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1 INTRODUCTION
This study is related to the analysis of the market potential of the DIAMANT Glasses of SAINT-GOBAIN GLASS. It recognizes the end users of the product in Chennai market in assessing the market potential of the DIAMANT Glasses. Market potential is an estimate of the maximum possible sales of a commodity, a group of commodities, or a service for an entire industry in a market during a stated period. Its the estimated size of total present or future market. Alternatively, the maximum share of a market which can be reasonably achieved during a defined period. Analysis of market potential is to understand what potential exists for a product or service and is a vital component for strategic planning. Its the set of consumers who profess some level of interest in a designed market offer. The study was conducted among the end users (Jewelry shops) of the DIAMANT Glasses of SGG in Chennai. The sample chosen was 100. SGG DIAMANT Glass is exclusive for showroom use. The best part of the product is the crystal clear view of the items displayed. So the study mainly concentrates on the end users from the jewelry shops.
Measure willingness to pay and the value of non price attributes Identify the customers hot buttons that make them want to purchase DIAMANT.
The data collected was primary data from the end users by a structured
questionnaire. PRIMARY DATA The primary data is collected from the end users with the help of structured questionnaire. The survey method is employed for the investigation. The data collected through survey was of personal interview technique pre-designed in the form of questionnaire. The questionnaire consists of closed ended questions. SAMPLING Sample Size The sample size has direct relationship with degree of accuracy desired in the investigation for the study. A sample of 100 respondents from the end users was chosen. SAMPLING PROCEDURE Random samples Probability sampled random method was adopted since the respondents had a definite chance of being induced in the sample. Random sampling technique was used in selected areas, which was important for the study. STASTICAL TOOL Chi-Square test (2) In order to analyze the market potential of the DIAMANT glasses in Chennai the researcher has used chi square (2) test
2 =
(O - E)2 E
With degree of freedom (DF) = (c-1) (r-1) where, O = observed frequency E = Expected frequency c = Number of columns
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r = Number of rows.
India is the next growth spot for the glass industry. The Rs 2,000 crore glass and glazing industry in the country are attracting a number of foreign players due to spurt in demand of branded and quality glass for architectural and decorative purposes. The glass industry in India is expected to maintain a steady growth rate of 10 per cent in coming five years due to rise in infrastructure activities across the country, according to an industry player. Per-capita glass consumption in India is only about 0.56 kg a year compared with 3.5 kg in China and 6 kg in Thailand. The industry is concentrated mainly in the states of Maharashtra, West Bengal and Uttar Pradesh. Firozabad town. It is also recognized as a major production center for bangles of various designs and colours. About 70 per cent of glass and glassware industry in India is unorganized and cottage industry. Exports of glass and glass products from India have increased from Rs. 313.30 crore in 1998-99 to Rs. 840 crore in 2002-03 and Rs. 940 crore in 2004-05. Exports are made under the five broad groups named: Glass Containers and Hollowware, Flat Glass, Vacuum Flasks and Refills, Laboratory/Scientific Glassware and Fibre Glass. The Chemicals and Allied Products Export Promotion Council under the Ministry of Commerce, Government of India over the years has been engaged in promoting exports of glass and glass products from the country. The glassware industry is witnessing a boom producing a variety of products ranging from unbreakable to blended ones and doing a business worth Rs 1,500 crore annually. Harnessing the latest technologies, the industry offers a wide range of products from toughened, unbreakable, laminated safety glass, solar control glass to insulating glass which can be used in interiors as well as exteriors of buildings, say industry sources. Besides buildings, interiors and automobiles, the industry, has expanded its base to other areas including jewellery, crystal show pieces and ornaments.
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The extensive use of glass is primarily attributable to be in line with the latest trends in the architecture as well as the market requirements for contemporary looking structures. It is definitely superior in terms of aesthetics when compared to other conventional and traditional materials being used in construction. It is also driven by the market demands and definitely with the opening up of markets and with the influx of MNCs there is a requirement to cater to the international standards of architecture so it is right to attribute to the global market mechanism as well. Besides being aesthetically superior it also provides wider variety when compared to the traditional materials in construction. Also a shift towards utilising the natural source of light that is the daylight is a part of the demand mechanism. RECENT DEVELOPMENTS
Centre for Development of Glass Industries: To help the glass industry by providing them technical assistance in quality, productivity and improvement and providing them technical facilities and Centre initially named as the Centre for efficiency
specialized training in Firozabad, a technical centre has been set up with the assistance from UNIDO. The Improvement of Glass Industry was established in the year 1991. The Centre which later came to be known as the Centre for Development of Glass Industries (CFDI) is located at Jalesar Road, Firozabad.
