1.

0 INTRODUCTION:

Marketing is a communication process that has the purpose of individuals or groups - that are directly or indirectly able to purchase - aware of products and services that may satisfy their existing or newly-identified needs and wants. Marketing is defined by the American Marketing Association as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. The term developed from the original meaning which referred literally to going to market, as in shopping, or going to a market to buy or sell goods or services. Dealer Any person who carries on business in purchasing, selling, supplying or distributing goods and also includes works contractor, company, Co-operative Society, Broker, Commission Agent, Auctioneer or any other mercantile Agent for the consideration of cash, commission and deferred payment. There are two types of dealer such as: 1) Registered dealer. 2) Casual dealer Wholesaler A wholesaler buys goods in large quantities from their manufacturers or importers, and then sells smaller quantities to retailers, who in turn sell to the general public.
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Many shops are part of a chain: a number of similar shops with the same name selling the same products in different locations. The shops may be owned by one company, or there may be a franchising company that has franchising agreements with the shop owners. Retailer A retailer buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells individual items or small quantities to the general public or end user customers, usually in a shop, also called store. Retailers are at the end of the supply chain.

DEALER 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 in todays market. The must track their declares expectations, perceive company performance and dealers satisfaction. While assessing the satisfaction level a company must not conclude that it can get full picture of dealer satisfaction and dissatisfaction by simply running complaints and suggestions. 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 questionnaire can be made to a random sample of their recent customers. To find out how they fell about various aspects of the companys performance. They can also solicit dealers view on the competitors performance. 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 carry its products is called exclusive design when the producer requires that these dealers should not handle expeditor products its strategy is called exclusive dealing, both parties benefits from exclusive arrangements.

Cement industry is one of the major industries in India. Today there are
130 large cement plants and more then 300 mini cement plants operating in India, producing cement under different brands and grades. Though most of the companies are restricted to surrounding states, some spread throughout India. A local market to a city, a district, or a state is composed of a variety of brands leaving to the customer a wide range of choice. In the market, the movement of cement largely depends on the dealers promotion, constructor or contractors awareness and advice to the customer and to an extent on the awareness of the customer. Dealer is one of the key persons who
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can affect the movement of a particular brand of cement. A marketer needs the information regarding the dealers satisfaction on different factors like product quality, service, price, supply and satisfaction of companys promotional activities so as to estimate his willingness to push the brand. The study attempts to analyze the satisfaction of the dealer regarding various factors corresponding to KCP CEMENTS and the brand preference by the dealers. This helps the marketers of KCP CEMENTS to estimate the market position of KCP CEMENTS and take steps for their expansion of business.

2.0 NEED OF STUDY:

To study the dealers satisfaction levels towards KCP cements

regarding promotional activities, Supply, quality and quantity of cement and to know demand level of KCP cements in the market by the customers.

3.0 OBJECTIVES:

To find the Dealers Satisfaction Level with KCP CEMEMTS. To find the factors influencing the dealers to deal with KCP CEMEMTS. To study various areas that needs improvement in KCP cements from dealer point of view. To study the impact of sales promotion on sales. To find the dealers suggestions if any with respect to KCP CEMEMTS.

4.0 SCOPE OF THE STUDY:

The study is confined on the selected dealers in Nalgonda and Hyderabad Districts.
To know the dealers satisfactory levels with quality, supply, packing,

service of KCP CEMENTS and promotional activities by the company.

The study enables to know the expectation of the dealers and consequently the customers.

The project highlights the scope for future improvements on the basis of present scale.

5.0 LIMITATIONS OF THE STUDY:

Since the survey was done only in Nalgonda and Hyderabad Districts the result obtained may not be taken as universal suggestion. Quality of the information highly dependent on the knowledge of the respondents. The results may not be accurate because the survey is on KCP CEMENTS dealers and hence there is a possibility of bias in their responses.
The attitude, perception of the customers and the market situations in

Nalgonda and Hyderabad districts differs from other market so same approach may not be beneficial.

6.0 RESEARCH METHODOLOGY:

Research methodology describes how the research study was undertaken. This includes the specifications of source of data, research design, and method of data collection, the sampling method and the tools used.

SAMPLE DESIGN:
Geographical area: The study is conducted in two districts Nalgonda and Hyderabad. Duration of project: The duration of project work is about 45 days Population: Population for this research is set of dealers those who are dealing with KCP CEMENTS in Nalgonda and Hyderabad districts. Sample units: The sampling units used by the researcher for this research, are those who are dealing KCP CEMEMTS. Sample size: The number of samples collected by the researcher is 80 dealers
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Sampling procedure / Sampling method: The sampling method used for this study is non-profitability convenience sampling, which is selected according to the easy and convenience of the researcher.

SOURCE OF DATA
Primary data: The researcher collected both by direct survey from the dealers through questionnaire. The researcher used structured questionnaire. Secondary data: Here the researcher collected secondary data from the company profile, industry profile and official web sites.

RESEARCH INSTRUMENT:
Research instrument used for data collecting is questionnaire and interview schedule.

Questionnaire

The questionnaire is prepared in a well-structured and non disguised form so that it is easily understandable and answerable by everyone. The type of questions include in the questionnaire are open-ended questions, multiple choice questions and dichotomous questions.

Interview Schedule
The interview method of collecting data involves presentation of oral-verbal stimuli and reply in terms of oral-verbal responses. Then the responses are filled up in the questionnaire, for further analysis.

7.0FRAME WORK OF ANALYSIS:STASTICAL TOOLS USED FOR ANALYSIS:

The researcher carries out analysis through various statistical tools. The statistical analysis is useful for drawing inference from the collected information. Simple percentage analysis Bar diagrams
Pie charts

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INDUSTRY PROFILE
Sector structure/Market size:

India is the 2nd largest cement producer in world after china .Right from laying concrete bricks of economy to waving fly overs cement industry has shown and shows a great future. The overall outlook for the industry shows significant growth on the back of robust demand from housing construction, Phase-II of NHDP (National Highway Development Project) and other infrastructure development projects. Domestic demand for cement has been increasing at a fast pace in India. Cement consumption in India is forecasted to grow by over 22% by 2009-10 from 2007-08.Among the states, Maharashtra has the highest share in consumption at 12.18%,followed by Uttar Pradesh, In production terms, Andhra Pradesh is leading with 14.72% of total production followed by Rajasthan. Cement production grew at the rate of 9.1 per cent during 2006-07 over the previous fiscal's total production of 147.8 mt(million tons). Due to rising demand of cement the sales volume of cement companies are also increasing & companies reporting higher production, higher sales and higher profits. The net profit growth rate of cement firms was 85%.Cement industry has contributed around 8% to the economic development of India. Outsiders (foreign players) eyeing India as a major market to invest in the form of either merger or FDI (Foreign Direct Investment). Cement industry has a long way to go as Indian economy is poised to grow because of being on verge of development.

