1.

1 INTRODUCTION
The study entitled A study on dealers satisfaction level in Palakkad and Malappuram
districts with reference to RAFEEQUE WOOD INDUSTRIES, CHEMMANIYODE,
MALAPPURAM. Dealer is an intermediary between the manufacturer (company) and the last
leg of the channel, the retailer or sometimes the final consumer. Dealers Satisfaction comprises
of three basic components, a response pertaining to a particular focus determined at a particular
time. The main objective of the study is to determine the satisfaction level of the dealers towards
Rafeeque wood industries products.
Dealer behaviour is the study of how he purchases, how he sells, how they get feedback
from consumers and after that he came to conclusion about particular products of the industry. It
attempts to understand the buyer decision making process, both individually and in groups.
By understanding the consumer, we will be able to make a more informed decision as to which
strategy to employ.
The features and other necessities of Dealers satisfaction are also explained in the
theoretical concepts of the study. With the help of the project an attempt is made to study the
satisfaction level of the dealers, factors influencing dealers satisfaction, the impact of
promotional activities on dealers and whether the dealers have proper accessibility of Rafeeque
wood industries products.
In this study a descriptive research design has been used. For the purpose of the study,
convenience random sampling method is adopted to carry out the study by the researcher.
Around 40 dealers were selected as sample from the dealers of Rafeeque wood industries in
Palakkad and Malappuram districts. A systematic method was adopted for the collection of data.
Both primary & secondary data were collected for the smooth and successful completion of the
study. Questionnaire is used for present study to know the opinions of the dealers on each
statement the questionnaire consist twenty questions about the dealers, satisfaction level . This
survey is done outside the organization. Collections of data were analysed and tabulated in a
sequential manner and the interpretations are given along with the tabulation. Statistical tool chi
square test also helps to find out if there is any association between two variables. The researcher
ensures that findings and suggestions of the study will help the industry to take necessary
improvements. In this chapter the researcher mainly focused on industry profile, company
profile, research methodology, objectives and limitations of the study.

1|Page
1.2 INDUSTRY PROFILE
Plywood is one of the most commonly used materials in wood working today, and no
wonders not only is it strong, resistant to expansion and shrinkage, and extremely flexible, it is
also inexpensive, plywood, in various forms, has been in use since the ancient Egyptians,
however its modern form was invented in the mid 1800s.
Initially, plywood was made from decorative hardwoods used primarily for furniture. At
present wood products are used for manufacture of modern kind of furniture, building material,
material for interior decoration, ship building, automobile manufacturing, and refrigerator and
meant for many other purpose, plywood is produced by peeling a long into thin sheets of veneer
which are clipped to size, dried, and glued in three, five, or seven layers to form a panel that
usually measures 1.2m* 2.4m (4ft 8* 8ft).
Plywood is an assembly of layers of wood (veneer) joined together by means of an
adhesive (glue). It is a multi-used material characterized by its ability to be designed and
engineered for construction and decorative purposes, flat shapes, curves, and bent shapes. There
are two types of plywood: Hardwood and Softwood. Hardwood plywood is generally used for
decorative purposes and has a face ply of wood from broad leaf trees. Softwood plywood is
generally used for construction and structural purposes, and the veneers are of wood from needle
bearing trees. Most plywood plants make their own veneers at plant sites.
HISTORY OF PLYWOOD
Plywood has been made for thousands of year; the earliest known occurrence of plywood
was in ancient Egypt around 3500 BC. The Egyptians made furniture with it over 3500 years
ago, and many of the great English furniture makers such as Sheridan used veneer as a raw
material. But the sheets of veneer glued together into panels known as plywood are of recent
origin, a new product of the 20th century.
This was originally done due to a shortage of fine wood. These sheets of high quality wood
were glued over a substrate of lower quality wood for cosmetic effect, with incidental structural
benefits. This manner of inventing plywood has occurred repeatedly throughout history. Most
high quality English furniture makers working in the eighteenth and nineteenth centuries have
used veneering as a technique. In addition to making the most out of the highest quality materials
available it reduces prices and improves stability of construction. The irregularities of grain
which confer decorative interest often result in uncontrollable warping and cracking if any

2|Page
attempt is made to use the wood in thickness much greater than those characterize in cabinet
making veneers.
Modern plywood, in which the veneer is act on a rotary lathe from softwood logs, is of
relatively recent origin, invented by Immanuel Nobel. The first such lathes were set up in the
United States in the mid 19th century. Plywood has been one of the most ubiquitous building
products for decades. One of the earliest applications of mass- produced modern plywood
manufacturing in the United /states was recorded in Portland, Oregon, by the Portland
manufacturing company. The owner: Thomas. J. Autzen helped develop a bonding technology,
which greatly shortened the drying and manufacturing process. His early engineering
contribution played an important role in making plywood one of the most abundant and
affordable building products ever produced.
TYPES OF PLYWOODS
Average-quality plywood with show veneer.
High quality concrete pouring plate in plywood.
Different varieties of plywood exist for different applications

Soft Wood Plywood

Soft wood panel is usually is typically used for construction and industrial purpose. The
most common varieties of softwood plywood come in three, five or seven piles with a metric
dimension of 1.2 m * 2.4 m or the slightly larger imperial dimension of 4 feet * 8 feet. Piles vary
in thickness from 1/10 through 1/6 depending on the panel thickness. Roofing can use the
thinner 5/8-inch plywood. Subfloors are at least 3/4- inch thick, the thickness depending on the
distance between floor joists. Plywood for flooring applications is often tongue and groove
mating edge will have a groove notched into it to with the adjacent tongue that protrudes
from the next board. This prevents one board from moving up or down relative to its neighbor, so
providing a solid feeling floor when the joints do not lie over joists. Tongue and groove flooring
plywood is typically 1 in thickness.
Hardwood Plywood
Used for demanding end uses. Birch plywood is characterized by its excellent strength,
stiffness, and resistance to creep. It has a high planar shear and impact resistance, which make it
especially suitable for heavy- duty floor and wall structures. Oriented plywood construction has a
high wheel- carrying capacity. Birch plywood has excellent surface hardness, and damage- and

3|Page
wear resistance.
Special Purpose Plywood
Certain plywood does not have altering piles. These are designed for a specific purpose.
Tropical Plywood
Tropical plywood is always made of mixed species of tropical wood in the Asian region.
Tropical plywood boasts its superiority over softwood plywood due to its density, strength,
evenness of layers, and high quality. It is usually sold at a premium in many marketers if
manufactured with high standards. Tropical plywood is widely used in UK, Japan, Taiwan,
Korea, Dubai, and other major cities worldwide. It is the most preferred choice for construction
purposes in many regions.
Aircraft Plywood
High-strength plywood, known as aircraft plywood, is made from mahogany and/or
birch, and uses adhesives with increased resistance to heat and humidity. It was used for several
World War II fighter aircraft including the British- built mosquito bomber which was nicknamed
the wooden wonder.
Decorative Plywood (Overlaid Plywood)
Decorative plywood is basically a thin slice of expensive grained wood or reconstruction
wood struck to the lesser expensive plywood, MDF, or particle board piece to provide an
aesthetic desired finish that the specific wood type would provide.Usually it is used in paneling
and furniture making.