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Import of Glasswares and its impact on the industry: The glass and glassware industry is severely hit by cheap and unrestricted imports of a wide varieties of glass and glasswares e.g. tableware, ornamental objects, lights and chandeliers from China, Indonesia, Malaysia, Japan, Turkey and Belgium on the one hand, and plummeting customs duty on the other. This has been aided by the removal of quantitative restrictions on imports, which India has been forced to implement under the World Trade Organization (WTO) rules. Imported items are priced lower not only due to low custom duty but also because of availability of cheap raw material, labour, fuel saving production methods prevalent in these counties.
Glass Gives Way to Plastic: In a significant strategic initiative, Pepsi Co. India, is pushing together a plan to gradually replace returnable glass bottles (RGBs) with PET bottles (made of plastic) for selling carbonated soft drinks. The company sources say that change would be gradual and it could take the market nearly five years t shift totally to PET bottles.
Export Prospects
Glass and glass products offer good potential for industry so as to make it
boosting Indias exports. Concerted efforts need to be made to chalk out a concrete plan of action for modernizing the internationally competitive and technologically innovative. Special strategy are designed to promote exports of float glass, glass beads, glass mirrors, scientific glassware, glass inners for vacuum flasks and other vacuum vessels as these items have registered a marked increase in exports.
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HISTORY OF SAINT-GOBAIN
Saint-Gobain World No 1 in glass, started making mirrors in 1665.The first customer was the king of France, Louis the 4th who wanted them for his Hall of Mirrors at the palace of Versailless this day, King Louis Hall of Mirrors stands untarnished eloquent testimony to the beauty, quality and durability of SaintGobain mirrors. Over the past three centuries, much has changed by way of manufacturing process and technological innovations in the making of mirrors. Saint-Gobain too has evolved. And so have the mirrors it makes. But some things have not changed. Saint-Gobains commitment to quality remains the same. Its products continue to the best in world and its customers continue to be treated like Kings.
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SAINT-GOBAIN IN INDIA
Future of Glass Since 1665 a pithy caption, Which along with the worldwide logo of Saint-Gobain, has helped Saint-Gobain Glass India carve a niche for itself in the growing float glass market in the country. For Saint-Gobain Glass India, the caption is meant to convey several things to the buyers - heritage, innovation, reliability, and quality. And, surprisingly the caption was created in India as Saint-Gobain Glass India set up operations and sought to build a brand. This is one of the things developed by us and is now exportable, says B. Santhanam, Managing Director, Saint-Gobain Glass India Ltd, as he explains how the caption, along with the brand-building exercise by the company helped it achieve a fifth of the float glass market in the country. A nine-month market seeding effort, when the Indian company imported glass manufactured by the French multinational elsewhere and sold it in the market, preceded the commissioning of Saint-Gobain Glass Indias plant at Sriperumbudur, about 45 km from Chennai. The market seeding, where SaintGobain had imported a lot of glass from their companies at a fairly high cost, is almost like an investment that they made in understanding the customer, the market and the logistics. The market seeding helped the company have a smooth entry into the market. Otherwise, when such a huge capacity suddenly becomes available (650 tones per day), it would have been difficult for a company to learn overnight about the customers, the market and the logistics. The market seeding helped Saint-Gobain understand the nuances of the market. Saint-Gobain approached the issue of marketing and selling glass differently from other manufacturers. That is because it believed that the glass industry in India was highly fragmented and hence companies had to understand customers and the logistics of glass in India rather than try and sell their products straightaway. Quite a few companies end up making reasonably good glass, but
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the problem is they do not understand the market, the customers and the logistics involved. Apart from focusing on its heritage and reliability as part of its marketing and brand-building exercise, Saint-Gobain Glass India ensured that its quality levels were even more stringent - similar to the quality of Saint-Gobains global operations - than what was required of companies here. For instance, it has defect levels of one defect per 100 square feet of glass, whereas the Indian standard allows up to 10 times that. Along with this, Saint-Gobain focused on clarity. It had a series of advertisements highlighting the clarity of its glass. For this, it needed to ensure that quality was high. Saint-Gobain introduced the concept of diamond standards in glass. Saint-Gobain judge treats glass in ways very similar to how a diamond is judged in terms of clarity, consistency, cutting ability and the range of colors. Saint-Gobains whole brand-building campaign was built around the theme of clarity. It (the glass) should be non-interfering. The beauty of glass is that it insulates you from heat and noise. It is the only thing that allows a sense of sight, at the same time cutting out the sound and heat. This helped Saint-Gobain change perceptions about glass in the minds of the people. They moved glass from being seen as an undifferentiated commodity to something where it has some very specific qualities and properties attached to it. That has been well appreciated by the customers and the intermediaries. Working with the intermediaries was another strategy that Saint-Gobain consciously adopted to build a brand. The brand building activities, according to R. Subramanian, National Manager (Marketing and Sales), were based on the companies assessment that there are different people who help the end consumer take a final decision about what glass to use. This covers the architect, the builder, the carpenter, the glass fabricator, the glass cutter, the retailer and the interior decorator. Any or all of them will have a say in the decision-making and each will have a different requirement.
