CONTENTS

- About Cap’s Ltd

Company profile
Symbol of company
History of company
Products
Competitors
Organisation Chart
Objectives of the Study
Literature Review- Channel of distribution
A Brief introduction
Criteria
Specific issues
Strategies for improvement
Conclusion of topic.
Research Methodology
Limitations
Data collection and interpretation
Outcomes of questionnaire
Analysis of Data
Recommendations
Conclusion of report
Bibliography
Appendices

1
 NEED OF THE STUDY

Channel of distribution is a partnership between a company and its employees

where everyone works together to achieve the business objective of the
company and the personal aspiration of the employees. It is therefore largely the
organization’s responsibility to create an environment and culture conducive to
this partnership. Channel of distribution is a barometer that determines the
association of a person with the organization. Now the managers believe that
improving the Channel of distribution will increase the productivity. Therefore,
Channel of distribution needs to be measured at regular intervals in order to track
the employee’s contribution to the success of the organization.

2
 SCOPE OF THE STUDY

The present study aims at finding out the Channel of distribution in CAP. The
study was limited to the lower level workers working at the Gelatin Division of
CAP and the Registered Office.
 The study attempts to assess the employees’ attitude in five different Core
Competencies, which are considered to be essential for maintaining good
Channel of distribution.
 By assessing these Core Competencies, the management can know which are
the areas lagging behind and which all problems of the employees need to be
addressed to improve the Channel of distribution.

 The study also aims at giving some suggestions to improve the Channel of
distribution.

3
 1.5 LIMITATIONS OF THE STUDY

Several constraints were encountered during the study. They are:

 The findings of study are based on the assumption that respondents have given
true opinion
 Lack of time
 The study is restricted only to a few managers, staffs and workers in the
organization. Those need not be the opinions of the other majority
 Lack of experience of the researcher

4
ABOUT CAP
LIMITED

5
COMPANY PROFILE
Company profile means the scale on which we measure the present condition
whether it is scaling smoothly for facing some area of the hot water.

We have seen after the establishment of CAP, it was having only few items in it
product range. But soon as, it found the market along with the help of its management
and workers the items in the list increases tremendously within few years.

This includes a range of more than forty (40) Terpene based quality products
including camphor, Thymol, Pine oils, Pine tars etc. Before they were also producing
pesticides but now they have stopped manufacturing it due to certain safety &
environment factors.

Due to excellent quality based products, CAP has been able to build good image
to international market also tie-ups with influential companies abroad.

So we see that companies profile or its earnings have increased day by day.

6
 THE SYMBOL

The symbol of Campher & Allied products Ltd has been chosen with certain objectives in
mind. Symbol holds more than an eye graphically. It is symbolized in more than one way.

The symbol CAP indicates as "CROWN" in the industrial world. The philosophy behind
Campher & Allied Products Ltd and 'C' is the covering letter of the symbol, is for
company.

The circle like oval shaped symbol of perfection given an elliptical outline around its
workers for achieving a common goal.

C -------- COMPANY.

A -------- ADMINISTRATION.

P -------- PARIVAR/PRODUCTIVITY.

7
 History of CAP Ltd

Camphor and Allied products Ltd founded in 1961, by Sri Jayant Dalal, a man
largely responsible for making break throughs in Indian Turpentine industry, was the first
Camphor and Terpene chemicals producing company to be established in India.

CAP started producing in1964 with very few items in its products range. Subsequently
overcoming all the teething troubles. CAP took strides of development and rapidly
enlarged its scale of operations in both facilities and personnel.

With in a short span of time through a combination of its technical and creative
competence, Cap has achieved tremendous growth in all fields.

CAPs Multi-chem research center was developed specially to meet continual

demands of India’s rapidly growing industries conceived and built by Jayant Dalal, the
ultra modern Multi-chem research center is now headed by Dr. Sachdeva an eminent
and renowned scientist in the field of Terpene chemistry.

Through the diversification of its activities CAP has been creating more and more
employment avenues.

CAP has history of harmonious relationship between management and workers.

All the employees of the CAP Ltd come under a huge Camphor Parivar.

For the welfare of this parivar, the company has taken steps like building of
housing colonies full fledged 20 bedded hospital school club, temple, library, swimming
pool and parks etc.

