A STUDY ON

CUSTOMER SATISFACTION TOWARDS SAVLON ANTISEPTIC

LIQUID

A PROJECT REPORT

Submitted by

KIRAN SHAJI

MZC17MBA41

Under the guidance of

Mr. JITHIN JOHN

(Assistant Professor, Mount Zion School of Business Management)

In partial fulfilment of the requirements for awarding the degree of

MASTER OF BUSINESS ADMINISTRATION

of
A P J Abdul Kalam Technological University, Trivandrum

SCHOOL OF BUSINESS MANAGEMENT

MOUNT ZION COLLEGE OF ENGINEERING

KADAMMANITTA
November 2018
 DECLARATION

I undersigned, hereby declare that the project report submitted in partial fulfillment for the
award of degree of Master of Business Administration of A P J Abdul Kalam Technological
University, Trivandrum is a bonafide record of work done by me under the guidance of Mr.

Jithin John, Assistant Professor, School of Business Management, Mount Zion College
of Engineering, Kadammanitta. This report has not previously formed the basis for the award
of any degree, diploma, or similar title of any University.

Date JITHIN JOHN

 CHAPTER – 1

INTRODUCTION
1.1 BACKGROUND OF THE STUDY

Advertising is an important marketing communication strategy in marketing mix.It is an

external stimulus that arouses dormant needs.It results in ‘inner tension’ among prospective
buyers.Ultimately,it leads different stages of decision making process namely identification of
alternatives,evaluation of alternatives,purchase decision and post purchase
behavior.Generallyspeaking,advertisingfills’consumer information gap’.But the specific
meanings attributed to advertising should be viewed from different angles.According to David
Ogilvy,who popularized the concept of ‘Brand Image’ in 1953 and promoted world renowned
advertising agency O & M (Oglivy& Mather),every advertisement should be thought of as an
contribution to the brand image .(Oligvy,1995).In fact ,he is considered as the ‘Father of
advertising’ among both practitioners and academecians. In the sense,advertising is basically a
brand building exercise.

Customer satisfaction
According to Harold E Edmondson ― Customer Satisfaction seems to appear in print more
frequently than any other catch phrase used to describe a new found magic for industrial
success. Before we proceed in to the study of the dynamics of Customer Satisfaction it is
important to know about, who a customer is and what satisfaction really means.

Who really is a Customer?

The question of defining who your customers are seems fairly easy particularly if you have
segmented your market properly and understand who you are trying to satisfy. However
subtlety that frequently goes undetected by many firms is that customer set can be divided into
two parts, the apparent customer and the user. The apparent customer is the person or group of
people who decide what product to buy and basically have control over the purse strings. The
user is a person or group who physically uses the product or is the direct recipient of a service.

What does satisfaction really mean?

As in defining customer above, defining satisfaction also appears simple. However as with
customer there is a subtlety that needs addressing. Satisfaction by most definitions simply
means meeting the customer‘s requirement .Customer satisfaction is a concept that more and
more companies are putting at the heart of their strategy, but for this to be successful they‘re
needs to be clarity about, what customer satisfaction means and what needs to happen to drive
improvement. Without this, there is a risk that customer satisfaction becomes little more than
a good intention, with confused objectives failing to address the real issues for customers, one
helpful way to look at the problem is to rephrase the objectives: set the sights on helping the
customers meet their goals. Customer satisfaction can be defined in many different ways.
Finding the right way for a company depends on understanding your customer and on having
a clear vision of the role that customer satisfaction is to play in the strategy. For example a
focus on customer satisfaction can work alongside existing segmentations to support revenue
generation from high value customers or it can be a company-wide objective rooted in the
brand values. For the former, it may be sufficient to focus on improving customer service, but
for the latter a broader definition of customer satisfaction is necessary, closer akin to corporate
reputation. Whatever the strategy for customer satisfaction, it must at least include getting the
basics right. Failing to achieve this can destroy the reputation as well as losing valuable
customers. Every customer, regardless of their economic worth to the business, has the power
to influence - positively or negatively - a company's reputation. Once the objectives for the
customer satisfaction strategy are defined there are a number of steps we can take to make sure
the focus on customer satisfaction is effective.

1.2 NEED AND SIGNIFICANCE OF THE STUDY

The sales growth of Savlon Antiseptic Liquid is not the same as compared to other two variance
of Savlon antiseptic liquid. The sales growth of Savlon mild liquid is up to the mark. But Savlon
Antiseptic liquid sales growth is truncating. Because of the aggressive marketing strategies of
their close competitor Dettol antiseptic liquid ranges, they have become the market leader in
the antiseptic liquid ; their antiseptic liquid are quite similar to the Savlon antiseptic liquid. So
Savlon Antiseptic liquid is having a tough competition to capture and hold their consumer. The
purpose of my report is to identify new and potential scope of growth of Savlon Antiseptic
liquid and to analyze every opportunity to compete with their rivals and boost their sales.

1.3 STATEMENT OF THE PROBLEM

Customer satisfaction with regard to savlon products depends upon user expectation and
various factors like price, quality and brand image. Customer satisfaction differs from one
consumer to other based on various factors. Attitudes and opinions of the consumers include
product interest, brand image. The necessity that has arisen for the study has been to identify
the level of consumer satisfaction towards savlon products and to to know about the causes for
shifting their preference from savlon to other brands because of high price and other reasons.
Hence, the current study on customer satisfaction towards savlon has been conducted.

1.4 OBJECTIVES OF THE STUDY

a) To examine the customer satisfaction towards Savlon antiseptic liquid

b) To know the factors that create competitionadvantage to Savlon.

c) To identify the factors that creates preference to Savlon Antiseptic liquid

d) To find out ways to suggest new marketing strategies of savlon antiseptic liquid.

1.5 SCOPE OF THE STUDY

● The scope of the study is to identify the customer relationship management levels
towards "savlon antiseptic li".
● Comprehensive research on all the competitors in the market.
● Research on the buying behavior which would include price, quality, reliability,
reliability, brand performance, brand attitudes, product satisfaction, purchase behavior,
purchase intentions, brand awareness, segmentation studies etc.

● It is aimed at developing the company about different steps to be taken up to

better customer services.

1.6 LIMITATIONS OF THE STUDY

 ● Due to time constraint no further data collection and analysis could be carried out.
● Some of the respondents are not willing to express their opinion.
● There remains the possibility of false entry by respondents.
● Dealers and the customers were having the problem of understanding the
questionnaire in English.
● The respondents were reluctant to answer due to their busy schedule.
● Lack of professional approach since researcher is a student.

1.7 ORGANIZATION OF THE REPORT

The present study on customer satisfaction on savlon antiseptic liquid is presented in nine
chapters.

⮚ Chapter 1 Introduction
It presents the Introduction which includes “background of the study, need and
significance of the study, statement of problem, objectives of the study, scope of the
study, and limitations of the study”.

⮚ Chapter 2 Profiles
It presents industry, company and product profiles.

⮚ Chapter 3 Literature Review

It presents literature review, which is a text of a scholarly paper, which includes the
current knowledge including substantive findings relate to the topic.

⮚ Chapter 4 Theoretical Framework

It covers the “Theoretical Framework of the Effectiveness of Customer Satisfaction in
savlon antiseptic liquid”, which explains the structure that can hold or support a theory
of a research study. The theoretical framework introduces and describes the theory that
explains why the research problem under study exists.

⮚ Chapter 5 Research Methodology

 It discusses research methodology which is a way to systematically solve research
problem. It includes “objectives, hypothesis, research design, sources of data, primary
and secondary data, population, sample design, sampling method, method of data
collection, drafting a questionnaire and data analysis techniques”.

⮚ Chapter 6 Data Analysis

It presents data analysis, which is a process of inspecting, cleansing, transforming, and
modeling data with the goal of discovering useful information and supporting decision
making.

⮚ Chapter 7 Findings
It highlights the findings derived from response of the respondents

⮚ Chapter 8 Recommendations
It presents recommendations based on the findings evolved from the research work

⮚ Conclusion
It recapitalizes conclusion of the study.
 CHAPTER – 2

PROFILES
2.1 INDUSTRY PROFILE

In the 1990s era to get rid of economic problems of poverty, inflation, and unemployment
decision of reforming India was taken by introducing economic reforms – liberalization and
privatization. These evolutionary economic reforms became an important part of economic
development and opened the closed doors of Indian economy to the world trade eliminating
the trade barriers for the easy entry of foreign companies that resulted in the spurt of large
number of multinational corporations (MNC’s) entering India, giving tough competition to the
local and regional players With the advent Globalization of Indian economy every sector
witnessed an evolutionary change. Procurement of raw materials from agriculture,
manufacturing and distribution all have gained momentum. On a wider scenario it also had its
effects on micro level elements such as occupation level, income level, education level,
demographic lifestyles and psychographic profiles of consumers. A change in social and
cultural environment gave new outlook to the individuals, new values, customs and traditions,
new means of employment, and a much wider exposure. Consumers are the primary focus of
concern for almost every firm. Having wide diversity and heterogeneity in the billion plus
population of India, India became an attractive destination for plethora of global and local
players who are eyeing upon the vast untapped potential areas. Marketers are playing their own
gimmicks to target the segment of their potential customers and capture the major chunk of the
market. In a study by McKinsey Global Institute (MGI) it suggests that if India continues to
grow with such pace “average household income will triple over the next two decades and it
will become the world’s 5th largest consumer economy by 2025 up from 12th now”

FMCG is the 4th largest sector in the Indian economy. Household and Personal Care is the
leading segment, accounting for 50 per cent of the overall market. Hair care (23 per cent) and
Food and Beverages (19 per cent) come next in terms of market share. Growing awareness,
easier access and changing lifestyles have been the key growth drivers for the sector. Retail
market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 672 billion in 2016,
with modern trade expected to grow at 20 per cent - 25 per cent per annum, which is likely to
boost revenues of FMCG companies. People are gracefully embracing Ayurveda products,
which has resulted in growth of FMCG major, Patanjali Ayurveda, with a m-cap of US$ 14.94
billion. The company aims to expand globally in the next 5 to 10 years.