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Another aspect that Saint-Gobain focused on was the thickness of the glass. It launched a campaign called True Thick where it told its customers that if they bought glass from them, the thickness of the glass will be what it was claimed to be. For instance, a glass of 5 mm thickness would be 4.93 to 4.95 mm thick, when it was perfectly legal and acceptable to pass off glass of, say, 4.75 mm thickness as 5 mm glass. In a sluggish market, Saint-Gobain realizes that it has to offer its customers something new. It will be adding new products, especially reflective glass as it has a significant growth opportunity. In terms of volume it may not be high, but in terms of value it represents a significant opportunity. Saint-Gobain India is investing significantly more than they do in any other country in marketing. Mainly because this country is at a point where glass is changing from being a commodity to being a brand, from being used for only one function (which is to offer a view) to multi-function, where the glass is used also to cut out heat, dust and noise Saint-Gobain has looked at consumer education, where it did innovative programs for the intermediaries. It made a special film on how to cut glass and screened it for the glass cutters and glass fixers. It even made special educational film for glass fabricators and carpenters. It also conducted safety campaigns on how to handle glass. Saint-Gobain is trying to tell a whole lot of intermediaries that it is time to change the way we have dealt with glass. Building brand through advertisements, hoardings and point of promotion displays is just one part of the marketing effort. Educating the intermediaries in working with glass is a major part of the overall effort. The market is responding to when you talk to them about functions. Still Saint-Gobain came into the country; the glass industry was an undifferentiated continuum. Saint-Gobain is of the thought that they have a great opportunity to segment the market and grow the different segments rapidly. And, that is really their goal also.
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GLASS
Glasses are basically silicate borate compounds of different alkali metal oxide. There are two types of glass. Normal glass which is used for the production of normal glass Special type of glass which may be coloured or non coloured which articles like sheet glass, normal bottle, tube etc. will be used for the preparation of glass screen, glass tiles special type wash basin, optical composition required for the products of special type glass and special type furnace require for the production.
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APPLICATIONS
SGG DIAMANT is designed for applications where its unique appearance and optical qualities are of particular advantage Interior design and Decoration External Cladding Shop windows and Commercial frontages Bolted glass assemblies
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will rise 5.3% annually through 2010. World demand for flat glass is forecast to rise 5.3 percent per year through 2010 to 6.1 billion square meters. Maintaining the trend seen over the 2000-2005 period, demand will outpace real (i.e., inflation adjusted) gains in the global economy. Production of flat glass is projected to increase 5.5 percent per year through 2010 to 56.6 million metric tons. DSouza et.al (2005)4 proposes a model to express how one can market genetically modified (GM) foods in the face of the controversial arguments faced globally. He found that the genetically modified products would have to be repositioned as being seen as less risky and more beneficial to consumers in the light that they can be scientifically proven.
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Kumar et.al (2001)5 developed a comprehensive measure of market orientation and examined the market orientation-performance relationship in the health care industry yielded a strong positive relationship between market orientation and various measures of organizational performance. Additionally, the study found that market turbulence, competitive hostility, and supplier power moderated the market orientation-performance relationship. Jaworski et.al (2000)6 talks about two approaches to being market oriented named as market driven approach and driving-markets approach. He concludes by stating that market behavior can be modified directly or, indirectly by changing the mind-set of market players like customers, competitors, and other stakeholders. Roberts (2000)7 examined emerging technologies and the markets that they create, reviewing ideas about how new rules might be developed for successful participation in them. He came with an argument that the market is driven by the convergence of information technology and telecommunications. He declared that to success in these markets depend on (1) an understanding of the market and (2) an ability to take that understanding and exploit it into profitable, customerfocused action. Todd (1998)8 argues in the age of the Internet, the problem of information overload among consumers is bound to become of great importance to marketers. He substantiate that consumers can neglect most product information and yet make good choices, so long as either there is no conflict among the product attributes or the attributes are unequally important enough .
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Bharadwaj et.al (1997)9 reports that market growth plays a central role in virtually all strategic marketing models developed in the past 30 years. He assessed that marketing efforts contribute in some way to market growth and market growth remains a conceptual black box in marketing. He developed a conceptual model by arguing that the effect of endogenous actions on market growth is mediated by knowledge creation, matching, and diffusion. Mark A. Bonn, Richard R. Brand (1995)10 tried to differentiate between Market potential and market demand in tourism market. His study applied brand development indexing (BDI) model. He suggested that the utility of brand development indexing for the travel and tourism industry has tremendous potential for destinations, attractions, and other hospitality services. Cavusgil (1995)11 investigated the marketing strategy-performance
relationship in the context of export ventures. He proposed a conceptual framework of export marketing strategy and performance and test it by path analysis. He found out that export marketing strategy, firm's international competence, and managerial commitment are the key determinants of export performance. Export marketing strategy is influenced by internal (firm and product characteristics) and external factors (industry and export market characteristics). Grnroos (1991)12 presented the marketing strategy continuum concept and a number of marketing and management consequences. He compared the nature of a relationship approach to marketing strategy with the nature of a transaction marketing strategy. He examined the eight marketing and management implications of the two extreme strategies. He found out that relationship marketing and transaction marketing are the strategy options at opposite ends of the continuum.