8
Excellence Awards

Company has received following awards

In 1968 – Govt of India granted Awards for excellence in printing of its brouchure.

In 1970 – CAP won the IInd export awards from export promotion council

In 1975 – Company received Sir P.C. Ray award from the Indian Chemicals
manufacturers Association for the development of indigenious technology.

In 1995 – Star category award granted by industries deptt. Govt. of Uttar Pradesh.

In 1996-97 – First and the best awards for exports granted by export promotion bureau
Govt of Uttar Pradesh.

In 1997- 98- Award for excelleny in exports, granted by export promotion Bureau, govt of
Uttar Pradesh.

Company is holding a Green Card granted by the Govt. of U.P.

9
Product Profile of CAP
Within an short span of time through a combination of its technical and creative
competence, CAP has achieved tremendous qualitative and quantitative growth.
The range orf products of CAP Ltd. are very wide and vast at present time.

The list is as under

FRAGRANCE CHEMICALS:

Isoborneol Bicycle monoturpene secondary alcohol,

white crystalline powder, Piney
camphoracious odour
Isobornyl acetate Bicycle monoturpene ester, colourless
liquid camphoracious odour
Terpeneol Mixture of turpene alcohol, pale yellowq
to colourless liquid, sweet piney pleasant
Terpenyl acetate Colourless liquid, fresh bergamot
lavender
Di-hydrorecenol Acyclic terpene di- ene alcohol, fresh
citrus like odour with blossom note.
Nopol Colourless liquid camphoracios odour
Nopyl acetate Colourless liquid fresh fruity woody
odour
Di- Colourless liquid citrus fresh pine needle
Hydroterpenylacetate odour

10
PHARMACETICAL PRODUCTS

Camphor 2-camphanone, white granular powder,

USP/EP/DAB/JP topical anti infective and topical anti prurtic
Menthol USP/BP Colourless accular primatic crystals or
powder, resemblence to odour of
peppermint
Thymol USP/BP Crystals or lumps pungent, reminiscent of
thyme, topical antiseptic
Termineol /BP Mixture of tertiary alcohol, colourless liquid
sweet pleasant lilac odour.

GENERAL FRAGRANCE CHEMICALS

Fenchone Fenchone & Iso Fenchone mixture, Pale

yellow liquid, strong camphoraceous
odour
Camphor oil Mixture of bi cycle terpene hydrocarbons,
colourless to pale yellow, camphareous
odour.
Citwanene Mixture of monocyclic terpene
hydrocarbons, colourless to pale yellow,
camphoreous odour.
Pine oils Mixture of terpene hydrocarbons &
alcohols, colourless to pale yellow, sweet,
floral odour.
Campholene Mixture of monocyclic terpene
hydrocarbons, colourless to pale yellow,
sweet, liquid, piney.

11
INORGANICS

Sodium Acetate tri Sodium salt of acetic acid, colourless or

hydrate white crystalline powder.
Sodium acetate Sodium salt of acetic acid, white powder.
anhydrate

12
 TERPENTINE RAW MATERIALS/INTERMEDIATES

Beta pinene Bicycle monoterpene hydrocarbon,

starting material for mycene, linaloon,
citronellol, etc.
Camphene Bicycle monoterpene hydrocarbon,
starting material for sandalwood type
aroma chemicals.
Delta-3-Carene Bicycle monoterpene hydrocarbon,
starting material for synthetic 1-menthol,
incecticides, etc.
Para cymene Methyl isopropyl benzene, starting
material for several polycyclic muck
chemicals.
Mycrene 7-Methyl-3-methylene, 6-otadiene,
intermediate for the variety of fragrance
chemicals.
Alpha pinene expoxide Intermediate for campholenic aldehyde
derivatives and other perfumery
chemicals.
Cis-pinane Intermediate for dihydromycene.

Dihydromyrcene 3,7,dimethyl-1, 6-octadiene. Intermediate

for dihydromycenol, dihydromycenal
acetate.
Campholenic Aldehyde 2,2,3-Trimethyl-3-cyclopentne-
acetaldehyde, Intermediate for preparing
several fragrances.

RESINS

Capolyte CP resins Terpene-phenol copolymers, Tracking

agents.
Caperez resins Neutral terpene hydrocarbon resin,
Tracking agents.