Flexible Plywood
Flexible plywood is very flexible and is designed for making curved parts. In the UK this
is known as Hatters Ply as it was used to make stovepipe hats in Victorian times however these
may not be termed plywood in some countries because the basic description of plywood is layers
of veneered wood laid on top of each other with the grain of each layer perpendicular to the grain
of the next
Marine Plywood
Marine plywood is specially treated to resist rotting in a high- moisture environment. Its
construction is such that it can be used in environments where it is exposed to moisture for long

4|Page
periods. Each wood veneer will have negligible core gap, limiting the chance of trapping water
in the plywood and hence providing a solid and stable glue bond. It uses exterior Water Boiled
Proof (WBP) glue similar to most exterior plywood. Marine plywood is frequently used in the
construction of boats. It is much more expensive than standard plywood: the cost for a typical 4-
foot by 8-foot 1/2- inch thick board is roughly Dollar 75 to 10 U.S Dollar or around Dollar 2.5
per square foot, which is about three times as expensive as standard plywood. Marine plywood
can be graded as being compliant with BS 1088 which is a British standard for marine plywood.
There are few international standards for grading marine plywood and most of the standards are
voluntary. Some marine plywood has a Lloyds of London stamp that certifies it to be BS 1088
compliant. Some plywood is also labeled based on the wood used to manufacture it.
Other types of plywood include fire- retardant, moisture-resistant, sign-grade and
pressure- treated. However, the plywood may be treated with various chemicals to improve the
plywoods fire resistance. Each of these products is designed to fill a need in industry.
WOOD THROUGH THE AGES
According to the archaeologists mans cultural progress can be traced in the art of wood
veneering. Relies found in Egyptian and Chinese tombs dating 2000 BC indicates that veneering
comprise art and science.
The 14th century witnessed the revival of arts and brought back to veneering a new vigor
and beauty. Today modern machinery and mass production techniques produce veneers that are
used to build nearly 80% of furniture. Decorative wood veneers today adorn ever so many other
items such as automobiles, railway carriages, ships etc.
PLYWOOD INDUSTRY IN INDIA
The history of plywood industry in India is old. It is more than 75 years that this industry
was started here on a very modest scale. It was in the year 1906-07 that plywood was imported in
India for the first time-valued at Rs.32Lacs. Import rose steadily and by 1924-25 it was worth
Rs.90lakhs. Tea Industry in Assam, West Bengal and Kerala was steadily developing and it was
thought that plywood industry in the form of Tea Chests production mainly for export should be
developed. Accordingly two plywood factories were started in Assam in1923-24 but their
development was steady and slow and not phenomenal. These were the pioneers and the
resourcefulness and courage shown by them in the early stages of growth of Plywood Industry
was remarkable and the industry owes gratitude to these courageous entrepreneurs

5|Page
 With the outbreak of Second World War, necessity of manufacturing tea chests locally
was very much felt and Plywood Industry in form of Tea Chests Industry started on a large scale.
It will not be exaggerated that Plywood Industry in India is a gift of Second World War. Now that
tea chests must be produced, Forest Departments in different States started thinking in terms of
finding suitable timber for manufacturing tea chests. Experiments were made at Forest Research
Institute, Dehra Dun and it was found that plywood made from Indian timbers were as good as
imported products and therefore advised forest entrepreneurs to set up modern factories in
different States. Accordingly well equipped factories were started indifferent places viz. Sitapur,
Bangalore, Valapattanam, Dandeli and Coochbehar. Some of these factories suffered setbacks in
the post war years, as after cessation of war the vested interests tried to sabotage this industry by
trying to restart imports of tea chest. Tariff Board enquiry was held and the Government imposed
a lien on the importers to purchase Indian products equivalent to the quantity allowed to be
imported. Slowly and slowly, the Government imposed total ban on imports and this thoughtful
action of the Government encouraged the Indian entrepreneurs to modernize their plants and
invest substantial capital in this industry.
After 1947-48, the industry resorted to diversification of its products and block boards,
flush doors, commercial plywood, decorative plywood, marine and aircraft ply woods, produced
in Indian factories came into the market which were second to none in the world in quality and
diversity of its products. Industrial Licensing is governed by the Industries (Developmental and
Regulation) Act, 1951 under which the wood based industry was covered. The Wood based
Industry was under Compulsory Industrial Licensing from 1988whether a small scale unit or a
Large/Medium unit, new undertaking or substantial expansion would require Industrial License.
Apart from tea chests plywood marine and aircraft plywood there are specific demand for
the following articles from the consumers:
1. Shuttering plywood
2. Packaging plywood
3. Plywood drums
4. Flush doors
5. Block boards
6. Commercial and decorative plywood
7. Molded plywood furniture and chair seats

INDUSTRY TRENDS

6|Page
 Competition is keen in the furniture manufacturers and exporters are suffering from
decreasing profit margins. Many companies strive to reduce their cost of production and increase
efficiency; some relocate their manufacturing operations to other areas with lower operation cost,
such as Chinese mainland. On the other hand, foreign manufactures are taking steps to strengthen
their domestic production through products specialization.
Today globally competitive Hong Kong manufactures strive to reduce costs, initiate
quality control, improve design concepts and capability, and upgrade management skills and
increase marketing skills and sales effectiveness. Many manufactures have obtained or are
applying for ISO 9000/9002 certificate.
Hong Kong furniture makers also started to develop their own brands. Furniture
manufactures also become more care about the choice of raw-materials to meet international
standards, such as compliance with legal or other requirements in their target markets. China is
the largest furniture to many countries, including the US and Japan. The total furniture exports of
China exceeds US$6,683 million in 2002, with the US-being its target market. Guangdong
province is the major manufacturing centre of furniture on the Chinese main land. A part from
Hong Kong, manufactures from Taiwan and even the US have also set up the production plants
on the main land. In China, most of the production is on an OEM basis. China also offers a huge
potential market for furniture market.
1.3COMPANY PROFILE
HISTORY OF THE COMPANY
Rafeeque wood industries was established as a small unit of plywood raw material (veneer, face
veneer, etc.) manufacturing unit in malappuram in sole proprietorship basis by Mr PP Rafeeque
in 2006. The spark of idea was explored as Rafeeque in 2008 with partnership basis. The
progress company shown is main blowing.
AWARD AND CERTIFICATION
IS0 9001-2008 CERTIFIED COMPANY
ISI-303
ISI-1659
ISI-2202
COMPANY AT GLANCE
Name of the company Rafeeque wood industries
The registration number D15 MLP8328/10
Nature of business Plywood manufacturing

7|Page
 Partners Muhammed PP
Rafeeque PP
District Malappuram.
Address Rafeeque wood industries,
Chemmaniyodu, Melattur
Malappuram (Dt,)
Kerala
Phone number 04933278242
Email Rafeequeplywoodagmailcom

VISION AND MISSION

VISION
We shall endeavour to maintain leadership through quality products, explore new avenues in
product development and marketing. Create a stronger bond between the management, work
force, dealers and customers, contribute to social development and rural upliftment, and
constantly strive for excellence in all spheres of our activities.
MISSION
To provide maximum benefit to the dealers and to give good quality products to the customers at
a fair profit. To increase the turnover and to widen their markets to all the zones etc.
OBJECTIVE OF THE COMPANY
1 To provide maximum employment opportunities to the people in malappuram
district

2 To cutting edge technologies and optimize the quality of the product.

3 Attempt the best business practices based on ethical values.
4 To maximize profit to maximum sales.
5 To ensure regular supply of quality product
6 Maintaining employment and guard the interest of labours.
7 To increase the economic growth and industrial development of society
8 Enhancing the awareness of employees towards quality through systematic
training development and motivation.

THE MAIN DEPARTMENTs OF RAFEEQUE WOODINDUSTRY

Human resource department.
Marketing department.
Finance department.
Production department.
8|Page
HUMAN RESOURCE DEPARTMENT
Human resource is of paramount importance for the success of any organization. It is a source of
strength, aid and, it is the most important asset of organization. Human resources are the wealth
of an organization, which can help it in achieving its goals. Human resource management is the
planning , organising,and controlling of procurement
Development, compensation, integration, maintenance and reproduction of human resources to
the end of the individual, organizational and societal objectives are accomplished
Human resource management is the qualitative improvement of human beings who are
considered the most valuable assets of an organization. It is the strategic approach to the
acquisition, motivation, development and management of the organization's human resources.
The primary objective of Human resource management is to ensure the satisfactory
accomplishment of the objectives of an organization and of its employees and management. It
help workers in accomplishing individual and organizational goals.
Rafeeque wood industries is highly successful in management its productive human asset.
Mutual understanding between the management and workers is appreciable in off the matter of
the attainment of companys ultimate goal.

