyzing among other things, stages of control, marketing practices, trends and innovation, consumer preference and importance of management. He found that existing capacity were inadequate to meet the growing demand for cement and marketing practices lacked depth and realism. R.Ramanujam (1996) discussed its wider ramification, analyzing among covering all aspects of cement unit, cost of production, productivity, marketing and finance. He found that in the liberalized economy, the industry has a favorable market factories affect capacity utilization viz., power cut, inadequate supply of coal and its poor quality and shortage of forenighe wagone, with all these areas under government control, the gult must take necessary steps to remove the hurdles

M.selvaraj(1996)discussed to the limited aspects of cement unit like finance, administration, human resource and marketing aspect etc. he found that as cement market has turned out to be a buyers market in recent years, effort should be made by the government and cement manufacturers association to popularize cement by exhibiting various uses of cement and thus creating an increase in the demand of cement. K.shanmuga Vadivu (2002) discussed the research study has brought sufficient market opportunity for the cement industry in different areas in Karur district, it has been brought out in the report that. The various problems faced by the dealer, the trend in cement industry. Almost all the companies understood customers insipid for quality. The need of the hours is to have an effective distribution network so that supplies reach and in time to customers. This will also help to ensure increased sales and promotion activities. 1. M.C. Gupta, profitability analysis of cement industry with special reference to Rajasthan 1988. 2. Harsh Dwivedi, cement industry in India Marketing perspectives, New Delhi: Classier Publishing House, 1994. 3. R. Ramanujam, study on cement industry in Tamilnadu, 1996. 4. M.selvaraj, financial administration and human management in Indian cement industriy,1996. 5. K. Shanmuga Vadivu, A study on marketing of cement in chettinad cement corporation Ltd., puliyar at karur district in tamilnadu, 2002.

CHAPTER - III OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:
To find out the distribution channels of Birla cement in Thiruvarur district. To compare the distribution system of Birla cement with other cements.

SECONDARY OBJECTIVES: To find out the advertisement efficiency of Birla cement.

To find out the marketing situations of Birla cement from others.

To find out the present problems faced by dealers.

To find out the any new scheme required by the dealers.

To give valuable suggestions to the company for increase the sales volume

CHAPTER - IV RESEARH METHODOLOGY

Pilot study tells about the completeness, accuracy convenience of the sampling from which it is proposed to select the sample.

4.1 RESEARCH DESIGN:

On analysis the condition the researcher found that descriptive research design is appropriate for the research for the study.

DESCRIPTIVE RESEARCH:
Descriptive research includes surveys and fact-finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. In social science and business research we quite often use the term Ex post facto research for descriptive research studies. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happening. Most ex post facto research projects are used for descriptive studies in which the researcher seeks to measure such items as, for example, frequency of shopping, preferences of people, or similar data. Ex post facto studies also include attempts by researchers to discover causes even when they cannot control the variables. The methods of research utilized in descriptive research are survey methods of all kinds, including comparative and correlational methods. In analytical research, on the other hand, the researcher has to use facts or information already available, and analyze these to make a critical evaluation of the material.

4.2 PRE-TEST:
The researcher tested the questionnaire with Hundred respondents chosen from different consumer at random and checked whether this questionnaire was understandable.

4.3 SAMPLING TECHNIQUES:

The researchers select the judgment sampling model for his researcher work.

4.4 SAMPLE SIZE:

The researcher selected the 100 respondents for the present study in Thiruvarur District.

4.5 AREA OF ANALYSIS:

The researcher has identified Thiruvarur district as the area of analysis for this project study. KUDAVASAL NIDAMANGALAM TIRUTTURAIPPUNDI MANNARGUDI NANNILAM VALANGAIMAN

4.6 DATA COLLECTION TECHNIQUES

The researcher used a Quetionnaire, which was self developed after having session of discussion with marketing manager. The statistical techniques such as on the way of analysis of various chi-square were applied to draw meaningfull.

4.7 HYPOTHESIS TEST

CHI-SQUARE ANALYSIS: This test was employed for testing hypothesis. It was used only when the data satisfied the required conditions. Chi-square test is applied here to know whether there is a relationship between Awareness of consumers. PROCEDURE FOR CHI-SQUARE TEST: The procedure for the test is given below: 1. DEFINITION OF THE PROBLEM: First we have to define the problem in a clear-cut manner. 2. FORMULATION OF HYPOTHESIS: Then we have to formulate Null hypothesis as well as alternative hypothesis on the basis of our base assumption on research question. 3. DEGREES OF FREEDOM; After fixing hypothesis, the degrees of freedom is calculated by using the formula, DF =(R-1) (C-1) Where R= denotes the no. of rows and C= denotes the no. of columns 4. FINDING OUR CALCULATED VALUE: Here, we observe frequency only, not the expected frequency.