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Varadarjan et.al (1988)13 suggested that cause related marketing represents the confluence of perspectives from several specialized areas of inquiry such as marketing for nonprofit organizations, the promotion mix, corporate philanthropy, corporate social responsibility, fund-raising management, and public relations. He outlined the concept of cause-related marketing, its characteristics, and how organizations, both for-profit and not-for-profit, can benefit from effective use of this promising marketing tool. Fornell (1987)14 suggested that complaints from dissatisfied customers should be maximized subject to certain cost restrictions. He substantiate that defensive marketing (e.g., complaint management) can lower the total marketing expenditure by substantially reducing the cost of offensive marketing (e.g., advertising). The savings in offensive marketing are often high enough to offset the additional costs associated with compensating complaining customers, even if compensation exceeds the product's profit margin. McDaniel et.al (1987)15 propounded the Miles and Snow strategic typology for categorizing and understanding the types of strategies to be followed by organizations. He also related the usefulness of this typology to the field of marketing strategy and report an empirical investigation, within this context, of the marketing strategies used by firms in a dynamic environment. provided support for the typology and its applicability to the area of marketing strategy.
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REFERENCES 1. 2. 3. Daniel Read, (2007), Time and the marketplace, Marketing Theory, vol. 7: pp. 59 - 74. Elina Jaakkola (2007) Purchase decision-making within professional consumer services, Marketing Theory, 3 2007; vol. 7: pp. 93 108 Freedonia group Inc (2006) WORLD FLAT GLASS - Global demand to rise 5.3% annually through 2010, Market research.com, Pub ID: FG1371135, 2006 4.
Clare DSouza, Ali Quazi (2005), The dynamics of exploring future market
potential of genetically modified foods, Nutrition & Food Science; Vol. 35,
conceptual paper
5.
Ajay K. Kohli, Arvind Sahay, Kamalesh Kumar, Ram Subramanian, Charles Yauger (2001),
Examining the Market Orientation-Performance Relationship, www.ijournals.com
6. 7. 8. 9.
John H. Roberts (2000), Developing New Rules for New Markets, Journal of
the Academy of Marketing Science, Vol. 28, pp. 31-44
Barbara Fasolo, Peter M. Todd (1998), Escaping the tyranny of choice: when fewer attributes make choice easier, www.ijournals.com P. Rajan Varadarajan, Anil Menon (1998), Cause-Related Marketing: A Coalignment of Marketing Strategy and Corporate Philanthropy, Journal of Marketing, Vol. 52, pp. 58-74
10.
11.
12.
S. Tamer Cavusgil, Shaoming Zou (1994) Marketing StrategyPerformance Relationship: An Investigation of the Empirical Link in Export Market Ventures, Journal of Marketing, Vol. 58, pp. 1-21
13.
Christian Grnroos (1991) The Marketing Strategy Continuum: Towards a Marketing Concept for the 1990s, Management Decision, Vol. 29
Claes Fornell, Birger Wernerfelt (1987) Defensive Marketing Strategy by Customer Complaint Management, Journal of Marketing Research, Vol. 24, pp. 337-346 14.
Stephen W. McDaniel, James W. Kolari (1987), Marketing Strategy
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Categorize the market. Analyse the market potential for product regionally now and in the future.
Identify growth drivers and barriers in those markets. Understand how to exploit growth markets by tailoring marketing, product development and production strategies to meet customer demands and overcome market barriers.
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BENEFITS Results from this study provide strategic insights as well as operational information for key managers of the company. Product Managers :The study will provide product developers and managers with data about customer interest, purchase likelihood, willingness to pay, provider preferences, and preferences toward nonprice product or service attributes. Those responsible for introducing new products will use this data to target the most likely buyers and identify market barriers prior to implementing a market test or product launch. Marketing Managers : Marketers will find the information regarding product interest and key target groups useful in strategic planning. The data can aid in forecasting and business planning as well as provide insight into those products or services that align with or support the company image and strategic direction. The information can also be used to create promotional messages and sales channels that have the highest potential. Key Account Managers : Often, these key contacts are the first source of information about new products to large commercial and industrial (C&I) customers. They need supporting information about (1) the reasons their company is introducing something new, (2) why the price is set at a certain level, and (3) speaking points to combat objections or barriers to sales. Market Researchers : The results of my research will provide market researchers with data about product interest, believability, uniqueness, purchase likelihood, and many other elements important to assessing a new product idea. Researchers can also over sample within their own region or territory of interest to supplement the regional data with input from their own C&I customers.