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Despite the growth of Indian cement industry India lags behind the per capita production. Supply for cement is expected to remain tight which, in turn, will push up prices of cement by more than 50%. The most important factor for better prices is consolidation of the industry. It has just begun and we will see more consolidation in the coming years. Other budget measures such as cut in import duty from 12.5 per cent to nil etc. are all intended to cut costs and boost availability of cement. One of the strategies is to decrease dependence on road & opt for sea logistics as that can cut transportation cost by 30- 50 %. Some plants are adopting futuristic plan such as setting up captive power plant, moving closer to the customers by creating clicker, crushing, and capacity in key markets, to be more customer centric to generate better revenue. India should push for stricter regulations of market place as to control the prices of big companies and prevent them from forming cartels and exchanging information. To fight with the high inflation, government wants to import more cement from Pakistan .However cement prizes are not very much high as other items but still they are increasing. And the reason of high prize is surging cost of raw material and transportation cost. Apart from this government also discussed with cement industry not to have increase in prizes and keep consumer interest in mind. Now the question arise in front of the government is whether the demand by the government is possible to increase through expenditure on infrastructure or not according to the current state of economy when so many crises are going on or how the government allocation of US$ 3.23 billion for the National Highway Development, Project will keep the demand for cement alive?

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India is the world's second largest producer of cement after China, with cement companies adding nearly eight million tones (MT) capacity in April 2009, taking the total installed capacity to 219 MT and dispatch of 16.65 million tones during April 2009. A few of the leading manufacturers are the UltraTech/Grasim combine, Dalmia Cements, India Cements, and Holcim etc. The cement industry may add 40-45 MT of capacity this fiscal, a 21 per cent increase over the installed capacity at 212 MT in 2008-09. With the boost given by the government to various infrastructure projects, road networks and housing facilities, growth in the cement consumption is anticipated in the coming years. Another 50 MT capacity is likely to be added this year, according to industry sources. With almost total capacity utilization levels in the industry, cement dispatches have maintained a 10 per cent growth rate. Total despatches grew to 170 MT during 200708 as against 155 MT in 200607. Moreover, cement despatches were 18.12 MT in March 2009, showing a growth of 10.35 per cent as compared to 16.42 MT in March 2008. During March 2009, cement production was 18.10 MT, registering a growth of 10.43 per cent as compared to 16.39 MT in March 2008.Despite concerns of slowdown, led by a change in economic scenario along with excess supply pressure; the cement industry has ended FY 2008-09 on a strong note. According to experts, the fourth quarter of the current financial year 2009 will report a 2-3 per cent growth in margins due to rise in prices and 10-12 per cent year-on-year growth in sales due to sudden increase in demand this quarter.

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Technological change Continuous technological upgrading and assimilation of latest technology has been going on in the cement industry. Presently, 93 per cent of the total capacity in the industry is based on modern and environment-friendly dry process technology and only 7 per cent of the capacity is based on old wet and semi-dry process technology. There is tremendous scope for waste heat recovery in cement plants and thereby reduction in emission level. New Investments

Shree Cements will invest almost US$ 244.12 million this year, of which half will be invested towards setting up two grinding units at Rajasthan and Uttarakhand to augment its capacity. The other half will be towards the two power plants in Bangor. ACC Ltd will spend US$ 575 million on capacity expansion in 2009 and 2010. ACC is expanding capacity by a third to 30 MT by 2010. Binani Cement has signed a memorandum of understanding with the Gujarat government to set up a 2.5 MTPA Greenfield cement plant in Gujarat at a cost of US$ 169.40 million. Binani Cement has also initiated talks with a few foreign institutional investors (FIIs) to raise US$ 307.99 million for its new projects. Bheema Cements Ltd is planning to invest US$ 116.42 million in setting up a new manufacturing line of 1.5 MT capacities at its plant in Andhra Pradesh.

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Mergers and Acquisitions (M&As) A growing and robust economy was noteworthy in terms of the total number of mergers and acquisitions (M&A) in India 2007, with the cement sector contributing to 7 per cent to the total deal value.

Holcim strengthened its position in India by increasing its holding in Ambuja Cement from 22 per cent to 56 per cent through various open market transactions with an open offer for a total investment of US$ 1.8 billion. Moreover, it also increased its stake in ACC Cement with US$ 486 million, being the single largest acquirer in the cement sector. Leading foreign funds like Fidelity, ABN Amro, HSBC, Nomura Asset Management Fund and Emerging Market Fund have together bought around 7.5 per cent in India's third-largest cement firm, India Cements (ICL), for US$ 124.91 million. Cimpor, the Portugese cement maker, paid US$ 68.10 million for Grasim Industries' 53.63 per cent stake in Shree Digvijay Cement. CRH Plc, the world's second biggest maker and distributor of building materials, acquired a 50 per cent stake in My Home Industries Ltd for almost US$ 372.64 million. Vicat SA, a French cement maker acquired a 6.67 per cent stake in Hyderabad-based sagar Cement for US$ 14.35 million.

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Government Initiatives Government initiatives in the infrastructure sector, coupled with the housing sector boom and urban development, continue being the main drivers of growth for the Indian cement industry.

Increased infrastructure spending has been a key focus area over the last five years indicating good times ahead for cement manufacturers. The government has increased budgetary allocation for roads under National Highways Development Project (NHDP). Appointing a coal regulator is looked upon as a positive move as it will facilitate timely and proper allocation of coal (a key raw material) blocks to the core sectors, cement being one of them.

Road Ahead According to a report by the ICRA Industry Monitor, the installed capacity is expected to increase to 241 MTPA by FY 2010-end. India's cement industry is likely to record an annual growth of 10 per cent in the coming years with higher domestic demand resulting in increased capacity utilization. Moreover, according to the Centre for Monitoring Indian Economy (CMIE), cement production is expected to grow by 8.1 per cent and demand for the same is likely to rise by a healthy 7-7.5 per cent in FY 2009-10.