13
INDUSTRIAL SOLVENTS/CHEMICALS

Distilled turpentine Mixture if cyclic turpene hydrocarbons,

pale yellow liquid, solvent in paint and
liquor industry.
Di-pentene Mixture if cyclic turpene hydrocarbons,
colourless to yellow liquid, turpene odour.
Gum resin Disturpene resin acid mixture.

Pine tars High boiling turpene residues, dark brown

viscous liquid.

SPECIAL FRAGRANCE CHEMICALS

Longifolene Sesquiterpene hydrocarbon, colourless to pale

yellow liquid, terpenic odour.
Isolongifolene Sesquiterpene hydrocarbon, colourless to pale
yellow liquid, characteristic odour.
Sand alice NE Colourless viscous liquid, sweet, and pleasant
odour of sandalwood.
Amberone Sesquiterpene methyl-1 Ketone, pale yellow
viscous liquid, sweet, remiscent to gardenic.
Ketone 101 Sesquiterpene ketone, pale yellow liquid, sweet
earthy, woody, reminiscent to patch oil.
Capinone Acetyl longifolene, colourless to pale yellow
liquid, rich, sweet, and woody odour.
Astrolide 50 Isochroman, colourless liquid, powerfull, long
lasting musk odour.
Maracene Acetyl bi cyclic turpene, colourless to pale
yellow liquid, strong, poleasent, citrus odour.
Gardinone Monocyclic terpene alcohal, colourless viscous
liquid, sweet pleasant odour.

14
 SPECIAL CHEMICALS

P-Methane Polymerization initiator

hydroperoxide
Pinane hydroperoxide Polymerization initiator

Per acetic acid (45%) Epoxidation reagent

Per acetic acid (35%) Epoxidation reagent

DELIVERY SCHEDULE

The company has appointed dealers in the states. The industries, which are in need of
the products, give orders to these dealers who is in turn pass these orders to the Delhi
dealers in Delhi.
It has its sales and marketing offices. The indent is sent to Bareilly from where the
delivery of goods takes place.

RAW MATERIAL

Through their does the Camphor use many raw materials, which are used for production
process, the main raw material and Allied products are listed below--

 Turpene oil
 Caustic soda
 Sodium Bicarbonate
 Copper Sulphate
 Manganese Sulphate
 Acetic Acid
 Soda ash
 Nitric Acid
 Nitric Sulphate
 Zinc Chloride

15
CUSTOMER OF CAP.

Internally the major buyers of camphorare the southern states buying 80%-90% of the
camphor produced. Along the important of camphor and its allied products like alpha-
pinene, beta-pinene. Longifolene and delta-3-carene etc. are the imported to West
Germany, Britain, USA, Switzerland and Spain etc.

LIST OF CUSTOMERS OF VARIOUS PRODUCTS

CAMPHOR

 Ayurveda sevashram limited

 Arpana camphors
 Arun camphors
 Shree baidyanath sevashram limited
 Bengal chemicals work
 Asian paints limited
 A –1 agarbatti company

THYMOL

 Parag chemicals limited

 Amritanjan company

ISOBRY ACETATE

 Karnataka soap limited

 Shri Raam traiding company
 Nath Peter pharmaceuticals
 Hindustan liver limited

16
CAMPHINONE

 Paras chemicals limited

 Karnataka soaps limited

CAMPHOLYTE

 MRF limited
 Shri Chakra tyres
 Modi continental
 Nath Peter Pharmaceuticals

CAMPHOR AND OTHER MAJOR PRODUCTS CUSTOMERS IN INDIA

 Ayurveda sevashram Ltd BANGLORE

 Astra –IDL BANGLORE
 Ajanta traders LUCKNOW
 Alpana camphor
 Aromatic chemicals Ltd
 Asian paints Ltd MUMBAI
 Asian chemicals works MUMBAI
 Adhalka udyog BAREILLY
 Amardeep paints industry MUMBAI
 Ahuja tyres DELHI
 Arun camphor MADURAI
 A –1 agarbatti company SECUNDRABAD
 Agro agencies RAMPUR
 A.B traders BAREILLY
 Arun camphor MAYAURAM
 B.D.Gupta company BAREILLY

17
CAP IN HOLY PURPOSES

Camphor is used for many purposes. The important among those are that it is mainly
used for “Pujas & Hawans” For this southern India serves as the main consumer of
camphor. One cannot imagine but it is true that hundreds of ton of camphor is used daily.
It is also used as a base to perfumes. Camphor and its byproducts are also used in
medical or drugs industries, tyre industries, chewing gums and paints industries etc. The
well-known ‘Vicks’ products are also camphor’s byproduct Thymol.
Hindustan Lever Limited is mainly a consumer for its products for pine oil etc giving
fragrance in its soaps.