In 2005, the Rs. 48,000-crore FMCG segment was one of the fast growing industries in India.
According to the AC Nielsen India study, the industry grew 5.3% in value between 2004 and
2005. The Indian FMCG sector is the fourth largest in the economy and has a market size of
US$13.1 billion. Well-established distribution networks, as well as intense competition
between the organized and unorganized segments are the characteristics of this sector. FMCG
in India has a strong and competitive MNC presence across the entire value chain. The middle
class and the rural segments of the Indian population are the most promising market for FMCG,
and give brand makers the opportunity to convert them to branded products. Most of the
product categories like jams, toothpaste, skin care, shampoos, etc, in India, have low per capita
consumption as well as low penetration level, but the potential for growth is huge. The Indian
Economy is surging ahead by leaps and bounds, keeping pace with rapid urbanization,
increased literacy levels, and rising per capita income.

The big firms are growing bigger and small-time companies are catching up as well. According
to the study conducted by AC Nielsen, 62 of the top 100 brands are owned by MNCs, and the
balance by Indian companies. Fifteen companies own these 62 brands, and 27 of these are
owned by Hindustan Lever. Pepsi is at number three followed by Thums Up. Britannia takes
the fifth place, followed by Colgate, Nirma, Coca-Cola and Parle. These are figures the soft
drink and cigarette companies have always shied away from revealing. Personal care,
cigarettes, and soft drinks are the three biggest categories in FMCG. Between them, they
account for 35 of the top 100 brands.

Top 10 Companies in FMCG Sector

1. Hindustan Unilever Ltd.

2. ITC (Indian Tobacco Company)

3. Nestlé India

4. GCMMF (AMUL)

5. Dabur India

6. Asian Paints (India)

7. Cadbury India

8. Britannia Industries

9. Procter & Gamble Hygiene and Health Care

10. Marico Industries

The companies mentioned are the leaders in their respective sectors. The personal care category
has the largest number of brands, i.e., 21, inclusive of Lux, Lifebuoy, Fair and Lovely, Vicks,
and Ponds. There are 11 HLL brands in the 21, aggregating Rs. 3,799 crore or 54% of the
personal care category. Cigarettes account for 17% of the top 100 FMCG sales, and just below
the personal care category. ITC alone accounts for 60% volume market share and 70% by value
of all filter cigarettes in India. The foods category in FMCG is gaining popularity with a swing
of launches by HLL, ITC, Godrej, and others. This category has 18 major brands, aggregating
Rs. 4,637 crore. Nestle and Amul slug it out in the powders segment. The food category has
also seen innovations like softies in ice creams, chapattis by HLL, ready to eat rice by HLL
and pizzas by both GCMMF and Godrej Pillsbury. This category seems to have faster
development than the stagnating personal care category. Amul, India's largest foods company
has a good presence in the food category with its ice-creams, curd, milk, butter, cheese, and so
on. Britannia also ranks in the top 100 FMCG brands, dominates the biscuits category and has
launched a series of products at various prices.

In the household care category (like mosquito repellents), Godrej and Reckitt are two players.
Goodknight from Godrej is worth above Rs 217 crore, followed by Reckitt's Mortein at Rs 149
crore. In the shampoo category, HLL's Clinic and Sunsilk make it to the top 100, although
P&G's Head and Shoulders and Pantene are also trying hard to be positioned on top. Clinic is
nearly double the size of Sunsilk. Dabur is among the top five FMCG companies in India and
is a herbal specialist. With a turnover of Rs. 19 billion (approx. US$ 420 million) in 2005-
2006, Dabur has brands like DaburAmla, DaburChyawanprash, Vatika, Hajmola and Real.
Asian Paints is enjoying a formidable presence in the Indian sub-continent, Southeast Asia, Far
East, Middle East, South Pacific, Caribbean, Africa and Europe. Asian Paints is India's largest
paint company, with a turnover of Rs.22.6 billion (around USD 513 million). Forbes Global
magazine, USA, ranked Asian Paints among the 200 Best Small Companies in the World.
Cadbury India is the market leader in the chocolate confectionery market with a 70% market
share and is ranked number two in the total food drinks market. Its popular brands include
Cadbury's Dairy Milk, 5 Star, Eclairs, and Gems. The Rs.15.6 billion (USD 380 Million)
Marico is a leading Indian group in consumer products and services in the Global Beauty and
Wellness space.
There is a huge growth potential for all the FMCG companies as the per capita consumption of
almost all products in the country is amongst the lowest in the world. Again the demand or
prospect could be increased further if these companies can change the consumer's mindset and
offer new generation products. Earlier, consumers were using non-branded apparel, but today,
clothes of different brands are available and the same consumers are willing to pay more.

INDIAN SCENARIO

The Fast Moving Consumer Goods (FMCG) industry primarily deals with the production,
distribution and marketing of consumer packaged goods, i.e. those categories of products that
are consumed at regular intervals. Examples include food & beverage, personal care,
pharmaceuticals, plastic goods, paper & stationery and household products etc. The industry is
vast and offers a wide range of job opportunities in functions such as sales, supply chain,
finance, marketing, operations, purchasing, human resources, product development and general
management. In India, the FMCG industry is the fourth largest sector with a total (organized)
market size of over US$15 billion in 2007, as per ASSOCHAM, and can be classified under
the premium and popular segments. The premium segment (25%) caters mostly to the
higher/upper middle income consumers while the price sensitive popular or mass segment
(75%) consists of consumers belonging mainly to the semi-urban or rural areas who are not,
and cannot afford to be, brand conscious. The market growth over the past 5 years has been
phenomenal, primarily due to consumers' growing disposable income which is directly linked
to an increased demand for FMCG goods and services. Indeed, it is widely acknowledged that
the large young population in the rural and semi-urban regions is driving demand growth, with
the continuous rise in their disposable income, life style, food habits etc. On the supply side,
the wide availability of raw materials, vast agricultural produce, low cost of labor and increased
organized retail have helped the competitiveness of players.

FMCG sector in India play a very important role in economy. It is the fourth largest sector in
our economy with a market size of more than US$ 13.1 billion. It has a strong MNC presence
and is characterized by a well-established distribution network, intense competition between
the organized and unorganized segments and low operational cost. There are more comparative
advantage to FMCG companies in India as raw material availability, cheaper labor cost, and
presence across the entire value chain. FMCG companies are among the top contenders that
pursue the brand positioning process to establish their products in the market. Despite recent
inflationary pressures and price hikes, various FMCG companies continued their growth
momentum through product diversification and introducing new variants of the existing
products. Moreover the FMCG companies are also successful in passing on the increasing cost
to consumers through a well-thought-out blend of price hikes, reduction in packaged size and
alternative product mix. The FMCG market is set to treble from US$ 11.6 billion in 2003 to
US$ 33.4 billion in 2015.

GLOBAL SCENARIO

Fast-moving consumer goods are the goods that are traded very frequently leading to high
volume, low price because of repeated purchases and are fastest to leave the supermarket or
hypermarket shelves. It is a market that is highly sensitive to changes in disposable income or
in other words, very demand elastic. They may be categorized as durable and non-durable when
classified according to their shelf life such as detergents, cosmetics, packaged foods, personal
hygiene products, stationery, toiletries etc. Packaging and branding is imperative to the FMCG
products as it is an important element for positioning the product correctly in the minds of the
buyer. It signifies the social and economic status of the buyer and gives him something to relate
to. The following figure gives the forecast for retail market sales growth for consumer goods
to be expected in 2016-17.

The market for FMCG products can be safely assumed to be stable in countries where there are
no severe fluctuations in the per capita disposable incomes. These can be provided only for
highly developed nations like the UK and the US and these are expected to emerge as prominent
targets for the same reasons. Some of the management executives of big FMCG brands expect
the supplier price to soar in the coming time periods but 22% of them choose to remain on the
risk averse side expecting no change to occur. The optimistic ones are leaving no stones
unturned and are striving to introduce new launches in the market to tap more of the niche
customers, spending more on capital goods to enhance manufacturing capabilities and
henceforth drive the forecast of continuous growth prospects in the FMCG industry.

FMCG industry has tripled its size over the past ten years and it happens to be the fourth largest
sector in India. Despite the economic downturn in the recent past it is growing at a rapid rate
of nearly 60 percent and the market currently stands for 85000 Crore. According to a market
research firm India’s FMCG sector after witnessing a muted growth in 2014 is now all ready
for a healthy recovery due to drop in inflation. Fast moving consumer goods are also known as
consumer packaged goods are generally bought frequently by the customers as they are small
in value but together form a major part of consumer’s wallet. FMCG are called fast moving
simply because they are the quickest items to leave the retailer’s shelves. It has been observed
that the level of involvement of consumer is low while making purchase decision as most of
the consumers do not give much importance in going into deep of technical specification of the
product. This sector provides with the product range from necessities to comforts to luxury
serving through the entire cross section of the population.

FMCG, broadly consist of consumer non-durables such as personal care, household care, food
and beverages. FMCG may also include pharmaceuticals, consumer electronics, packaged food
products, chocolate bars and tissue paper. It is characterized by the strong presence of
organized and unorganized retail and an established distribution network. It is the 4th largest
sector in Indian economy and is an important contributor to India’s GDP growth. A study
observed that the overall fast moving consumer goods (FMCG) market is expected to touch
US$ 110.4 billion by 2020, it has also been forecasted that rural FMCG market is expected to
reach US$ 100 billion by 2025. Major FMCG players include ITC, HUL, Nestle, Dabur, Godrej
Consumer Products, Marico, Glaxo Smith line, Consumer Healthcare.

