A Study on Market Potential of Jotun Paints

Indian Scenario

The paint market in India has been on a roller-coaster ride since the turn of the century. The first two years were reported to be disappointing with slumps in major end-user sectors like housing and automotives. But the year 2002 brought a ray of hope and the industry has been recovering successfully henceforth. The housing sector has been the front-runner in this resurgence aided by incentives in union budgets and softening of the home loan interest rates. With 70 percent of the total paints in Indian being allocated to decorative uses, the housing sector commands much attention from the suppliers and industry analysts. A majority of the population in India gives much importance to have an own house. That is why industries like cement and paints manage to show continuous growth. Though the economic downturn had caused a reduction in demand from the housing sector, yet it is reviving in an exceptional rate. In general, the demand for paints follows the patterns in economic growth,

driven by urbanization and improved housing standards. The demand for paints from new housing would constitute approximately 30 percent of the total demand; the rest comes in from repainting, mainly after the monsoon rains and before festive seasons. This is a function of disposable income, so improvement in rural incomes will definitely boost the growth in the paint sector.

Market profile

The Indian paint industry is Rs. 49 billion sector. Today the Indian paint industry produces about 1050,000 MT per annum. The Indian paint industry enjoys a global market share of about 1.8%. The per capita consumption of paints in India is very low at 0.815kgs per annum if compared with 4kg in the South East Asian nations and 25kgs in developed countries. The global average per capita consumption is 15 kg.
The industry comprises of two main segments – decorative/architectural and industrial paints. The decorative/architectural paint segment accounts for 70 percent of the total paint market while the industrial paint segment accounts for the remaining 30 percent. In India the organized sector controls 70 percent of the total market with the remaining 30 percent being in the hands of nearly 2000 small-scale units. Competition is very strong in the Indian paint market. Unlike some other large markets like China, the Indian market is not very fragmented. Most of the paint leaders have technical tie-ups with global paint leaders. The leaders in the organized paint industry are Asian Paints (India) Ltd. (APIL), Goodlass Nerolac Paints Ltd. (GNPL), Berger Paints, Jenson & Nicholson Ltd. (J&N) and ICI (India) Ltd.
Asian paint (APIL) is the industry leader with an overall market share of 37 per cent in the organized paint market. It has the largest distribution network among the players and its aggressive marketing has earned it strong brand equity. Kansai Nerolac has a market share of 15.9 percent in the organized sector. The Berger Group and ICI share the third and fourth slot in the industry with market shares of 13.8 percent and 11 percent respectively. APIL dominates the decorative segment with a 38 per cent market share. Kansai Nerolac dominates the industrial paints segment with 41 per cent market share. It has a lion’s share of 70 per cent in the Original Equipment Manufacturer (OEM) passenger car segment, 40 per cent share of two wheeler OEM market and 20 per cent of commercial vehicle OEM market. It supplies 70 per cent of the paint requirement of Maruti, India’s largest passenger car manufacturer, besides supplying to other customers like Telco, Toyota, Hindustan Motors, Hero Honda, TVS-Suzuki, Mahindra & Mahindra, Ashok Leyland, Ford India, PAL Peugeot and Bajaj Auto. GNPL also controls 20 per cent of the consumer durables segment with clients like Whirlpool and Godrej GE. The company is also venturing into new areas like painting of plastic, coil coatings and cans. APIL, the leader in decorative paints, ranks a poor second after Goodlass Nerolac in the industrial segment with a 15 per cent market share. But with its joint venture Asian-PPG Industries, the company is aggressively targeting the automobile sector. It has now emerged as a 100 per cent OEM supplier to Daewoo, Hyundai, Ford and General Motors and is all set to ride on the automobile boom. Berger and ICI are the other players in the sector with 10 per cent and 9 per cent shares respectively. Shalimar too, has an 8 per cent share.

Part B: Study on the subject
Definition of Marketing

Harry Z Harisen has defined marketing as the process of discovering and translating consumers wants into product and service specification and then in turn, helping to make it possible for more and more consumers to enjoy more and more services. Marketing is the economic process by means of which goods and services are exchanged and their values determined in terms of money services.