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The market potential of the product depends on the MARKETING MIX the company is having
MARKETING MIX
The marketing mix is generally accepted as the use and specification of the 4 Ps describing the strategic position of a product in the marketplace. One version of the origins of the marketing mix starts in 1948 when Culliton said that a marketing decision should be a result of something similar to a recipe. This version continues in 1953 when Neil Borden, in his American Marketing Association presidential address, took the recipe idea one step further and coined the term 'Marketing-Mix'. A prominent person to take centre stage was E. Jerome McCarthy in 1960; he proposed a four-P classification which was popularised. Philip Kotler describes the concept well in his Marketing Management book Defenition Although some marketers have added other Ps, such as personnel and packaging, the fundamental dogma of marketing typically identifies the four Ps of the marketing mix as referring to: Product : An object or a service that is mass produced or manufactured on a large scale with a specific volume of units. Price : The price is the amount a customer pays for a product. It is determined by a number of factors including market share, competition, product identity and the customer's perceived value of the product. Place : Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet. Promotion : Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements - advertising, public relations, word of mouth and point of sale
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Graph 5.1
INFERENCE It can be observed from the above table & graph that the awareness level is 48% among the end users. Its comparatively good with respect to the product category, but it should be increased by using more advertisements and sales promotional activities
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Particulars Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
No of Respondents 35 42 7 13 3 100
Percentage 35 42 7 13 3 100
INFERENCE From the survey it is clear that 35% of respondents are completely satisfied, 42% are somewhat satisfied, 7% are neutral in opinion, 13% are some what dissatisfied, 3% are completely dissatisfied with the transparency nature of DIAMANT glass. Transparency is the main feature of DIAMANT by which more light is going inside with less reflection. From the table its clear that the low green tinge reflection of the DIAMANT Glass are liked by the customers.
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29
46
36
Highly useful Moderately useful Useful Moderately less useful Not Useful
INFERENCE The responses from the end users reveals that about 46% of respondents are completely satisfied, 36% are somewhat satisfied ,9% are neutral in opinion ,6% are somewhat dissatisfied and 3% are completely dissatisfied with the reality nature of DIAMANT glass. The reality feature is the another feature by which the objects inside DIAMANT Glass look as real, The observers will be feeling like touching the objects inside.
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INFERENCE From the survey it is clear that 46% of respondents are completely satisfied, 34% are somewhat satisfied, 11% are neutral in opinion, 6% are somewhat dissatisfied and 3% are completely dissatisfied with the attractiveness of DIAMANT glass. From this its clear that the Attractive feature of the DIAMANT Glass is liked by the end users to a great extend
Particulars Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
No of Respondents 41 28 11 15 5 100
Percentage 41 28 11 15 5 100
INFERENCE From the survey it is clear that 41% of respondents are completely satisfied, 28% are somewhat satisfied, 11% are neutral in opinion, 15% are somewhat dissatisfied and 5% are completely dissatisfied with the durability feature of DIAMANT glass. 5.6 SATISFACTION TOWARDS SALES PEOPLE OF DIAMANT GLASS Table 5.6
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Particulars Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
No of Respondents 30 25 17 17 11 100
Percentage 30 25 17 17 11 100
Graph 5.6
INFERENCE From the survey it is clear that 30% of respondents are completely satisfied, 25% are somewhat satisfied, 17% are neutral in opinion, 17% are somewhat dissatisfied and 11% are completely dissatisfied with the sales people of DIAMANT glass. 5.7 TABLE & GRAPH SHOWING COMPETITIVE NATURE - DIAMANT Table 5.7 Particulars No of Respondents
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Percentage
Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
48 32 5 8 7 100
Graph 5.7
48 32 5 8 7 100
50 45 40 35 30 25 20 15 10 5 0 5 8 7 48 32
Completely Somewhat
satisfied
satisfied
Neutral
INFERENCE From the survey it is clear that 48% of respondents are completely satisfied, 32% are somewhat satisfied, 5% are neutral in opinion, 8% are somewhat dissatisfied and 7% are completely dissatisfied with the competitive nature of DIAMANT glass. 5.8 RESPONSES TO THE AFTER SALES SERVICE FOR DIAMANT Table 5.8 Particulars No of Respondents