MICRO AND MACRO FACTORS RELATED TO FMCG

Pestle Analysis

a) POLITICAL
o Tax Structure: Complicated tax structure, high indirect tax, lack of uniformity, entry tax
and changing tax policies.
o Infrastructure Issues: Performance of FMCG is very much depended on government
spending on Agricultural Infrastructure, Power, and Transportation Infrastructure.
o Regulatory Constraints: Requirement for multiplicity of permits and licenses for various
states, prevailing outdated labor laws, Cumbersome and lengthy export procedures,
confusing and time consuming subsidy availing procedures
o Policy framework: Approval related to investment of FDI into Retail sector (single-brand
retail &multi-brand retail, License rules in setting up of Industry, Changes in Statutory
Minimum Price (SMP) of commodities and Priority sector classification of Industries.
b) ECONOMICAL
o GDP Growth: Growth of the industry is consistent with the Indian economy
o Inflation: Inflationary pressures alter the purchasing power of money. This has a direct
impact on consumer spending and business investment
o Consumer Income: Increase in incomes is largely an outcome of economic growth across
sectors. Over the past few years, India has seen increased economic growth, with a
continuing and substantial impact on consumer disposable incomes enabling good growth
for the FMCG sector.
o Private Consumption: The Indian economy, unlike other economies, has a very high rate
of private consumption (61%)
o Urbanization: India has 70% of its population living in rural areas. With rising urbanization,
more people will have exposure to modern products and brands and thus shift to branded
and packaged goods and products.
c) SOCIAL
o Change in consumer Profile: Rapid urbanization, increased literacy and rising per capita
income, have all caused rapid growth and change in demand patterns, leading to an
explosion of new opportunities. Around 45 per cent of the population in India is below 20
years of age and the young population is set to rise further.
o Change in Lifestyle: Changing Lifestyle of Indian consumers has led to focus on premium
products among Indian FMCG players.
o Rural focus: As market is getting saturated, companies are focusing on rural area for
penetration, by providing consumers with bite-sized or single-use packs.
d) TECHNOLOGICAL

Adoption of ERP, Supply Chain Optimization tools and Business Intelligence Tools will help
FMCG companies to integrate business processes across the enterprise, suppliers and
customers. With the level of competition and sluggish growth most FMCG corporates are
looking at IT to reduce costs in the supply chain, and flatten the bottom line Marketing and
advertising through mobile and social media platforms

There are two kinds of external marketing environments; micro and macro. These
environments’ factors are beyond the control of marketers but they still influence the decisions
made when creating a strategic marketing strategy.

Micro Environment Factors

 ● The suppliers: Suppliers can control the success of the business when they hold the
power. The supplier holds the power when they are the only or the largest supplier of
their goods; the buyer is not vital to the supplier’s business; the supplier’s product is a
core part of the buyer’s finished product and/or business.

● The resellers: If the product the organisation produces is taken to market by 3rdparty
resellers or market intermediaries such as retailers, wholesalers, etc. then the marketing
success is impacted by those 3rd party resellers. For example, if a retail seller is a
reputable name then this reputation can be leveraged in the marketing of the product.

● The customers: Who the customers are (B2B or B2C, local or international, etc.) and
their reasons for buying the product will play a large role in how you approach the
marketing of your products and services to them.

● The competition: Those who sell same or similar products and services as your
organisation are your market competition, and the way they sell needs to be taken into
account. How does their price and product differentiation impact you? How can you
leverage this to reap better results and get ahead of them?

● The general public: Your organisation has a duty to satisfy the public. Any actions of
your company must be considered from the angle of the general public and how they
are affected. The public have the power to help you reach your goals; just as they can
also prevent you from achieving them.

Macro Environment Factors

● Demographic forces: Different market segments are typically impacted by common

demographic forces, including country/region; age; ethnicity; education level;
household lifestyle; cultural characteristics and movements.

● Economic factors: The economic environment can impact both the organisation’s
production and the consumer’s decision making process.

● Natural/physical forces: The Earth’s renewal of its natural resources such as forests,
agricultural products, marine products, etc must be taken into account. There are also
 the natural non-renewable resources such as oil, coal, minerals, etc. that may also
impact the organisation’s production.

● Technological factors: The skills and knowledge applied to the production, and the
technology and materials needed for production of products and services can also
impact the smooth running of the business and must be considered.

● Political and legal forces: Sound marketing decisions should always take into account
political and/or legal developments relating to the organisation and its markets.

● Social and cultural forces: The impact the products and services your organisations
brings to market have on society must be considered. Any elements of the production
process or any products/services that are harmful to society should be eliminated to
show your organisation is taking social responsibility. A recent example of this is the
environment and how many sectors are being forced to review their products and
services in order to become more environmentally friendly.

Micro and macro environments have a significant impact on the success of marketing
campaigns, and therefore the factors of these environments should be considered in-depth
during the decision making process of a strategic marketer. Considering these factors will
improve the success of your organisation’s marketing campaign and the reputation of the brand
in the long term.
2.2 COMPANY PROFILE

On May 22, 1992 Johnson & Johnson announced that it had acquired Savlon OTC brands from
ICI. Savlon is now manufactured by GlaxoSmithKline. FMCG-to-tobacco-to-hotels
giant ITC acquired Savlon along with Shower To Shower brands from Johnson & Johnson in
India.

ITC Limited is an Indian company headquartered in Kolkata, West Bengal. Its diversified
business includes five segments: Fast-Moving Consumer Goods (comprising Foods, Personal
Care, Cigarettes and Cigars, Apparel, Education and Stationery Products, Incense Sticks and
Safety Matches), Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business and
Information Technology. Though, cigarette business contributes more than 80% of the profits
of the company, 80% of the capital is invested in the non-tobacco businesses.

Established in 1910 as the 'Imperial Tobacco Company of India Limited', the company was
renamed as the 'India Tobacco Company Limited' in 1970 and later to 'I.T.C. Limited' in
1974. The dots in the name were removed in September 2001 for the company to be renamed
as 'ITC Limited' where 'ITC' would no longer be an acronym.The company completed 100
years in 2010 and as of 2012-13, had an annual turnover of US$8.31 billion and a market
capitalization of US$50 billion. It employs over 30,000 people at more than 60 locations across
India and is part of Forbes 2000 list.

Tobacco business and early years

ITC Limited was incorporated under the name 'Imperial Tobacco Company of India Limited',
succeeding W.D. & H.O. Wills. on 24 August 1910 as a British owned company registered
in Calcutta. Since the company was largely based on agricultural resource, it ventured into
partnerships in 1911 with farmers of southern part of India for sourcing leaf tobacco. Under
the company's umbrella, the 'Indian Leaf Tobacco Development Company Limited' was
formed in Guntur district of Andhra Pradesh in 1912. The first cigarette factory of the company
was set up in 1913 at Bangalore. In 1918, leaf buying points were created at identified centers
along South India. ITC's cigarette factory at Munger was equipped with printing facility in
1925, paving way for its first non-tobacco business.

Though the first six decades of the Company's existence were primarily devoted to the growth
and consolidation of the cigarettes and leaf tobacco businesses, ITC's packaging & printing
business was set up in 1925 as a strategic backward integration for ITC's cigarettes business. It
is today India's most sophisticated packaging house. More factories were set up in the
following years for cigarette manufacturing across India.

In 1928, construction began for the company's headquarters, the 'Virginia House' at Calcutta.
ITC acquired Carreras Tobacco Company's factory at Kidderpore in 1935 to strengthen its
presence further. ITC helped to set up indigenous cigarette tissue paper making plant in 1946
to significantly reduce the import costs and a factory for printing and packaging was set up at
Madras in 1949. The Company acquired the manufacturing business of Tobacco Manufacturers
(India) Limited and the complementary lithographic printing business of Printers (India)
Limited in 1953.

Towards Indianization and business diversification

The company was converted into a Public Limited Company on 27 October 1954. The first
step towards Indianization was taken in the same year with 6% of Indian shareholding of the
company. ITC also became the first Indian company to foray into consumer research during
this time. During 1960's, technology was given more focus with setting up of cigarette
machinery and filter rod manufacturing facilities aimed at achieving self-sufficiency in
cigarette making.

Ajit Narain Haskar became the company's first Indian chairman in 1969 and this was crucial
in building up the Indian management for the company. As the company's ownership
progressively Indianised, under Haskar's leadership, the name of the company was changed
from 'Imperial Tobacco Company of India Limited' to 'India Tobacco Company Limited' in
1970. ITC also became the first company in India to start phased Indianisation of capital and
the Indian shareholding of ITC grew from 6% to 25%. ITC entered into brand sponsorship for
various sporting events, starting from the 1971 Scissor's Cup. Innovative market campaigns
and electronic data processing were started in the 1970s.

In 1973, ITC set up its integrated research center in Bangalore, aimed at diversification and
venturing into newer businesses with research and development. With the unfolding
diversification plans, the name of the company was changed to 'I.T.C. Limted' in 1974. The
Indian shareholding grew further to 40% during this time. ITC entered into the hospitality
sector with hotel business in 1975 with the acquisition renaming of ITC Welcomgroup Hotel
Chola in Madras. ITC chose the hospitality sector for its potential to earn high levels of foreign
exchange, create tourism infrastructure and generate large scale direct and indirect
employment.

The shareholding went over 60% in 1976 and more hotels were started by the company in the
following years. ITC Sangeet Research Academy was set up at Calcutta in 1977. In 1979, ITC
entered the paperboards business by promoting ITC Bhadrachalam Paperboards Limited. J N
Sapru took over as the company's chairman in 1983 and the international expansion started
with the acquisition of Surya Nepal Private Limited in 1985. The year 1986 saw vigorous
moves from the company with opening of an Indian restaurant was in the city of New York,
acquisition and renaming of Vishvarama Hotels to ITC Hotels Limited, setting up of two new
ventures - the ITC Classic Finance Limited and ITC Agro Tech Limited under its umbrella.
ITC also entered into the edible oils industry with the launch of 'Sundrop' brand of cooking oils
in 1988. Tribeni Tissues Limited was acquired in 1990. K L Chugh assumed the role of
chairman in 1991 and ITC Global Holding Private limited was started as an international
trading company in Singapore in 1992. In 1994, all the hotels under the company were
transferred into the listed subsidiary company ITC Hotels Limited. ITC, through the brand
'Wills', sponsored the 1996 Cricket World Cup.