The expected frequency is calculated by multiplying the row total or column total and divided this by total number of respondents for each and every observed frequency. Then the calculated values are found out by the following formula:

2 =

(Oi-Ei)2 Ei

Where, Oi Denotes Observed frequency and Ei Denotes Expected frequency. 5. FINDING OUT THE TABULATED VALUE: Tabulated value is found out from table at a specified significant level. 6. ACCEPTANCE OR REJECTION OF HYPOTHESIS: If the calculated value is higher than the table value, we have to accept the alternative hypothesis or we have to reject the null hypothesis of we have to reject the lesser hypothesis tabulated or we have to reject the lesser null hypothesis we have to reject the alternative hypothesis.

CHAPTER-V DATA ANALYSIS AND INTERPRETATION Table No: 5.1

CEMENT DEALERSHIP TAKEN BY DEALERS Brand Ramco Chettinadu Sankar Birla Dalmia Total
Sources : Primary Data Inference From the above table, it is inferred that 18% of the respondents are having the Ramco cement dealership, 26% of the respondents are having the Chettinadu cement dealership, 18% of the respondents are having the Shanker cement dealership, 16% of the respondents are having the Birla cement dealership and 22% of the respondents are having the Dalmia cement dealership.

No. of respondents 18 26 18 16 22 100

Percentage (%) 18 26 18 16 22 100

Chart No: 5.1 CEMENT DEALERSHIP TAKEN BY DEALERS

CEMENT DEALERSHIP TAKEN BY DEALERS
30 percentage 25 20 15 10 5 0 Ramco Chettinadu Sankar Birla Dalmia CEMENT DEALERSHIP TAKEN BY DEALERS

Table No: 5.2 HIGH SALES VOLUME IN CEMENT INDUSTRY

Brand Ramco Chettinadu Sankar Birla Dalmia Total
Sources : Primary Data Inference From the above table, it is inferred that 14% of the respondents feel that Ramco cement is getting high sales volume, 26% of the respondents feel that Chettinadu cement is getting high sales volume, 22% of the respondents feel that Sankar cement is getting high sales volume, 12% of the respondents feel that Birla cement is getting high sales volume and 26% of the respondents feel that Dalmia cement is getting high sales volume.

No. of respondents 14 26 22 12 26 100

Percentage (%) 14 26 22 12 26 100

Chart No: 5.2 HIGH SALES VOLUME IN CEMENT INDUSTRY

HIGH SALES VOLUME IN THE CEMENT INDUSTRY
30 25 percentage 20 15 10 5 0 Ramco Chettinadu Sankar Birla Dalmia

HIGH SALES VOLUME IN THE CEMENT INDUSTRY

Table No: 5.3 MOST VALUABLE SUPPLIERS Brand Ramco Chettinadu Sankar Birla Dalmia Total
Sources : Primary Data Inference From the above table, it is inferred that 18% of the respondents feel that the Ramco cement is most valuable supplier, 26% of the respondents feel that the Chettinadu cement is most valuable supplier, 18% of the respondents feel that the Sankar cement is most valuable supplier, 16% of the respondents feel that the Birla cement is most valuable supplier and 22% of the respondents feel that the Dalmia cement is most valuable supplier.

No. of respondents 18 26 18 16 22 100

Percentage (%) 18 26 18 16 22 100

Chart No: 5.3 MOST VALUABLE SUPPLIERS

30 25 percentage 20 15 10 5 0 Ramco Chettinadu Sankar Birla Dalmia

MOST VALUABLE SUPPLIERS

Table No: 5.4 QUALITY OF THE BIRLA CEMENT Overall rate Excellent Very good Good Average Poor Total
Sources : Primary Data Inference From the above table, it is inferred that 36% of the respondents feel that quality of the product is Excellent, 34% of the respondents feel that quality of the product is Very good, 22% of the respondents feel that quality of the product is Good, 6% of the respondents feel that quality of the product is Average and 2% of the respondents feel that quality of the product is Poor.

No. of respondents 36 34 22 6 2 100

Percentage (%) 36 34 22 6 2 100

Chart No: 5.4 QUALITY OF THE BIRLA CEMENT

40 35 30 25 20 15 10 5 0 Excellent Very good Good Average Poor

percentage

QUALITY OF THE BIRLA CEMENT

Table No: 5.5 PRICE OF THE BIRLA CEMENT Level of satisfaction Highly satisfied Satisfied Average dissatisfied Highly dissatisfied Total
Sources : Primary Data Inference From the above table, it is inferred that 2% of the respondents are highly satisfied with price, 12% of the respondents are Satisfied with price, 46% of the respondents feel that Average , 30% of the respondents are Dissatisfied with price and 10% of the respondents are Highly dissatisfied with price.