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Percentage
Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
20 28 9 30 13 100
INFERENCE From the survey it is clear that 20% of respondents are completely satisfied, 28% are somewhat satisfied, 9% are neutral in opinion, 30% are somewhat dissatisfied and 13% are completely dissatisfied with the after sales service for DIAMANT glass. 5.9 RESPONSES TO THE EXPERIENCE WITH DIAMANT GLASS
Table 5.9
No of Respondents 60
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Percentage 60
10 8 15 7 100
INFERENCE From the survey it is clear that 60% of respondents are completely satisfied, 10% are somewhat satisfied, 8% are neutral in opinion, 15% are somewhat dissatisfied and 7% are completely dissatisfied for the experience with DIAMANT glass. 5.10 RESPONSES TO THE PRICE OF DIAMANT GLASS Table 5.10 Particulars Completely satisfied Somewhat satisfied Neutral No of Respondents 20 25 10
36
Percentage 20 25 10
12 33 100
12 33 100
1 2
INFERENCE From the survey it is clear that 20% of respondents are completely satisfied, 25% are somewhat satisfied, 10% are neutral in opinion, 12% are somewhat dissatisfied and 33% are completely dissatisfied with the price of DIAMANT glass
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Particulars Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total
Percentage 40 14 18 10 18 100
S e r v ic e s o f d e a le r s
4 0 3 5 3 0 2 5 2 0 1 5 1 0 5 0 C o m p l e t eS l yo m e w h a Nt e u t r a l S o m e w h Ca o m p l e t e l y t s a t is fi e d s a t is fie d d i s s a t i s f ide i d s a t i s f i e d s 1 4 1 0 1 8 1 8 4 0
INFERENCE From the survey it is clear that 40% of respondents are completely satisfied, 14% are somewhat satisfied, 18% are neutral in opinion, 10% are somewhat dissatisfied and 18% are completely dissatisfied with the service of dealers for DIAMANT glass. 5.12 RESPONSES TO THE SIZE & THICKNESS OF DIAMANT GLASS
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Table 5.12 Particulars Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied Total No of Respondents 41 13 17 14 15 100 Graph 5.12 RESPONSES TO THE SIZE & THICKNESS OF DIAMANT GLASS Percentage 41 13 17 14 15 100
INFERENCE From the table & Graph it is clear that 41% of respondents are completely satisfied, 13% are somewhat satisfied, 17% are neutral in opinion, 14% are somewhat dissatisfied and 15% are completely dissatisfied with the size and thickness of DIAMANT glass. 5.13 RESPONSES TO THE PROSPECTS FOR DIAMANT GLASS
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Table 5.13
No of Respondents 45 17 12 14 12 100
Percentage 45 17 12 14 12 100
From the survey it is clear that 45% of respondents are completely satisfied, 17% are somewhat satisfied, 12% are neutral in opinion, 14% are somewhat dissatisfied and 12% are completely dissatisfied in the prospects for DIAMANT glass.
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P r o s p e c ts
4 5 4 0 3 5 3 0 2 5 2 0 1 5 1 0 5 0 E x c e ll e n t V e r y g o o d A ve ra g e F a ir P o o r
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5.14 RESPONSES TO THE BRAND IMAGE FOR DIAMANT GLASS Table 5.14 Particulars Excellent Very good Average Fair Poor Total No of Respondents 66 18 6 6 4 100 Percentage 66 18 6 6 4 100
4 E x c e ll e n t V e ry g o o d A ve ra g e
1 8 6 6
F a ir P o o r
INFERENCE From the Table & Graph it is clear that 66% of respondents are completely satisfied, 18% are somewhat satisfied, 6% are neutral in opinion, 6% are somewhat dissatisfied and 4% are completely dissatisfied in the brand image for DIAMANT glass.
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5.15 RESPONSES TO THE ADVERTISEMENT FOR DIAMANT GLASS Table 5.15 Particulars Strongly agree Agree Neutral Disagree Strongly disagree Total No of Respondents 45 25 8 14 8 100
Graph 5.15
Percentage 45 25 8 14 8 100
INFERENCE From the survey it is clear that 45% of respondents are completely satisfied, 25% are somewhat satisfied, 8% are neutral in opinion, 14% are somewhat dissatisfied and 8% are completely dissatisfied in the advertisement for DIAMANT glass.
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5.16 RESPONSES TO FUTURE PURCHASE OF DIAMANT GLASS Table 5.16 Particulars Very high High Average Low Will not buy Total No of Respondents 30 15 14 18 23 100 Percentage 30 15 14 18 23 100
2 3 3 0 V e r y h ig h H ig h Ave ra g e L o w 1 8 1 5 1 4 W i ll n o t b u y
INFERENCE From the survey it is clear that 30% of respondents are completely satisfied, 15% are somewhat satisfied, 14% are neutral in opinion, 18% are somewhat dissatisfied and 23% are completely dissatisfied in the future purchase for DIAMANT glass.
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5.17 RESPONSES TO TRY TO PURCHASE DIAMANT Table 5.17 Particulars Yes No No of Respondents 64 36 Percentage 64 36
Graph 5.17
7 0 6 0 5 0 4 0 3 0 2 0 1 0 0 Y e s
6 4
3 6 S e rie s 1
N o
INFERENCE From the survey it is clear that 64% of respondents are agree, 36% are disagree to try for DIAMANT glass.