Y C Deveshwar took over as the company's chairman in 1996 and the corporate governance
structure was re-crafted to support effective management of multiple businesses. ITC exited
from edible oils business and financial services; sold the ITC Classic Finance Limited to ICICI
Limited and handled the 'Sundrop' business to ConAgra Foods Limited in 1998. In the year
2000, an innovative initiative for farmers called 'e-Choupal' was started in Madhya Pradesh in
2000. The same year witnessed the launch of ITC's 'Wills Sport' range of casual wear with first
retail outlet in New Delhi and ITC's entry into stationery products and gifting business
introducing the 'Expressions' range of greeting cards and 'Classmate' notebooks. A wholly
owned information technology subsidiary, ITC Infotech India Limited was also started in 2000
and the ITC Bhadrachalam Paperboards Limited was merged into ITC Limited. The name of
the company was changed to 'ITC Limited' omitting the dots and adapting the strategy 'No
stops for ITC' in 2001. Employee stock option scheme was introduced for the first time and a
web portal for the company was launched. Subsidiaries for ITC Infotech were set up at United
Kingdom and USA.

COMPANY PROFILE

VISION AND MISSION STATEMENTS

VISION

Sustain ITC’s position as one of India’s most valuable corporations through world class
performance, creating growing value for the Indian economy and the Company’s stakeholders.

MISSION

To enhance the wealth generating capability of the enterprise in a globalizing environment

delivering superior and sustainable stakeholder value.

On May 22, 1992 Johnson & Johnson announced that it had acquired Savlon OTC brands from
ICI. Savlon is now manufactured by GlaxoSmithKline. FMCG-to-tobacco-to-hotels
giant ITC acquired Savlon along with Shower To Shower brands from Johnson & Johnson in
India.

ITC Limited is an Indian company headquartered in Kolkata, West Bengal. Its diversified
business includes five segments: Fast-Moving Consumer Goods (comprising Foods, Personal
Care, Cigarettes and Cigars, Apparel, Education and Stationery Products, Incense Sticks and
Safety Matches), Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business and
Information Technology. Though, cigarette business contributes more than 80% of the profits
of the company, 80% of the capital is invested in the non-tobacco businesses.

Established in 1910 as the 'Imperial Tobacco Company of India Limited', the company was
renamed as the 'India Tobacco Company Limited' in 1970 and later to 'I.T.C. Limited' in
1974. The dots in the name were removed in September 2001 for the company to be renamed
as 'ITC Limited' where 'ITC' would no longer be an acronym. The company completed 100
years in 2010 and as of 2012-13, had an annual turnover of US$8.31 billion and a market
capitalization of US$50 billion. It employs over 30,000 people at more than 60 locations across
India and is part of Forbes 2000 list.

Tobacco business and early years

ITC Limited was incorporated under the name 'Imperial Tobacco Company of India Limited',
succeeding W.D. & H.O. Wills. On 24 August 1910 as a British owned company registered
in Calcutta. Since the company was largely based on agricultural resource, it ventured into
partnerships in 1911 with farmers of southern part of India for sourcing leaf tobacco. Under
the company's umbrella, the 'Indian Leaf Tobacco Development Company Limited' was
formed in Guntur district of Andhra Pradesh in 1912. The first cigarette factory of the company
was set up in 1913 at Bangalore. In 1918, leaf buying points were created at identified centers
along South India. ITC's cigarette factory at Monger was equipped with printing facility in
1925, paving way for its first non-tobacco business.

Though the first six decades of the Company's existence were primarily devoted to the growth
and consolidation of the cigarettes and leaf tobacco businesses, ITC's packaging & printing
business was set up in 1925 as a strategic backward integration for ITC's cigarettes business. It
is today India's most sophisticated packaging house. More factories were set up in the
following years for cigarette manufacturing across India.

In 1928, construction began for the company's headquarters, the 'Virginia House' at Calcutta.
ITC acquired Carreras Tobacco Company's factory at Kidder pore in 1935 to strengthen its
presence further. ITC helped to set up indigenous cigarette tissue paper making plant in 1946
to significantly reduce the import costs and a factory for printing and packaging was set up at
Madras in 1949. The Company acquired the manufacturing business of Tobacco Manufacturers
(India) Limited and the complementary lithographic printing business of Printers (India)
Limited in 1953.

Towards Indianization and business diversification

The company was converted into a Public Limited Company on 27 October 1954. The first
step towards Indianization was taken in the same year with 6% of Indian shareholding of the
company. ITC also became the first Indian company to foray into consumer research during
this time. During 1960's, technology was given more focus with setting up of cigarette
machinery and filter rod manufacturing facilities aimed at achieving self-sufficiency in
cigarette making.

Ajit Narain Haskar became the company's first Indian chairman in 1969 and this was crucial
in building up the Indian management for the company. As the company's ownership
progressively Indianised, under Haskar's leadership, the name of the company was changed
from 'Imperial Tobacco Company of India Limited' to 'India Tobacco Company Limited' in
1970. ITC also became the first company in India to start phased Indianisation of capital and
the Indian shareholding of ITC grew from 6% to 25%. ITC entered into brand sponsorship for
various sporting events, starting from the 1971 Scissor's Cup. Innovative market campaigns
and electronic data processing were started in the 1970s.

In 1973, ITC set up its integrated research center in Bangalore, aimed at diversification and
venturing into newer businesses with research and development. With the unfolding
diversification plans, the name of the company was changed to 'I.T.C. Limted' in 1974. The
Indian shareholding grew further to 40% during this time. ITC entered into the hospitality
sector with hotel business in 1975 with the acquisition renaming of ITC Welcomgroup Hotel
Chola in Madras. ITC chose the hospitality sector for its potential to earn high levels of foreign
exchange, create tourism infrastructure and generate large scale direct and indirect
employment.

The shareholding went over 60% in 1976 and more hotels were started by the company in the
following years. ITC Sangeet Research Academy was set up at Calcutta in 1977. In 1979, ITC
entered the paperboards business by promoting ITC Bhadrachalam Paperboards Limited. J N
Sapru took over as the company's chairman in 1983 and the international expansion started
with the acquisition of Surya Nepal Private Limited in 1985. The year 1986 saw vigorous
moves from the company with opening of an Indian restaurant was in the city of New York,
acquisition and renaming of Vishvarama Hotels to ITC Hotels Limited, setting up of two new
ventures - the ITC Classic Finance Limited and ITC Agro Tech Limited under its umbrella.
ITC also entered into the edible oils industry with the launch of 'Sundrop' brand of cooking oils
in 1988. Tribeni Tissues Limited was acquired in 1990. K L Chugh assumed the role of
chairman in 1991 and ITC Global Holding Private limited was started as an international
trading company in Singapore in 1992. In 1994, all the hotels under the company were
transferred into the listed subsidiary company ITC Hotels Limited. ITC, through the brand
'Wills', sponsored the 1996 Cricket World Cup.
Y C Deveshwar took over as the company's chairman in 1996 and the corporate governance
structure was re-crafted to support effective management of multiple businesses. ITC exited
from edible oils business and financial services; sold the ITC Classic Finance Limited to ICICI
Limited and handled the 'Sundrop' business to ConAgra Foods Limited in 1998. In the year
2000, an innovative initiative for farmers called 'e-Choupal' was started in Madhya Pradesh in
2000. The same year witnessed the launch of ITC's 'Wills Sport' range of casual wear with first
retail outlet in New Delhi and ITC's entry into stationery products and gifting business
introducing the 'Expressions' range of greeting cards and 'Classmate' notebooks. A wholly
owned information technology subsidiary, ITC Infotech India Limited was also started in 2000
and the ITC Bhadrachalam Paperboards Limited was merged into ITC Limited. The name of
the company was changed to 'ITC Limited' omitting the dots and adapting the strategy 'No
stops for ITC' in 2001. Employee stock option scheme was introduced for the first time and a
web portal for the company was launched. Subsidiaries for ITC Infotech were set up at United
Kingdom and USA.

CORPORATE SOCIAL RESPONSIBILITY

ITC has made a far-reaching contribution to the national cause of livelihood creation,
particularly in rural India. The Company's integrated rural development programme has helped
create a vibrant rural eco-system empowering farmers, enriching the environment and raising
rural incomes. These innovative interventions have reached meaningful scale given the core
focus on empowerment and co-creation, development of institutional frameworks and capacity
building at the grass-roots. By adopting a 360 degree approach to enriching rural eco-systems,
ITC has put in place long term drivers that will contribute meaningfully to the national priority
of employment generation and sustainable growth.

The overarching aim of ITC's social sector engagement is to empower stakeholder communities
to conserve, augment and manage their social and environmental capital in order to promote
sustainable livelihoods or employability on a significant scale.
 ITC is committed to make growth more inclusive by focusing on the needs of three identified
stakeholders:

● Rural communities in the Company's operational areas.

● The communities residing in close proximity to the Company's production units.

● The central and state governments, which encourage Public Private Partnerships (PPPs).

Within this, the three specific objectives are:

● To promote climate-smart rural development by broad-basing farm and off-farm livelihoods

portfolio of the poor and marginalised. Such interventions strengthen the existing productive
base as well as provide alternate sources of incomes, which help minimise the dependence of
farmers on rain-fed crops for economic survival.

● To nurture and develop social capital to create a more level playing field for skill- related
vocations and to meet the competitive demands for higher productivity. Both, in turn, generate
higher incomes and help in alleviating poverty.

● To explore a wider canvas of social initiatives in the interest of the nation. ITC is committed
to pursuing excellence in sustainability and preserving India's unique cultural heritage.

OTHER PROGRAMMES

SOCIAL FORESTRY: ITC's pioneering initiative of wasteland development through the

Social Forestry Programme cumulatively covers 69,421 hectares in 4,535 villages, impacting
over 72,000 poor households. This is part of the Social and Farm Forestry initiative that has
together greened nearly 223,000 hectares to date and generated nearly 100 million person days
of employment for rural households, including poor tribal and marginal farmers. The
agroforestry initiative, that ensures food, fodder and wood security, cumulatively covered
above 18,900 hectares till date.