No. of respondents 2 12 46 30 10 100

Percentage (%) 2 12 46 30 10 100

Chart No: 5.5 PRICE OF THE BIRLA CEMENT

50 40 percentage 30 20 10 0 Highly s atis fied S atis fied Average dis s atis fied Highly dis s atis fied

P RC E O F THE B IRLA C E M E NT

Table No: 5.6 FAST MOVING BRAND IN CEMENT INDUSTRY Brand Ramco Chettinadu Shanker Birla Dalmia Total
Sources : Primary Data Inference From the above table, it is inferred that 14% of the respondents feel that Ramco cement is fast moving in cement industry, 26% of the respondents feel that Chettinadu cement is fast moving in cement industry, 22% of the respondents feel that Sankar cement is fast moving in cement industry, 12% of the respondents feel that Birla cement is fast moving in cement industry and 26% of the respondents feel that Dalmia cement is fast moving in cement industry.

No. of respondents 14 26 22 12 26 100

Percentage (%) 14 26 22 12 26 100

Chart No: 5.6 FAST MOVING BRAND IN CEMENT INDUSTRY

30 25 20 15 10 5 0 persentage C hettinadu Sankar Birla D ia alm

S eries1

FAST MOVING BRAND

IN CEMENT INDUSTRY

Table No: 5.7 ORDER AND REPLACEMENT WITH BIRLA CEMENT Level of satisfaction Highly satisfied Satisfied Average dissatisfied Highly dissatisfied Total
Sources : Primary Data Inference From the above table, it is inferred that 6% of the respondents are highly satisfied with order and replacement of the Birla cement, 12% of the respondents are satisfied with order and replacement of the Birla cement, 62% of the respondents feel that Average with order and replacement of the Birla cement, 14% of the respondents are dissatisfied with order and replacement of the Birla cement and 6% of the respondents are highly dissatisfied with order and replacement of the Birla cement.

No. of respondents 6 12 62 14 6 100

Percentage (%) 6 12 62 14 6 100

Chart No: 5.7 ORDER AND REPLACEMENT WITH BIRLA CEMENT

7 0 6 0 5 0 4 0 3 0 2 0 1 0 0 p rse ta e e n g H hly ig sa tisfie d S tisfie a d Ae g v ra e d issa tisfie d

S eries1

O D RA DR R E N EPLA EM N C E

TW ITHBIR C E T LA EM N

Table No: 5.8

AVAILABILITY OF THE BIRLA CEMENT Level of satisfaction Highly satisfied Satisfied Average Dissatisfied Highly dissatisfied Total
Sources : Primary Data Inference From the above table, it is inferred that 24% of the respondents are highly satisfied with availability of the product, 28% of the respondents are satisfied with availability of the product, 38% of the respondents feel that average with availability of the product, 8% of the respondents are dissatisfied with availability of the product and 2% of the respondents are highly dissatisfied with availability of the product.

No. of respondents 24 28 38 8 2 100

Percentage (%) 24 28 29 11 8 100

Chart No: 5.8 AVAILABILITY OF THE BIRLA CEMENT

35 30 25 20 15 10 5 0 persentage Highly satisfied Satisfied Av erage dissatisfied

Series1

AVAILABILITY OF THE

BIRLA CEMENT

Table No: 5.9

MARGINS OFFERED BY BIRLA CEMENT Level of satisfaction Highly satisfied Satisfied Average dissatisfied Highly dissatisfied Total
Sources : Primary Data Inference From the above table, it is inferred that 6% of the respondents are Highly satisfied with margins offered by the product, 6% of the respondents are Satisfied with availability of the product, 68% of the respondents feel that Average with availability of the product, 12% of the respondents are Dissatisfied with availability of the product and 8% of the respondents are Highly dissatisfied with availability of the product.

No. of respondents 6 6 68 12 8 100

Percentage (%) 6 6 68 12 8 100

Chart No: 5.9 MARGINS OFFERED BY BIRLA CEMENT

80 70 60 50 40 30 20 10 0 persentage H ighly satisfied Satisfied Av erage dissatisfied

Series1

MARGINS OFFERED BY B

IRLA CEMENT

Table No: 5.10

SATISFIED WITH BIRLA CEMENT DEALERSHIP

Satisfied Yes No Total

Sources : Primary Data Inference

No. of Respondent 62 38 100

percentage 62 38 100

From the above table, it is inferred that 62% of the respondents satisfied with the Birla cement dealership, and other 38% of the respondents not satisfied with the Birla cement dealership.

