2012-14

RISHABH UPADHYAY
PROSPECTIVE DEALERS DATA MAPPING THROUGH ALTERNATIVE
DISTRIBUTION CHANNEL

2

PROSPECTIVE DEALERS DATA MAPPING THROUGH ALTERNATIVE
DISTRIBUTION CHANNEL

Summer Internship Project Report
Submitted towards Partial
Post Graduate Diploma in Management
(Approved by AICTE, Govt. of India)
Academic Session
2012 2014



Submitted By:
Rishabh Upadhyay
Roll No- BM-012128
Under the Guidance of:
Industry Guide Faculty Guide
Name - Mr. Alok Mishra Name: Dr. Anagha Shukre
Designation- ASM (Agra depot) Designation
Name of Company: Berger Paints India limited IMS, Ghaziabad

3


DECLARATION

I hereby declare that the project work entitled PROSPECTIVE DEALERS
MAPPING THROUGH ALTERNATIVE DISTRIBUTION CHANNEL IN
MATHURA DISTRICT submitted to INSTITUTE OF MANAGEMENT
STUDIES as a part of the PGDM curriculum, is a record of an original work done
by me under the guidance of Dr. ANAGHA SHUKRE (HEAD OF MARKETING
DEPARTMENT I.M.S GHAZIABAD) and Mr. Alok Mishra (Area Sales manager,
BERGER PAINTS INDIA LTD , AGRA) and this project work is submitted in
the partial fulfillment of requirement for the award of the DIPLOMA of Post
Graduate Diploma in Management . The results embodied in this project have not
been submitted to any other university or company for the award of any degree or
diploma.



RISHABH UPADHYAY

4


CERTIFICATE FROM COMPANY























5


APPROVAL

This is to approve that the project work entitled PROSPECTIVE DEALERS
MAPPING THROUGH ALTERNATIVE DISTRIBUTION CHANNEL
MATHURA DISTRICT is a bonafide work carried out by RISHABH
UPADHYAY (college roll no: BM012128 ) a candidate of PGDM (Batch 2012 -
14) of Institute Of Management Studies.




Dr. ANAGHA SHUKRE
HOD of (MARKETING
DEPARTMENT, PGDM)
I.M.S GHAZIABAD








6




ACKNOWLEDGEMENT

With immense pleasure, I would like to present this project report for Berger
Paints India Ltd. It has been an enriching experience for me to undergo my
summer training at Berger Paints India Ltd, which would not have been possible
without the goodwill and support of the people around. As a student of
INSTITUTE OF MANAGEMENT STUDIES, GHAZIABAD I would like to
extend my sincere gratitude and thanks to Mr.Alok Mishra (Area Sales Manager,
Berger Paints India Ltd. AGRA) , DR. URVASHI MAKKAR (Director-Principal,
IMS GHAZIABAD),DR. ANAGHASHUKRE (HOD MARKETING, INSTITUTE OF
MANAGEMENT STUDIES) to shape my understanding towards the project. It
was because of their immense help and support that this project has been duly
completed.
However, I accept the sole responsibility for any possible error and would be
extremely grateful to the readers of this project report if they bring such mistakes
to my notice.


-----------------------------------
RISHABH UPADHYAY

7


EXECUTIVE SUMMARY

The purpose of this study is to collect the necessary information from the prospective dealers.
The study includes interviewing the dealers who are into the business of building material and
collecting information regarding their shop and contact details. It also includes necessary
information like annual turnover so that accordingly they can be contacted in future. They were
asked that in what other products they deal at present and of which company like sanitary,
cement, pumps, steel. These data which has been collected through the interview has helped in
deriving many conclusions regarding the market share and awareness of their competitors and
other building related products.
If sales and distribution channel is expanded, then it would be beneficial for customer to buy
Berger which can only be done by increasing its dealer in the market. So this study also helped
the company to know how many dealers are ready to become the dealer of Berger.
As India is entering into the scenario where the consumers want each and every product at one
place. A shopping mall is a good example where consumer finds the goods of their use at one
place. Same applies on construction related goods like cement, paint, sanitary, plywood. So in
this study the alternate channels are targeted, with which the company as well as dealer will get
benefit.