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CEMENT INDUSTRY & SERVICES

An Overview The cement industry is experiencing a boom on account of the overall growth of the Indian economy. The demand for cement, being a derived demand, depends primarily on the industrial activity, real estate business, construction activity, and investment in the infrastructure sector. India is experiencing growth on all these fronts and hence the cement market is flourishing like never before. Indian cement industry is globally competitive because the industry has witnessed healthy trends such as cost control and continuous technology up gradation. Global rating agency, Fitch Ratings, has commented that cement demand in India is expected to grow at 10% annually in the medium term buoyed by housing, infrastructure and corporate capital expenditures. Current Scenario The Indian cement industry is the second largest producer of quality cement, which meets global standards. The cement industry comprises 130 large cement plants and more than 300 mini cement plants. The industry's capacity at the beginning of the year 2008-09 was 198.30 million tonnes. Cement production during April to October 2008-09 was 101.04 million tonnes as compared to 95.05 million tonnes during the same period for the year 200708.Despatches were 100.24 million tonnes during April to October 2008-09 whereas 94.33 million tonnes during the same period for the year 2007-08.During April-October 2008-09, cement export was 1.46 million tonnes as compared to 2.16 million tonnes during the same period for the year 2007-08.

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Technological Advancements Modernization and technology up-gradation is a continuous process for any growing industry and is equally true for the cement industry. At present, the quality of cement and building materials produced in India meets international standards and benchmarks and can compete in international markets. The productivity parameters are now nearing the theoretical bests and alternate means. Substantial technological improvements have been brought about and today, the industry can legitimately be proud of its state-of-the-art technology and processes incorporated in most of its cement plants. This technology up gradation is resulting in increased capacity, reduction in cost of production of cement.

Future Outlook Considering an expected production and consumption growth of 9 to 10 per cent, the demand-supply position of the cement industry is expected to improve from 2008-09 onwards, resulting in an expected price stabilization. The cement industry is poised to add 111 million tones of annual capacity by the end of 200910 (FY 10), riding on the back of an estimated 141 outstanding cement projects.

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Major Players The major players in the cement sector are:

Ultratech Cement Century Cements Madras Cements ACC Gujarat Ambuja Cement Limited Grasim Industries India Cements Limited Jaiprakash Associates and JK Cements. Holcim Lafarge Bharathi cement Italcementi

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STATISTICS Cement (million tonnes) 2009-10 (a) (b) (c) (d) Production Despatches (Including Export) Export Cap. Uti.(%) 141.04 139.24 2.28 92 2008-2009 (Apr-Oct) 105.05 101.33 1.56 85

Source: Cement Manufacturers Association

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COMPANY PROFILE
The KCP Group of Companies had its beginning in the year 1941. It started with a single co-operative sugar factory in the state of Andhra Pradesh in South India with a simple philosophy... Modernize... Indigenous...Never compromise on Technology . These were the words of our founder Shri V. Ramakrishna who had stepped down at the age of 51 in those pre-independence turbulent days (before 1947) to take up this challenge. Since then The KCP Group has diversified into Cement and Heavy Engineering. The KCP Cement Division went operational in 1958 and was India's first dry process kiln. The KCP Heavy Engineering Division was established in 1955 as a sprawling High Technology Complex in the suburb of Chennai. This complex is one of the largest and highly integrated centers with Casting, Fabrication and Machining facilities required in the manufacture of large infrastructure machinery for core Industries like Sugar, Cement, Steel and Power. Our Chairman & Managing Director Dr. V.L Dutt and Joint Managing Director Mrs. V.L. Indira Dutt have been the guiding architects for the groups continued progress. Under their leadership we have grown from strength to strength into a Rs. 150 Crore ($ 50 million) company. An important highlight in the financial performance is its 58 year uninterrupted dividend record and its bonus capitalization of shareholder wealth (98% of share capital) which is the 3rd highest in India.

KCP Philosophy

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KCPs philosophy is to modernize, Indigenize, Never Compromise on technology This has taken KCP from being a single co-operative sugar factory in 1941 to being one of the largest and most well diversified industrial houses in India. KCP HR Mission KCPs human resources development & services department will add value to all its Units and associate companies by ensuring that the right person is assigned for the right job and that they grow and contribute towards organizational excellence. KCP Vision KCPs vision is to achieve organizational excellence through innovation. KCP Quality policy Committed to the manufacture of heavy engineering equipment for various industries as per mutually accepted requirements of our customers. Our commitment towards total quality management is to forge the human resources of our organization into a team that promotes continual improvement in quality of products and services.KCP, a pioneer in producing premier cement is committed to maximize customer satisfaction and keep a clean and safe environment.We are certified for ISO 9001 and ISO 9002 standards in our engineering and cement production units respectively.

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KCP GROUPS
Fives cail-KCP Limited KCP Technologies limited KCP Biotech limited KCP Vietnam industries limited KCP cements KCP Heavy Engineering Unit

DEPARTMENTS IN KCP LIMITED Human Resource Marketing Finance Civil Production planning & control (PPC) Industrial Engineering Department(IED) Design Information Technology Purchase or procurement Stores Machine shop Foundry

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Fabrication Mechanical & electrical maintenance Quality

KCP Cement Divison, setup at Macherla, Andhra Pradesh with a state-of-the-art cements manufacturing plant. Indias first dry process kiln was installed at Macherla by HUMBOLD AG, Germany in 1958(while still a prototype in Europe). KCP Cement Division has a State-of-the-art Cement manufacturing plant at Macherla, Andhra Pradesh, South India. Strong emphasis on new technology characterizes all operations at KCPs Macherla plant. Indias 1st dry process kiln was installed here in 1958 by HUMBOLDT, Germany even while it was still a prototype in Europe. In 1962 KCP installed a second wet process kiln in collaboration with FIVES LILLIE CAIL, France. Today, KCPs 100% modernized cement plant with a World Bank funded outlay of Rs.367 million incorporates the latest technology such as the energy-efficient dry process, with a two support kiln and a five stage pre-heater with flash calciner. KCP also incorporates a sophisticated centralized process control system with hardware and software from SIEMENS, Germany.

Commissioned: Capacity: Employees: Products: Achievements:

1958 450,000 tpa (tons per annum) 775 KCP Grade 53 Portland, Cement ISO 9002 since 1994 24

Significant Customer:

Nagarjuna Sagar Dam built with 1.34 million metric tons of KCP Cement

Strengths:
Power generated from KCPL's thermal, hydel and wind power plants is used in the engineering and cement plants, thereby saving energy costs.