SOIL AND MOSITURE CONSERVATION: The coverage of ITC's Soil and Moisture
Conservation programme, designed to assist farmers in identified moisture stressed areas, is
over 236,000 hectares taking the total number of water harvesting structures to 7,425.
SUSTAINABLE AGRICULTURE: ITC's sustainable agriculture programme aims to
introduce advanced knowledge and technology through different packages of farm practices
and increase awareness of farmers on optimum use of natural resources in order to increase
farm productivity and minimise cost of cultivation. In the first quarter of 2015-16, 194 farmer
field schools were functional that disseminated advanced agro practices to over 5,000 farmers
through 1,578 demonstration plots cumulatively covering 18,935 hectares under different crops
till date.

In pursuit of ITC's long term sustainable objective of increasing soil organic carbon, a total of
3,668 compost units were constructed during the year taking the total number till date to 23,554
units. In addition, the 'Choupal Pradarshan Khet' promoted field demonstrations of seed
varieties and production practices for improved yield and quality in soybean, wheat, rice,
summer pulses and horticultural crops in more than 1,200 villages covering around 21,000
hectares and more than 60,000 farmers with focus on sustainable farm practices like moisture
conservation, promotion of bio-fertilisers, zero-tillage, prophylactic pest management, etc.

WOMEN EMPOWERMENT: The women's microenterprise programme is specifically

designed for women from economically weaker sections to provide a range of gainful
employment opportunities and support with financial assistance by way of loans and grants.
Over 26,000 women have been covered through 2,332 Self-help Groups (SHG) with total
savings of over Rs. 4 crores. A major thrust was given to financial inclusion of women members
by opening bank accounts for 1,534 women. Cumulatively, over 49,900 women were gainfully
employed either through microenterprises or assisted with loans to pursue income generating
activities.

HEALTH AND SANITATION: ITC invested in impacting public health through multiple
routes. To promote a hygienic environment through prevention of open defecation and reduce
incidence of waterborne diseases, 8,353 individual household toilets have been constructed till
date in ITC's factory catchment areas. In areas with water quality problems, 19 plants providing
safe drinking water to about 28000 rural households have been installed in the state of Andhra
Pradesh. ‘Swasthya Choupal', ITC's e-Choupal Rural Health initiative was consolidated in 7
districts of Uttar Pradesh and expanded to 3 new districts in Madhya Pradesh with a coverage
of over 450 villages.
AWARDS RECEIVED

● Chairman Y C Deveshwar was conferred the Padma Bhushan by the Government of India
(2011)

● Chairman Y C Deveshwar was conferred the Global Leadership Award by the US India
Business Council of the US Chamber of Commerce (2010)

● The FICCI Outstanding Vision Corporate Triple Impact Award, presented by the Prime
Minister, Dr Manmohan Singh (2008)

● The FICCI Award for Outstanding Achievement in Rural and Community Development,
presented by the then Finance Minister, Shri Pranab Mukherjee (2010)

● Chairman Y C Deveshwar received the Business Person of the Year Award from UK Trade
& Investment (2006)

● Chairman Y C Deveshwar was awarded the SAM/SPG Sustainability Leadership Award in

Zurich (2007)

● The National Award for Excellence in Corporate Governance from the Institute of
Company Secretaries of India (2007)

● ITC was ranked 2nd among top Indian companies in the first of its kind Standard & Poor
Environmental, Social and Corporate Governance ratings (2008)

● ITC ranked 2nd among top companies in India and 7th in Asia in the first of its kind Asian
Sustainability Rating released by CSR Asia (2010)

● ITC became the first Indian Company to gain Membership with WWF-GFTN for
Responsible Forestry (2010)

● ITC was ranked the world’s 6th largest sustainable value creator among consumer goods
companies according to a Report by Boston Consulting Group (2010)
● ITC won the top UNIDO Award at the International Conference on Sharing Innovative
Agri Business Solutions at Cairo (2008)

● ITC was conferred the Corporate Social Responsibility Crown Award for Water Practices
from UNESCO and Water Digest (2008)

● The Asian CSR Award for Environmental Excellence, given by the Asian Institute of
Management (2007)

● ITC was the 1st Indian Company and 2nd in the world to win the Development Gateway
Award for its trail-blazing e-Choupal initiative (2005)

● Inaugural World Business Award by UNDP for ITC’s e-Choupal initiative (2004)

● ITC e-Choupal won the Stockholm Challenge Award (2006)

● ITC was rated amongst Asia-Pacific’s 50 biggest listed companies in ‘Asia Fab 50’ by
Forbes (2010)

● All ITC’s super premium luxury hotels accorded LEED Platinum certification, making ITC
Hotels the ‘Greenest Luxury Hotel Chain in the World’ (2011)

● ITC's Paperboards and Specialty Papers Units at Bhadrachalam, Bollaram, Kovai and
Tribeni are FSC Chain of Custody certified (2011)

● ITC's Unit in Bhadrachalam has been awarded the Forest Stewardship Council Forest
Management certification by the SmartWood Programme of the Rainforest Alliance (2011)

2.3 PRODUCT PROFILE

CIGARETTES

ITC Ltd sells 81 % of the cigarettes in India, where 275 million people use tobacco products
and the total cigarette market is worth close to $6 billion (around Rs. 35,000 crore) ITC's major
cigarette brands include Wills Navy Cut, Gold Flake Kings, Gold Flake Premium lights, Gold
Flake Super Star, Insignia, India Kings, Classic (Verve, Menthol, Menthol Rush, Regular,
Citric Twist, Ice Burst, Mild & Ultra Mild), 555, Silk Cut, Scissors, Capstan, Berkeley, Bristol,
Lucky Strike, Players, Flake and Duke & Royal.

OTHER BUSINESSES

● Foods: ITC's major food brands include Kitchens of India; Aashirvaad, B natural,
Sunfeast, Candyman, Bingo! And Yippee! ITC is India's largest seller of branded foods
with of over Rs. 4,600 crore in 2012-13. It is present across 6 categories in the food business
including, snack foods, ready-to-eat meals, fruit juices, and dairy products and
confectionary.

● Personal care products: Include perfumes, hair care and skincare categories. Major
brands are Fiama Di Wills, Vivel, Essenza Di Wills, Superia and Engage.

● Stationery: Brands include Classmate, Paper Kraft and Colour Crew. Launched in 2003,
Classmate went on to become India's largest notebook brand in 2007.

● Safety Matches and Agarbattis: safety matches and the Mangaldeep brand of agarbattis
(Incense Sticks).

● Hotels: ITC's Hotels division (under brands including WelcomHotel) is India's second
largest hotel chain with over 90 hotels throughout India. ITC is also the exclusive franchise
in India of two brands owned by Sheraton International Inc. Brands in the hospitality sector
owned and operated by its subsidiaries include Fortune Park Hotels and WelcomHeritage
Hotels.

● Paperboard: Products such as specialty paper, graphic and other paper are sold under the
ITC brand by the ITC Paperboards and Specialty Papers Division like Classmate product
of ITC well known for their quality.

● Packaging and Printing: ITC's Packaging and Printing division operates manufacturing
facilities at Haridwar and Chennai and services domestic and export markets.

● Information Technology: ITC operates through its fully owned subsidiary ITC InfoTech
India Limited.
 CHAPTER – 3

REVIEW OF LITERATURE

3.1 LITERATURE REVIEW

A review of literature shows that researchers investigated the relationship between attribute
and overall customer satisfaction with Maruti Suzuki using different car and nature of
attributes. In addition, the results of these studies will empirically validate that proposed
attributes considerably affects overall customer satisfaction with Maruti Suzuki car of service
provided.
Thomas and Gupta(2005)[1] in their study entitled; “Marketing Theory & Practice”
Organizations’ noted about today’s customers demand choice and convenience. Customers mix
and match according to their needs for product or service. Customer satisfaction presents a
versatile cross-channel metric to gauge the service provider’s strengths and weaknesses from
the customer’s point of view. The concept of customer satisfaction occupies a central position
in marketing thought and practice.
Kotler(2006)[2] in his article entitled has “Marketing Management” also noted that satisfaction
is a function of perceived performance and expectations that identifies feelings of a person
resulting from comparing a products perceived performance in relation to his/her expectations.
Anderson et al(1994)[3] in his study entitled “Customer Satisfaction, Market Share and
Profitability” noted that customers are more willing to pay for the benefits they receive and are
more likely to be tolerant of increases in price. This implies high margins and customer loyalty.
Otherwise, it will lead to customer turn over, high replacement costs and high customer
acquisition costs. This is a means to strategic ends such as customer retention that directly
affect profits.
Ennew ietel(1996)[4] in his article entitled “The impact of Service quality and Service
characteristics on customer Retention” noted that a high quality service can level the
customer’s perception and exception towards an offering. Quality has to satisfy, and preferably
exceed, the needs and expectations of the customers. That is why; service quality is widely
seen as a key antecedent to successful customer relationships. A service offer, which is inferior
or indistinct, may lead to greater problems in attracting and retaining satisfied customers.
JeffI Thomas and Rajen K. Gupta (2005)[5] conducted a research study titled “Marketing
Theory and Practice” attempted to identify that organizations adapt to those changing
environmental realities that changes in value distribution to value creation, customer
acquisition to customer retention and immediate customer to value chain of marketing. The
shifts are from a goods-cantered view to service cantered view and co-creating valued customer
experience.
Prahlad and Ramaswamy (2000)[6] in their study entitled “Co-opting Customer competence”
have rightly states that consumers/customers are changing the dynamics of the marketplace.
The market has become a forum in which customers play an active role in creating and
competing for value. Customers are becoming a new source of competence for the corporation.
The competence that customers bring is a function of the knowledge, skills and their
willingness to learn and experiment and ability to engage in an active dialogue.
Pakola et al. (2003)[7] conducted a research study titled “An investigation of Customer
Behaviour in Finland” surveyed 397 Finnish customer-purchasing motives on one hand and
factors affecting operator choice on the other and the result indicates that audibility; price and
other related factors are regarded as the most- important in the choice of the mobile phone
service provider.
Kennedy & Schneider (2000)[8] in his article entitled has “Measuring customer satisfaction”
states, that in the changing economy, knowledge is as important as product / Service which is
becoming globally standardized. Companies gain competitive advantage through constant
innovation; better targeting customers and additional service. Customer satisfaction has been
an important aspect for every organization due to constant innovation in components or service.
Oliver (1999)[9] in their study entitled defined as “Whence Customer Loyalty” "Satisfaction as
pleasurable fulfillment. Satisfaction is the customer’s sense that consumption provides
outcomes against a standard of pleasure versus displeasure.