8

CONTENTS

Chapter 1: Overview of the paint industry in India9
Chapter 2: Company Profile ...19
Chapter 3: Research Problem And Background 36
Chapter 4: Objectives And Scope Of Study 39
Chapter 5: Research Methodology .41
Chapter 6: Data Analysis And Interpretation .44

\Chapter 7 Conclusions And Findings ....58
Chapter 8: Recommendations ..61
Chapter 9: Limitations 63
Bibliography And References .65
Appendix .67







9





CHAPTER 1

OVERVIEW OF THE
PAINT INDUSTRY IN
INDIA




10


1.1 Brief Description
The Indian Paint industry, estimated to be a Rs.21,000 Cr. industry, has been growing at a
rate of above 15% for the past few years. The organized players of the industry cater to about
65% of the overall demand, whereas the unorganized players take care of the remaining 35%, in
value terms. The unorganised players mainly dominate the distemper segment.
The industry consists of two segments, namely
Decorative segment caters to the housing sector and
Industrial segment - consists of powder coatings, floor coatings and other
protective coatings catering to the automobile, marine and other industries.
In the domestic market, Decorative segment accounts for 70% of the total demand for
paints whereas the industrial segment accounts for the remaining 30%. Globally, the demand for
paints is almost equally distributed, where both the segments account for close to 50% of
demand.
The paint industry volume in India has been growing at 15% per annum for quite some
years now. As far as the future growth prospects are concerned, the industry is expected to grow
at 12-13% annually over the next five years. FY11 was a challenging year for the industry as a
whole due to subdued demand across key sectors and rising inflation.




11


FIGURE (1.1):

















INDIAN PAINT
INDUSTRY
DECORATIVE
SEGMENT (70%)
INDUSTRIAL
SEGMENT (30%)

PREMIUM
RANGE
(HIGH END
ACRELYC
EMULSION)

MEDIUM
RANGE
(ENAMEL
PAINTS)

DISTEMPER
RANGE
(LOW END
PAINTS)

CONSUMER
DURABLES,
MARINE
PAINTS,
OTHER OEMs

AUTOMOTI
VE SECTOR
(2/3 rd
SHARE)

METROS
AND
LARGE
CITIES

SMALL
CITIES

SUB URBAN
AND
RURAL
AREAS
12

1.2 Working Of The Paint Industry
The working of the Paint industry has been explained pictorially below:
Figure (1.2):



RAW
MATERIAL
(56%)
EMPLOYEE
COST
(22%)
SELLING AND
ADMINISTRATI
ON EXPENSES
(22%)
DECORATIVE
PRODUCTS: PAINTS,
EMULSIONS,
VARNISHES,
DISTEMPER, WOOD
FINISH, METAL FINISH,
SPECIALIZED PAINTS
(WEATHER
PROTECTION, NON
TOXIC)
INDUSTRIAL
PRODUCTS: POWDER
COATING, SURFACE
COATING, FLOOR
COATING, HIGH
PERFORMANCE
COATINGS,
SPECIALIZED
COATINGS (THERMO
PROTECTIVE, RUST
PROTECTIVE, NON
COMBUSTIBLE)
AUTOMOBILE
OEMs, CONSUMER
GOODS,
MANUFACTURERS
M MARINE
INDUSTRIES
HOUSEHOLDS,
CONSTRUCTION
FIRMS
(70%)
MAJOR PRODUCTS END USERS
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1.2.1 Paints And Their Market Share

1.2.2 Industrial Paints
Industrial paints comprising 30% of the market include automotive paints, high performance
coatings, coil coatings, powder coatings, marine paints and general industrial coatings. The
automotive segment is further bifurcated into OEMs and auto refinishes. The automotive and
general industrial coatings occupy top slot in terms of production. Goodlass Nerolac is the
market leader in this segment.

Demand for these paints is relatively price inelastic, but is prone to business cycles and depends
on industrial and economic growth. Major end user industries include shipping, capital goods,
white goods and heavy industries.
0
5
10
15
20
25
30
35
40
45
50
Product Share
%Product
14

The industrial paints segment due to specialized technology and high capital expenditure attracts
fewer players. Most Indian companies have tied up with or are in the process of tying up with
international paint majors to have access to the latest technology. A tie-up with a global paint
manufacturer also enables the domestic company to supply to local customers of its partner. For
example, Goodlass Nerolac is a major supplier to Maruti Suzuki because of Kansai, its Japanese
collaborator and Suzuki relations. It is for the same reason that Asian Paints (tie-up with PPG
Industries, USA) is a major supplier of paints to Opel Astra.
COMPANY COLLABORATION AREA OF COLLABORATION
BERGER PAINTS Herbert sons GmbH;
Valspar Corp. Inc,;
Teodur BV
Auto coatings;
Heavy duty coatings;
Power coatings
ASIAN PAINTS PPG Ind. Inc.,
Sigma coatings,
Nippon Paints
Electro deposition primers;
High performance coatings,
Power coatings
GOODLASS Kansai paints Auto & Industrial coatings
ICI(India) ICI plc. Auto refinish
J & N Herbert sons GmbH