Significance and Importance of Marketing

Marketing is recognized as the most important or significant activity in our society. The importance of marketing today is greater than the problem of production. It has been aptly remarked that nothing happens until somebody says something. If the levels of living are low in any country then that can be contributed to the least developed marketing system. According to Peter F Drucker, an eminent management consultant and thinker, the neglect of marketing is one of main factors, which keep the economy under developed.

Target Market and Segmentation

A marketer can rarely satisfy everyone in the market. Therefore, marketers start with market segmentation. They identify and profile distinct groups of buyers who might prefer or require varying products and marketing mix.

Product Positioning

Positioning starts with a product. A piece of merchandise, a service, a company, an institution or even a person. But positioning is not what you do to a product. Positioning is what you do to the mind of the prospect. That is, you position the product in the mind of the prospect. Success in any market, whether consumer or industrial, depends on the firm’s ability to create a position in the mind of the potential customers.

Core Marketing Concepts :

Marketing can be further understood better by defining several of its core concepts.

1. Targets and market segmentation
2. Marketers and prospects
3. Needs, wants, and demands
4. Product or offerings
5. Value and satisfaction
6. Exchange and transactions
7. Relationships and networks
8. Marketing channels
9. Supply chain
10. Competition

Marketing Research

Marketing research is the systematic design, collection, analysis and reporting of data and findings relevant to specific marketing situation facing the company. MARKETING RESEARCH PROCESS

1. Define the problem and research objectives
2. Develop the research plan
3. Collect the information
4. Analysis the information
5. Present the findings

Statement of the problem:
Jotun paints being an international brand has considerably very low market share in Bangalore. The company aims to penetrate into the Karnataka market and through this study the company wants to find out its market potential in Bangalore.

Need and Importance of the Study:

This study will help Jotun Paints for further enhancement of service and increase the market share in that segment and also ensure customer satisfaction. A study on market potential of Jotun paints in Bangalore was needed to identify their potential market base. The Company needs to know their competitors in the market place. A company cannot exist if they are not aware of their competitors, their products and services, market share, and strategies they followed for marketing or providing services to their customers.

It was very important for the company to create awareness among dealers of paints about Jotun in Bangalore. As this brand of paints migrated to Bangalore recently so its essential for them to create new and potential customers. Another important thing for this study was to identify prominent paint dealers in Bangalore who could act as catalysts in increasing the market potential of the brand. As Jotun is well established in many cities, they want to penetrate into the Karnataka market as well. Hence through this study the company wants to identify the potential market in Bangalore.

Objectives of the Research:

The main objective of the study was to identify the potential customer base of Jotun paints in Bangalore by identifying the dealers who could act as catalysts in promotion and sales of the brand. The study was also conducted to figure out the market share of various paint brands like Asain paints, Nerolac, Berger and ICI paints which are tough completion to Jotun.

The objectives can be mainly classified into two parts:

• Primary Objective
• Secondary Objective

Primary Objective
To identify the market potential of Jotun paints in Bangalore. The company aims at identifying paint dealers who could stock Jotun paints based on the response they get from the research.

Secondary Objectives

1. To figure out the level of awareness among paint dealers about Jotun paints.
2. To create new and potential customers for the brand.
3. To identify competitors in the market.
4. To find out fast selling products of other brands which pose a threat to Jotun.
5. To gain knowledge about the peak seasons of sale of paints from the paint dealers .
6. To suggest measures to create and improve potential customer base of Jotun paints in Bangalore.

Sampling:

Sampling technique: Random Sampling technique

This type of sampling also known as chance sampling or probability sampling where each and every item in the population has an equal chance of inclusion in the sample and each one of the possible sample, in case of finite universe, has the same probability of being selected. This procedure gives each item an equal probability of being selected.