Rafeeque wood industries looking is a forward looking organization, committed to identify, train,
develop and sustain its human resource in such a manner so as to integrate the individual career
aspiration of its executives with the fulfilment of the objectives.
MARKETING DEPARTMENT
Marketing Department of the company concentrates on building long term relationship with the
customers, dealers, distributors and suppliers. The company also undertakes sales promotion
works. Marketing department mainly concentrate on consumer promotion and dealers promotion.
Marketing is the process of understanding consumer needs, and fulfilling them. The essence of
marketing is providing desired value to customers. Aims at finding out customer needs and
serving those needs profitably. Profit is an outcome of serving customer needs well A company
exists primarily to serve its customers. Therefore, customers are the most powerful stake holders
of any company. Customer's interest should be paramount and should be protected in every
decision that a company makes, Marketing should be considered as a central business function as

9|Page
it establishes, develops, and commercializes long term customer relationships. Marketing is the
process of discovering and translating consumer needs and wants into products and services
specifications, creating demand for these products and services and then in turn expanding
demand.
Marketing management signifies an important functional area of business management
responsible for the flow of goods and services from the producers to the consumers. It is
accountable for planning, organizing, directing and co-ordinating and motivating the marketing
activities.
Marketing management is the management of the crucial and creative task of delivering
consumer satisfaction and there by earning profit through customer demand.
OBJECTIVES OF MARKETING MANAGEMENT
CREATING CUSTOMERS
Customers are the foundation of the business, it is the customer who Provides revenue to
business and determines what an enterprise will sell. Creating customer means exploring and
identifying the needs and requirements of customers. A firm should analyse and understand their
wants.
SATISFYING CUSTOMERS:
Business should develop and distribute product or services which meets the requirements of
customers of their satisfaction. Satisfying customers does not simply means matching products
with customer's needs; it also requires regular supply of goods and services is reasonable quality
at fair price.
FINANCE DEPARTMENT
Finance is the science of fund management. The main function of finance department is to have
overall control over both inflow and outflow financial resources. The finance department is
divided into different sectors. The field of finance deals with concepts of time, money, risk and
they are related. Finance is the life blood of business. Without finance no economic activity can
be carried on. Finance is an important aspect of a business. Therefore finance requires proper
planning and control to achieve objectives of business. Financial management is concerned with
the managerial activity of planning, procuring and controlling of firm's financial resources.
According Joseph and Massie "financial management is the operational activity of a business
that is responsible for obtaining and Effectively utilizing the fund necessary for efficient

10 | P a g e
operations". Financial department is an important department because: through the efficient
performance of this department the financial position and performance of a firm can be obtained.
PRODUCTION DEPARTMENT
Production is the functional area responsible for turning inputs into finished output through a
series of production process The production manager is responsible for making sure that raw
materials are provided and made into finished goods effectively. Production management is a
process of planning organizing directing and controlling the activities of the production function.
E.S. Buffa defines as Production management deals with decision making Related to production
processes so that the resulting goods or services are produced according to specifications, in the
amount and by the schedule demanded and out of minimum cost . The production planning and
control are the the main characteristics of production management Production management
deals with the following activities:
Decoding and procuring various inputs such as material labour, land, equipment and
capital.
Determining the production process by designing the product The inputs are transformed
into goods and services.
Supervision und control of transformation processor achieving good results

Production is the Heart of an organization. It is the primary business of organization. All other
wings of an organization exist subject to the existence of production It also has a major impact
on the quality and cost of goods and there for is the visible face of the company. Production
department plays a vital role in achieving a firms strategic goal.

1.4 STATEMENT OF THE PROBLEM

A study to analyse dealers satisfaction level in Palakkad and Malappuram with reference to
Rafeeque wood industries, Chemmaniyode, Malappuram Rafeeque wood industries is famous
in the field of plywood and block board manufacturing etc. Rafeeque wood industry are present
in many countries worldwide and is always in an expansion mode so the company have some
problems with dealers so this study to Identifying the satisfaction level of dealers would help the
company to expand even more.

11 | P a g e
1.5 OBJECTIVES OF THE STUDY
Primary objective:
1. To know the satisfaction level of dealers of Rafeeque wood industries products.

Secondary objectives:
1 To identify the factors influencing dealers satisfaction.
2 To identify the expected level of support from Rafeeque wood industries to dealers.
3 To find out the impact of promotional activities given to dealers by Rafeeque wood
industries.
4 To find out whether the dealers have proper accessibility to Rafeeque wood industries
products.
1.6 Research Methodology
The study is fully descriptive in nature. It covers the Dealers of Rafeeque Wood Industries. The
research methodology is followed to conduct the study through the correct research design, find
out the sample frame, design of data collection method, data analysis, and express the finding
through various statistical techniques and giving the suggestions.
1.7 Research Design
In this study descriptive research design is adopted in collecting and analysing the data.
1.8 Population of Research
The population for this research study consists of the Dealers of Rafeeque Wood industries.
The target population of the study is all Dealers in kerala.
1.9 Sampling plan
Sample size
The size of sample taken for this study is 40 Dealers
Sampling unit
Dealers of Rafeeque wood industries in Palakkad and Malappuram districts
Sampling design
Sampling technique used in the study is convenient sampling.
1.10 Sources of Data
Primary data
Primary data are collected based on questionnaire and interview.

12 | P a g e
Secondary data
Secondary data used are textbooks, reports, and websites.
Data collection is through questionnaire using likerts scale.
1.11 Tools used for analysis
For analysis the workers opinion towards the data collected through primary source are subjected
to statistical techniques:

Percentage analysis
Weighted average method
Chi square test
Correlation

Percentage Analysis: Percentage analysis is used to find the percentage values for all the
different questions used in making comparison between 2 or more series of data.

Percentage (%) = Number of respondents/ total number of respondents)*100

Rating Scale: Rating Scale questions calculate a weighted average based on the weight
assigned to each answer choice. If needed, you can change the weight of each answer
choice in the Design section of the survey, even after the survey has collected responses.

The rating average is calculated as follows

x1w1 + x2w2 + x3w3 ... xnwn

Total
Where:

w = weight of answer choice x = response count for answer choice

Chi-square Analysis: It is a statistical test which tests the significance of difference

between observed frequencies and corresponding theoretical frequencies of a distribution

13 | P a g e
 without any assumption about the distribution of the population. Chi-square test one of
the simplest and most widely used non parametric tests in statistical work.
Chi-square test is calculated as:

X2 = (Oi Ej)2 / Ej

Where
Oi =Observed frequency
Ej = Expected frequency
Ej = ( Row total * Column total ) / Number of respondents;
In the case of a contingency table degrees of freedom is worked out as follows

Df = ( c-1) * (r-1)

Where c means the number of columns and r means the number of rows

1.12 Period of the study

The research is to be completed within a time period from 08th August 2016 to 28 th AUGUST
2016.

1.13 Limitations of the study

The respondents were unwilling to give accurate response to certain questions.
Due to time limitation, sample size is limited to only 50 labours.
The period of study was limited to 21days.
Findings based on this study cannot be used in other organisations.
The biased view of the respondent is another limitation.

14 | P a g e
2.1 THEORETICAL REVIEW
DEALERS SATISFACTION
Satisfaction in level of persons felt state resulting from companys products perceives
performance in relational to the persons expectations. Satisfaction is a function of the difference
between the perceived performance and expectations. Company seeks to win todays market. The
conversion of production-provider markets in customer-demand markets brings a change of
power and influence in the distribution channel from producers to retailers as the direct contact
to the final consumer.
As some times dealers may feel that their complaints are minor or that they will be made to feel
stupid, or that normally will be offered the results is that the company has need Lesley lost
dealers.
Therefore companies instead of using complaints level as measure of dealers satisfaction,
obtaining a direct measure of dealer satisfaction of conducting periodic survey would provide
more appropriate measures.
The respondents can be asked to list out problems they have, had with the offer and to list out
improvements they could suggest companies would also ask the respondents to rate various
elements of the offer in terms of the importance of each element and how well the company has
performed.
Exclusive dealers needed to bring dealers satisfaction. Many dealers like to develop exclusive
channels for their products. The strategy in which the producer allows only certain concepts to

15 | P a g e
carry its products is called exclusive design when the producer requires that these dealers should
not handle expeditor products its strategy is called dealing, both parties benefits from exclusive
arrangements.