Auto coatings
1.5 Drivers to the growth of the Paint Industry
1. Increasing level of income and education The increasing proportion of young population
along with increasing disposable incomes is leading to a change in consumer habits. The Indian
economy is shifting from a savings economy to a spending economy. With more income at their
disposal, people are now ready to pay for better products and paint is no exception.
Educated consumers are more brand conscious and seek value in what they consume. Thus, paint
companies offering value-added features like non-toxicity, weather protection, texture, eco-
friendly production, etc. will attract more demand. These value-added products enable the
15

manufacturers to earn a better premium as compared to the regular paints, thus offering higher
margins.
2. Increasing Urbanization: Urbanization is leading to a shift from temporary houses to
permanent houses. Urban houses are well-designed in its interior as well as exterior aspect. This
calls for more houses being painted using medium and premium paints. For urban houses,
interior design is becoming a fashion statement and a lot of paint is used to decorate the interiors.
This will lead to an increase in the per capita consumption of paint which will increase the
overall demand of paint. Urbanization also brings more nuclear families. More nuclear families
mean more number of houses even for the existing population thus further driving the demand.
3. Increasing share of organized sector: Decrease in taxes on key raw materials will improve the
position of the organized players. The Organized sector is expanding its distribution network and
adopting the installation of tinting machines at retail outlets. These tinting machines offer a wide
variety of colour shade options to choose from. The unorganized players are not in a position to
offer such facility as it is comparatively capital intensive. Shift in use, from distemper segment
towards premier segment is also shifting market share from the unorganized sector to the
organized sector.
4. Development of the Realty, Automobile and Infrastructure sector: The growth of the paint
industry is largely dependent on the development of the realty and housing sector, as decorative
segment generates about 70% of the total paint demand from this sector. The Automobile
segment generates more than two-third of the demand for Industrial paints, and hence is the
growth driver for Industrial Paints. The Infrastructure segment creates direct demand for paints
as well as creates indirect demand through supporting the growth of the realty, automobile,
FMCG and other industries where paint is used.
The growth potential in the above 3 sectors is immense, the paint industry being dependent on
these 3 sectors is expected to grow along with them.
5. Availability of financing options: Easier housing finance and auto finance is expected to
favour more people to buy houses and travel in personal vehicles. This will drive the growth of
housing and automobile sector, of which the Paint industry will get its share.
16


6. Increasing Penetration in the Rural Markets: Paint usage in rural areas is generally in the
distemper segment, hence dominated by the unorganized players. Demand in rural areas is
dependent on agriculture, which is dependent on the monsoons. With the development of
irrigation facility, the dependence of agricultural output on monsoons will be on a decreasing
trend. Also, with the modernization of agriculture and accompanying development of rural India,
consumer preferences are expected to improve. Paint companies are expanding their distribution
network in rural parts of India, which is a relatively untapped market for the organized players.
These factors supported by the increasing penetration of the paint companies will help drive the
demand for paints.



1.3 Main Concerns Of The Paint Industry
Cost of raw materials: The Cost of Raw materials is an important factor as the industry is
raw material intensive. Fluctuation in the prices of Titanium dioxide and Petroleum directly
affect the production cost. This is more of a concern for the Industrial segment as compared to
the Decorative Segment, as it is comparatively easier to pass on the costs in case of decorative
paints. Also, a large portion of raw materials are imported, leaving the cost factor vulnerable to
exchange rate fluctuation.
MNCs entering the Indian Paint Market: The entry of Established foreign players in the
Indian market may increase the competition among the players of the industry. This may lead to
price competition which may impact the profit margin of the companies. As a result, the increase
in volume growth may not equally reflect in the profit growth for the companies.

PAINT INDUSTRY AN OVERVIEW
17

Indian Paint Industry Sweet Spot
Urbanization is an Index of transformation from traditional rural economies to modern
industrial one. Over the last 4-5 years; the economic growth in India reported an average
growth of ~8%, leading to explosion of urbanization & development in rural India. Also rural
spending has started to outpace urban consumption trend fuelled by a strong increase in
incomes, led by rising non-farm employment opportunities and the governments focus on rural
employment generation schemes. This has led to growth at a CAGR of 15% in last 5 years (FY07-
12) in the Indian Paint Industry which is estimated to be at `291 Bn in FY12. Even the paint
volumes growth is closely related with the GDP growth rate & has grown on an average 1.7
2.1x GDP. Thus, going forward with economy revival, changing lifestyle & public aspirations, we
believe the Indian Paint Industry is expected to conservatively grow at a CAGR of 15% for next 3
years to be ~ `443 Bn industry by FY2015E.