This refers to the number of items to be selected from the universe to constitute a sample. The sample size for this study was 100. Keeping in mind that it should be optimum. An optimum sample is one which fulfills the requirements of efficiency, representativeness, reliability and flexibility.

Methodology:
Survey method is conducted for this study. Both secondary and primary data are used.

• Type of research
  The research which has been used is descriptive type. Descriptive research includes survey and fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists. Present survey is conducted by using questionnaires and interviewing the respondents in a given segment.
• Sample Description
  Samples are collected from paint dealers in Bangalore. Those people are dealers of paints of various brands in Bangalore.
• Instrumentation Technique
  Questionnaire:
  Questionnaires are used primarily in making status studies of current practices and in conducting opinion polls and surveying attitudes. The information is a competent source of data.

Actual Collection of Data

Data is collected through questionnaires. Survey performed in Bangalore by personal interview to various paint dealers. Secondary data is also used for the research. Both qualitative and quantitative data have been used in the study which were collected from various sources like the internet, journals, other research papers etc..

Interview Method

The interview method of collecting data involves presentation of oral-verbal stimuli and reply in terms of oral-verbal responses. This method can be used through personal interview and if possible through telephone interviews.

Personal Interview

Under this study personal interview had been conducted. Personal interview method requires a person known as the interviewer asking questions generally face-to-face contact to the other person or persons.

Other software used for data analysis
MS word has been used for typing all the project reports and MS-Excel is used for graphs, bar diagrams, multiple bar diagrams, pie charts, etc

Limitations of the study:

1. Time constraint:
   Time constraint was a great limitation for the study. Due to time constraint, the researcher could cover only a few areas of Bangalore city.
2. Limited sample size:
   The fixed sample size of 100 gave only a brief idea about the market potential of the paint brand in Bangalore city.
3. Difficulty in accessing the respondents:
   It was a difficult to access the respondents, who were located in the various parts of the city.
4. Chapter 3: Company Profile

Company profile:

The Beginning

The beginning of the paint business Odd Gleditsch started to develop his talent for business when he opened a paint distributor’s shop in 1920. It was a good time for the whaling industry, and Gleditsch soon worked his way into the business of supplier to the whaling fleets in Sandefjord, Tønsberg, and Larvik. As sales to the whaling fleet increased, Gleditsch saw the pontential in manufacturing the paint himself. At Gimle, outside Sandefjord, there was an oil mill (Gimle Oljemølle A/S) which was close to bankrupcy – an oil mill which produced antifoulings and marine paints sold through the Gleditsch paint shop.

On 12th March 1926, Gleditsch invited shareholders to subscribe to the new company. With a share capital of NOK 60.000, Jotun Kemiske Fabrik A/S was founded, and bought the plant of Gimle Oljemølle A/S, with Odd Gleditsch as managing director.

At this stage, Odd Gleditsch placed great emphasis on quality. The production plant was modernised and product quality improved, all of which lead to increased sales.

Expansion abroad

As a supplier of marine coatings to the Norwegian merchant navy, Jotun always had contacts throughout the world.

This was due to excessive marketing costs incurred to confront the competition. Large sums of money were spent without achieving either stability or expansion, and it became apparent that there was a risk of large foreign paint manufacturers controlling parts of the Norwegian paint industry.

Norway had, and still has, one of the highest levels of paint consumption per capita in the world, and the price and quality level of the products is high. Even as a small market, Norway may be a temptation to large international manufacturers. The four major manufacturers in the Norwegian market were aware of the danger, and in August 1971 an agreement was reached.

Odd Gleditsch jr., then Managing Director of A/S Jotun, insisted that the four largest Norwegian manufacturers should merge. A/S Jotungruppen was established on 2nd January 1972. The four companies were: Alf Bjercke A/S, Fleichers Kjemiske Fabrikker A/S, A/S De-No-Fa og Lilleborg Fabrikker, and
A/S Jotun Odd Gleditsch.