2.2 LITERATURE REVIEW

HennigThurau, Thorsten, and Alexander Klee. "The impact(1997): Customer satisfaction

with a company's products or services is often seen as the key to a company's success and
long-term competitiveness. In the context of relationship marketing, customer satisfaction is
often viewed as a central determinant of customer retention. However, the few empirical
investigations in this area indicate that a direct relationship between these constructs is weak
or even nonexistent. The overall purpose of this article is to develop a conceptual foundation
for investigating the customer retention process, with the use of the concepts of customer
satisfaction and relationship quality. The article involves a critical examination of the
satisfactionretention relationship, and the development of a more comprehensive view of the
customer's quality perception.

Homburg, Christian, and Annette Giering. (2001):: Previous empirical research on the
relationship between customer satisfaction and loyalty has largely neglected the issue of
moderator variables. In a consumer-durables context the authors analyze the moderating effect
of selected personal characteristics on the satisfactionloyalty link. The empirical findings,
which are based on multiple-group causal analysis, show that the strength of the relationship
between customer satisfaction and loyalty is strongly influenced by characteristics of the
customer. Specifically, variety seeking, age, and income are found to be important moderators
of the satisfactionloyalty relationship

Anderson, Eugene W., Claes Fornell, and Roland T. Rust. (1997): There is widespread belief

16 | P a g e
 that firms should pursue superiority in both customer satisfaction and productivity. However,
there is reason to believe these two goals are not always compatible. If a firm improves
productivity by downsizing, it may achieve an increase in productivity in the short-term, but
future profitability may be threatened if customer satisfaction is highly dependent on the
efforts of personnel. If so, there are potential tradeoffs between customer satisfaction and
productivity for industries as diverse as airlines, banking, education, hotels, and restaurants.
Managers in these types of service industries, as well as goods industries in which the service
component is increasing, need to understand whether or not this is the case. For example, if
efforts to improve productivity can actually harm customer satisfactionand vice-versathe
downsizing of U.S. and European companies should be viewed with concern. It follows that
developing a better understanding of how customer satisfaction and productivity relate to one
another is of substantial and growing importance, especially in light of expected continued
growth in services throughout the world economy.
The objective of this paper is to investigate whether there are conditions under which there
are tradeoffs between customer satisfaction and productivity. A review of the literature reveals
two conflicting viewpoints. One school of thought argues that customer satisfaction and
productivity are compatible, as improvements in customer satisfaction can decrease the time
and effort devoted to handling returns, rework, warranties, and complaint management, while
at the same time lowering the cost of making future transactions. The second argues that
increasing customer satisfaction should increase costs, as doing so often requires efforts to
improve product attributes or overall product design.

The findings indicate that the association between changes in customer satisfaction and
changes in productivity is positive for goods, but negative for services. In addition, while both
customer satisfaction and productivity are positively associated with ROI for goods and
services, the interaction between the two is positive for goods but significantly less so for
services.

Taken together, the findings suggest support for the contention that tradeoffs are more likely
for services. Hence, simultaneous attempts to increase both customer satisfaction and
productivity are likely to be more challenging in such industries. Of course, this does not
imply that such firms should not seek improvements in both productivity and customer

17 | P a g e
 satisfaction. For example, appropriate applications of information technology may improve
both customer satisfaction and productivity simultaneously

Ngai, Eric WT.(2005): 582: An academic literature review and classification, Marketing
Intelligence & Planning, To review the academic literature on customer relationship
management (CRM), provide a comprehensive bibliography and propose a method of
classifying that literature. Research used for these study methodology a range of online
databases were searched to provide a comprehensive listing of journal articles on CRM. Six
hundred articles were identified and reviewed for their direct relevance to CRM. Two hundred
and five articles were subsequently selected. Each of these articles was further reviewed and
classified. The review and classification process was independently verified. All papers were
allocated to the main and subcategories based on the major focus of each paper. Findings for
the study papers and research on CRM falls into five broad categories (CRM General,
Marketing, Sales, Service and Support, and IT and IS) and a further 34 subcategories. The
most popular areas covered by the papers lay in the subcategory of CRM management,
planning and strategy; and CRM general, concept, and study followed by papers in software,
tools and systems; data mining, knowledge management, and ecommerce.

Venkatesh, Rajiv, and Vijay Mahajan (1997): The purpose of our paper is to propose an
analytical approach that helps marketers of products with branded components make optimal
pricing and partner selection decisions. Our managerial objectives are twofold: (a) To the seller of
the bundled product, we suggest the optimal bundled product offering, optimal selling prices of
alternative products, revenues and profits; and (b) to the branded component manufacturers, we
indicate the most favourable alliance partner(s), and payoff gains/losses of aligning with other
branded components instead of unbranded alternatives. Our analytical approach is also likely to be
helpful to academics researching bundling and ingredient branding issues.
Our approach has three methodological stages. First, we build an individual level model to
assess the valuation of alternative products and their principal components at the level of a
randomly drawn consumer. To do so, we rely primarily on the theory of reservation prices and
Weber's theory on price/value changes. Second, we aggregate such valuation across consumers to
assess the market's overall valuation. For this purpose, we invoke parametric distributions based

18 | P a g e
 on integral transform theory. Third, we develop payoff functions based on market valuation of
alternative products and supply-side costs. The managerial objectives are met based on results
from this stage.
It is apt to caution that products with branded components need not always lead to price
premiums or lead to win-win outcomes. Reasons such as incongruity between the branded
components or domination of one of the components over the other may drive potential consumers
away, thus hurting profits.

Yi, Youjae, and Suna La. (2004): This study examines how loyalty influences the relationship
between customer satisfaction (CS) and repurchases intention (RPI). Considering the effect of
time, the study introduces adjusted expectations, which are expectations updated after
consumption experience. The present study investigates the role of adjusted expectations in the
CSRPI link. With structural-equation analysis, the proposed model was tested in the family-
restaurant setting. The results show that adjusted expectations can mediate the effect of CS on RPI.
The results also indicate that processes underlying the CSRPI link are different between low-
loyalty and high-loyalty customers. Specifically, the transient route, which reflects the indirect
path from CS to RPI via adjusted expectations, has a greater impact for non loyal than for loyal.
On the other hand, the chronic route, which represents the direct path from CS to RPI, has a
greater impact for loyal than for non loyal. CS is found to have no direct influence on RPI for low-
loyalty customers.

Liu, Annie H., and Mark P. Leach. (2001): 147-156. The consultative services of business-to-
business salespeople are becoming increasingly important to customers when evaluating a
supplier's overall value. Thus, a customer evaluation may depend on the salesperson's expertise
and trustworthiness; without trust or expertise, customers hesitate to adopt the solutions
presented by a salesperson. This study investigates the perceived expertise and trust of a
salesperson in a business-to-business context. Findings suggest that both are important to overall
customer satisfaction. Furthermore, customer perceptions of a salesperson's power in the supply-
firm and perceptions of the quality of interactions with a salesperson were found to be important
when developing perceptions of expertise among business customers.

19 | P a g e
 Gil, Irene, Gloria Berenguer, and Amparo Cervera. (2008): . Along with variables like the service
process, perceived service value and customer satisfaction, job satisfaction of service employees
plays a vital role in customer evaluation of service result. However, there has been little in-depth
research into the nature of this relation, in particular in the context of B2B relations. In the
sphere of an organization providing financial intermediation services to the banking sector and
on the basis of a literature review, hypotheses are developed which establish the mediator role of
service value and the moderator role of job satisfaction of service employees when delimiting
customer satisfaction. Reliability and validity analysis give satisfactory results and our
conclusions establish firstly that service encounter directly and significantly affects perceived
service value which is the final antecedent to customer satisfaction and secondly, that the level of
employment satisfaction moderates its effect on service value.