Chart No: 5.10 SATISFIED WITH BIRLA CEMENT DEALERSHIP

7 0 6 0 5 0 4 0 3 0 2 0 1 0 0 Ys e N o
S rie e s1

SATISFIED WITH BIRLA CEMENT DEALERSHIP

Table No: 5.11

ADVERTISEMENT OF THE BIRLA CEMENT Advertisement Too high High Moderate Low Too low Total
Sources : Primary Data Inference From the above table, it is inferred that 18% of the respondents feel advertisement offered by Birla cement is Too High, 42% of the respondents feel advertisement offered by Birla cement is High, 26% of the respondents feel advertisement offered by Birla cement is Moderate, 14% of the respondents feel advertisement offered by Birla cement is Low and 0% of the respondents feel advertisement offered by Birla cement is Too Low. that that that that that

No. of respondents 18 42 26 14 0 100

Percentage (%) 18 42 26 14 0 100

Chart No: 5.11 ADVERTISEMENT OF THE BIRLA CEMENT

45 40 35 30 25 20 15 10 5 0 Too high High Moderate Low Too low Series1

Table No: 5.12

SALES PROMOTIONAL EFFORTS OF THE BIRLA CEMENT Overall rate Excellent Very good Good Average Poor Total
Sources : Primary Data Inference From the above table, it is inferred that 10% of the respondents feel that sales promotional is Excellent, 8% of the respondents feel that sales promotional is Very good, 12% of the respondents feel that sales promotional is Good, 32% of the respondents feel that sales promotional is Average and 38% of the respondents feel that sales promotional is Poor.

No. of respondents 10 8 12 32 38 100

Percentage (%) 10 8 12 32 38 100

Chart No: 5.12 SALES PROMOTIONAL EFFORTS OF THE BIRLA CEMENT

40 35 30 25 20 15 10 5 0 Excellent Very good Good Average Poor

SALES PROMOTIONAL EF FORTS OF THE BIRLA C EMENT

Table No: 5.13

LIFE TIME OF THE OVERALL CEMENT

Brand Ramco Chettinadu Sankar Birla Dalmia Total

Sources : Primary Data

No. of respondents 12 14 16 28 30 100

Percentage (%) 12 14 16 28 30 100

Inference From the above table, it is inferred that 12% of the respondents feel that Ramco cement is having more life time, 14% of the respondents feel that Chettinadu cement is having more life time, 16% of the respondents feel that Sankar cement is having more life time, 28% of the respondents feel that Birla cement is having more life time and 30% of the respondents feel that Dalmia cement is having more life time. Chart No: 5.13 LIFE TIME OF THE OVERALL CEMENT
35 30 25 20 15 10 5 0 Ramco Chettinadu Sankar Birla Dalmia

Series1

LIFE TIME OF THE OVE RALL CEMENT

Table No: 5.14

RELIABILITY OF THE BIRLA CEMENT Overall rate Excellent Very good Good Average Poor Total
Sources : Primary Data Inference From the above table, it is inferred that 16% of the respondents feel that reliability of the product is Excellent, 12% of the respondents feel that reliability of the product is Very good, 24% of the respondents feel that reliability of the product is Good, 36% of the respondents feel that reliability of the product is Average and 12% of the respondents feel that reliability of the product is Poor.

No. of respondents 16 12 24 36 12 100

Percentage (%) 16 12 24 36 12 100

Chart No: 5.14 RELIABILITY OF THE BIRLA CEMENT

40 35 30 25 20 15 10 5 0 Excellent Very good Good Average Poor Series1

RELIABILITY OF THE BIRLA CEMENT

Table No: 5.15 FINANCIAL SCHEMES OF THE BIRLA CEMENT

Response Yes No Total

Sources : Primary Data Inference

No. of respondents 12 88 100

Percentage (%) 12 88 100

From the above table, it is inferred that 12% of the respondents satisfied with financial schemes of the Birla cement, and other 88% of the respondents not satisfied with financial schemes of the Birla cement.

Chart No: 5.15 FINANCIAL SCHEMES OF THE BIRLA CEMENT

100 90 80 70 60 50 40 30 20 10 0 Y es No FIN A N C IA L SC H E M E S TH E B IR L A C EM E N T OF
Series1

Table No: 5.16 MARKET RESEARCH IN CEMENT INDUSTRY

Brand Ramco Chettinadu Sankar Birla Dalmia Total

Inference

No. of respondents 12 18 14 34 22 100

Percentage (%) 12 18 14 34 22 100

From the above table, it is inferred that 12% of the respondents feel that Ramco cement is doing market research in cement industry, 18% of the respondents feel that Chettinadu cement is doing market research in cement industry, 14% of the respondents feel that Sankar cement is doing market research in cement industry, 34% of the respondents feel that Birla cement is doing market research in cement industry and 22% of the respondents feel that Dalmia cement is doing market research in cement industry.