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5.18 RESPONSES TO THE RENOVATION OF THE SHOP Table 5.18 Particulars Within 1 month Within 2 months Within 3 Months Within 6 Months Within 1 year After 1 Year No Total No of Respondents 8 6 19 22 19 11 15 100
Graph 5.18
Percentage 8 6 19 22 19 11 15 100
INFERENCE From the above table its clear that most of the shops are going to renew within one year. 74% are going to renew the shops with in one year. Its a good sign for the company. 5.19 RESPONSES TO THE NEW PROJECT Table 5.19 Particulars No of Respondents
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Percentage
Within 1 month Within 2 months 6 Months Within 1 year After 1 year No Total
10 22 26 14 9 19 100
Graph 5.19
10 22 26 14 9 19 100
W ithin 1 m onth
W ithin 2 m onths
6M onths
W ithin 1 year
A fter 1 Y ear
No
Time period
From the above table & Graph its clear that most of the respondents are going for new project soon, 72% of them are going to start a new project within one year.
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WEEKNESS Not for a wide market Effect of Designers & Engineers Price difference with the imported extra clear THREAT Imported glass In future, chance of new brands Time interval in changing the glass
Distribution channel Boom in the infrastructure From the SWOT Analysis done, its clear that the end users like DIAMANT and the need for the product is high in a well defined market. The flow of imported glass in to the market is there but DIAMANT is having a good market potential because of the brand name and added features.
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Attributes
Total
Transparency Reality nature Attractiveness Durability Sales people satisfaction Competitiveness After sales service Experience with Price Services of dealers Size & thickness Prospects Brand image Future purchase Total
35 46 46 41 30 48 20 60 20 40 41 45 66 30 568
42 36 34 28 25 32 28 10 25 14 13 17 18 15 337
7 9 11 11 17 5 9 8 10 18 17 12 6 14 154
13 6 6 15 17 8 30 15 12 10 14 14 6 18 184
100 100 100 100 100 100 100 100 100 100 100 100 100 100 1400
5.22 Table showing expected frequency table (E) Expected frequency (E)= Row total * Column total
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Grand total Table 5.22 Completely satisfied Completely dissatisfied 3(11) 3(11) 3(11) 5(11) 11(11) 7(11) 13(11) 7(11) 33(11) 18(11) 15(11) 12(11) 4(11) 23(11) 157 Somewhat dissatisfied Somewhat satisfied Neutral
Attributes
Total
Transparency Reality nature Attractiveness Durability Sales people satisfaction Competitiveness After sales service Experience with Price Services of dealers Size & thickness Prospects Brand image Future purchase Total
35(41) 46(41) 46(41) 41(41) 30(41) 48(41) 20(41) 60(41) 20(41) 40(41) 41(41) 45(41) 66(41) 30(41) 568
42(24) 36(24) 34(24) 28(24) 25(24) 32(24) 28(24) 10(24) 25(24) 14(24) 13(24) 17(24) 18(24) 15(24) 337
7(11) 9(11) 11(11) 11(11) 17(11) 5(11) 9(11) 8(11) 10(11) 18(11) 17(11) 12(11) 6(11) 14(11) 154
13(13) 6(13) 6(13) 15(13) 17(13) 8(13) 30(13) 15(13) 12(13) 10(13) 14(13) 14(13) 6(13) 18(13) 184
100 100 100 100 100 100 100 100 100 100 100 100 100 100 1400
Hypothesis setting
H0: The response of end users about DIAMANT Glass are independent of its features.