EMULSION Paints Customers Choice
The Paint Industry is dominated by decorative paints (77%) & Industrial paints (23%). Emulsion,
which constitutes the majority share of decorative paints, is the fastest growing segment of the
paint industry. Presently, the growth of the Indian paint industry is being witnessed from new
demand pockets, especially in Tier-II and Tier-III cities, thus, signaling the growing acceptance of
branded quality products among the masses. The growing popularity of branded quality paints
& increasing income levels of people residing in Tier-II and Tier-III cities has led to a shift in
demand from unorganized players to organized players & pushed the growth & shift towards
premium paint segment i.e. Emulsion category from Distemper & Primer
Category.

Customer Centric Approach Key Sales Driver
With the changing landscape of Indian Paint Industry from B2B to B2C, Organized players
have aggressively taken marketing initiatives to involve customers in paint selection process ,
creating awareness of product differentiating features like Zero VOC, Low VOC, lead free & eco-
18

friendly products, opening customer friendly concept stores like Color World, Impression
Stores, Kids World for customers to touch & feel Textures, designs, Glow & Disney themes &
providing unique professional services of product consultancy and color consultancy through
Home Solutions & Home Stylers, Interactive Call Centre & Simulation Software based
websites , Social Media Campaigns on Face Book & Twitter etc have assisted in creating &
meeting the demand related to lifestyle conscious people to upgrade & change customer
preferences. We believe such marketing initiatives with aggressive advertising spends would go
a long way in creating a strong brand image & customer loyalty paving way for rapid
penetration & Shift in favor of Organized players vs. Unorganized players in Tier II & Tier III
cities.
STRUCTURAL REPRESENTATION OF PAINT INDUSTRY (FIG.1.3)






19



CHAPTER 2

COMPANY PROFILE













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2.1 Company Philosophy
Purpose of Corporate Philosophy
An effective corporate philosophy helps a company develop a certain corporate culture, ethical
practices and strengthens the relationship between employers and employees. It also positions
the values of the company in the minds of others both within and outside of the organization.
Your corporate philosophy should give employees a starting point for the decision-making
process, so they are all operating on the same page. Developing a corporate philosophy gives you
something against which you can compare candidates for new positions, thereby helping you
make hiring decisions based on whether an individual will fit within your corporate culture.
Creating a Corporate Philosophy
One of the first things to consider when creating a corporate philosophy is the purpose of your
business. A companys philosophy can contain similar verbiage as a companys mission
statement, but in more detail. For example, the mission statement of a major search engine
company is, To organize the world's information and make it universally accessible and useful."
A portion of that companys corporate philosophy includes the statement, We do search. With
one of the worlds largest research groups focused exclusively on solving search problems, we
know what we do well, and how we could do it better. By reading these and other similar
statements in its corporate philosophy, you can ascertain its mission.
Corporate Philosophy Benefits
Small businesses benefit greatly from developing a corporate philosophy. A primary benefit of a
corporate philosophy is that it helps to build long-lasting, trusting relationships between your
business and clients. You should implement your corporate philosophy within every level of
your company, which allows customers to trust that they will receive the same professional
treatment throughout the organization. A corporate philosophy also builds consistency between
your employees. When employees are familiar with the companys philosophy, it makes the
integration of new hires easier and helps current employees embrace changes within the

21

company that follow the corporate philosophy. Another benefit of a corporate philosophy is that
it can possibly give your company a competitive advantage because you possess a clear vision of
how you want customers and competitors to perceive your business.

2.2 Company History And Milestone
The name Berger or Lewis Berger is today synonymous with colour worldwide. But actually the
origin of the name dates back to over two & a half centuries in England in 1760, when a young
colour chemist named Lewis Berger, started manufacturing in Europe, 'Prussian blue' using a
secret process that every designer and householder coveted. Mr. Berger perfected this process &
art of the blue colour, which was the colour of most military uniform of that time. Enriched by
the imagination of Lewis Berger, the unending quest for creation and innovation in the world of
colour & paints still continues.
The history of Berger Paints India Limited as a company started in 1923 as Hadfield's (India)
Limited which was a small colonial venture producing ready- mixed stiff paints, varnishes and
distempers setup on a 2 acres of land in one of India's first industrial towns close to Kolkata in
Howrah, Bengal. Subsequently in 1947, British Paints (Holdings) Limited, an international
consortium of paint manufacturing companies bought over Hadfield's (India) Limited and thus
the name changed to British Paints (India) Ltd. The gentleman who took over, as its first
managing director was Mr. Alexender Vernon Niblet, an Englishman who was later on followed
by Mr. Alfred Godwin in 1962.
Further in the year 1965, the share capital of British Paints (Holdings) Limited was acquired by
Celanese Corporation, USA and the controlling interest of British Paints (India) Ltd was
acquired by CELEURO NV, Holland, a Celanese subsidiary. Subsequently in 1969, the Celanese
Corporation sold its Indian interests to Berger, Jenson & Nicholson, U.K. Then onwards the
company British Paints (India) Ltd became a member of the worldwide BERGER group having
its operations across oceans in numerous geographies and this marked the beginning of Lewis
Berger's legacy in India which the company would later take forward to enviable heights.