RESEARCH AND DEVELOPMENT

In the area of manufacturing terpene-based chemicals, CAP’s place is a top. To maintain

its numero uno position, company has giving top priority to research and development.
Its established a self-sufficient ultra modern research center at Baroda –a stepping
stone to greater progress for terpene industry –which is equipped with large gadgets
and machines and well qualified staff to undertake new research, develop new
technologies, test and control the quality of its own production and check the supplied
raw materials and to look into specific requirements of customers. The creation of
synergic research and projects by CAP’s scientists and Engineers is in full swing. Market
will have more orize products (import substitutions) in near future.

QUALITY CONSCIOUSNESS

To stay ahead of competition, CAP is always quality-conscious and is constantly alert to

changes and anti cipates future trends and discovers new areas. Excellence in quality is
the prime motto of the company. Special efforts are taken by the company to keepthe
high standard of its products established for all these years, as well as maintain the
company’s goodwill amongst the customers and associates. Besides also have analytical
laboratories equipped with state-of-the art instrumentation, first-rate equipment and
experienced staff for the analysis and control of its products.

18
MARKETING –INDIGENOUS AS WELL AS EXPORT

The company is in the forefront in the local market. Its export has also registered gradual
growth and the export markets in USA, SPAIN, BELGIUM, FRANCE, GERMANY,
JAPAN, SWITZERLAND NETHERLAND, SINGAPORE, HOLLAND, and DUBAI etc.
are growing steadily. Many eminent industries includes multinational units are CAP’S
must satisfied and happy customers for over two decades.

To name a few are---------

 Proctor and Gamble Hygienic &Health care

 Emani Ltd
 Mukesh Pharma Distributers
 Macron Industries
 Goldfield Fragrances Pvt Ltd
 Bhupesh Colour
 Reckitt Bnekirer (I) Ltd
 Ferminich Aromatics
 Asian Paints
 Ceat Ltd.
 MRF Ltd
 Kinetic Chemicals
 Kumar Chemicals

19
COMPETITORS

Camphor

Within the past ten years the monopoly of CAP Industry has been threatened.

The present market position portrays three major competitors of Cap in the
camphor market.

They were
1. Twin city
2. Dryodhwal
3. Crystal chemical

Together these three hold 25% of the market.

Other competitors are Dryodhwala (Jammu) Prabhat industry (H.P.) and Terpene
products (Triputi).

Menthol

This product is a loosing preposition. This is mainly due to the fact thatprocess for
the manufacture of this product is a costly and lengthy one.

At present the menthol is being produced just enough to meet the standing expenses.

Astrolyate

The only competition for this product is from the foreign sector.
Used for making men perfume, this product has no peers in the Indian market. Its
present capacity is 50 tones.

20
 Thiamol

It is also manufactured ona minimum scale.

However trends in the resent years have been very encouraging when no
competitors to cut the market expansion plans are on the increase the capacity of the
plant increase from it present thirty-five tones.

Fenevelerate

This product, mainly use as a pesticide, to very precise a wheaticide, was produced
in lesser quantity the precious year. (62 tones; Makcap 120 tone). The reason lay in the
dray and arid conditions prevailing in the last two years. The market position is modest if
not very good with 25% of the national market being held by CAP.