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H1: The response of end users about DIAMANT Glass are dependent of its features. Calculated value of Chi square =
(O - E)2 E
= 259.83 Level of significance Degrees of Freedom =.05 (taken as 95%) = (row-1)(column-1) = (14-1) (5-1) = 13*4 = 52
= 69.82
CONCLUSION OF THE ANALYSIS Market potential for DIAMANT glass will be high
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CHAPTER VI
SUMMARY OF FINDINGS, SUGGESTIONS, CONCLUSION
FINDINGS
The awareness level among the end users was 52%
Most of the features are liked by the end users and the result was favouring the product
35% were Completely satisfied and 42% were somewhat satisfied by the Transparency feature of DIAMANT. 46% were Completely satisfied and 36% were somewhat satisfied by the Reality feature of DIAMANT. 46% were Completely satisfied and 34% were somewhat satisfied by the Attractive feature of DIAMANT. More people rated the other features like DURABILITY, COMPETITIVENESS, SIZE & THICKNESS, PRICE as high Besides they are satisfied with their experience, the after sales service, the services of the dealers regarding DIAMANT. End users are very much satisfied with the Brand name of the product, Advertisements and the prospects of DIAMANT The study shows that the number of future purchase of DIAMANT will be high (Very high 30, High - 15) The study reveals that about 62% of the people wants to try DIAMANT in future
Flow of imported glasses in to the market is more, but the brand name and added features of DIAMANT will help to overcome the competition. DIAMANT is useful for a specific segment of market (Ex: Jewelry)
SUGGESTIONS
Increase the awareness level of the end users & the opinion leaders (Architects Carpenters, Interior designers). Send browsers & catalogs directly to end users Meet the users in person (who need DIAMANT in huge volume) Increase the amount of Advertisements & sales promotional activities. Conduct awareness programs & Display DIAMANT Glasses in the Jewelry owners association meeting Increase the production to cut down the cost & to compete with the imported glasses Keep track of the users who purchased DIAMANT to have communication in future
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CONCLUSION
The value of market potential analysis is that it aids in development of market strategy by focusing on hidden opportunities that can be exploited for new revenue growth. From the study entitled Analysis of the market potential of DIAMANT Glasses of SGG in Chennai conducted among the 100 end users its clear that the features, the added qualities & the features are liked by the end users. The brand name and awareness level about the product is comparatively good and this will induce the end users for the purchase. The company had to increase the reach and frequency of the advertisements and should use more sales promotional activities to get more sales. SGG can increase the production to cut down the cost to reduce the price to compete with the product. Analysing the responses of the end users to the attributes & features of DIAMANT and by applying Chi square test, its statistically proven that DIAMANT is having a good market potential.
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BIBLIOGRAPHY
1. Philip kotler (2000), marketing management, prentice-hall india (p) ltd. 2. Body walker (2002) markiting management, mcgraw hill. 3. C.r kothari (2001) esearch methodology, wishva prakashan. 4. Donold r.cooper and ramela s.schindler (2000), business research method, tata mcgrawhill publishing co.ltd. 5. Richard i.levin and david s rubin (1997), satistic for management.
WEBILIOGRAPHY
www.google.com www.findarticle.com www.marketresearch.com www.guruji.com www.chisquaregeorgetown.edu
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APPENDIX
QUESTIONNAIRE FOR THE END USERS OF SGG DIAMANT GLASSES SHOP DETAILS Shop Name Contact person Name Shop Address1 Shop Address2 Shop timings Peak sale times QUESTIONS 1. Are you aware of the DIAMANT Glasses of SAINT-GOBAINS? Yes No Somewhat satisfied Neutral If yes how satisfied you are with the product? Ans Completely satisfied Somewhat dissatisfied Completely dissatisfied 2. How satisfied you are with the Transparency of the product? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied 3. How will you rate the Reality feature of the DIAMANT Glass? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied
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4. How much satisfied you are with the Attractive feature of the DIAMANT Glass? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied 5. How much satisfied you are with the Durability feature of the DIAMANT Glass? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied 6. How satisfied you are with our sales people? Ans Completely satisfied Somewhat dissatisfied Somewhat satisfied Completely dissatisfied Neutral
7. How satisfied you are with the performance of DIAMANT Glasses when compared with the other products? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied 8. How satisfied you are with the after sale service of the company? Ans Completely satisfied Somewhat dissatisfied Somewhat satisfied Completely dissatisfied Neutral
9. How will you rate your experience with the DIAMANT Glass? Ans Completely satisfied Somewhat satisfied Neutral Somewhat dissatisfied Completely dissatisfied
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10. How satisfied you are with the price of the product? Ans Completely satisfied Somewhat dissatisfied Somewhat satisfied Completely dissatisfied Neutral
11. Are you satisfied with the services of Dealers? Ans Completely satisfied Somewhat dissatisfied Somewhat satisfied Completely dissatisfied Neutral
12. Are you satisfied with the size & thickness of the DIAMANT glasses? Ans Completely satisfied Somewhat dissatisfied Somewhat satisfied Completely dissatisfied Neutral
13. How will you rate the prospects of the DIAMANT Glasses? Ans Excellent Average Fair Poor Very good
14. How will you rate the Brand image of the product? Ans Excellent Average Fair Poor Very good
15. Your purchase decision is influenced by Advertisement of the product Are you agreeing with this statement? Ans Strongly agree Disagree Agree Strongly disagree Neutral
16. What will be your further rate of purchase of DIAMANT Glasses if situation demands?
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17. Would you like to try DIAMANT Glasses in your highest valuable places? Ans a) If Yes b) If No 18. Are you going for any renovation of the existing shop? Ans a) If Yes When? Within 1 month Within 3 months Within 6 months Within 1 year After 1 year b) If No 19. Are you going for any new projects? Ans a) If Yes Within 1 month Within 3 months Within 6 months Within 1 year After 1 year b) If No SUGGESTIONSWhen?
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