22

From 1973 the company entered into one of its dynamic phases of business with introduction of
new generation products in the industrial, marine and decorative segments under the able
leadership of it first Indian Managing Director Mr. Dongargaokar Madhukar.
Year 1976 was another turning point in the history of the company when the foreign holding in
the company was diluted to below 40% by sale of a portion of the shares to the UB Group
controlled by Mr. Vittal Mallya. The reins of the company were taken over by Mr. Biji K Kurien
as its Chief Executive & Managing Director in the year 1980. Finally in the year 1983, the
British Paints (India) Limited, changed its name to Berger Paints India Limited.
The entire 80s & 90s saw the lunch of many new products from company's stable such as
premium emulsions and high quality acrylic distempers. The COLOUR BANK tinting system
was launched through which the consumer could select from a range of over 5000 shades.
Again the fortunes of the company changed hands in 1991 with UB Group's stake in the
company bought over by the Delhi based Dhingra brothers, Mr. K.S.Dhingra & Mr. G.S.Dhingra
and their associates of the UK Paints Group. Presently Dhingras' control a majority stake of
almost 73% in Berger Paints India Limited, which is a professionally managed organization,
headquartered in Kolkata, with the stewardship resting since 1994 until 2012 with the Managing
Director Mr. Subir Bose. The current managing director of Berger Paints India Ltd is Mr. Abhijit
Roy.
2.3 Company Background
Established in 17th December, 1923, the company then known as Hadfiled's (India) Limited; was
a small paint company based in Kolkata having its only manufacturing facility at Howrah, West
Bengal to produce ready mixed stiff paints, varnishes and distempers. Post independence,
towards the end of 1947, British Paints (Holdings) Limited, U.K acquired Hadfield's (India)
Limited and thus British Paints (India) Limited was incorporated.
From a production capacity of 150 tonnes and sales turnover of around Rs. 25 lakhs in 1947, the
company has come a long way to become at one point of time; a part of the worldwide BERGER
group in 1983 and thereby acquiring its present name Berger Paints India Limited to having
subsequently gone through further ups & downs as well as ownership changes to gain its present
23

status wherein the majority stake is with Delhi based Dhingra brothers and business revenue
more than Rs 2400 crs.
Today Berger Paints India Limited, having solely used and developed the name and trademark
BERGER and all its variants in India, is a household name in paint. With Head Office in Kolkata
the company manufactures and markets a range of decorative & industrial paint products under
various product brands and has it operations spread throughout the length & breath of the
country; with seven manufacturing facilities in India and more than 85 depots, several regional &
area offices, besides four facilities overseas. It has a workforce of over 2500 employees and a
countrywide distribution network of 1500 plus dealers.
Berger Paints has clearly demonstrated its commitment to Indian consumers for over 88 years,
by offering its varied range of high performing quality products backed by highest level of
customer service. Company's high ethical standards in business dealings and its on-going efforts
in community welfare make Berger Paints India Limited a responsible corporate citizen. While
the company's decorative and Industrial paints continue to gain an increasing market share,
Berger as an organization has managed to achieve sustainable competitive advantage through
innovations in all spear of business, desire to excel and by creating a winning culture & abiding
faith in its values & philosophy among all its stakeholders.