Boulding et al (1993)[10], conducted a research study titled "Journal of Marketing Research”

stated another perspective of customer satisfaction, which deals with the difference between
transaction specific and cumulative customer satisfaction. Customer satisfaction is
viewed as a post-purchase evaluative judgment of a specific purchase occasion according to
transaction-specific perspective. Cumulative customer satisfaction is an overall evaluation
based on the total purchase and consumption experience with goods or service over time.
Cumulative satisfaction is a more fundamental indicator of the firm’s past, current and future
performance and its cumulative satisfaction that motivates a firm’s investment in customer
satisfaction.
Kotler and Armstrong (1993)[11] his article entitled has “Principles of Marketing” stated that
consumer/customer satisfaction is determined by the relationship between the customer’s
expectations and product’s perceived performance.
 CHAPTER – 4

THEORETICAL FRAMEWORK

Service quality and customer satisfaction are widely recognized as key influences in the
formation of consumers' purchase intentions in service environments. However, a review of
the existing literature suggests that the specific nature of the relationship between these
important constructs in the determination of consumers' purchase intentions continues to elude
marketing scholars (c.f. Bitner and Hubbert 1994; Bolton and Drew 1994; Gronroos 1993; Rust
and Oliver 1994). The study reported here was designed to aid in the understanding of these
relationships by empirically assessing the nature of the relationship between service quality
and consumer satisfaction in the formation of consumers' purchase intentions across four
unique service industries. The results of the current research, coupled with the weight of the
evidence in the emerging services literature, suggest that consumer satisfaction is best
described as moderating the service quality/purchase intention relationship.
Kotler

"Customer satisfaction is a person's feeling of pleasure or disappointment resulting from

comparing a products perceived performance in relation to his or her expectation".

Factors affecting customer satisfaction.

1. Accessibility

You need to ensure that customers are able to find and access your products and services
efficiently, without barriers and friction, on their preferred channel. Also, make sure that they
can reach your company and obtain good service whenever they have a question or need
assistance to make a purchase decision.

2. Navigation

Navigating and browsing your store should be a straightforward and simple process. This
includes providing users who know what they want with an effective keyword search or filters
but also integrating solutions that guide unsure shoppers to help them identify suitable products
quickly. A website that’s difficult to navigate will only lead to customer frustration and a loss
of potential customers.

3. Page Load Speed

It’s a simple rule: the faster your website loads, the happier your visitors. If one of your pages
doesn’t appear lightning-fast, your customer will move on to speedier online stores.

4. Language

Speaking to your customers in their preferred language is pivotal for your business. More than
50% of consumers won’t make a purchase if information about a product isn’t available in their
language. However, language doesn’t only apply to language in terms of geographical
demographics but also how certain phrases or terms resonate with your audience and reflect
back on your business. Use user-friendly language and avoid industry specific jargon that could
cause confusion and rob you of an opportunity to connect on a personal level. Without great
communication, there can be no great customer experience.

5. Memory

According to Harvard Business Review, customers become frustrated if they have to repeat
themselves. Consumers feel comfortable switching from one channel to another and expect
their information and data to follow them along. They don’t want to be asked for the same
details over and over again, regardless of the channel or department, they’re interacting with.
Memory also means remembering your customer’s needs and wants to avoid trying to sell
products to customers, which they already have or clearly have no interest in.

6. Personalized

It’s kind of ironic that shoppers want personalized experiences in a sphere in which so many
business and personal interactions can be anonymous. By personalizing the experience and
sharing the right content, at the right time with the right people, you can make interactions
faster, easier and more efficient for your customers. This results in increased customer
satisfaction and the likelihood of repeat visits.

7. Convenience

Convenience is an essential element of a positive customer experience. It influences how

customers make decisions about what to buy, what services to use, where to go, and with whom
to engage.

8. Intuition

Customers value companies that “really get them”. Some companies simply have a good
intuition or “sixth sense”. They are proactive and anticipate the needs and emotions of
customers. Companies who know what their customers want before they want it or solve a
problem before customers even know it exists are able to create better, more convenient
experiences and a trust-based relationship.

9. Real-Time

If you want to capture the attention of your audience, think about how you can take advantage
of real-time experiences. It’s about showing up when your customers need you. Real-time
interactions are becoming increasingly important to the modern consumer. They expect real-
time responses and faster resolutions.

10. Simplicity

Simplicity is key. It is one of the easiest ways to improve your chances of getting your
customer’s business is by making the process as simple as possible. You need to take away the
intricacy and complexity related to decision-making by advising and supporting customers
throughout their journey.

11. Logic

There is a difference between emotional customer satisfaction and logical customer

satisfaction.

Emotionally satisfied customers are extremely satisfied with the products and services the
company provides and have a strong emotional attachment to the company.

Logically (or rationally) satisfied customers may be extremely satisfied with the company
but lack the strong emotional connection of customers who are emotionally satisfied. They
essentially behave no differently than customers who are dissatisfied. They have no reason to
remain loyal. To convert logically satisfied customers into emotionally satisfied customers,
you have to provide customers with logical reasons why they should do business with you
over your competitors. This means understanding their expectations to meet or even exceed
them.

12. Deliverability
According to an Econsultancy report, 48% of customers are not willing to wait more than five
days for most of their purchases, while 23% said they would be willing to wait eight days or
more. Shipping time does not only influence purchase decisions but also has a major impact
on customer satisfaction.

13. Choice

The more choices you can give your customers during the buying process, the more likely they
are to feel in control of the experience that they have with your brand. However, when offering
choices make sure to support your customers and enable them to figure out the optimal choice
that is right for them. Choice overload and the Paradox of choice are very real in today’s
environment and are a growing concern for retailers and brands.

14. Community

Today, customers are doing more and more research online before they make a purchase. It’s
important to consider the community that exists around your brand. Even if you don’t have an
active part in building your community, one will form around your business – on social media,
websites, and review forums.

The best way to take charge of your brand reputation is to make sure that you engage with your
community whenever possible. Even when someone has something bad to say about your
business, learn how to respond from a positive perspective, by offering a solution to a problem.
 CHAPTER – 5

RESEARCH METHODOLOGY

5. RESEARCH

Research is an organized and systematic study of materials and sources in order to discover
new things and establish facts and reach new conclusions. Essentially speaking research
involves a well-developed plan, a systematic approach to developing new theories or finding
solutions to various problems. It provides us with right kind of information that help us in
successfully dealing with problems.

5.1 RESEARCH DESIGN

 A Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.

● A Well-structured questionnaire is framed.

● Data is collected from the employees who work in Muthoot Hospital.
● Findings are given and necessary suggestions and recommendations are given.
5.2 SOURCES OF DATA

Primary data were collected from the employees of the organization through structured
questionnaire surveys.

Secondary data were collected from various sources. It includes personnel, manual, annual
report and websites of the company. External magazines, journals and books (text) were also
used.

5.3 SAMPLE DESIGN

Before conducting a sample survey the researcher must prepare an appropriate sample design.
Sample design is a definite plan for the selection of a sample from the population.

5.4 SAMPLING METHODS

Sampling is that part of statistical practice concerned with the selection of individual
observations intended to yield some knowledge about a population of concern, especially for
the purpose of statistical inference. Each observation measures one or more properties (weight,
location etc.) of an observable entity enumerated to distinguish objects or individuals. Survey
weights often need to be applied to the data to adjust for the sample design. Results from
probability theory and statistical theory are employed to guide practice.

The sampling process comprises several stages:

● Defining the population of concern

● Specifying a sampling frame, a set of items or evens possible to measure
● Specifying a sampling methods for selecting items or events from the frame
● Determining the sample size
● Implementing the sampling plan
● Sampling and data collecting
● Reviewing the sampling process
 5.5 DATA ANALYSIS TECHNIQUE

5.5.1 Percentage analysis

This is the simplest way to analyze different types of data. The percentage rate of each data is
found out with respect to the total.
Percentage Analysis is the method to represent raw streams of data as percentage (a part in
100- percentage) for better understanding of collected data. This form of analysis looks
at raw streams of data in the form of percentage. This is done to learn about the data
collected.
The percentage method is used for comparing certain features. The collected data represented
in the form of tables and graphs in order to give effective visualization of comparison
made.
𝑛𝑜 𝑜𝑓 𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠
𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = × 100
𝑡𝑜𝑡𝑎𝑙 𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠

5.5.2 Chi-square analysis

The chi-square distribution has many uses in the field of testing of hypothesis. It helps to test whether
a population has given variance. It also helps to test goodness of fit of a theoretical distribution
to an observed distribution and in testing independence of attributes in a contingency table.
Any statistical test that uses the chi square distribution can be called as chi square test. Chi
square test is conducted as a statistical test to investigate difference. The chi square measures
the difference between a statistically generated expected results and an actual
to see if there is a statistically difference between them. It measures the goodness of fit between an
unexpected and an actual result.
Formula for chi square test is
(𝑂−𝐸)2
Chi square ( χ²)= ∑ 𝐸
Where, O= Observed sample in each category
E= Expected frequency in corresponding category

Chi Square test degree of freedom

The degree of freedom for chi square test is equal to the difference between degree of
freedom associated with the models. Each type of two tables has its own chi square
distribution, depending on the number of row and columns. And each chi square distribution
 is identified by its degree of freedom. A two way table with r rows and c column uses a chi
square distribution with (r-1) * (c-1) degree of freedom,
Chi Square Goodness of fit test
This test applicable when the observations are independent (random) and the total
frequency should be large. This is used to test association of variables in two- way tables
where the assumed model of independence is evaluated against the observed data. The chi
square goodness of fit test is that it can be applied to any univariate distribution to which you
can calculate cumulative distribution function. The chi square goodness of fit test can be
distributions such as the binomial and poison.