The major competitors in this case are:

1. Gujarat chemicals

2. SEARL

21
Organization

Chart

22
 Executive Director

General Manager General Manager

(Commercial) (Works)

Manager Manager Manager

(Production) (Engineering) (Finance)

Deputy Manager Deputy Manager Deputy Manager

(Maintenance) (Administration) (Accounts &Taxation)
Deputy Manager
(Electrical)
Deputy Manager
(Instrumental)

Assistant Manager Assistant Manager

(Instrumental) (Commercial)
Senior Officer
(Personnel)

Superintendent Superintendent Superintendent Superintendent

Engineer (Plant) Engineer (Shift)

Engineer (Shift)

Officer (Production) Officer Officer Officer

Operatives Operatives

Office Assistant Office Assistant

Semi-skilled Skilled
Un-skilled Semi-skilled
Labour Unskilled
Labour

23
 OBJECTIVES OF THE STUDY

 To study the CHANNEL OF DISTRIBUTION of CAMPHOR AND ALLIED

PRODUCTS LIMITED.

 To study the WORK CULTURE in the CAMPHOR AND ALLIED PRODUCTS

LIMITED.

 To study the contents of the promotional program.

24
LITERATURE

REVIEW

25
 CONCEPT

There has been much concern today about the decent wages, convenient working

hours, conductive working conditions, etc. Their term CHANNEL OF DISTRIBUTION has

appeared in research journals and press in USA only in 1970s.

There is no generally acceptable definition about this term.

QUALITY OF WORKLIFEmeans different things to different people.

However, some attempts were made to describe the term Channel of distribution

(QUALITY OF WORKLIFE). It refers to the favourableness or unfavourableness of a job

environment for the people.

J.Richard and J.Loy define

‘’QUALITY OF WORKLIFE as the “degree to which members of a work organization are

able to satisfy important personnel needs through their experience in the organization’’.

Its focus is on the problem of creating a human work environment where employees

work cooperatively and contribute to organizational objectives. The indicators of

QUALITY OF WORKLIFE are job involvement, job satisfaction and productivity.

26
Quality of worklife improvements are defined as any activity which takes place at every

level of the organization, which seeks greater organizational effectiveness through the

enhancement of the humen dignity and tne growth . . . . . A process through which the

stock-holders in the organization management, unions and employees—learn how to

work together better to determine for themselves what actions, changes and

improvements are desirable and workable in order to achieve the twin and simultaneous

goals of an improved quality of life at the work for all members of the organization and

greater effectiveness for both the company and the unions.

The first two persuits, ie family and health need special attention as these aspects, like

glass panes cannot be mended on development of any crack. But the remaining aspects

are flexible and providing scope for fixing them.

This continuous juggling pulls the employees into a grid and leaves them stressed and

stretched. Thus managing work life balanced is one of the major challenges of new

generation of 21st centuary, as the work place schedules take its toll on employees

health, relationships and well-being.

Channel of distribution also said as work life balance, the balance between work and

life.

27
According to Raja Achanta,

Life is known to be set of pursuits. The list includes: family, health, wealth, career, social

obligations, intellectual and spirituality. A perfectly balanced life for an employee needs a

careful adjustment of these quests.

According to Richard E. Walton

Channel of distribution in terms of eight broad conditions of employment that constitute

desirable Channel of distribution (QUALITY OF WORKLIFE). He proposed the same

criteria for measuring QUALITY OF WORKLIFE.

EXAMPLE

Suppose there are two persons (A & B) working in two separate firms (C & D)

respectively having the following data:

PERSON A B

COMPANY C D

WORKING TIME 9.00am to 5.00pm 8.00am to 10.00pm

WAGES/SALARY 3Lakhs Per annum 5Lakhs Per Annum

Both A & B were having similar types of family conditions and responsibilities.

28
From this example we came to draw the result that person A, who is working in the firm

C is happier and satisfied that the person B who is working in firm D through he is

earning less than B.

Because of simple reason he has a balanced in his office working hours and time

devoted by him towards his family, which is an indipensable (absolutely, necessary) part

of his life.

Hence we can say that work life balance is about people having a measure of

controlover when, where and how they work. Leading them to be able to enjoy an

optimal quality of life.

Work life balance is achieved when an individual’s right to a fulfilled life, inside and

outside paid work is accepted and respected as the norm to the mutual benefit of the

individual, business and society.

29
 IMPORTANCE OF QUALITY OF WORKLIFE

Importance of work life balance is being realized both by corparates and employees.

With changing times, more and more employees are facing the need to adopt the rules,

i.e. it is the productivity that matters most, rather than hours spend by the employees in

the office. Employers are making efforts to be flexible and trying to face the operational

challenges.