The Big Four

Alf Bjercke A/S
Alf Bjercke A/S, with head office in Oslo, a factory for unsaturated polyester outside Oslo, and factories in Sweden and Ethiopia. Alf Bjercke A/S was the oldest company participating in the merger. Their production went back to the 1880’s – and the company’s main production was paint for domestic and industrial use as well as unsaturated polyester.

in Bergen was established in 1923. In addition to the Bergen factory, Fleischer had a production plant for alkyds as well as one for clear varnishes at Manger outside Bergen. Fleischers Kjemiske Fabrikker A/S was particulary known for their paints for exterior timber as well as paint systems for the fishing fleet. A/S De-No-Fa og Lilleborg Fabrikker’s

activities in the business areas paint, varnish and synthetic resins were separated from their other business areas and merged with three other companies. De-No-Fa Lilleborg had traditions in the paint business as far back as 1830, when the company started production of linseed oil. The company had a production plant for paint and synthetic resins in Fredrikstad, where they manufactured house paints, marine coatings and synthetic resins as well as a large unit producing unsaturated polyester. A/S Jotun Odd Gleditsch

Was the youngest company of the four – but the largest at the time of the merger. The basis for Jotun’s rapid growth was mainly the sales of marine coatings to the Norwegian merchant fleet, and at the time of the merge 50 % of Jotun’s production was marine coatings, which were sold all over the world. A/S Jotun Odd Gleditsch had their production plant and head office in Sandefjord, and subsidiaries and associated companies for production in Libya, Spain, Thailand, Malaysia, and the United Kingdom.

The Jotun Group

The Jotun Group is one of the world’s leading manufacturers of paints, coatings and powder coatings. The group has 71 companies and 40 production facilities on all continents. Including the total network of legal companies, agents, branch offices and distributors Jotun is represented in 80 countries. Jotun’s operations cover development, production, marketing and sales of various paint systems and products to protect and decorate surfaces in the residential, shipping and industrial markets. In 2009 the Jotun Group had a total sales income of NOK 12 805 million, and has today 8 200 employees.

Headoffice is located in Sandefjord, Norway.

Our founder

Odd Gleditsch played a very special role in the development of Jotun, not only during his time as a Managing Director, but also during later years right up to his death in 1990. His personality had an extraordinary influence on the company, on employees, among customers, and on everyone with whom he came in contact.

He had a particular gift for creating enthusiasm among employees at all levels. He once said; “If I have a secret weapon, it is my ability to find able employees and to listen, and listen carefully, to their thoughts, suggestions and ideas.” Many people would say that it was this very way of thinking that created the able employees.

He described himself as a salesman, and a salesman he was, in the best and most positive meaning of the word. In fact, it was as a salesman that he started his career. As a 15-year-old boy he left home for the first time with a job on board a factory ship bound for the whale hunting season in the Southern Ocean. The year was 1910, and expressions like “market analysis” and “long-term planning” were still unknown, but the boy on his first voyage in the wide world already had a flair for business. When the ship docked in England for provisions on its way south, he bought cases of cigars and watches, and when Christmas came, there was a good market for these luxuries in the Antarctic. The boy Gleditsch had made his first profit as a businessman.

During the whaling seasons which followed, Odd Gleditsch worked both on factory ships and small hunting boats. In between he went to school, and eventually qualified as a first officer. He also shot quite a number of whales himself – but in 1916 he gave up whaling for good. That was the year he found out that an errand boy could make as much money in the stock market in one day as he could in a full season in the Southern Oceans. This was all he needed for a quick decision. Odd Gleditsch started in the stockbroking business. The glorious era for stockbrokers, however, came to an end. In 1920 he started a shop selling paints and ships supplies. In the meantime, he had also been involved in show business, performing in cabarets, and became a well-known and popular singer and presenter. This talent had a real impact on his later success as a leader of a prosperous company – his ability to create happiness and enthusiasm.