(Cateora and Graham, 2004-2005)Generally speaking, anyone who has a continuing

relationship with a supplier in buying and selling goods is considered a dealer. More specifically,
dealers are middlemen selling industrial goods or durable consumer goods direct to customers;
they are the last step in the channel of distribution. Dealers have continuing, close working
relationships with their suppliers and exclusive selling rights for their producers products within
a given geographic area. Finally they drive a large portion of their sales volume from the products
of a single supplier firm).In a study to determine predictors of store choice in the Indian
market, Sinha and Banerjee (2004) found the following factors determining store choice:
proximity, merchandise, ambience, service, and patronized store. They found that for grocery
stores the most important factors are: proximity, visiting the store for many years, and relationship
with retailer.

Zahay, Debra, Charlotte H. Mason, and J. A. Schibrowsky. "The present (2009):Approaches

to Customer Segmentation. Customer segmentation has virtually unlimited potential as a tool
that can guide firms towards more effective ways to market products and develop new ones. As
a conceptual introduction to this topic, we study how an innovative multi-national firm (Migros
Turk) has developed an effective set of segmentation strategies. This illustrates how firms can
construct novel and inventive approaches that provide great value. A-priori and custom designed
post-hoc methods are among the most important approaches that a firm should consider.We

20 | P a g e
 then review general approaches to customer segmentation, with an emphasis on the most
powerful and flexible analytical approaches and statistical models. This begins with a discussion
of logistic regression for supervised classification, and general types of cluster analysis, both
descriptive and predictive. Predictive clustering methods include cluster regression and CHAID
(Chi-squared automatic interaction detection, which is also viewed as a tree classifier). Finally,
we consider general latent class models that can handle multiple dependent measures of mixed
type. These models can also accommodate samples that are drawn from a pre-defined group
structure (e.g., multiple observations per household). To illustrate an application of these models,
we study a large data set provided by an international specialty-goods retail chain.
Cooil, Bruce, Lerzan Aksoy, and Timothy L. Keiningham. (2008): Customer segmentation has
virtually unlimited potential as a tool that can guide firms toward more effective ways to
market products and develop new ones. As a conceptual introduction to this topic, we study
how an innovative multi-national firm (Migros Turk) has developed an effective set of
segmentation strategies. This illustrates how firms can construct novel and inventive
approaches that provide great value. A-priori, and custom designed post-hoc methods are
among the most important approaches that a firm should consider.
We then review general approaches to customer segmentation, with an emphasis on
the most powerful and flexible analytical approaches and statistical models. This begins with
a discussion of logistic regression for supervised classification, and general types of cluster
analysis, both descriptive and predictive. Predictive clustering methods include cluster
regression and CHAID (Chi-squared automatic interaction detection, which is also viewed as
a tree classifier). Finally, we consider general latent class models that can handle multiple
dependent measures of mixed type. These models can also accommodate samples that are
drawn from a pre-defined group structure (e.g., multiple observations per household). To
illustrate an application of these models, we study a large data set provided by an
international specialty-goods retail chain .

21 | P a g e
 Table: 3.1 Table showing the Experience in dealership with Rafeeque wood
industries
Criteria No of respondents Sum of percentage
Retailer 12 30
3-5 years 7 17.5
5-7 years 2 5
7-9 years 1 2.5
More than 9 years 2 5
Wholesaler 28 70
1-3 years 6 15
3-5 years 10 25
5-7 years 2 5
7-9 years 6 15
More than 9 years 4 10
Grand Total 40 100

Figure: 3.1 Chart showing the Experience in dealership with Rafeeque wood
industries

22 | P a g e
 30

25

20

No of respondents
15 Sum of percentage

10

Interpretation
Above table and graph shows the Experience of dealership in that 70% of the respondents are
wholesalers and Remaining 30% of the respondents are Retailers.Among the retailers 17.5% of
the dealers are having 3-5 years experience,And among the wholesalers 25% of the dealers are 3-
5years experienced.

Table: 3.2 Table showing volume of purchase across various catogories from
Rafeeque wood industries

Criteria No of respondents Sum of percentage

Retailer 12 30
0-50 sheets 1 2.5

23 | P a g e
 100-150 sheets 7 17.5
150-200 sheets 1 2.5
50-100 sheets 3 7.5
Wholesaler 28 70
100-150 sheets 7 17.5
150-200 sheets 6 15
More than 200 sheets 15 37.5
Grand Total 40 100

Figure: 3.2 Chart showing volume of purchase across various catogories from
Rafeeque wood industries.

24 | P a g e
 40

35

30

25
No of respondents
20 Sum of percentage

15

10

Interpretation
The table and graph shows the volume of purchasing in which 70% of purchasing is by
wholesalers and 30% of purchasing by retailers. Among the wholesalers 37.5% of the
respondents purchase more than 200sheets,17.5% of wholesalers purchase 100-150sheets and
15% of respondents purchase 150-200sheets. And among the 30% retailers 17.5% purchase 100-
150sheets.

Table: 3.3 Tables Showing the Quality Of Rafeeque Wood Industries Products.

Criteria No of respondents Sum of percentage

Retailer 12 30

25 | P a g e
 Average 1 2.5
Good 3 7.5
Satisfactory 3 7.5
Very good 5 12.5
Wholesaler 28 70
Average 4 10
Good 11 27.5
Satisfactory 3 7.5
Very good 10 25
Grand Total 40 100

Figure: 3.3Chart Showing The quality Of Rafeeque Wood Industries

Products.
30

25

20

no of respondents
15 Sum of percentage

10

26 | P a g e
Interpretation
The table and graph shows Quality of Rafeeque wood industries. In case of wholesalers(70%) ,
27.5% state good, 25% states very good, 10% states average and 7.5% states satisfactory.
And among retailers(30%) : 12.5% states very good, 7.5% states good ,7.5% state satisfactory,
and 2.5% states average regarding the quality of Rafeeque wood industries.

Table: 3.4Table showing Dealers view on the Credit policy of Rafeeque wood
industries.

Criteria No of respondents Sum of percentage

Retailer 12 30
Average 2 5
Good 3 7.5
Satisfactory 1 2.5
Very good 6 15
Wholesaler 28 70
Average 10 25
Good 8 20
Satisfactory 1 2.5
Very good 9 22.5
Grand total 40 100

Figure: 3.4 Chart showing Dealers view on the Credit policy From Rafeeque
wood industries.

27 | P a g e
 30

25

20

no of respondents
15 Sum of percentage

10

Interpretation
The above table and graph shows that among the total 30% of the retailers, 15% of dealers states
very good and 7.5% of dealers state good for credit policy and among 70% of the total
wholesalers 25% of the dealers states average, 22.5% states very good and 20% states good on
credit policy.

28 | P a g e
 Table: 3.5 Table showing Dealers view on the Promotional activities from
Rafeeque wood industries.
Criteria No of respondents Sum of percentage
Retailer 12 30
Average 4 10
Good 2 5
Poor 3 7.5
Satisfactory 3 7.5
Wholesaler 28 70
Average 5 12.5
Good 9 22.5
Poor 9 22.5
Satisfactory 4 10
Very good 1 2.5
Grand Total 40 100

Figure: 3.5 Chart showing Dealers view on the Promotional activities from
Rafeeque wood industries.

29 | P a g e
 25

20

15
no of respondents
Sum of percentage

10

Interpretation
The table and graph states that among 30% of retailers 10% of dealers states average for
promotional activities, 7.5% of dealers states for poor and 7.5% for average.. And among 70% of
the wholesalers 22.5% of dealers states good and another 25% states poor for promotional
activities.

Table: 3.6 Table showing Dealers view on the Price from Rafeeque wood
industries.