Similarly employees today want to have freedom and live lives their way. They value

balance between work and life than ever before.

CRITERIAS

Those conditions criteria include:

1-Adequate and Fair Compensation

There are different opinions about the adequate compensation. The committee on fair

wages defines fair wage as”…. the wages which is above the minimum wage but below

the living age.”

30
2-Safe and Healthy Working condition

Most of the organizations provide safe and healthy working conditions due to

humanitarian requirements or legal requirements. In fact, these conditions are a matter of

enlightened self-interest.

3-Opportunity to use and develop Human Capabilities.

Contrary to the traditional assumptions, QUALITY OF WORKLIFE is improved…”the

extent that the worker can exercise more control over his or her work, and the degree to

which the job embraces an entire meaningful task”… but not a part of it. Further,

QUALITY OF WORKLIFE provides for opportunities like autonomy in work and

participation in planning in order to use human capabilities.

4-Opportunity for Carrier Growth

Opportunities for promotions are limited in case of all categories of employees either

due to educational barriers or due to limited openings at the higher level. QUALITY OF

WORKLIFE provides future opportunity for continued growth and security by expanding

one’s capabilities, knowledge and qualification.

31
5-Social integration in the work force

Social integration in the work force can be established by creating freedom from

prejudice, supporting primary work groups, a sense of community and inter-personal

openness, legalitarianism and upward mobility.

6-Constitutionalism in the work Organization

QUALITY OF WORKLIFE provides constitutional protection to the employees only to

the level of desirability as it hampers workers. It happens because the management’s

action is challenged in every action and bureaucratic procedures need to be followed at

that level. Constitutional protection is provided to the employees on such matters privacy,

free speech, equity, and due process.

7-Work and Quality of Life

QUALITY OF WORKLIFE provides for the balanced relationship among work, non-

work and family aspects of life. In other words, family life and social life should not be

strained by working hours including overtime work, work during inconvenient hours,

business travel, transfers, vacations, etc.

32
8- Social Relevance of work

QUALITY OF WORKLIFE is concerned about the establishment of social relevance

to work in a socially beneficial manner. The workers self esteem would be high if his

work is useful to the society and the vice versa is also true.

SPECIFIC ISSUES IN QUALITY OF WORKLIFE

Trade union claims that they are responsible for the improvement in various

facilities to workers whereas management takes credit for improved salaries, benefits

and facilities. However, personnel manager has (identified) specific issues in QUALITY

OF WORKLIFE besides normal wages, salary, fringe benefits, etc. and take lead in

providing them so as to maintain higher order QUALITY OF WORKLIFE.

Klott, Mundick and Schuster suggested 11 major QUALITY OF WORKLIFE issues.

They are:-

33
1-PAY AND STABILITY OF EMPLOTMENT

Good pay still dominates most of the other factors in employee satisfaction.

Various alternative means for providing wages should be developed in view of increase

in cost of living index, increases in levels and rates of income tax and profession tax.

Enhancing the facilities human resource development can provide stability to a greater

extent.

2-OCCUPATIONAL STRESS

Stress is the condition of strain on one’s emotions, thought process and physical

condition. Stress is determined by the nature of work, working condition, working hours,

pause in the work schedule, worker’s ability and nature and match with the job

requirements. Stress is caused due to irritability, hyper-excitation or depression, unstable

behaviour, fatigue, stuttering, trembling, psychomatic pains, heavy smoking and drug

abuse. Stress adversely affects employee’s productivity. The personnel manager, in

order to minimize the stress, has to identity, prevent and tackle the problem. He may

arrange the treatment of the problem with the health unit of the company.

3-ORGANISATIONAL HEALTH PROGRAMMES

Organizational health programmes aims at educating employees about health

problems, means of maintaining and improving of health, etc. these programmes cover

34
drinking and smoking cessation, hypertension control, reduction, and other forms of

cardiovascular risk reduction, family planning, etc. Effective implementation of these

programmes result in reduction in absenteeism, hospitalization, disability, excessive job

turnover and premature death. This programme should also cover relaxation, physical

exercise, diet control, etc.