Vision

Jotun A/S will enhance long-term competitiveness and financial performance through a responsible approach, attitude, and actions regarding Health, Safety and Environment. CORPORATE OBJECTIVES

All manufacturing companies in which Jotun A/S holds a minimum of 50% of the shares or has the management responsibility shall as a minimum comply with the Jotun HSE-standard. This includes also warehouses operated by Jotun.

The main purpose is to focus on HSE-matters as an integrated and important part of the total Jotun business, and help the management on all levels to understand the importance of these topics in the chemical industry.

Corporate Idea

All Jotun operations shall:

• prevent occupational and work related diseases
• promote physical and psychological good health
• safeguard life and property
• prevent pollution of the environment
• be conducted with in the existing code of ethics

Inference:

• There are more number of retail outlets compared to whole sale.
• The retail outlets constitute 68% where as the retail cum wholesale constitute the rest 32%.
• It was observed that there were no dealers with 100% wholesale business.
• Inferences:
  80% of the respondents did not have more than one store
  20% replied positively

Analysis:

• Out of the 100 samples taken, comparison was done to find out the number of people employed according to the area of the shop.
• Since the company keenly wanted to know the area of the shop and the number of people employed according to the size of the shop all the 100 samples have been taken into consideration.

Inference:

• It is infered that the area of the shop is not proportional to the number of people employeed.
• The shop with largest area of 987sq ft employees only 4 people.

Inferences:

• 66% of the outlets store only one type of paint (asian)
  34% store multi brands

G

Analysis:
•This was a multiple response question thus the respondents may stock more than one product. Inference:

•90% of the respondents have stocked paints.
•88% building materials.
•Most of the hardware stores stock paints.

Inference:

•45% of sales is contributed by paints .
•55% of sales is contributed by other products.

Inferences:

• January, May, June, August and October is seen to have the peak period for paint sales.
• April, July, November and December is seen to have the average period for paint sales.
• February, March and September is seen to have the lean period for paint sales.

Analysis:

• The maximum paint outlets stock Asian paints and the max revenue is generated from the same.
• The graph shows the % of the brand stocked Vs the contribution towards sales.

Inferences:

• The maximum outlets stock asian paints and the maximum revenue is generated from the same.
• The market share of Asian paints can be viewed from this graph.

Inferences:

• The maximum number of outlets stock interior and exterior paints of which interior generates maximum revenue.
• 20% of the revenue contribution is from exterior paints where as primers, wall putty, synthetic enamels, distemper and wood coatings contribute only nominally.

Analysis:

• •Asian tractor emulsion which is a low priced and gives more coverage area is recommended mostly by the painters and builders to gain more in terms of profit. This in turn increases the sale for the same.
• •Asian enamel is also driven by the same characteristics.
• •Asian Apex is recommended more by the direct customer.

Inferences:

•The painters & builders more of asian tractor emulsion.
• The end user recommendes more of asian apex.

Inferences:
90% of the color mixing machines are supplied by asian paints as the maximum number of outlets stock asian paints exclusively.

Inferences:

• Out of the 100 samples it is seen that 90% of the outlets do not have warehousing facilities as well as 95% do not provide transportation facilities.
• 10% and 5% of the outlets have warehousing and provide tyransportation facilities.

Analysis:
This was a multiple response question to which the respondents may have tie-ups with more than one of the above options.

Inferences:
It is seen that most of the outlets have tie-ups at the root level i.e. with the painters because the line of credit which may be allotted to them is considerably low compared to institutions and contractors.

Inferences:
Out of the 100 samples taken all the outlets do not undertake supply and apply jobs as it involves risk as well high line of credit.

Inferences:

• Asian paints replace 70% of the damaged products and give 30% of credit notes for the rest.
• Berger paints replace 60% of the damaged products and give 40% of the credit notes for the rest.
• Berger paints replace 60% of the damaged products and give 40% of the credit notes for the rest.

Analysis:

This was a multiple response question. The respondents may get more than one benefit from the company.

Inferences:

• The paint company’s mostly give profit% as benefits for the dealers.
• From the study its inferred that Asian paints is the highest giver of gifts as benefits.