Criteria No of respondents Sum of percentage

Retailer 12 30

30 | P a g e
 Average 1 2.5
Good 3 7.5
Poor 2 5
Very good 6 15
Wholesaler 28 70
Good 5 12.5
Satisfactory 4 10
Very good 19 47.5
Grand total 40 100

Figure: 3.6 Chart showing Dealers view on the Price from Rafeeque wood
industries.
50

45

40

35

30
no of respondents
25 Sum of percentage

20

15

10

Interpretation

31 | P a g e
The above table and chart shows that among the 30% of retailers 15% of the dealers states very
good on the view of price. Among the 70% of retailers 47.5% of the wholesale dealers states
very good on the view of price.

32 | P a g e
 Table: 3.7 Table showing Satisfaction level about the employee dealing with
dealers from Rafeeque wood industries

Criteria No of respondents Sum of percentage

Retailer 12 30
Dissatisfied 2 5
Highly satisfied 5 12.5
Neutral 3 7.5
Satisfied 2 5
Wholesaler 28 70
Dissatisfied 3 7.5
Highly dissatisfied 1 2.5
Highly satisfied 10 25
Neutral 8 20
Satisfied 6 15
Grand total 40 100

Figure: 3.7 Chart showing Satisfaction level about the employee dealing with
dealers from Rafeeque wood industries.

33 | P a g e
 30

25

20

no of respondents
15 Sum of percentage

10

Interpretation
The above table and chart shows the satisfaction level of employees dealing with dealers.
Among the 30% of retailers 12.5% dealers states highly satisfied. And among the wholesalers
25% of dealers states highly satisfied, 17.5% states and another 17.5 % states neutral. So we can
inherent that the satisfaction level of employee dealing with dealers are satisfied.

Table: 3.8 Table showing Satisfaction level of dealers on Transportation from

Rafeeque wood industries
Criteria No of respondents Sum of percentage
Retailer 12 30
Dissatisfied 3 7.5
Highly satisfied 4 10
Neutral 2 5

34 | P a g e
 Satisfied 3 7.5
Wholesaler 28 70
Dissatisfied 3 7.5
Highly satisfied 12 30
Neutral 5 12.5
Satisfied 8 20
Grand Total 40 100

Figure: 3.8 Chart showing Satisfaction level of dealers on Transportation

from Rafeeque wood industries
35

30

25

20 no of respondents
Sum of percentage
15

10

Interpretation
The above table and chart deals with dealers view on transportation. In case of 30% of retailers
10% states highly satisfied, 7.5% states satisfied and another 7.5% states neutral. Among 70%
of wholesalers 17.5% states highly satisfied regarding the view of transportation.

35 | P a g e
 Table: 3.9 Table showing Satisfaction level of dealers on After sale services
from Rafeeque wood industries
Criteria No of respondents Sum of percentage
Retailer 12 30
Dissatisfied 2 5
Highly dissatisfied 1 2.5
Highly satisfied 4 10
Neutral 3 7.5
Satisfied 2 5
Wholesaler 28 70
Dissatisfied 3 7.5
Highly dissatisfied 1 2.5
Highly satisfied 8 20
Neutral 6 15
Satisfied 10 25
Grand total 40 100

Figure: 3.9 Chart showing Satisfaction level of dealers on After sale services
from Rafeeque wood industries

36 | P a g e
 30

25

20

no of respondents
15 Sum of percentage

10

Interpretation
The above table and chart shows the opinion of dealers on aftersales given by Rafeeque wood
industries. In which among the 30% of retailers 10 % of dealers are with the opinion of highly
satisfied regarding the aftersales service of Rafeeque wood industries. And among 70% of
wholesalers 25% of the dealers deals with satisfied and 20% of dealers deals with highly
satisfied.

Table: 3.10 Table showing Satisfaction level of dealers on Distribution system

from Rafeeque wood industries

Criteria No of respondents Sum of

percentage

37 | P a g e
 Retailer 12 30
Dissatisfied 1 2.5
Highly dissatisfied 1 2.5
Highly satisfied 5 12.5
Neutral 2 5
Satisfied 3 7.5
Wholesaler 28 70
Dissatisfied 5 12.5
Highly dissatisfied 2 5
Highly satisfied 14 35
Neutral 2 5
Satisfied 5 12.5
Grand total 40 100

Figure: 3.10 Chart showing Satisfaction level of dealers on Distribution

system from Rafeeque wood industries.
40

35

30

25
no of respondents
20 Sum of percentage

15

10

38 | P a g e
Interpretation
The table and chart shows that among 30% of retailers 12.5% of dealers dealers are in the
opinion that Distribution system of Rafeeque wood industries is highly satisfied. And among
70% of wholesalers 35% states highly satisfied for the distribution system of Rafeeque
industries.

Table: 3.11 Table showing The dealers are considered to be more effective
media advertisement

Criteria No of respondents Sum of

percentage
Retailer 12 30
Electronic Media 2 5
Inernet 3 7.5
Outdoor Advt. 3 7.5
Printed Media 3 7.5
Radio 1 2.5
Wholesaler 28 70
Electronic Media 2 5
Inernet 7 17.5
Outdoor Advt. 11 27.5
Printed Media 5 12.5
Radio 3 7.5
Grand Total 40 100

39 | P a g e
 Figure: 3.11 Chart showing the dealers are considered to be more effective
media advertisement

30

25

20

no of respondents
15 Sum of percentage

10

Interpretation
Above table and chart states Internet, outdoor advst, printed media as the most effective media of
advertisement by the Retailers. And among the 70% of the wholesalers 27.5% of the dealers
states outdoor advertisement as most effective media advertisement.

40 | P a g e
 Table: 3.12 Table showing Suggestion to the company for improving
performance of sale

Criteria No of respondents Sum of percentage

Retailer 12 30
By improving quality 1 2.5
By incresing margin 2 5
By proving the discounting 2 5
By the advrt. 7 17.5
Wholesaler 28 70
By improving quality 3 7.5
By incresing margin 3 7.5
By proving the discounting 6 15
By the advrt. 16 40
Grand total 40 100

41 | P a g e
 Figure: 3.12 Chart showing Suggestion to the company for improving
performance of sale
45

40

35

30

25 no of respondents
Sum of percentage
20

15

10

Interpretation
The above table & chart shows the suggestions for impoving performance of sale. The survey
states that by advertisement the company can improve performance of sale.

42 | P a g e
 Table: 3.13 Table showing The Dealers Opinion about Personal Relationship
of Rafeeque Wood Industries
Criteria No of respondents Sum of percentage
Retailer 12 30
Average 2 5
Good 4 10
Poor 1 2.5
Satisfactory 2 5
Very good 3 7.5
Wholesaler 28 70
Average 5 12.5
Good 5 12.5
Poor 1 2.5
Satisfactory 4 10
Very good 13 32.5
Grand total 40 100

43 | P a g e
 Figure: 3.13 Chart showing The Dealers Opinion about Personal
Relationship of Rafeeque Wood Industries
35

30

25

20
no of respondents
Sum of percentage

15

10

Interpretation
The above table and chart shows that among the 30% of retailers 10% states Good about the
personal relationship of Rafeeque wood industries. And among the 70% of the wholesalers
32.5% of the dealers states very good about the personal relationship of Rafeeque wood
industries.