BERGER PERFORMANCE:
BPIL is the 2nd largest paint company in India.
15,000 plus paint retailers,
85 stock points, 6 RDCs, 7 production units
Total Consolidated Gross Turnover of 3500 crs in 2012 13
Recorded the fastest growth in the decorative paint segment in India growing @ 20%


24

BERGER PRODUCTS:
BERGER INTERIOR EMULSION VS COMPETITION
Product Category Berger Brand Asian Brand ICI Brand Neroalc Brand
Luxury Interior Emulsion Silk Royale Velvet Touch Impression
Luxury Interior Emulsion Rangoli Easy Clean - na - 3 in 1 Emulsion - na -
Premium Interior Emulsion Rangoli Premium Emulsion Dulux Super Smooth Beauty Gold
Economy Interior Emulsion Bison Emulsion Tractor Emulsion Rainbow Beauty Smooth
Distemper Bison Distemper Tractor Distemper Magik NAD

BERGER EXTERIOR EMULSION VS COMPETITION
Product Category Berger Brand Asian Brand ICI Brand Neroalc Brand
Premium Exterior Emulsion Weather Coat ALL GUARD Apex Ultima
Weather shield Max
Excel Total
Regular Exterior Emulsion WeatherCoat APEX Weather shield Excel
Economic Exterior Emulsion Walmasta ACE Promise Suraksha

BERGER ENAMEL RANGE VS COMPETITION
Product Category Berger Brand Asian Brand ICI Brand Neroalc Brand
Premium Enamel Luxol High Gloss Premium Enamel Dulux Gloss Nerolac Syn.
Economy Enamel Jadoo Enamel/Butterfly Utsav Enamel NA Goody
Satin Enamel Luxol Satin Enamel Premium Satin Enamel Dulux Satin Nerolac Satin
COLORBANK
In Todays scenario Tinting machine is an integral part of all paint shops Tinting machine
is a necessity for selling of emulsions where any shade could be requested by the
customer .Function of a Tinting Machine is to dispense colorants into Base can to get
the desired color.
BENEFITS OF COLORBANK SYSTEM
To the Dealer
1. Minimum inventory and Max shades
2. Customization of shades as per customer requirements
3. No stock out.
25

To the Customer (leading to customer satisfaction)
1. Option to choose from a wide range of shade.
2. Availability guarantee.
3. Perfect reproduction incase of repeat order.
Components of a Machine
Dispenser- Used for dispensing the colorants into the base


Gyroshaker- Mixes the colorants and base to make the shade

Computer- Used for viewing the formulations and for controlling the dispensing
operation
26

Software- Indicates the formulations and other statistics for the dealers.
Colorants used : The dispenser dispenses colorants in various proportions as per the
software into the emulsion container to make various shades.









Different bases are used for different shades of colors.
The bases usage based on shades is detailed below
For tinting pastel shades P0 ( e.g. Shade Apple White from CB 101 card)
For tinting light intermediate shades W1 ( e.g. Shade Blue Chip from CB 101 card)
For tinting dark intermediate shades N1( e.g. Shade Jodhpur Beige from CB 101 card)
For tinting light accent shades N2 ( e.g. Shade Ink Drop from CB 101 card)
For tinting dark accent shades N ( e.g. Shade Ultra violet from CB 101 card)
Coloured bases are used for reducing the quantity of colorant consumed for making a
shade and therefore economizing the shade cost with better hiding
Berger
Colorant Colour
BP
Price/Ltr
OC Yellow Oxide 480
SP Red Oxide 791
NT Fast Black 467
BF Fast Blue 629
VB HT Violet 1152
GC HT Green 1229
GF Fast Green 921
WT HT White 663
RD Interior RED 935
RE Exterior RED 1785
LM LemonYellow 1278
NS Medium Yellow 840
MG Magenta 1579
BC HT Blue 1397
OR Orange 1493
BR Tinting Black 622
Total 16261
27

Yellow Used for making Yellows, Oranges and Yellow greens Available in Interior and
Exterior Emulsions
Red Used for making deep red shades
Brown Used for making browns, reddish browns in exteriors
Cream Used for making earthern tones and ivory shades in exteriors
Grey Used for making grey shades in enamels(Smoke grey/light grey/dark grey)

With Berger Paints we can now see your imagination of colour unfurl in front of your eyes and
watch your home come alive, telling a thousand tales.
Transform our home with the POWER OF I MAGI NATI ON.

2.4 Board of Directors
Mr. Kuldip Singh Dhingra (Chairman)
Mr. Gurbachan Singh Dhingra (Vice-Chairman)
Mr. Abhijit Roy (Managing Director)
Mr. Subir Bose (member in the Board of the Company.)
Mr. Anil Bhalla
Mr. Gerald Kenneth Adams
Mr. Gurcharan Das
Mr. Kamal Ranjan Das
Mr. Pulak Chandan Prasad
Mr. Srijit Dasgupta
Mrs. Rishma Kaur
Mr. Kanwardeep Singh Dhingra

28


2.5 Marketing Mix in relation to Berger Paints
Marketing decisions fall into four main controllable categories namely
Product
Place
Price
Promotion
Relating these factors with respect to Berger Paints