4-ALTERNATIVE WORK SCHEDULES

Alternative work schedules includes work at home, flexible working hours, staged

hours, reducing work weeks, part-time employment which may be introduced for the

convenience and comfort of the workers as the work schedule which offers the individual

the leisure time, flexible hours of work is preferred.

5-PARTICIPATIVE MANAGEMENT AND CONTROL OF WORK

Trade union and workers believe that workers’ participation in management and

decision-making improves QUALITY OF WORKLIFE. Workers also feel that they have

control over their work, use their skills and make a real contribution to the job if they are

allowed to participate in creative and decision making process.

35
6-RECOGNITION

Recognizing the employee as a human being rather than as a labourer increases

the QUALITY OF WORKLIFE. Participative management, awarding the rewarding

systems, congratulating the employees for their achievement, job enrichment, offering

prestigious designations ti the jobs providing well-furnished and decent work places,

offering membership in clubs or association, providing vehicles, offering vacatiojn trips

are some means to recognize the employees.

7-CONGENIAL WORKERS-SUPERVISORS RELATIONS

Harmonious supervisor-worker relations gives the worker a sense of social

association, belongingness, achievement of work results, etc. This in turn leads to better

QUALITY OF WORKLIFE.

8-GRIEVANCE PROCEDURE

Workers have a sense of fair treatment when the company gives them the

opportunity to ventilate their grievances and represent their case succinctly rather than

settling the problems arbitrarily.

36
9-ADEQUACY OF RESOURCES

Resources should match with stated objectives; otherwise, employees will not be

able to attain the objectives. This results in employee dissatisfaction and lower QUALITY

OF WORKLIFE.

10-SENIORITY AND MERIT IN PROMOTIONS

Seniority is generally taken as the basis for promotion in case of operating

employees. Merit is considered as the basis for the advancement for managerial people

whereas seniority-cum-merit is preffered for promotion of ministerial employees. The

promotional policies and activities should be fair and just in order to ensure higher

QUALITY OF WORKLIFE.

37
11-EMPLOYMENT ON PERMANENT BASIS

Employment of workers on casual, temporary, probationary basis gives them a sense of

insecurity. On the other hand, employmant on permanent basis gives them security and

leads to higher order QUALITY OF WORKLIFE.

12-SUGGESTION SYSTEM

Suggestion system satisfies psychological needs of the employees. Many organizations

that have introduced some suggestion syatem make use of cash awards for useful

suggestions. They sometimes publish the worker’s name with his photograph in the

company’s magzine. This motivates the employees to be in search for sometimes which

may be of great use to the organization.

BARRIERS TO QUALITY OF WORKLIFE

Channel of distribution suffers from barriers like any other new schemes.

Management, employees and unions fear the effect of unknown change. All these parties

feel that the bends of this concept are few through they are convinced about its effect on

38
personnel management as a whole and on the individual parties separately.

Management should develop strategies to improve Channel of distribution in view of the

barriers.

39
 RESEARCH METHODOLOGY

 Problem Definition: -

Identification of those retailers who are not satisfied with

promotional schemes of Camphor alied product

 Sources of Data: - Primary

The study was conducted with the help of specified format of the
company. All the comparison was made wholly depending on
information gathered first hand.

 Research Instruments: -

Observation and asking questions according to the provided format

for the retailers.

40
DATA SORTING,

ANALYSING

AND

INTERPRETATION

41
1. NUMBEROF RETAILERS GETTING THE
INFORMATION ABOUT THE PROMOTIONAL
SCHEME FROM THE DIFFERENT SOURCES:

Salesman - 117

M.I.T - 8

Visitor - 18

Other Outlets - 7

TOTAL___-__150___

117
120

100

80

60

40
18
20 8 7
0
salesman M.I.T visitor other
outlets

42
 2. THE PUROSE OF JOINING THIS SCHEME BY
THE RETAILERS IS :

Prize - 65

Money - 45

Display - 24

Enrich relation with coke - 16

________________________________________

TOTAL - 150

As shown in the table 65 retailers had a opinion that they should get
something back from the coke with regarded to sales in terms of gift &
reward. This provide to be a motivating factor for them .another 45 were
demanding for monetary profit because it would help them in their
business. Yet another 24 demanded display facilities which helps them
to increase their sales rest 16 had totally different opinion i.e. outlets
wanted only good relation with the company.