Weaknesses:
Caught in a legal hassle related to wheeling charges and excess on captive power generated

Opportunities:
Boom in core infrastructure sector, leading to a demand for heavy machinery. Fall in prices of raw materials could bring down manufacturing costs, currently at 24.58% of the total costs.

Threats:
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Insufficient rains could hamper production of hydel power. They could also affect agricultural produce which is a raw material for the biotech division. Appreciation of the Indian Rupee might lead to a loss in export revenue. Rising prices of limestone and fly-ash may put an upward pressure on the manufacturing costs of cement.

GROUP OF KCP COMPANIES

CEMENT INDUSTRY OVERVIEW: The Company operates a plant of 5, 00,000 tones annual capacity at Macherla in Guntur District of Andhra Pradesh. During the year under report, the Company marketed cement in Andhra Pradesh, Pondicherry and parts of Tamil Nadu. The Companys prospects were in tune with the realization in Andhra Pradesh since 90% of the production was marketed in Andhra Pradesh.

State of the Industry:

The entire country is witnessing increase in demand. Demand outstripped supplies in the entire country, as also in Andhra Pradesh. The Companys production capacity is 4% of the total production capacity available in the State.

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Outlook:
The company produced predominantly Portland cement in the current year. Demand for Cement increased substantially during the year. Hence prices are expected to firm up and rule at higher levels as compared to previous year all through the Country. The Company has installed and commissioned in April 2007, a Waste Heat Recovery System, at a cost of Rs.1150 lakhs, which is expected to generate 1.75 MW electricity. In furtherance of clean environment, a clinker silo has been built at a cost of Rs.1000 lakhs during the financial year 2006-07.

POWER

Overview: The Company has five mini-hydel units aggregating to 8.25 MW capacities on the Guntur Branch Canal of the Nagarjuna Sagar Dam. This being an irrigation canal, water is expected to be available for seven to eight months of the year. Electricity generated in these units is wheeled to the Companys Cement Unit for use. Generation in excess of the consumption at the cement unit is banked on a monthly basis and is to be used within twelve months of generation. Electricity unused even after twelve months is sold to the Grid. Electricity used in the cement factory will be deducted from the monthly bills and will get a relief at the H.T rates, while electricity sold to grid will be paid for at the prevalent purchase price as determined by APERC.

Risks:
Except one scheme all the other four are operating at FULL capacity due to good inflow of water. Further, water flow in the canal is unpredictable which is
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entirely dependant on inflow of water to Nagarjuna Sagar dam. Normal monsoon during the season improved storage in Nagarjuna Sagar Dam. Consequently, during the year under report, adequate flow of water was available in the Canal. Generation was normal.

ENGINEERING
The Company operates a versatile engineering facility that is capable of manufacturing heavy mechanical equipment to a given design for various industries. The Unit has an integrated facility comprising of foundry, heavy fabrication and machine shop facilities. The Arakonam facility was effectively used to augment production of foundry products and fabrication. Due to good demand in the Cement, Sugar and Infrastructure sectors, the operation of the Engineering Unit at Tiruvottiyur was substantially better than the previous year in terms of turnover and profits.

Overview:
Status of capital goods sector: During the year capital goods industry has done well in both domestic and export markets.

Opportunities:
Widening of the product range has also widened the customer base. This is leading to better value addition.

Risks:
Product mix is the deciding factor affecting the performance of this segment. Consequently, this segment results are open to variations in profits depending on the Order profile.

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Outlook:
With the orders on hand of about Rs. 120 Crores and the existing productmix, performance during fiscal 2007-2008 is expected to yield similar results as that of the year under report. The modernization programmed being implemented at a cost of Rs. 2200 lakhs will enable the Company to increase productivity and to compete in higher value added segment.

CORPORATE INVESTMENTS
Fives Cail K.C.P. Limited:
Operations during the year ended 31.03.2007 were better than the previous year. New domestic orders fructified on revival of sugar industry. The company returned profits in the current year and was able to wipe out accumulated losses. Outlook for the ensuing year is optimistic. The Company has declared an interim dividend of 225% for the year ended 31.3.2007.

KCP Vietnam Industries Limited:

KCP Vietnam Industries Limited concluded the season with a crush of 2, 93,671 tones and a recovery of 8.92%. Realization in 2006 was higher than that of the previous year, due to shortage of sugar in Vietnam. For the year ended 31-122006, the Company earned a profit of Rs. 507 lakhs. After wiping out the entire accumulated losses, a profit of Rs. 110 lakhs is carried to Balance Sheet. Dong Xuan Factory crushed 12757 tones of cane and the syrup was taken into production process at the Phu yen factory.
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K.C.P. Biotech Limited:

During the year under report, paprica (chilli) color extract was exported to USA, Quality of the products has been acceptable to the international buyers. Natural color market demand being vast, growth potential offered by this business is impressive. However, production process is under stabilization and the company is focusing to get quality manpower to improve the efficiency of the Plant. Efforts are on to improve yields, which is essential to make this business segment profitable. For the year under report this unit posted a loss of Rs. 225.74 lakhs.

Investment in Sugar:
Prospects of the parent Companys investment in Vietnam improved substantially, with the excellent demand for the sugar in Vietnam and this trend is likely to continue for the coming year also. During the year under review this Company posted profits.

Investment in Bio-Technology:
Natural color extraction facility fully operational during the year. Further, production process is yet to stabilize. While there is a good demand for the products, and quality has been established to international requirements, returns depend upon appropriate manufacturing process.