Product :- Berger is committed to offer quality products that satisfy consumers ultimate desires
from paints with the help of state-ofart technology. Berger always believes in one step ahead in
offering new product to create more value for customers money. Berger outsmarts other
competitors of the market through its one step in advance policy and innovative market offers.
Berger is trying to fill up all holes of the market through offering a wide range of products to
meet the needs (Premium to Economy Paints) of different types of users and to solve the
different types of functional requirements (Industrial, Decorative & Marine). Due to shift in
market growth trends Berger is trying to establish itself in the economy segment of the paint
market.
Place :- Another major component of marketing mix is place. During our visit at BERGER I was
able to include inventory, transportation, coverage, channel, logistics and market and market
segments etc. under these marketing mix components.
Differentiated market segment
Bergers market segments are differentiated. They use different types of marketing mix for
different segments. Their product quality, advertisement, promotional techniques, price are high
for upper class customers. Again for the people of middle class on the basis of their income,
occupation, taste, lifestyle different marketing policies are applied. We can observe this
deviation in TV advertisement.
29

Inventory
BERGER has divided their products in A,B,C category. For inventorying their products
BERGER is following some storing norms. Depending on this storing norms company decides
how long their product will stay in the market in accordance with the existing sales trend of that
particular product. This is how the firm can determine when to order and how much to order.
Transportation
To ensure customer satisfaction BERGER uses modern and fastest going covered van as
transportation carrier while moving goods from depots to dealers. But when they move goods
from factory to depots they uses public transportation carriers such as truck and railway as rental
basis.
Distribution network
With Head Office in Kolkata the company manufactures and markets a range of decorative &
industrial paint products under various product brands and has it operations spread throughout
the length & breath of the country; with seven manufacturing facilities in India and more than 85
depots, several regional & area offices, besides four facilities overseas. It has a workforce of over
2500 employees and a countrywide distribution network of 15000 plus dealers. The orders are
collected by the sales executives and passed on to the nearest depot. The depots are fed by
regional warehouses. These depots maintain a minimum order quantity which is arrived at from
the monthly demand forecast. The material is dispatched from the depot in the name of the
dealer. Generally some orders of the same region are clubbed together and dispatched in trucks.
Finally the truck is unloaded and the small orders of the dealers are dispatched to them.
30





BERGERs hybrid marketing system







Manufacturing Unit Manufacturing Unit Manufacturing Unit
Depot
Depot
Depot Depot
Dealer
Dealer
Dealer
Dealer
Dealer Dealer
Dealer
Depot
BERGER
Customer
Customer Direct dealer
Direct channel
Indirect channel
31

Price :- In the paints industry price is the used only as a differentiator between the various
segments in the same product line. The prices of different brands in the same segment remain
more or less similar, with just a difference of 30 to 40 paise per square feet. Some of the
speciality products, which are not produced by all brands, may be priced at a higher price.
Pricing decisions in the paint industry largely depend on the price of the inputs like petro
products, other raw materials, excise duties and taxes and the general operating profits. Generally
increase or decrease of prices is effected across all brands in the market. Most of the paint
companies offer a 5% margin to the dealer. Due to internal competition, the dealers pass on this
advantage to the customers by reducing their own margins to 2-3%. This is a cause of concern
for the paint companies because they have to keep a constant check on the prices offered in the
market. The dealers offer more of discounts and the companies are not able to firm up the prices.
Paint companies offer a lot of discounts like cash discounts, volume discounts, seasonal
discounts and allowances. The dealers take advantage of these discounts to gather more business.
Promotion:- The paint industry until 1999 was concentrated mostly on increasing sales by
intensive trade promotion wherein the dealers, contractors and other components of the supply
chain. There was little emphasis on theme advertising directed towards the customer. A recent
trend that is emerging in the Indian paint market is that the major brands have all identified the
importance of reaching out to the common man instead of just limiting themselves to the
intermediaries. Advertising strategy: BERGER follows different strategy for developing its
strategy. It depends on some characteristics that is product life time, brand etc. Media: Berger
used different media for advertising like- on-air advertisement, television, newspaper,
magazines. The dealers
are educated with the company background, products and service etc The
time to time selling incentive are given by company according to performance of deal
er and market demand. In-Store Displays: Point-of-Purchase, Berger paints Banners,
Demonstrations of color on wall, etc are provided by the company. Temporary Price Reduction (TPR):
They get margins plus some incentives promotion scheme to maintain the dealer. Contests: Dealer to
dealer contest is kept to promote push strategy and best dealer gets the reward. Berger paints
likes to do the same within same geographic areas. Sampling: Allowing the dealer to experience the
product or service by providing free samples so as he can promote word of mouth. Bergers sales promotion
32