5.5.3 Weighted average analysis

Weighted average is an average in which each quantity to be averaged is assigned a weight.

These weightings determine the relative importance of each quantity on the average.
Weightings are the equivalent of having that many like items with the same value involved in
the average. Most people are familiar with the idea of finding the average, or arithmetic mean,
of a series of items. You simply add up all the item values and divide by the total number of
items to calculate the average.

However, this only works when all the items are weighted equally. For example, to calculate
your average monthly electricity bill for a year, it would make sense to add up the billed
amounts for the previous twelve months and divide by twelve, since each bill cycle is roughly
the same period of time (one month).weighted average, which is an average where each value
has a specific weight or frequency assigned to it, to calculate your grade. The equation for
weighted average method is

W= weight of ranked position

X= response count of answer choice

𝑥1 𝑤1 +𝑥2 𝑤2 +𝑥3 𝑤3 +⋯.+𝑥𝑛 𝑤𝑛

Weighted Average Method = 𝑤1+𝑤2+𝑤3+⋯+𝑤𝑛

Weights are applied in reverse. In other words, the respondent’s most preferred choice( which
they rank as 1) has the largest weight, and their least preferred choice (which they rank in the
last position) has a weight of 1. You can’t change the default weight.
 CHAPTER – 6

DATA ANALYSIS

6.1 PERCENTAGE ANALYSIS

Percentage Analysis is the method to represent raw streams of data as
percentage (a part in 100- percentage) for better understanding of collected data. This
form of analysis looks at raw streams of data in the form of percentage. This is done to
learn about the data collected.
 The percentage method is used for comparing certain features. The collected data
represented in the form of tables and graphs in order to give effective visualization of
comparison made.

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑅𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠
𝑝𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = × 100
𝑇𝑜𝑡𝑎𝑙

6.1.1 The following table representing the gender of respondents.

particulars Number of respondents Percentage

Male 45 45

female 55 0
 Number of respondents
60

50

40

30 Number of
respondents
20

10

0
Male female

6.1.1 Chart showing the gender of respondents

Interpretation:

From the table, 45% of the respondents are male and 55% are female.

6.1.2 The following table representing the age of respondents.

Particulars Number of respondents Percentage

 20-30 30 30

30-40 40 40

40-50 30 30

Number of respondents

20-30
30-40
40-50

6.1.2 Chart representing the age of respondents.

Interpretation:

From the table the maximum number of respondents (40%) are between the age group
of 30 – 40 years.
6.1.3 The following table representing the educational qualification of respondents.

particulars Number of respondents Percentage

Below graduate 12 12

Graduate and above 88 88

Number of respondents
100
90
80
70
60
50
Number of respondents
40
30
20
10
0
Below graduate Graduate and above

6.1.3 Figure representing the educational qualification of respondents.

Interpretation:

From the table, 88% of the respondents are graduates and 12% are below graduate.
6.1.4 The following table representing the marital status of respondents.

particulars Number of respondents Percentage

married 75 75

Not married 25 25

Number of respondents
80
70
60
50
40
Number of respondents
30
20
10
0
married Not married

6.1.4 Chart showing the marital status of respondents.

Interpretation:

From the table, 75% of the respondents are married and 25% are unmarried.
6.1.5 The following table representing the place of stay of respondents.

particulars Number of respondents Percentage

urban 35 35

rural 65 65

Number of respondents
70
60
50
40
Number of
30 respondents
20
10
0
urban rural

6.1.5 Chart showing the place of stay of respondents.

Interpretation:

From the table, 35% of the respondents are living in urban area and 65% are living in rural
area.
6.1.6 The following table representing the occupation of respondents.

Particulars Number of respondents Percentage

Government employee 38 38

Private company 26 26

Self employed 22 22

student 14 14

Number of respondents

Government employee
Private company
Self employed
student

6.1.6 Figure representing the occupation of respondents.

Interpretation:
From the table, 38% of the respondents are government employees, 26% respondents are
working in private company, 22% respondents are self employed and 14% are students.

6.1.7 The following table representing the monthly income of respondents.

Particulars Number of respondents Percentage

20000-40000 15 15

40000-60000 20 20

60000-80000 35 35

Above 80000 30 30

Number of respondents

20000-40000
40000-60000
60000-80000
Above 80000
6.1.7 Chart showing the monthly income of respondents.

Interpretation:

From the table, 15% of the respondents are having a monthly income between 20000 and
40000, 20% of the respondents earn between 40000 and 60000, 35% of the respondents earning
between 60000 – 80000 per month and 30% of the respondents earn above 80000 per month.

6.1.8 The following table representing the number of family members of

respondents.

Particulars Number of respondents Percentage

2 46 46

4 44 44

Above 5 10 10

Number of respondents

2
4
Above 5
 6.1.8 Figure representing the number of family members of respondents.

Interpretation:

From the table, 46% families having two members, 44% families having four members and
10% families having above five members.

6.1.9 The following table representing the usage of antiseptic at home

particulars Number of respondents Percentage

yes 100 100

no 0 0

Number of respondents
120

100

80

60
Number of respondents
40

20

0
yes no
6.1.9 Figure representing the usage of antiseptic at home

Interpretation:

The above graph shows that 100% of peoples are using antiseptic at home.

6.1.10 The following table representing the using brand

Particulars Number of respondents Percentage

dettol 46 46

savlon 24 24

apollo 18 18

suthol 12 12

Any other 0 0
 Number of respondents

dettol
savlon
apollo
suthol
Any other

6.1.10 Figure representing the using brand

Interpretation:

From the table, 46% of the respondents are using Dettol, 24% are using savlon, 18% are
using Apollo, 12% are using suthol and nobody uses other.

6.1.11 The following table representing whether the respondents are aware about savlon
antiseptic liquid.

particulars Number of respondents Percentage

yes 100 100

 no 0 0

Number of respondents
120

100

80

60
Number of respondents
40

20

0
yes no

6.1.11 Chart showing whether the respondents are aware about savlon antiseptic liquid.

Interpretation:

The above graph shows that 100% of peoples are aware about savlon antiseptic liquid.

6.1.12 The following table representing the uses of savlon

 Particulars Number of respondents Percentage

Floor clean 64 64

Cloth washing 25 25

First aid 11 11

Any other 0 0

Number of respondents

Floor clean
Cloth washing
First aid
Any other

6.1.12 Figure representing the uses of savlon

Interpretation:

From the table, 64% of the respondents using savlon for floor cleaning, 25% are using savlon
for cloth washing, 11% are using it as first aid and there is no any other usage.
6.1.13 The following table representing the performance which made the customers
to choose savlon

Particulars Number of respondents Percentage

Sterilization effect 38 38

Price 20 20

Fragrance 17 17

Fast acting 13 13

Burning sensation 12 12

Number of respondents

Sterilization effect
Price
Fragrance
Fast acting
Burning sensation

6.1.13 Figure representing the performance which made the customers to choose
savlon

Interpretation:

From the table, 38% of the respondents like savlon’s sterilization effect, 20% are satisfied
with its price, 17% like its fragrance, 13% like its fast acting and 12% are satisfied in its
burning sensation.
6.1.14 The following table representing the satisfaction level of savlon

Particulars Number of respondents Percentage

Not at all satisfied 26 26

Slightly satisfied 24 24

Neutral 14 14

Satisfied 23 23

Very much satisfied 13 13

Number of respondents

Not at all satisfied

Slightly satisfied
Neutral
Satisfied
Very much satisfied

6.1.14 Chart showing the satisfaction level of savlon

Interpretation:
From the table, 26% of the respondents are not satisfied with savlon, 24% are slightly
satisfied with savlon, 14% are in neutral position, 23% are satisfied in savlon and 13% are
very much satisfied.

6.1.15 The following table representing whether savlon is more preferable than
others

Particulars Number of respondents Percentage

Agree 32 32

Disagree 58 58

Strongly disagree 10 10

140

120

100

80 Percentage

60 Number of respondents
Particulars
40

20

0
1 2 3 4

6.1.15 Figure representing whether savlon is more preferable than others

Interpretation:
From the table, 32% of the respondents agree that savlon is more preferable than others, 58%
people disagree this and 10% of the respondents strongly disagree this.

6.1.16 The following table representing whether savlon products are organic in
nature

Particulars Number of respondents Percentage

Strongly agree 10 10

Can’t say 22 22

Disagree 24 24

Strongly disagree 44 44

Number of respondents

Strongly agree
Can’t say
Disagree
Strongly disagree
6.1.16 Figure representing whether savlon products are organic in nature

Interpretation:

From the table, 10% of the respondents strongly believe that savlon is organic in
nature, 22% people can’t say that, 24% are disagreeable to this and 44% of the
respondents strongly disagree this.

6.1.17 The following table representing the purchasing method which customers
adopt

Particulars Number of respondents Percentage

Phone 35 35

Internet 26 26

Direct from savlon shops 18 18

distribution 21 21
 Number of respondents

Phone
Internet
Direct from savlon shops
distribution

6.1.17 Figure representing the purchasing method which customers adopt

Interpretation:

From the table, 35% of the respondents are using phone to purchase savlon, 26% are using
internet to purchase savlon product, 18% people are direcly purchasing it from shops and
21% of the respondents are getting it through distributers.