Chart No: 5.16 MARKET RESEARCH IN CEMENT INDUSTRY

40 35 30 25 20 15 10 5 0 Ramco Chettinadu Sankar Birla Dalmia Series1

MARKET RESEARCH IN C

EMENT INDUSTRY

Table No: 5.17 DELIVERY PERIOD BY BIRLA CEMENT

DELIVERY PERIOD 1-3days 3-5days 5-10days 10-13days 13-15days Total

Sources : Primary Data

No. of respondents 34 36 16 8 6 100

Percentage (%) 34 36 16 8 6 100

Inference From the above table, it is inferred that 34% of the respondents answered that with in1-3 days they are getting their product, 36% of the respondents answered that with in 3-5 days, 16% of the respondents answered that with in 510 days, 8% of the respondents answered that with in 10-13 days and 6% of the respondents answered that with in 13-15 days they getting their product. Chart No: 5.17 DELIVERY PERIOD BY BIRLA CEMENT

40 35 30 25 20 15 10 5 0 1-3days 3-5days 5-10days 10-13days 13-15days Series1

DELIVERY PERIOD BY B

IRLA CEMENT

CHI-SQUARE TEST -1

Association between more life time and reliability of the Birla cement.

Observed frequency:Statement: Null Hypothesis: There is no significance different between more life time and reliability of the Birla cement. Alternative Hypothesis: There is significance difference between more life time and reliability of the Birla cement.

2 =

(Oi-Ei)2 Ei

Ei= RT*CT GT

E11 = 12 * 16 100 E12 = 12 * 12 100 E13 = 12 * 24 100 E14 = 12 * 36 100 E15 = 12 * 12 100 E21 = 14 * 16 100 E22 = 14 * 12 100 E23 = 14 * 24 100 E24 = 14 * 36 100 E25 = 14 * 12 100 E31 = 16 * 16 100 E32 = 16 * 12 100 E33 = 16 * 24 100 E34 = 16 * 36 100 E35 = 16 * 12 100

= 1.92 = 1.44 = 2.88 = 4.32 = 1.44 = 2.24 = 1.68 =3.36 = 5.04 = 1.68 = 2.56 = 1.92 = 3.84 =5.76 = 1.92

E41 = 28 * 16 100 E42 = 28 * 12 100 E43 = 28 * 24 100 E44 = 28 * 38 100 E45 = 28 * 12 100 E51 = 30 * 16 100 E52 = 30 * 12 100 E53 = 30 * 24 100 E54 = 30 * 36 100 E55 = 30 * 12 100

= 4.48 = 3.36 = 6.72 = 10.08 = 3.36 = 4.8 = 3.6 = 7.2 = 10.8 = 3.60

Expected frequency:1.92 2.24 2.56 4.48 4.80 16 1.44 1.68 1.92 3.36 3.6 12 2.88 3.36 3.84 6.72 7.2 24 4.32 5.04 5.76 10.08 10.8 36 1.44 1.68 1.92 3.36 3.36 12 12 14 16 28 30 100

Calculation of chi-square: Oi
1 1 1 6 3 1 1 1 8 3 2 1 4 6 3 6 4 8 8 2 6 5 10 8 1

Ei
1.92 1.44 2.88 4.32 1.44 2.24 1.68 3.36 5.04 1.68 2.56 1.92 3.84 5.76 1.92 4.48 3.36 6.72 10.08 3.36 4.80 3.60 7.20 10.80 3.60

(Oi-Ei)2
0.8464 0.1936 3.5344 2.8224 2.4336 1.5376 0.4624 5.5696 8.7616 1.7424 0.3136 0.8464 0.0256 0.0576 1.1664 2.3104 0.4096 1.6384 4.3264 1.8446 1.4400 1.9600 7.8400 7.8400 6.7600

(Oi-Ei)2/Ei
0.4408 0.1344 1.2272 0.6533 1.6900 0.6864 0.2752 1.6576 1.7384 1.0371 0.1225 0.4408 0.0066 0.0100 0.6075 0.5157 0.1219 0.2438 0.4292 0.5504 0.3000 0.5444 1.0888 0.7259 1.8777

2= (Oi-Ei)2
Ei

17.12

Therefore Degrees of freedom in this case = (r-1) (c-1) = (5-1) (5-1) = 16 The table value of 2 for 16 degrees of freedom at 5% level of significance is 26.296.

CONCLUSION:
Since calculated value of 2 is 17.12 less that tabulated value, null hypothesis may be accepted at 5% level of significance and, it is found from the test of Hypothesis that there is no significant association between more life time and reliability of the Birla cement.

CHI-SQUARE TEST 2

Association between sales promotional effects and reliability of Birla cement.

Observed frequency:Sales promotional effects Ramco Chettinadu Sankar Birla Dalmia Total Ramco 2 6 3 4 1 16 Reliability of Birla cement Chettinadu 2 6 2 1 1 12 Sankar 3 12 2 6 1 24 Birla 3 11 2 18 2 36 Dalmia 2 3 3 3 1 12 Total 12 38 12 32 6 100

Statement: Null Hypothesis:

There is no significance different between sales promotional effects and

reliability of Birla cement.