KCP Cement:
The KCP Group of Companies had its beginning in the year 1941. It started with a single co-operative sugar factory in the state of Andhra Pradesh in South India with a simple philosophy Modernise Indigenous..Never compromise on Technology .
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These were the words of our founder Shri V. Ramakrishna who had stepped down at the age of 51 in those pre-independence turbulent days (before 1947) to take up this challenge. Since then The KCP Group has diversified into Cement and Heavy Engineering. The KCP Cement Division went operational in 1958 and was India's first dry process kiln.The KCP Heavy Engineering Division was established in 1955 as a sprawling High Technology Complex in the suburb of Chennai. This complex is one of the largest and highly integrated centers with Casting, Fabrication and Machining facilities required in the manufacture of large infrastructure machinery for core Industries like Sugar, Cement, Steel and Power

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2007 KCP Biotech Limited got merged with the KCP Limited. 2006 Wind Power generating Unit setup at Uthumalai village in Tirunelveli Dt of Tamil Nadu. 2002 KCP Biotech Limited setup at Biotech Park, Shameerpet, Hyderabad to manufacture biotech related products. 2001 KCP Heavy Engineering Plant II setup at Arakonam near Chennai, to execute medium to large sized fabrication projects. 1999 KCP Hydel Power Division setup at Nekkarikallu, Andhra Pradesh on the Guntur Canal of Krishna river to generate 8 MW of power. 1999 KCP Vietnam Industries Limited, a fully owned subsidiary of the KCP Limited setup to manufacture sugar at Thua Thien Hue Province at Central Vietnam. This 2500 TCD plant was shifted to Son Hoa District, Phuyen Province in 2001. 1999 KCP Technologies Limited setup to provide high quality IT Solutions & Engineering Technical Services. 1995 FCB-KCP Limited, (now Fives Cail-KCP) setup as a joint venture with Fives Cail Group of France for the design and manufacture of Sugar Plants. 1995 KCP Sugar Manufacturing Division demerger into a separate company, KCP Sugar & Industries Limited. 1984 Fuller KCP Limited, a joint venture with Fuller International Inc, USA was launched, for the design and manufacture of large-sized cement plants and other mineral processing equipment. KCP divested its stake to FL Smidth, Denmark in 1996. 1967 EIMCO-KCP Limited, started as a joint venture between The KCP Limited and EIMCO Corporatation, USA. Currently a 100% subsidiary of KCP Sugar & Industries Limited. 1958 KCP Cement Division, setup at Macherla, Andhra Pradesh with a state-of-theart cement manufacturing plant. India's first dry process kiln was installed at Macherla by HUMBOLDT AG, Germany in 1958 (while still a prototype in Europe). 1955 KCP Heavy Engineering Division Plant I, setup at Tiruvottiyur, Chennai consisting of an integrated manufacturing facility, which caters to a wide range of heavy mechanical equipment and sub-systems for core sector industries. 1941 An 800 TCD Sugar Plant was setup at Vuyyuru, Andhra Pradesh, India by Sri. V. Ramakrishna, Founder Chairman of KCP.

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Location of plant:
The first mini plant is located at Macherla, Guntur district, located within 35 km from the Guntur. Location of the plant at Macherla village has the following advantages. Cheap availability of the required land. Abundant water resources. Proximity of market. Availability of financial subsidiary. Plant is near to headquarter. Well-connected road transport. Availability of labour.

Salient features of KCP CEMENT

High strength and great durability. A very susceptible saving cost up to 20 - 25% due to low setting Time. Superiority quality of cement resulting in a better over all finish. Stronger bonding with aggregates.

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KCP CEMENT industries limited - quality policy: To provide customer satisfaction through Total Quality. Develop a strong quality culture at all skill top stay in the front line. Continues upgrade technology and skill top stay in the front line. Strive to maintain the environment clear. Objectives of the company: The customer satisfaction should me attained by maintaining good quality. Types of products produced:
Ordinary Portland Cement: 53 grade SRC IRS T-40 Super grade Portland Pozzolona Cement

Portland Slag Cement

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KCP CEMENTS Network: Dealers

The network of our dealers has been ensuring the fast and easy reach with speedy feedback. The wide network of our dealers even more ensures that not even a single remote area is left. Further, we take pleasure to appreciate our most trusted dealers who are helping us to utilize the full capacity of our plants.

Community Care
We our self and our business are part of the society we do believe in caring the community. As its efforts, KCP Cements Limited is actively taking part in developing the community that needs a helping hand. Let it be laying the good roads or erecting a building for educational purpose, KCP Cements Limited was there to support the efforts. From local voluntary organizations to nationwide relief fund organizations, the company has contributed to its level best. HEALTH, SAFETY, ENVIRONMENT AND SOCIAL RESPONSIBILITY

KCP CEMENTS LIMITED shall strive to provide a safe and healthy working environment and comply with all regulations regarding the preservation of the environment in and around its manufacturing facilities and other points of operations. The companies is committed to efficient use of natural resources and minimize any hazardous impact of the development, production, use and disposal of any of its products and services on the ecological environment.
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CONFIDENTIALITY
The Directors and the Senior Management Team shall maintain utmost confidentiality of information or that of any customer, supplier or business associates of the company to which company has a duty to maintain confidentiality except when disclosure is authorized. The use of confidential information for his own advantage or profit is also prohibited.

COMPLIANCES
The Directors and the Senior Management Team shall comply with all applicable laws, rules and regulations. Transactions relating to sale or purchase of company's equity shares should not be undertaken without complying with the formalities contained in the company's code of internal procedures and conduct for prevention of insider trading. If any Director or Member of the Senior Management Team who knows of or suspects of any violation of applicable laws, rules or regulations or this Code of Conduct, he must immediately report the same to the Board of Directors or any designated person thereof. Such person should as far as possible provide the details of suspected violations with all known particulars relating to the issue. The company recognizes that resolving such problems or concerns will advance the overall interests of the company that will help to safeguard the companys assets, financial integrity and reputation.

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REVIEW OF LITERATURE:
Marketing is The management process which identifies anticipates and supplies customer requirements efficiently and profitably. Marketing is a total system of interesting business activities defined to Plan, piece, promote and distribution want satisfying products & services to present and potential consumers Marketing is the performance of business activities that direct the follow of goods and services from the producer to the consumer or user A social and managerial process, by which individuals and groups obtain what they need and want, through creating and exchanging product and value with others. Customer satisfaction begins with a difficult faith; it starts with a commitment to deliver the result for each customer which is also a concern of the dealers. Hence for a manufacturing company, in order to satisfy its customers, it is highly important to satisfy its dealers, as they are the direct customers to them. Establishing satisfaction as the ultimate goal is like the other ultimate goals of business pursuit of higher profits or shareholders wealth. Perfect dealer service or satisfaction is one that meets the combined need satisfaction is a systemized service that involves the entire organization. But many organizations have yet to develop this kind of awareness of dealer satisfaction strategy. Dealer Satisfaction begins with the following specific assumptions about companys relationship with the customers. 1. The dealer service activities focus mainly on existing dealers. 2. Some dealers are more important than others
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3. They are the assets. 4. The dealer is always specific. The dealer needs and value should influence every aspect of the organization strategy, employee safety and performance, product and organization strategy, employee safety and performance, product and service development, sales and marketing programs, operational procedures and information and measurement system. Understanding the dealer is critical to the success of any customer focus initiative, the first step in understanding the dealers is to listen to them. A company needs to hear what its dealers are saying about its people, product service and vision. Their information helps to develop meaningful product and service. Organizations need to listen to their dealer satisfied, dissatisfied neutral and prospective. As one company executive said, talking to a satisfied customer is talking to me. In the past, dealer satisfaction and service was the responsibility of a separate organization that supported the dealer primarily after the sale. Today, service is also likely to be interested with the every product accompany offers. High dealer satisfaction comes from providing effective services. But giving that service is a continuous activity. It means being efficient, reliable, courteous, curing and professional every time. Marketing is a communication process that has the purpose of individuals or groups - that are directly or indirectly able to purchase - aware of products and services that may satisfy their existing or newly-identified needs and wants.