44 | P a g e
Table: 3.14 Table showing dealers have any suggestions to improve the sale of
Rafeeque wood industries.
Criteria No of respondents Sum of percentage
Retailer 12 30
No 8 20
Yes 4 10
Wholesaler 28 70
No 19 47.5
Yes 9 22.5
Grand total 40 100
Figure: 3.14 Chart showing dealers have any suggestions to improve the sale
of Rafeeque wood industries.
50
45
40
35
30 no of respondents
25 Sum of percentage
20
15
10
5
0

Interpretation
The above table and chart states that among the 30% of the retailers 10% had got suggestions to
improve the sale of Rafeeque Wood Industry.And among the 70% of wholesalers 22.5% had got
suggestions for improving the sale of Rafeeque wood industry.
Table: 3.15 Table showing the dealers have any complaints about Rafeeque
wood industries Products
Criteria No of respondents Sum of percentage
Retailer 12 30
No 6 15
Yes 6 15
Wholesaler 28 70
No 24 60

45 | P a g e
 Yes 4 10
Grand total 40 100

Table: 3.15 Chart showing the dealers have any complaints about Rafeeque
wood industries Products
70
60
50
no of respondents
40
Sum of percentage
30
20
10
0

Interpretation
The table and chart shows that whether the dealers have any complaints about the Rafeeque
wood industries.Among the 30% of the retailers 15% have complaints and 15% doesnot have
any complaints.And among the 70% of the wholesalers 60% of the dealers have complaints and
10% have no complaints.

Table: 3.16 Table showing The Dealers overall rating on Rafeeque wood
industries products

Criteria No of respondents Sum of percentage

Retailer 12 30
Good 3 7.5
Satisfactory 3 7.5
Very good 6 15
Wholesaler 28 70
Good 3 7.5
Poor 5 12.5
Satisfactory 7 17.5
Very good 13 32.5

46 | P a g e
 Grand total 40 100

Figure: 3.16 Chart showing The Dealers overall rating on Rafeeque wood
industries products
35

30

25

20
no of respondents
Sum of percentage

15

10

Interpretation
The above table and chart shows the overall rating of Rafeeque wood industries. Among the 30%
of the retailers 15% and among 70% of wholesalers 32.5% states very good as an overall rating
to Rafeeque wood industries.

47 | P a g e
Table: 3.17 Table showing The Factors that dealers expect from Rafeeque
wood industries

Criteria No. of Percentage of respondents

respondents
Promotional Schemes 5 12.5

Sales follow up 4 10
Service 5 12.5
Credit facility 20 50
Quality 6 15
Total 40 100
Figure : 3.17 Chart showing The Factors that dealers expect from Rafeeque
wood industries

No. of respondents Percentage of respondents

50

20
12.5 12.5 15
10
5 4 5 6

Interpretation
The above table and chart states the factors that dealer expect from Rafeeque wood industires.
50% of the dealers expect credit facility as a factor that dealer expect from Rafeeque wood
industries.

48 | P a g e
 Table: 3.18 Table Showing Promotional Activities Which Dealers Expects
From Rafeeque Wood Industries

Criteria No. of respondents sum of percentage

Discount 3 7.5

Gift 1 0.25

Credit 22 55

Offers 5 12.5

Prize 9 22.50

Total 40 100

Figure: 3.18 Chart Showing the Promotional Activities Which Dealers Expects
From Rafeeque Wood Industries

49 | P a g e
 60

50

40

30 No. of respondents
sum of percentage

20

10

0
Discount Gift Credit Offers Prize

Interpretation
The above table and chart states the promotional activities that the dealer expects from Rafeeque
wood industries.
55% of the dealers expect credit from Rafeeque wood industries.

Table 3.19
Chi-Square analysis
Null hypothesis:
H0: There is no significant relationship between duration in which the dealers are dealing with
Rafeeque wood industries product and the dealers satisfaction with the accessibility of

50 | P a g e
Rafeeque Wood Industries.
Alternative hypothesis:
H1: There is significant relationship between duration in which the dealers are dealing with
Rafeeque Wood Industries product and the dealers satisfaction with the accessibility of Rafeeque
Wood Industries.
Duration in
dealing with
More than
Rafeeque Wood 1-3 Years 3-5 Years 5-7 Years 7-9 Years Total
9 Years
Industries.

Number of
dealers satisfied
with the
3 8 6 6 2 25
accessibility of
Rafeeque Wood
Industries
Number of
dealers
unsatisfied with
2 3 6 2 2 15
the accessibility
of Rafeeque
Wood Industries
Total 5 11 12 8 4 40

Table value showing expected frequencies

Duration in
dealing with
More than
Rafeeque Wood 1-3 Years 3-5 Years 5-7 Years 7-9 Years Total
9 Years
Industries.

Expected 5*25/40=3.125 6.8 7.5 5 2.5 25

frequencies
value of dealers
satisfied with the
accessibility of
Rafeeque Wood

51 | P a g e
 Industries
Expected
frequencies value
of dealers
unsatisfied with 5*15/40=1.8 4.15 4.5 3 1.5 15
the accessibility of
Rafeeque Wood
Industries
Total 5 11 12 8 4 40

O E (O-E)^2 (O-E)^2/E
3 3.125 .0156 .0049
8 6.8 1.44 .21
6 7.5 2.25 .3
6 5 1 .2
2 2.5 .25 .1
2 1.8 .04 .02
3 4.15 1.32 .31
6 4.5 2.25 .5
2 3 1 .33
2 1.5 .25 .16
2.13

X ^ 2 (O E )^ 2 / E
2 = = 2.13

Degree of freedom = (r-1)(c-1) = (2-1)(5-1) = 4

Level of significance = 0.05
Table value = 9.488
Inference:
Since the calculated value is lesser than table value, we accept H0, that is, there is no significant
relationship between duration in which the dealers are dealing with Rafeeque Wood industries

52 | P a g e
product and the dealers satisfaction with the accessibility of Rafeeque Wood industries.

53 | P a g e
FINDINGS

1. Most of the dealers are highly satisfied with Rafeeque Wood industries.
2. There is an increase in the no of dealers, in last 3-5 years.(refer table no:3.2)
3. The majority of dealers have the opinion the product quality of Rafeeque wood industries
is very good.(refer table no:3.3)

4. More than 55% of the dealers are expecting more credit facility from Rafeeque wood
industries as promotional activities.(refer table no:3.17)

5. According to the dealers, outdoor advertisement and internet media would be the most
effective means of advertising.(refer table no:3.11)

6. Credit facilities, aftersales service and the promotional schemes of Rafeeque Wood
industries products are the factors that the dealers are expecting from Rafeeque Wood
industries.(refer table no:3.17)

7. 75% of the dealers have no complaints regarding Rafeeque wood industries products.
Aftersales service plays a major role here.(refer table no:3.15)

8. Most of the dealers are highly satisfied with transportation sytem from Rafeeque wood
industries.(refer table no:3.8)

9. More than 40% of the dealers are satisfied with after sales services from Rafeeque wood
industries.(refer table no:3.9)

10. More than 45% of the dealers are highly satisfied with distribution sytem from Rafeeque
wood industries.(refer table no:3.10)

11. The majority of respondent are highly satisfied (62.5% of the respondent) the price of the
products .(refer table no:3.6)
12. The most of the customer are highly satisfied purchase from Rafeeque Wood Industries.
13. The majority of respondent highly satisfied in the product quality. (refer table no:3.3)
14. The overall rating of Rafeeque Wood Industries products is excellent. . (refer table no:3.16)
15. There is no significant relationship between duration in which the dealers are dealing with
Rafeeque Wood industries product and the dealers satisfaction with the accessibility of
Rafeeque Wood industries. (refer table no:3.19, chi-square analysis)

54 | P a g e
SUGGESTIONS

1. If the company focuses more on the credit facilities to dealers, it would retain the
satisfaction level of dealers.
2. Since the quality of Rafeeque wood industries products is high, there is no need of
compromise on the price. But by giving few discounts and offers on seasons, negative
feedback on price can be reduced.

3. By giving few promotional schemes like discounts, gift, credit, offers and so on,
satisfaction level of Rafeeque wood industries products can be improved, it may reflect in
the sales also.

4. If the company follow the current method to retain the transportation facilities to dealers, it
would retain the satisfaction level of dealers

5. If the company spends more on advertisements, especially on outdoor advertisement and

internet media, the yield from sales can be increased. The product positioning factor should
be on the quality of Rafeeque wood industries.