Alternative Hypothesis:
There is significance difference between sales promotional effects and

reliability of Birla cement.

2 =

(Oi-Ei)2 Ei

Ei= RT*CT G

E11 = 12 * 16 100

=1.92

E12 = 12 * 12 100 E13 = 12 * 24 100 E14 = 12 * 36 100 E15 = 12 * 12 100 E21 = 38 * 16 100 E22 = 38 * 12 100 E23 = 38 * 24 100 E24 = 38 * 36 100 E25 = 38 * 12 100 E31 = 12 * 16 100 E32 = 12 * 12 100 E33 = 12 *24 100 E34 = 12 * 36 100 E35 = 12 * 12 100 E41 =32 * 16 = 5.12 100

= 1.44 = 2.88 = 4.32 = 1.44 = 6.08 = 4.56 =9.12 = 13.68 = 4.56 = 1.92 = 1.44 = 2.88 =4.32 = 1.44

E42 = 32 * 12 100 E43 = 32 * 24 100 E44 = 32 * 36 100 E45 = 32 * 12 100 E51 = 6 * 16 100 E52 = 6 * 12 100 E53 = 6 * 24 100 E54 = 6 * 36 100 E55 = 6* 12 100

= 3.84 = 7.68 = 11.52 = 3.84 = 0.96 = 0.72 = 1.44 =2.16 = 0.72

Expected frequency:1.92 6.08 1.92 5.12 0.96 16 1.44 4.56 1.44 3.84 0.72 12 2.88 9.12 2.88 7.68 1.44 24 4.32 13.68 4.32 11.52 2.16 36 1.44 4.56 1.44 3.84 0.72 12 12 38 12 32 6 100

Calculation of chi-square:

Oi
2 2 3 3 2 6 6 12 11 3 3 2 2 2 3 4 1 6 18 3 1 1 1 2 1

Ei
1.92 1.44 2.88 4.32 1.44 6.08 4.56 9.12 13.68 4.56 1.92 1.44 2.88 4.32 1.44 5.12 3.84 7.68 11.52 3.84 0.96 0.72 1.44 2.16 0.72

(Oi-Ei)2
0.0064 0.3136 0.0144 1.7424 0.3136 0.0064 2.0736 8.2944 7.1824 2.4336 1.1664 0.3136 0.7744 5.3824 2.4336 1.2544 8.0656 2.8224 41.9904 0.7056 0.0016 0.0784 0.1936 0.0256 0.0784

(Oi-Ei)2/Ei
0.0033 0.2177 0.005 0.4033 0.2177 0.0010 0.4547 0.9094 0.5250 0.5336 0.6075 0.2177 0.2688 1.2459 1.6900 0.2450 2.1004 0.3675 3.6450 0.1837 0.0016 0.1088 0.1344 0.0118 0.1088

2= (Oi-Ei)2
Ei
Therefore Degrees of freedom in this ca = (r-1) (c-1)

15.4755

= (5-1) (5-1) = 16 The table value of 2 for 16 degrees of freedom at 5% level of significance is 26.296.

CONCLUSION:
Since calculated value of 2 is 15.4755 less that tabulated value, null hypothesis may be accepted at 5% level of significance and it is found from the test of Hypothesis that there is no significant association between sales promotional effects and reliability of Birla cement.

CHI-SQUARE TEST -3

Association between financial schemes and satisfaction with Birla cement dealership.

Observed frequency:-

Financial schemes Yes No Total

Satisfaction with Birla cement dealership Yes 8 54 62 No 4 34 38 Total 12 88 100

Statement:

Null Hypothesis:
There is no significance different between financial schemes and satisfaction

with Birla cement dealership.

Alternative Hypothesis:
There is significance difference between financial schemes and satisfaction

with Birla cement dealership.

2 =

(Oi-Ei)2 Ei

Ei= RT*CT GT

E11 = 12 * 62 100 E12 = 12 * 38

= 7.44 = 4.56

100 E21 = 88 * 62 100 E22 = 88 * 32 100 = 33.44 = 54.56

Expected frequency:7.44 54.56 62 4.56 33.44 38 12 88 100

Calculation of chi-square: Oi
8 4 54 34

Ei
7.44 4.56 54.56 33.44

(Oi-Ei)2
0.3136 0.3136 0.3136 0.3136

(Oi-Ei)2/Ei
0.0421 0.0687 0.0057 0.0093

2= (Oi-Ei)2
Ei
0.12

Therefore Degrees of freedom in this case = (r-1) (c-1)

= (2-1) (2-1) =1 The table value of 2 for 1 degrees of freedom at 5% level of significance is 3.841.

CONCLUSION:
Since calculated value of 2 is 0.12 less that tabulated value, null hypothesis may be accepted at 5% level of significance and, it is found from the test of Hypothesis that there is no significant association between financial schemes and satisfaction with Birla cement dealership.