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The Chartered Institute of Marketing, which is the world's largest marketing body, defines marketing as "The management process responsible for identifying, anticipating and satisfying customer requirements profitably." Dealer Any person who carries on business in purchasing, selling, supplying or distributing goods and also includes works contractor, company, Co-operative Society, Broker, Commission Agent, Auctioneer or any other mercantile Agent for the consideration of cash, commission and deferred payment. There are two types of dealer such as: 1) Registered dealer. 2) Casual dealer Wholesaler A wholesaler buys goods in large quantities from their manufacturers or importers, and then sells smaller quantities to retailers, who in turn sell to the general public. Retailer A retailer buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells individual items or small quantities to the general public or end user customers, usually in a shop, also called store. Retailers are at the end of the supply chain.

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Brand A brand is a name or trademark connected with a product or producer. Brands have become increasingly important components of culture and the economy, now being described as "cultural accessories and personal philosophies Brand identity A product identity, or brand image are typically the attributes one associates with a brand, how the brand owner wants the consumer to perceive the brand - and by extension the branded company, organization, product or service. The brand owner will seek to bridge the gap between the brand image and the brand identity. Effective brand names build a connection between the brand personalities as it is perceived by the target audience and the actual product/service. The brand name should be conceptually on target with the product/service (what the company stands for). Furthermore, the brand name should be on target with the brand demographic. Typically, sustainable brand names are easy to remember, transcend trends and have positive connotations. Brand identity is fundamental to consumer recognition and symbolizes the brand's differentiation from competitors. Brand identity is what the owner wants to communicate to its potential consumers. However, over time, a products brand identity may acquire (evolve), gaining new attributes from consumer perspective but not necessarily from the marketing communications an owner percolates to targeted consumers. Therefore, brand associations become handy to check the consumer's perception of the brand. Brand Image Brand Image is not something you have or you don't! A brand is unlikely to have one brand image, but several, though one or two may predominate. The key
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in brand image research is to identify or develop the most powerful images and reinforce them through subsequent brand communications. The term "brand image" gained popularity as evidence began to grow that the feelings and images associated with a brand were powerful purchase influencers, though brand recognition, recall and brand identity. It is based on the proposition that consumers buy not only a product (commodity), but also the image associations of the product, such as power, wealth, sophistication, and most importantly identification and association with other users of the brand. In a consumer led world, people tend to define themselves and their Jungian "persona" by their possessions. According to Sigmund Freud, the ego and superego control to a large extent the image and personality that people would like others to have of them. Good brand images are instantly evoked, are positive, and are almost always unique among competitive brands. Brand image can be reinforced by brand communications such as packaging, advertising, promotion, customer service, word-of-mouth and other aspects of the brand experience. Brand images are usually evoked by asking consumers the first words/images that come to their mind when a certain brand is mentioned (sometimes called "top of mind"). When responses are highly variable, non-forthcoming, or refer to nonimage attributes such as cost, it is an indicator of a weak brand image.

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INTRODUCTION:

Definition Individual or firm that buys goods from a producer or distributor for wholesale and/or retail reselling. Unlike a distributor, a dealer is a principal and not an agent. The dealer came in to existence when communications were difficult with consumers and it is found necessary to have a point of distribution. The dealers help the manufactures by formulating the policy of manufacturers according to the demand and assist them in securing the markets for their goods. The dealers are also relieving the manufactures from the necessity of having sales organizations. The manufactures are not put to the task of collecting and securing orders and the numbers of accounts they have to open are smaller compared to dealing directly with the consumer. Dealer generally enters in to forward contracts for supply of goods with the results the manufactures do not accumulate heavy stocks. The dealers are being close touch with consumers so they are in position to advice the manufacturer by giving proper feedback about the customers requirements. The dealer occupies a very important specialized position. He not only assist to the manufacture that also acts as the link in the chain of distribution between the manufacturer and consumers for which purpose the dealer maintain efficient and comprehensive organization. The dealer can asses the public demand and see that marketable goods or manufacturer thus protecting the manufacture from wasteful and indiscriminate production as well as the consumer against goods which are neither satisfaction nor dissatisfaction of good value.
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DEALERS RELATION:
Large manufacturers depends on dealer to sell their products, therefore good relations are most important to them , every manufactures thus wants to motivate his distribution channel to sell more of his own products. Here the manufacturer must realize that dealers are themselves business men and must be viewed as customers and human beings rather than mechanical entities for flow of his products The dealer interested in maximizing their profits thus good dealer relations can be promoted if the manner is fair to his dealers in his behavior for example- salesmen of some manufactures dump products on dealers through aggressive selling. Thereafter, the dealer finds stocks are laying at heavy on his hands and he cannot sell those products by adequately. Advertising products in the area concern the manufacturer should provide his dealers with promotional literature; he should correspond them as frequently as necessary to show that the manufacturer is there to help the dealers to sell all and thus makes profit for them. He may offer adequate trade discount, provided display facilitate and even arrange contests among the dealers to motivate them towards better results. The manufacture should realize that the company dealers are more important assets. If they are assisted with promotional help. They will appreciate effort and would be more in demand to support the company campaigns in advertising.

DEALER 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.
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Company seeks to win in todays market. The must track their declares expectations, perceive company performance and dealers satisfaction. While assessing the satisfaction level a company must not conclude that it can get full picture of dealer satisfaction and dissatisfaction by simply running complaints and suggestions. 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 questionnaire can be made to a random sample of their recent customers. To find out how they fell about various aspects of the companys performance. They can also solicit dealers view on the competitors performance. 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 carry its products is called exclusive design when the producer requires that these dealers should not handle expeditor products its strategy is called exclusive dealing, both parties benefits from exclusive arrangements.