6.1.18 The following table representing about the factors which influence the
customer to purchase savlon products

Particulars Number of respondents Percentage

Self awareness 22 22

Advice from friends 44 44

 Through agents 24 24

others 10 10

Number of respondents

Self awareness
Advice from friends
Through agents
others

6.1.18 Figure representing about the factors which influence the customer to purchase
savlon products

Interpretation:

From the table, 22% of the respondents are purchasing savlon by self awareness, 44% are
purchasing it by the advice of friends, 24% are through agents and 10% of the respondents
are by other opportunities.

6.1.19 The following table representing the attributes which influenced the
customers

Particulars Number of respondents Percentage

 price 30 30

quality 38 38

availability 12 12

reliability 20 20

Number of respondents

price
quality
availability
reliability

6.1.19 Chart showing the attributes which influenced the customers

Interpretation:

From the table, 30% of the respondents are influenced by the price attribute, 38% like quality
factor, 12% people are satisfied in its availability, 20% of the respondents influenced by the
reliability attribute.

6.1.20 The following table representing how many days 500ml bottle last for a
customer
 Particulars Number of respondents Percentage

15 days 36 36

1 month 45 45

1-2 month 19 19

Number of respondents

15 days
1 month
1-2 month

6.1.20 Chart showing how many days 500ml bottle last for a customer

Interpretation:

From the table, 36% of the respondents take 15days to use 500ml bottle of savlon antiseptic
liquid, 45% people need one month to use the bottle and 19% of the respondents take 1-2
month for the usage.
6.2 WEIGHTED AVERAGE METHOD

Weight the factors that give more preference to buy the savlon antiseptic liquid.

Weight Price Quality Availability Reliability

1 25 14 46 15

2 30 38 12 20

3 10 22 24 44

4 35 26 18 21

𝑤1𝑥1+𝑤2𝑥2+⋯𝑤𝑛𝑥𝑛 ∑𝑤𝑥
Weighted average = =
𝑤1+𝑤2+..+𝑤𝑛 ∑𝑤

a) Calculate weighted average of price

weight price 𝑤1𝑥1

1 25 25
2 30 60
3 10 30
4 35 140

𝑤1𝑥1+𝑤2𝑥2+⋯𝑤𝑛𝑥𝑛 ∑𝑤𝑥
Weighted average = =
𝑤1+𝑤2+..+𝑤𝑛 ∑𝑤

25+60+30+140
= = 25.5
1+2+3+4
 b) Calculate weighted average of quality

weight quality 𝑤1𝑥1

1 14 14
2 38 76
3 22 66
4 26 104

𝑤1𝑥1+𝑤2𝑥2+⋯𝑤𝑛𝑥𝑛 ∑𝑤𝑥
Weighted average = =
𝑤1+𝑤2+..+𝑤𝑛 ∑𝑤

14+76+66+104
= = 26
1+2+3+4

c) Calculate weighted average of availability

weight availability 𝑤1𝑥1

1 2 2
2 6 12
3 20 60
4 5 15
5 17 85

𝑤1𝑥1+𝑤2𝑥2+⋯𝑤𝑛𝑥𝑛 ∑𝑤𝑥
Weighted average = =
𝑤1+𝑤2+..+𝑤𝑛 ∑𝑤

2+12+60+15+85
= = 21.4
1+2+3+4
d) Calculate weighted average of reliability

Weight reliability 𝑤1𝑥1

1 15 15
2 20 40
3 44 132
4 21 84

𝑤1𝑥1+𝑤2𝑥2+⋯𝑤𝑛𝑥𝑛 ∑𝑤𝑥
Weighted average = =
𝑤1+𝑤2+..+𝑤𝑛 ∑𝑤

15+40+132+84
= = 27.1
1+2+3+4

Ranking:-

Attributes Weighted average Ranking

Price 25.5 3

Quality 26 2

Availability 21.4 4

Reliability 27.1 1

6.3 CHI SQUARE TEST

Analysis helps to measure the association between gender and managing the work life
and personal life

Age Yes No

20 - 30 30 0

30 – 40 40 0

40 – 50 30 0

ℎ0 = There is no significant relation between age and awareness

ℎ1 = There exist a relation between age and awareness

(𝑂 − 𝐸)2
𝑐ℎ𝑖 𝑠𝑞𝑢𝑎𝑟𝑒, 𝑋 2 =
𝐸
Chi square calculation3

O E O–E (O – E) (𝑂 − 𝐸)2
𝐸
30 30 0 0 0

0 0 0 0 0

40 40 0 0 0

0 0 0 0 0

30 30 0 0 0

0 0 0 0 0

Calculated chi square value is 0

Degree of freedom = (𝑐 − 1) × (𝑟 − 1)
= (2 − 1) × ( 3 − 1)

= 2

Table value of chi square at 5% level of significance with degrees of freedom 2 is 5.991

Hence table value is greater than calculated value 0 < 5.991

Thus null hypothesis h0 is accepted and there is no significant relationship between age and
awareness
 CHAPTER – 7

FINDINGS

7.1 FINDINGS:
1. From the analysis it is observed that majority of respondents is male.

2. From the analysis it is observed that 94% of respondents is post graduate.

3. From the analysis it is observed that44% of respondents are not married.

4. From the analysis it is observed all the respondents are using antiseptic liquid.

5. From the analysis it is observed only 19 respondents is aware of Savlon as ITC product.

6. From the analysis it is observed that people prefer savlon because of its less burning
sensation.

7. From the analysis, it is observed that the significant value is greater than 0.05. Thus, there is
no significant difference in the satisfaction by gender of Savlon antiseptic liquid.

8. From the analysis, it is observed that the significant value is greater than 0.825. Thus, there
is no significant difference in the satisfaction by age of Savlon antiseptic liquid.

9. From the analysis, it is observed that the significant value is greater than 0.415. Thus, there
is no significant difference in the satisfaction by monthly family income of Savlon antiseptic
liquid.

10. From the analysis, it is observed that the significant value is greater than 0.05. Thus, there
is no significant difference in the satisfaction level of Savlon antiseptic liquid as compared
to the brand
 CHAPTER – 8

RECOMMENDATIONS
 8.1 RECOMMENDATIONS

1) If Savlon liquid can Re-Position their branding strategies; they can conquer the market of antiseptic
liquid. People of the country are not properly aware about the existence of the Savlon liquid.
The marketer could make people know about their product quality through proper
communication.
2) The attraction towards savlon liquid can be increased if they follow the following promotional
strategies.
● Including more point of purchase advertisements, point of purchase displays through
attractive gondolas and also word of mouth (the seller) could introduce the product to
the consumers.
● Social awareness advertisement through distributing free samples.
● Social media ad: Facebook, twitter • Sponsorship for reality shows, campaigning and
social work shops targeted to the parents and children.
3) The direct interaction with customers will help to improve the products quality and features.
4) The manufacturers can conduct regular survey for knowing the customer needs and satisfaction
level.
5) organise awareness classes for people to inform the products importance in daily life.
CHAPTER – 9
CONCLUSIONS
Conclusion:

The study reveals that most of the respondents are aware of the Savlon Antiseptic Liquid.
Savlon Antiseptic has been a trusted brand for last 50 years and is preferred by the medical
fraternity for its broad spectrum action.

It is an antiseptic liquid which finds wide application across hospitals & homes for disinfection
and wound healing.

● 90% of Doctors trust Savlon Antiseptic

● Helps Heal without Hurting

● Kills 99.99% germs

● 8 Times more Germ Protection

Many respondent rank Savlon as less burning sensation and now all the people are using
antiseptic liquid at the home for disinfecting purpose so antiseptic liquids have become a home
product for all people for washing, floor cleaning, washing cloths etc.

Savlon by ITC, the only anti septic liquid that doesn’t sting and helps you to heal wound
without those painful tears. It is effective on all minor bruises and cuts and works as good as
any other anti-septic lotion but without hurting. Thus concluding that customer are satisfied
with product quality, fragrance and less burning sensation.
 APPENDICES

1. Gender

Male Female

2. Age

20-30 30-40 40-50

3. Educational Qualification

Below graduate Graduate and above

4. Marital status

Married Not married

5. which place you belong to ?

Urban Rural

6. Occupation

Government employee Private Company Self employed

Student

7. Monthly income

20000-40000 40000-60000 60000-80000

Above 80000
8. How many members in your family

2 4 Above 5

9. Do you use antiseptic at home ?

Yes No

10. Which antiseptic brand you are using ?

Dettol Savlon Apollo Suthol

Any other

11. Are you aware about savlon antiseptic liquid ?

Yes No

12.What are the type of uses for which savlon is used at your home ?

Floor clean cloth washing First aid Any other

13. Which of the following factors helped you to choose savlon antiseptic?

Sterilization effect Price Fragrance Fast acting

Burning sensation

14. What is your level of satisfaction towards the usage of savlon?

Not at all satisfied Slightly satisfied Neutral Satisfied

Very much satisfied

15. Do you think savlon is more preferable than other antiseptic liquids?

Agree Disagree Strongly disagree

16. whether savlon products are organic in nature ?

Strongly agree can’t say Disagree Strongly disagree

17. Which type of ordering method you adopt?

Phone Internet Direct from savlon shops

Distribution

18. Which among the following can be considered as an influence factor for purchasing
savlon products?

Self awareness Advice from friends Through agents

Others

19. Which among the following attribute influencing for buying savlon?

Price Quality Availability Reliability

20. How many days 500ml bottle of disinfectant last for you ?

15 days 1 month 1-2 month

REFERENCES

Books:
⮚ DRUCKER (1973) “marketing strategy as seen as process consisting of:
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⮚ HART & STAPLETON (1977) “a statement in very general terms of how the
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⮚ C.R. Kothari: Research Methodology, Methods & Techniques, Second Edition
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⮚ Ranjan Saxena: Marketing Management, Tata MC Grawhill Education (P)

Ltd, 4th Edition 2009.

⮚ . R.S.N.Pillai & Bagavathi: Modern Marketing, Principles and Practices,

S.Chand & Company Ltd, Edition 2008.

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1. Thomas and Gupta, Marketing Theory & Practice: Evolving through turbulent times,
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HalI of India Private Limited, New Delhi

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