CHAPTER - VI FINDINGS OF THE STUDY

 (26%) of the respondents are having Chettinadu cement dealership. And 16% of respondents are having Birla cement dealership.
(26%) of the respondents feel that Chettinadu cement is having high sales

volume. At the same time Birla cement is having less sales volume. (26%) Chettinadu cement most valuable suppliers from dealers point of view. And Birla cement (16%) of respondents are considering most valuable suppliers. (92%) of the respondents feel that quality of the product is excellent. And (8%) of the respondents feel that quality is poor. (14%) of the respondents satisfied with price of the products. And (86%) of the respondents not satisfied with price of the products. (26%) Chettinadu cement and (26%) Dalmia cement they are moving fast in cement industry. And (12%) Birla cement is moving slowly. (6%) of the respondents feel that order and replacement is highly satisfied. And (62%) of the respondents feel that average. (28%) of the respondents highly satisfied with availability of the product. And (10%) of the respondents not satisfied.
(12%) of the respondents satisfied with margins offered by the product.

And (68%) of the respondents feel that margins of the product is average. (62%) of the respondents satisfied with Birla cement dealership. And (38%) of the respondents not satisfied. (42%) of the respondents feel that advertisement offered by Birla cement is too high. And (14%) of the respondents feel that advertisement is low.

 (10%) of the respondents feel that sales promotional efforts of the Birla

cement is excellent. (38%) of the respondents feel that poor.

(30%) Dalmia cement, (28%) Birla cement they are having more life

time. And (12%) Ramco cement has less life time from others.
(52%) of the respondents satisfied with reliability of the Birla cement.

And (12%) of the respondents not satisfied.

(12%) of the respondents satisfied with the financial schemes of the Birla

cement. And (88%) of the respondents not satisfied.

(70%) of the respondents satisfied with delivery period of the product

with in 5 days. And (30%) of the respondents not satisfied.

From the chi-square test we find out that there is no significant

association between more life time and reliability of the Birla cement.

From the chi-square test we find out that there is no significant

association between financial schemes and satisfaction with Birla cement dealership.

From the chi-square test we find out that there is no significant

association Sales promotional effects and reliability of Birla cement

CHAPTER - VII SUGGESTION

Birla cement should concentrate in credit facility of the dealers. Fixed the standard price of the product Birla cement should concentrate on sales man visit for wide marketing. Birla cement should concentrate to attract the dealers.
Birla cement should improve their sales promotional efforts.

Birla cement does a market research and gets feed back.

Birla cement should concentrate to give incentives to the sub-dealers also.

Birla cement should concentrate to fulfill the service for dealers required.

CHAPTER - VIII CONCLUSION

After analysis the data we have concluded that Chettinadu cement, Sankar cement, and Dalmia cement they are captured first three place and Birla cement is in fourth place. Because the sales volume of the Birla cement is very low compare than others and the aware of the Birla cement is very less in Thiruvarur dist. Moreover Birla cement has limited dealership with dealers. So automatically there is lack of availability creates. Therefore Birla cement has to improve its sales promotional efforts as well as follow some strategies through effective market research and get feedback from their consumers and customers(dealers).And give more advertisement so that move powerful than others and fixed the standard price. At the same time quality (life time of the cement) delivery time of the Birla cement is good. IN
DIST SIMPLE WORDS

BIRLA

CEMENT IS UNDER DEVELOPING STAGE IN

THIRUVARUR

CHAPTER - IX LIMITATION OF THE STUDY

One of the important of the study was lack of time. Though the respondent to the study was vast due to the time constraints the sample size was limited. The researcher has difficulty with most of the respondents who was not willing to cooperate with the study, as they were very busy with their work. The research had also difficulty in getting some information, which the respondents were not interested to give. The researcher had difficulty with the respondents because they did not fill up the questionnaire in proper time. Another limitation of the study was confined with not only retailers but also consumers for survey of this study.

CHAPTER - X SCOPE OF THE FURTHER STUDY

The scope of the study is confirmed to distribution channel with special reference to the BIRLA CEMENT in Thiruvarur district.

The study can help to the management to know the factors why their sales volumes are low.