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1. Experience in dealership: a) 1-3 Years c) 8-10 Years b) 4-7 Years d) Above 10 Years

TABLE:
S.No 1. 2. 3. 4. Criteria 1-3 years 4-7 years 8-10 years Above 10 years Total No. of respondents 06 20 38 16 80 % of respondents 7% 25% 47% 20% 100

GRAPH:

INTERPRETATION:
Of about 80 dealers 20% are having above ten years experience and 47% are in the business of about 8-10 years. The other 25% have 4-7 years of experience and the rest 7% of the dealers have 1-3 years experience.
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2. How long you are dealing with KCP CEMENT? a) 1-3 Years c) 8-10 Years b) 4-7 Years d) Above 10 Years

TABLE:
S.No 1. 2. 3. 4. Criteria 1-3 years 4-7 years 8-10 years Above 10 years Total No. of respondents 15 15 22 28 80 % of respondents 19% 19% 26% 36% 100

GRAPH:

INTERPRETATION:
This table shows the experience of the dealers in dealing with KCP cements. Most of the dealers, who have experience in their dealership, have the experience in dealing with KCP cements. 36% of the dealers have KCP cements dealership for

46

above ten years. 8-10 years experienced dealers are up to 26% and 19% have 4-7 years experienced and the rest 19% have up to 3 years experience 3. What do you feel about Quality of KCP CEMENT? a) Very good c) Satisfactory TABLE: S.No 1. 2. 3. 4. Criteria Very good Good Satisfactory Poor Total No. of respondents 27 32 19 02 80 % of respondents 34% 40% 24% 02% 100 b) Good d) poor

GRAPH:

INTERPRETATION:

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About 34% of the dealers rated very good toward the quality of KCP cements,40% of dealers rated good,24% of dealers rated satisfied and remaining 02% rated poor toward quality of KCP cements.

4. Which factors enable you to be the dealer of KCP CEMENT? a) Promotional scheme c) Company Policy e) Demand TABLE: S.No 1. 2. 3. 4. 5. Criteria Promotions Quality Company Policy Margin Demand Total GRAPH: No. of respondents 06 20 12 04 38 80 % of respondents 8% 25% 15% 04% 48% 100 b) Quality d) Margin

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INTERPRETATION: About 48% of the dealers are dealing with KCP cements for its demand, 25% for quality, 15% for company policy, 8% of dealers are dealing for promotional activities and remaining 4% are dealing by seeing Margin 5. What do you feel about Credit Period given by KCP CEMENT? a) Very good c) Satisfactory TABLE: S.No 1. 2. 3. 4. Criteria Very good Good Satisfactory Poor Total GRAPH: No. of respondents 02 19 27 32 80 % of respondents 02% 24% 34% 40% 100 b) Good d) poor

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INTERPRETATION: About 02% of the dealers rated very good toward the Credit period of KCP cements,24% of dealers rated good,34% of dealers rated satisfied and remaining 40% rated poor toward Credit period of KCP cements. 6. What do you think about promotional activities given by KCP CEMENTS? a) Very good c) Satisfactory TABLE: S.No 1. 2. 3. 4. Promotional Activities Very good Good Satisfactory Poor Total GRAPH: No. of respondents 05 25 31 19 80 % of respondents 06% 31% 39% 24% 100 b) Good d) poor

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INTERPRETATION: The promotion activities carried out by KCP cements is found to be satisfactory. About 39% of the dealers satisfied and 31% of the dealers found are good. 24% dealers are Poor and the rest 06% of the dealers are reporting Very good. The promotion activities are can be still improved according their opinion. 7. What do you feel about the Price of KCP CEMENT? a) Very High c) Average TABLE: S.No 1. 2. 3. 4. Criteria Very High High Average Low Total GRAPH:
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b) High d) Low

No. of respondents 32 27 19 02 80

% of respondents 40% 34% 24% 02% 100

INTERPRETATION: About 40% of the dealers rated Very high toward the price of KCP cements, 34% of dealers rated High price, 19% of dealers rated Average and remaining 02% rated Low toward quality of KCP cements. 8. What type of promotional activity do you prefer with KCP CEMENT? a) Discount c) Prize TABLE: S.No 1. 2. 3. 4. Promotions Discounts Gifts Prizes Offers Total GRAPH:
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b) Gift d) Offers

No. of respondents 34 16 21 09 80

% of respondents 43% 20% 26% 11% 100

INTERPRETATION: Most of the dealers are influenced by the discount offering to them. Hence the 43% of the dealers are influenced by Discounts, 26% are influenced by Prizes, 20% are influenced by Gifts, and 11% are influenced by Offers provided by KCP cements. 9. Whether the expected quantity of KCP CEMENT is supplied to you In time? a) Yes TABLE: S.No 1. 2. Criteria YES NO Total GRAPH: No. of respondents 54 26 80 % of respondents 68% 32% 100 b) No

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INTERPRETATION: Of about 80 dealers, 68% of dealers are satisfied with the supply of KCP cements with in time and remaining 32% are dissatisfied. 10. Are you dealing with any other cement? a) Yes TABLE: S.No 1. 2. Criteria YES NO Total No. of respondents 62 18 80 % of respondents 77% 23% 100 b) No

GRAPH:

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INTERPRETATION: About 77% of the dealers are dealing with other companies and 23% deal only KCP cements. 11. What are the factors that you expect from KCP CEMENT? a) Promotional scheme c) Service TABLE: S.No 1. 2. 3. 4. Criteria Promotional schemes Sales follow up Service Credit facilities Total
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b) Sales follow up d) Credit facilities

No. of respondents 29 12 16 23 80

% of respondents 36% 15% 20% 29% 100

GRAPH:

INTERPRETATION: Most of the dealers want the support of promotional activities, about 36% of dealers want the support of promotional activities, 29% of dealers wants the support of credit facilities, 20% of dealers wants the support of Service, and remaining 15% of dealers wants the support of sales follows. 12. Do you recommend your customer about KCP CEMENTS? a) Yes TABLE: S.No 1. 2. Criteria YES NO Total GRAPH:
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b) No

No. of respondents 76 04 80

% of respondents 95% 05% 100

INTERPRETATION: About 95% of dealers recommend to their customers about KCP cements and remaining 5% of dealers do not recommend KCP cements to their customers.