Inferences:

85% of the outlets have responded by telling that their average daily turn over is between 5001 to 10000 Rupees.

Analysis:

This was a multiple response question. The respondents have given their comments on more than one brand of paints.

Inferences:

• 100% of the respondents have never heard of Jotun paints.
• 100% of the respondents are aware of asian paints.
• 60% of the respondents say that berger is higher in their quality standards.
• 70% of the respondents say that ICI is higher in their pricing range.

Findings of the Study

The main findings of the study are as follows;

1. The competition in the infra sector is becoming more with the upcoming of many new institutional builders. Because of this, the builders tend to be unique from the rest in the field in order to have a competitive advantage. This makes them more cautious in the selection of paint brands. As decorative paints are one of the most important segments of all paint companies, the institutional customers form the key customers for the paint companies.
2. The institutional customers have ranked Asian as the most preferred brand, based on the brand image.
3. It was found out that price is an important factor in the selection of a paint brand. And it is found that Nerolac is the best in the same.
4. Availability is yet another important factor for the selection of brand.
5. The institutional customers look for durability of the paint brands and majority has selected Berger customers because of this.
6. The institutional customers give importance for the color range of the brand for selecting them, and Asian and Berger are the best in this respect.
7. There is a good preference for schemes/promotion in selecting the paint brand. Asian stand out in the case of schemes for the customers.
8. It has been found that advertisement has very less influence on the selection of the brand. A marginal majority of Berger and Asian customers are guided by the advertisement.
9. The customer relationship strategies of the paint companies also have a great influence in the selection of the paint brand. It has been found that Asian is having the best customer relationship strategies. 10.There is an upcoming interest for the selection of newer paint brands by the institutional customers.

Recommendations

1. Jotun paints should aim at advertising its products more extensively. The paint is a relatively new brand in India and lacks effective advertising. In the research conducted it was observed that practically none of the paint dealers knew about the brand. The company should adopt advertising through television, print media and trade shows.
2. The company should aim at small retail outlets and make the paint readily available. The existing dealers can have several retailers under them creating a supply chain.
3. The existing exclusive outlets can practice marketing strategies in their area spreading awareness in the locality thru print media and hoardings.
4. The company should improve its customer relationship strategies to gain more market share. 5.The company should conduct regular market research to find out the change in need of institutional customers.
5. Trade exhibitions can also be thought off for architects and also for builders (eg:- CREDAI exhibition). This will enable Jotun to segment their customers.
6. Altogether, Jotun has to adopt aggressive measures in overcoming the competition of Asian.

Conclusion

As the purchasing power of the customers increases, they are inclined towards the selection of the product that satisfies their needs to the best, irrespective of the price. They will always look for superior quality, branded products. With the emergence of new players in the infra sector, they tend to standout from the rest by giving more importance to aspects like painting. This makes the paint companies to become more cautious about aspects of their product, like quality, price, durability etc. with the current study, the researcher has found out the influence of such factors that makes the institutional customers to have different perceptions on various paint brands.

It can be concluded that Jotun has fairly a low market potential in Bangalore due to the lack of awareness of the brand. It faces tough competition from Asian, Berger and Nerolac. It can also be concluded that if small retail outlets are given more importance than projects the rate of awareness spreading would be more.

Annexure

“Market potential of Jotun Paints in Bangalore”

I am Roshan Raju, 3rd year BBM student of Kristu Jayanti College Bangalore, I am doing a project on “Market potential of Jotun Paints in Bangalore”, I kindly request you to fill this questionnaire and aid me in successfully completing my project. Thank you.