The study will help to improve the sales volumes CEMENT

of

the

BIRLA

The recommendation and suggestion of the study can also be applied to the similar project or similar situation

CHAPTER - XI

ANNEXURE
A STUDY ON DISTRIBUTION CHANNELS SURVEY WITH SPECIAL REFERENCE TO BIRLA CEMENT IN THIRUVARUR DISTRICT

QUESTIONNAIRE

1. NAME 2. AGE 3. EDUCATION QUALIFICATION 4. ADDRESS

: : : :

5. WHAT ARE THE CEMENT DEALERSHIP DO YOU HAVE? A. RAMCO B. CHETTINADU C. SANKAR D. BIRLA E. DALMIA ( ( ( ( ( ) ) ) ) )

6. WHICH COMPANY GETS HIGH SALES VOLUME IN CEMENT INDUSTRY? A. RAMCO B. CHETTINADU C. SANKAR D. BIRLA E. DALMIA ( ( ( ( ( ) ) ) ) )

7. IN YOUR POINT OF VIEW WHO IS THE MOST VALUABLE SUPPLIERS?

A. RAMCO B. CHETTINADU C. SANKAR D. BIRLA E. DALMIA

( ( ( ( (

) ) ) ) )

8. WHAT IS YOUR OPINION ABOUT THE QUALITY OF BIRLA CEMENT? A. B. C. D. E. EXCELLENT VERY GOOD GOOD AVERAGE POOR ( ( ( ( ( ) ) ) ) )

9. KINDLY GIVE YOUR SUGGESTION RELATED TO THE PRICE OF BIRLA CEMENT? A. B. C. D. E. HIGHLY SATISFIED SATISFIED AVERAGE DISSATISFIED HIGHLY DISSATISFIED ( ( ( ( ( ) ) ) ) )

10. WHICH IS THE FAST MOVING BRAND IN YOUR TOWN? RAMCO CHETTINADU SANKAR BIRLA E. DALMIA
A. B. C. D.

( ) ( ( ) ( ) ( )

11. PLEASE RATE THE ORDER AND REPLACEMENT OF BIRLA CEMENT? A. B. C. D. HIGHLY SATISFIED SATISFIED AVERAGE DISSATISFIED E. HIGHLY DISSATISFIED ( ( ( ( ( ) ) ) ) )

12. PLEASE RATE THE AVAILABILITY OF BIRLA CEMENT?

A. HIGHLY SATISFIED ( B. SATISFIED ( C. AVERAGE ( D. DISSATISFIED ( E. HIGHLY DISSATISFIED ( 13. ARE YOU SATISFIED WITH THE CEMENT? A. B. C. D. E. HIGHLY SATISFIED SATISFIED AVERAGE DISSATISFIED HIGHLY DISSATISFIED ( ( ( ( (

) ) ) ) ) MARGINS OFFERED BY BIRLA ) ) ) ) )

14. DO YOU SATISFIED TO TAKE THE BIRLA CEMENT DEALERSHIP?

A. YES B. NO

( ) ( )

15. PLEASE MENTION ADVERTISEMENT OFFERED BY BIRLA CEMENT? A. B. C. D. E. TOO HIGH HIGH MODERATE LOW TOO LOW ( ( ( ( ( ) ) ) ) )

16. PLEASE MENTION SALES PROMOTIONAL EFFORTS OF THE BIRLA CEMENT? A. B. C. D. E. EXCELLENT VERY GOOD GOOD AVERAGE POOR ( ( ( ( ( ) ) ) ) )

17. WHICH CEMENT GIVES MORE LIFE TIME FROM OTHERS? A. RAMCO ( ) B. CHETTINADU ( ) C. SANKAR ( ) D. BIRLA ( ) E. DALMIA ( ) 18. WHAT DO YOU UNDERSTAND THE RELIABILITY OF THE BIRLA CEMENT?

A. B. C. D. E.

EXCELLENT VERY GOOD GOOD AVERAGE POOR

( ( ( ( (

) ) ) ) )

19. BIRLA CEMENT OFFERED ANY FINANCIAL SCHEMES?

A. YES B. NO

( ) ( )

20. WHICH COMPANY GIVES MORE IMPORTANCE TO MARKETING RESEARCH? A. RAMCO B. CHETTINADU C. SANKAR D. BIRLA E. DALMIA ( ( ( ( ) ( ) ) ) )

21. PLEASE MENTION DELEVERY PERIOD OF THE BIRLA CEMENT? A. B. C. D. E. 1-3 DAYS 3-5 DAYS 5-10 DAYS 10-13 DAYS 13-15 DAYS ( ( ( ( ( ) ) ) ) )

22. GIVE YOUR VALUABLE SUGGESTION TO THE OVERALL CEMENT INDUSTRY?

BIBLIOGRAPHY

BOOKS
1.Marketing Management Philip Kotler [PRENTICE HALL OF INDIA PVT,LTD NEW DELHI-110001,2003.] 11th EDITION 2. Research Methodology C.R.Kothari[NEW AGE INTERNATIONAL(P)LIMITED,HYDERABAD] 2ND EDITION. 3. Marketing Dr N. Rajan and sanjith.R.Nair[SULTAN CHAND&SONS Daryaganj New Delhi-110002,1987]6th EDITION. 4. Marketing Management S.A.Sherleker[PRENTICE HALL OF INDIA PVT,LTD NEW DELHI-110001,2003.] 1stEDITION

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