13. Do you have any complaints about KCP CEMENTS? a) Yes TABLE: S.No 1. 2. Criteria YES NO Total GRAPH:
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b) No

No. of respondents 23 57 80

% of respondents 29% 71% 100

INTERPRETATION: About 71% of dealers are not having any complaints with KCP cements and remaining 29% or dealers are having some complaints with KCP cements 14. How do you feel about the KCP Cement transportation? a) Highly Satisfied c) Moderate TABLE: S.No 1. 2. 3. 4. Criteria Highly Satisfied Satisfied Moderate Dissatisfied Total
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b) Satisfied d) Dissatisfied

No. of respondents 32 27 19 02 80

% of respondents 40% 34% 24% 02% 100

GRAPH:

INTERPRETATION: About 40% of the dealers are Highly Satisfied toward the Transportation of KCP cements, 34% of dealers are satisfied, 19% of dealers are Moderate and remaining 02% are dissatisfied towards Transportation of KCP cements 15. What do you feel about after sales service given by KCP Cement? a) Highly Satisfied c) Moderate TABLE: S.No 1. 2. 3. 4. Criteria Highly Satisfied Satisfied Moderate Dissatisfied
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b) Satisfied d) Dissatisfied

No. of respondents 19 36 21 04

% of respondents 24% 42% 28% 06%

Total GRAPH:

80

100

INTERPRETATION: About 42% of the dealers are satisfied toward the after sales service of KCP cements, 24% of dealers are highly satisfied, 21% of dealers are Moderate and remaining 06% are dissatisfied towards after sales service of KCP cements.

16. Do you have any suggestions to improve the packing, promotional Activities, Quality, price of KCP CEMENTS? a) Yes TABLE: S.No 1. 2. Criteria YES NO Total
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b) No

No. of respondents 36 44 80

% of respondents 45% 55% 100

GRAPH:

INTERPRETATION: About 45% of the dealers have suggestions to improve their packing. Their suggestions are wider about promotional activities, gifts, special offers, in time delivery of cement bags. The rest 55% of the dealers are satisfied with what they are offering in KCP cements.

Findings:
Most of the dealers have 8-10 years of experience in dealership among that

they are dealing with KCP cements Above 10 years.

Most of the dealers rated that the Quality of KCP cement is very good

The major promotional factor which influenced the dealers to choose KCP

cements is Discounts.
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 Most of the dealers also deal with other brands to satisfy the need of various customers.
According to dealers outdoor advertisement and electronic media are

consider to be more effective to promote KCP cements.

The major supports required to dealers are Promotional schemes and service

from the company.

Overall 85% of the dealers rated KCP cements as Good.

Suggestions:
Dealers should be encouraged through arranging special meetings. Most of the dealers suggested for non-sticky cement packing. Promotional activities should be improved like discounts, gifts, prizes etc.

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 As media impact is more, so company should go for more advertisements in mass media and out door advertisements to promote their brand.
In time delivery (service) should be improved.

Improve awarding the dealers who make the highest turnover yearly Regular feedback should be improved.

Most of the dealers report price is below the satisfactory level for the product.

The company should have the credit period given to each dealer, because most dealers are well satisfied with good credit period.

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CONCLUSIONS
KCP CEMENTS is one of the fast moving brands in Andhra Pradesh. The company is holding a good market share which is the result of efforts made by the company management and the executives. From the market survey we can conclude that: Supply and quality factors are fetching to the movement of brand. The company is having a good dealer network and it is maintaining good relations with them i.e., the service rate of the company is good.
The price of KCP cement is matching with the quality of the cement

With the ideal promotional strategies and increasing the satisfactory level of the dealers the company can glow and become a market leader in the future.

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DEALARS SATISFACTION QUESTIONNAIRS

1. Name: 2. Address:

3. Experience in dealership: (a) 1-3 years (c) 8-10 years 4. How long you are dealing with KCP Cement? (a) 1-3 years (c) 8-10 years 5. What do you feel about Quality of KCP Cement? (a) Very Good (c) Satisfactory (a) Promotional Scheme (c) Company Policy (a) Very Good (c) Satisfactory

(b) 4-7 years (d) above 10 years (b) 4-7 years (d) above 10 years (b) Good (d) Poor (b) Quality (d) Margin (b) Good (d) Poor

6. Which factor enables you to be the dealer of KCP Cement?

7. What do you feel about credit period given by KCP Cement?

8. What do you think about Promotion Activities given by KCP Cement?

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(a) (c)

Very Good Satisfactory

(b) Good (d) Poor

9. What do you feel about the Price of KCP Cement? (a) Very High (b) High (d) Low (b) Gift (d) Offers (b) No (c) Average (a) Discount (c) Prize (a) Yes

10. What type of promotional activity do you prefer with KCP Cement?

11. Whether the expected quantity of KCP Cement is supplied to you in time?

12. Are you dealing with other companies? (a) Yes If Yes, specify ___________________________________________ 13. What are the factors that you expect from KCP Cement? (a) Promotional Schem (c) Service 14. Do you have any complaints about KCP Cement? (a) Yes If Yes, specify the reason, 15. Do you recommend your customers about KCP Cement? (a) Yes If Yes/No, specify the reason,
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(b) No

(b) Sales follow-up (d) Credit Facility (b) No

(b) No

16. Do you have any suggestions to improve the quality of KCP Cement? (a) Yes If Yes, specify, ___________________________________________ 17. What do you feel about after sales service given by KCP Cement? (a) Highly Satisfied (c) Moderate (a) Highly Satisfied (c) Moderate 19. What is overall rating you give to KCP cements? (a) (c) Very Good Satisfactory (b) Good (d) Poor (b) Raasi cement (d) Kakathiya (b) Satisfied (d) Dissatisfied (b) Satisfied (d) Dissatisfied (b) No

18. How do you feel about KCP Cement transportation?

20. Comparative to KCP which brand is better in promotional activity? (a) Sager priya cement (c) Parashakthi cement (e) None 21. Which of the following media advertising are considered to be more effective? (a) Print media (c) Radio (b) Electronic media (d) out door advertisement

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BIBLIOGRAPHY
Book Name Marketing management Marketing research Principles of Marketing Marketing management Author Philip kotler C.R. Kothari V.S.RamaSwamy Rajan Saxena Publisher Tata McGraw Hill Pearson Education Prentice Hall India Prentice Hall India

Websites
-

www.kcp cement.co.in www.encyclopedia.com

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