43
70 65
60
50 45
40
30 24
20 16
10
0
prize money display enrich
relation
with
coke

44
3. AFTER ANALYSNG THE MARKET THE MOST
DEMANDING ITEM AS A PRIZE BY THE
DEALARS :

Cash - 52
Gifts - 73

Trips - 12

Prepaid connection - 7
Recharge coupons - 6

_____________________________
TOTAL - 150

45
prepaid
conn.

Trips

Gifts

Cash

0 20 40 60 80

46
4. MANY RETAILERS WILL SHOW THE DISPLAY
OF CAMPHOR ALIED PRODUCT ON THEIR
SHOPE IS A :

Warm - 84

Cool - 66

_________________

TOTAL - 150

47
90 84
80
70 66
60
50
40
30
20
10
0 0
0
Warm Cool

48
5. ACCORDING TO RETAILERS THE DURATION
OF

THESE SORTS OF SCHMES SHOULD BE:

One Month - 25

Three Month - 68

Six Month - 47

One year - 10

_____________________

TOTAL - 150

49
25 outlets suggested towards the one month scheme by which they got
regular and new scheme and more gift. 68 outlets were the favor of three
months scheme as they throught that 3 month schemes are much more
profitable then one month scheme. They can get more refunds from this
scheme. They didn’t for one year or six month scheme because they
were also having a view of getting new scheme from time to time and
same was the view of outlets who voted for six month & one year
scheme

50
70 68

60
50 47

40
30 25
20
10
10
0
One Three Six One
Month Month Month year

51
6. THE DIFFERENT EXICITING SCHEME OF
CAMPHOR ALLIED PRODUCT PARTICEPATED BY
THE DIFFERENT OUTLETS.

Cash discount scheme - 82

Scratch card - 23

Rack points - 30

Run collection - 15

______________________________

TOTAL - 150

52
As show in the figure 82 outlets are prefer the cash discount scheme by
Camphor Allied Product by which they got investment to get increase
their business . and 23 outlets are at scratch card scheme side in which
they got surprise gift and 30 of them suggest the rack schemes in which
they got gifts on display of racks and 15 is for run collection the collects
the point as runs and sum of the points got the gifts .

53
90
82
80

70

60

50

40
30
30
23
20 15

10

0
cash scratch rack point run
disc.. card schemes collection

54
7. You will get proper scheme.

Yes 86%

No 14%

Yes
NO

INTERPRETATION

Many retailers joined the schemes to get something back from the
coke. This provides to be a motivating factor for them.

As the figures say that short terms schemes for 6 month gives
more time to outlet to achieve their target.

55
LIMITATIONS

OF

STUDY

56
 LIMITATIONS OF STUDY

1. Retailers are reluctant to discuss the problems in detail and are not willing
to provide the exact information of each brand and sizes to the researcher.

2. The no. of outlet sample was less to draw any conclusion of channel wise
sales.

3. The time period of study is just 8 weeks, under such constraints the study
cannot be undertaken comprehensively.

4. Geographically area of Delhi was a big one and outlet were locationally
scattered in the nature. Thus was a difficult thing to cover even a single
route in a day.

5. It being a dynamic market, where competition is cut throat, even outlet

change their response very frequently, thus at a time are biased.

FINDINGS

Following are the findings of the survey, which I observed during the
survey:

According to analysis Salesman informed more about the

promotional schemes as compared to other.

57
Cash is more demanding item in market by outlets as because it
gives them a financial support to their business.

The outlets join the schemes to motivate themselves by getting

high prize by company.

58
 SUGGESTIONS

AND

RECOMMENDATIONS

59
 SUGGESTIONS AND RECOMMENDATIONS

These are the following suggestions, which I recommend to the

distributor.

Launching schemes which should act as counter attack schemes for

competitors

In order to raise the sales and compete he market the distributor

should give some extra scheme to its retailers.

New frequently scheme should be launched.

In short-term scheme for 6 month should be launched in

comparison to other brand.

60
 BIBLIOGRAPHY AND WEB RESOURCES

WEB RESOURCES

www.alcatellucent.com
www.wikipedia.com
www.citehr.com
www.google.com
www.hrmguide.com
www.hr-topics.com
www.workforce.com

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