6. Give proper training to the employee for handling in customer

7. The company need to have regular contact with the dealers irrespective of duration in
which the dealers deal with Rafeeque wood industries; it enables the accessibility with each
other.

8. More efforts have to be taken in sales promotion activities.

9. If the companies do some improvements in distribution system, it would retain the

satisfaction level of dealers.

55 | P a g e
CONCLUSION:
This project was done at Rafeeque Wood industries, Chemmaniyode ,Malappuram to identify
the satisfaction level of dealers in special reference to Palakkad and Malappuram districts .
Rafeeque Wood industries is one of the emerging Plywood manufacturing company since 2006.
The company is holding a good market share which is the result of effort made by the company
management and the executives. As a conclusion of my study, I found that all the dealers of
Rafeeque Wood industries are satisfied with all the aspects of their dealings, but they suggested
some improvement activities which would benefit in the future growth of the company. The
findings of this paper will be beneficial both to the principal company as well as to the dealers of
plywood industry in Palakkad and Malappuram. For the companies this will help to get the
maximum satisfaction of dealers of Rafeeque Wood industries as well as its end users, in effect,
dealers can play an important role to increase the earnings of the company.

56 | P a g e
 QUESTIONNAIRE

Dear Respondent,

I am a MBA Student of Farook Institute of management Studies and presently I am

doing a Project on A study on dealers satisfaction level in Palakkad and Malappuram
districts with reference to RAFEEQUE WOOD INDUSTRIES, CHEMMANIYODE,
MALAPPURAM.I request to kindly fill the Questionnaire below and assure you that the data
generated shall be kept Confidential.

Name :

Address :

Mobile :

(Please () the respective option)

1. Experience in dealership
O 1-3 Years O 3-5 Years
O 5-7 Years O 7-9 Years
O More than 9 years

2. Nature of business?
O Wholesaler

57 | P a g e
 O Retailer
O others

3. How much volume you are purchased from Rafeeque wood industries?
O 0-50 Sheets O 50-100 sheets
O 100-150Sheets O150-200 sheets
O 200 n above sheets

4. What do you feel about the quality of Rafeeque wood industries products?
O Very good O Good
O Average O Satisfactory
O Poor

5. Rank the factor which enables you to be the dealer of Rafeeque wood industries products.
(Rank 1 to 6, 1- Most preferred and 6- Least preferred)
Promotional schemes
Quality
Company policy
Low price
Support
Capacity (HP)

6. What do you feel about the credit period given by Rafeeque wood industries?
O Very good O Good
O Average O Satisfactory
O Poor

7. What do you think about the promotional activities given by Rafeeque wood industries?
O Very good O Good

58 | P a g e
 O Average O Satisfactory
O Poor

8. What do you think about the price of Rafeeque wood industries products?
O Very good O Good
O Average O Satisfactory
O Poor

9. What do you feel about the employee dealing with you in Rafeeque wood industries?
O Highly satisfied O Satisfied
O Average O Dissatisfied
O Highly dissatisfied

10. How do you feel about Rafeeque wood industries transportation?

O Highly satisfied O Satisfied
O Average O Dissatisfied
O Highly dissatisfied

11. What do you think about after sales service given by Rafeeque wood industries?

O Highly satisfied O Satisfied

O Average O Dissatisfied
O Highly dissatisfied

12. Are you satisfied with the distribution system of Rafeeque wood industries?

O Highly satisfied O Satisfied

O Average O Dissatisfied
O Highly dissatisfied

59 | P a g e
13. Rank the types of promotional activities do you prefer with Rafeeque wood industries
products.
(Rank 1 to 5, 1- Most preferred and 5- Least preferred)

Discount
Gift
Credit
Offers
Prize

14. Which of the following media advertising are considered to be more effective?
O Print Media O Electronic media
O Internet O Radio
O Out door advertisement

15. Rank the factors that you expect from Rafeeque wood industries
(Rank 1 to 5, 1- Most preferred and 5- Least preferred)

Promotional schemes
Sales follow up
Service
Credit facility
Quality
16. Rank the Brands that you suggest your customer for buying
(Rank 1 to 5, 1- Most preferred and 5- Least preferred)
Purple ply (Rafeeque wood industries product)
EG ply
Green ply
Trojan ply

60 | P a g e
 Time ply

17. What is your suggestion to the company for improving performance of sale?
O By the advertisement O By providing the discounting
O By improving quality O By increasing margin

18. Do you have any complaint about Rafeeque wood industries?

Ans;

..

19. Do you have any suggestion to improve the Brand Image of Rafeeque wood industries?

Ans;

20. Do you have proper accessibility of Sinicon products?

O Yes O No
If no, specify________________________________________________

21. What is the overall rating you give to Rafeeque wood industries products?
O Very good O Good
O Average O Satisfactory
O Poor

61 | P a g e
BOOKS
1. Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileswara Jha(2013) Marketing
Management Dorling Kindersley(India) Pvt. Ltd.
2. C. R. Kothari, Gaurav Garg (2014) Research Methodology, Methods and Techniques New
age international publisher, New Delhi
3. Cooper, R.G., Edgett, S.J. (2009). Product Innovation and Technology Strategy, UK:
Stage-Gate International.
4. Barnes, D., (2008) Operation Management: An International Perspective. UK: Cengage
Learning EMEA.
5. Sharma D.D, Marketing Research, Sultan Chand and Sons, New Delhi, 1999.

JOURNALS
1. Anderson, Eugene W., Claes Fornell, and Roland T. Rust. "Customer satisfaction,
productivity, and profitability: Differences between goods and services." Marketing
science 16.2 (1997): 129-145:
2. Cooil, Bruce, Lerzan Aksoy, and Timothy L. Keiningham. "Approaches to customer
segmentation." Journal of Relationship Marketing 6.3-4 (2008): 9-39
3. Gil, Irene, Gloria Berenguer, and Amparo Cervera. "The roles of service encounters, service
value, and job satisfaction in achieving customer satisfaction in business
relationships." Industrial marketing management37.8 (2008): 921-939
4. HennigThurau, Thorsten, and Alexander Klee. "The impact of customer satisfaction and
relationship quality on customer retention: A critical reassessment and model
development." Psychology & marketing 14.8 (1997): 737-764
5. Homburg, Christian, and Annette Giering. "Personal characteristics as moderators of the
relationship between customer satisfaction and loyaltyan empirical analysis." Psychology
& Marketing 18.1 (2001): 43-66:
6. K. Cronin, J. Joseph, Michael Brady, and G. Tomas M. Hult. "Assessing the effects of
quality, value, and customer satisfaction on consumer behavioral intentions in service
environments." Journal of retailing 76.2 (2000): 193-218:
7. Liu, Annie H., and Mark P. Leach. "Developing loyal customers with a value-adding sales
force: Examining customer satisfaction and the perceived credibility of consultative
salespeople." Journal of Personal Selling & Sales Management 21.2 (2001): 147-156
8. Luo, Xueming, and Chitra Bhanu Bhattacharya. "Corporate social responsibility, customer
satisfaction, and market value." Journal of marketing 70.4 (2006): 1-18

62 | P a g e
9. Ngai, Eric WT. "Customer relationship management research (1992-2002) An academic
literature review and classification." Marketing intelligence & planning 23.6 (2005): 582-
605:
10. Venkatesh, Rajiv, and Vijay Mahajan. "Products with branded components: An approach for
premium pricing and partner selection." Marketing Science16.2 (1997): 146-165
11. Yi, Youjae, and Suna La. "What influences the relationship between customer satisfaction
and repurchase intention? Investigating the effects of adjusted expectations and customer
loyalty." Psychology & Marketing 21.5 (2004): 351-373
12. Zahay, Debra, Charlotte H. Mason, and J. A. Schibrowsky. "The present and future of IMC
and database marketing." International Journal of Integrated Marketing Communications 1.2
(2009): 13-30

Website:
www.Rafeequewoodindustries.com

https://en.wikipedia.org/wiki/Plywood

http://www.apawood.org/apas-history

63 | P a g e