Date: ___________
Form no.:_______

NAME & ADDRESS :

1.  TYPE OF OUTLET (Single Resp.)
2. Wholesale only
   Retail only
   Retail-cum-Wholesale
3.  Do you have any other stores dealing in Paints managed by you within this city or across cities?
4.  OTHER INFORMATION
5. Month & Year of establishment of shopMMYYYY
6. Area of Shop (in sq.feet)
   No. of persons to attend customers
7. Type of Outlet
8. Paints Stocking onlyExclusive
   Multi-brand
9. What products do you normally stock? (Multiple Response)
10. Products stocked
    Paints
    Sanitary ware
    Electrical switches
    Adhesives/ Water Proofing Chemicals
    Plywood
    Blues
    Stainer
    Colour Concentrate
    Building Material
    Others Please Speciify
    1.
    2.
11. If your total sales for the year is Rs.100, how much of this is from sales of Paints?
12. % Contribution
    Paints Only
    Other Products
    Total100 %
13. Lean / Peak / Average Period for Paints Sales
14. JanFebMarAprMayJun
15. JulAugSepOctNovDec
16. Please write ‘1’ for Lean period, ‘2’ for Peak period and ‘3’ for Average period of sales
17. 8. Of the following Paint Companies (read out the names of Companies mentioned below) whose products do you stock?. If the total sale of Paints is Rs. 100, how much is the sales for each of the following Companies (read out the names of Companies circled). Probe for any other Paint Companies not mentioned in the list whose products are stocked by the shop.
18. Paints√% Cont
    Asian Paints
    Goodlass Nerolac
    Berger Paints
    ICI Paints
    100%
19. Of the following types of Paints (read out from the list below) which products do you stock? (Circle the relevant codes). If your total sales of all Paints is Rs. 100, how much is the sales for each of the following paints (read out the names circled).
20. Type of PaintPercent contribution by value
    Decorative Paints Synthetic Enamels
    Primers
    Wall Putty
    Exterior Emulsions
    Interior Emulsions
    Distemper
    Cement Paint
    Luster
    Wood coatings
    Automotive paints
    Industrial paints
    100%
21.  Which are the fast selling products? What is the price & pack size?
22. ProductsPricePacking Size
23. What is the reason for fast selling brands?
24. ProductRecommendations by :
    PainterBuilderEnd User
25. Do you have a Colour Mixing Machine (MCD)?
26. Yes No
27. Which Paints Company has supplied/ provided the MCD machine? (multiple responses possible)
28. Name of the Company*No. of MCD
    Asian Paints
    Goodlass Nerolac
    Berger Paints
    ICI Paints
    Total Machines
29.  Do you have own warehouse & transportation
30. WarehouseYesNo
31. Transportation
32. Do you have tie ups with any Contractor/ Institution/ Painters or have own team? (Multiple response possible)
33. YesNo
    Contractor
    Institution
    Painters
34. Own Team
35. Do you undertake “Supply & Apply” jobs?
36. Yes No
37. What are the company’s criteria for damaged products/cust. complaints/projects?
38. CompanyCriteria
    Asian Paints
    Berger Paints
    ICI Paints
    Nerolac Paints
39. What benefits, does he get from the paint company
40. CompanyBenefits
    ToursGiftsProfit %Schemes
    Asian Paints
    Berger Paints
    ICI Paints
    Nerolac Paints
41.  On an average what is the TOTAL OUTLET TURNOVER PER DAY (Single Resp)?
42. In case the respondent does not disclose actual turnover in Rs. please record the turnover in terms of the ranges given below.
43. Average daily turnoverDealer stating
44. Upto 1,000
45. 1,001-5,000
46. 5,001-10,000
47. 10,001-25,000
48. 25,001-50,000
49. 50,001-85,000
50. 85,001-130,000
51. 130,001-200,000
52. 200,001-350,000
53. 350,001-500,000
54. 500,001-800000
55. 800,001 +
56. What is your opinion about:
57. Asian PaintNerolacBergerICIJOTUN
58.  Comments on competition:

_________________________________________________________________________________________________________

Bibliography

1. Kotler Philip and Armstrong. Principles of marketing. Printice-Hall of India Publications,(New Delhi : 2002) 2.Kothari C.R., Research Methodology. New Age International (New Delhi : 2003) 3.Journals of the Company
2. Annual report of the company http://www.scribd.com/doc/5690174/Research-Report-1