consists of short-term incentives to encourage the purchase of sale of a product or services.
Berger Paints advertising has created brand awareness, highlighted what the brand has to offer
and has consistently brought all of it top-of-the-mind for the customer. But the outreach effort
does not end there. Berger Paints has recognized the importance of communicating to and
involving key players who influence the final brand choice. These include channel partners,
contractors and painters, on whom Berger Paints focuses by initiating and developing innovative
activities and promotions. This helps build the Berger Paints family so that customers get a high
degree of personalized service and professional guidance to facilitate their final decision.
Sales Promotion:

Sales Promotion is an important component of marketing communications mix. It adds an extra
value to the product and hence prompts the dealer or consumer to buy the product. In a specific
sense, sales promotion includes those sales activities that supplement both personal selling and
advertising, and coordinate them and make them effective, such as displays, shows,
demonstrations and other non-recurrent selling efforts not in the ordinary routine.
Sales promotion can be used:
For facilitating introduction of new products
For overcoming unique competitive situation
For unloading accumulated inventory
For overcoming seasonal slumps
For getting new accounts
For retrieving lost accounts
As a support and supplement to the advertising effort
As a support and supplement to the salesmens effort
For persuading salesmen to sell the full line of product
For persuading the dealer to buy more or increase the size of order

Commonly Used Tools and Techniques of Sales Promotion:
Demonstrations
33

Trade Fairs and Exhibition
Coupons, Premiums, Free offers, Price-offs, etc
Free samples
Joint promotion
Contests (consumer contests, dealer contests)
Merchandising or Display
Sales promotion on the internet

The company has been concentrating more on sales promotion than on advertising. On analyzing
the customer survey data it becomes evident that since the customer is returning to the store after
an average of about three years it is better to concentrate more on the dealers who are in the
business throughout the year. Keeping this in mind the companys decision of doing more sales
promotion than advertising stands justified. Sales promotion can broadly be divided into two
categories:
1) Customer promotion this section includes all the sales promotion activities directed towards
the customers. Scratch cards that are provided with specific size of packages are examples. The
company comes out with many different sales promotion schemes during the festival season,
especially the durga puja festival in Orissa and West Bengal. There are a number of gifts and
schemes on the larger packs. Coupons and free gifts are offered on packs of more than 10 kgs.
The company also offers a large number of services to the customers to assist them in their
buying decisions. These services are offered on the companys website to make it accessible to a
very wide range of customers.
2) Trade promotion As part of the companys policy, huge emphasis is given on trade
promotion. The dealers and contractors who are a part of the distribution chain are given special
attention. The company comes up with several incentive schemes for the dealers. The most
popular schemes include cash discounts, foreign trips and gifts such as refrigerators etc for
dealers who succeed in meeting or exceeding pre-determined sales targets. The company also
organizes regional dealer meets regularly. Here the dealers are briefed about the companys new
products and the technical details and application procedures of these products. The company
also aims at building and retaining dealer loyalty through these meetings.

34


2.6 Sales Turnover For the Past Ten Years
Year Year Number (x) Sales turnover in crores (y)
Mar '03 1 586.43
Mar '04 2 675.82
Mar '05 3 831.68
Mar '06 4 987.91
Mar '07 5 1,172.21
Mar '08 6 1,346.21
Mar '09 7 1,513.74
Mar '10 8 1,688.68
Mar '11 9 2,100.82
Mar '12 10 2,662.10

0
5
10
15
20
25
30
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
S
a
l
e
s

i
n

c
r
o
r
e
s

Months
Paint shows maximum growth before festive
season
YEAR 2003
YEAR 2004
35


An upward trend line shows that the sales volume have risen over the past years, it gives an
impression that the company has been continuously progressing.












y = 210.2x + 200.1
R = 0.936
0
500
1000
1500
2000
2500
3000
0 2 4 6 8 10 12
T
u
r
n
o
v
e
r

i
n

c
r
o
r
e
s

Years
Turnover in Crores
Turnover in Crores
Linear (Turnover in Crores)
36





CHAPTER 3

RESEARCH PROBLEM







37

3.1 Background
This project is all about data mapping of all alternate distribution channels by getting necessary
information. ADCs can be cement dealers, plywood dealers, sanitary shops, and as well as paint
dealers.
1) To expand their distribution channel, the company wants to create database of each and every
alternate distribution channel who are into the business of building material. This is being held
throughout the India. I was given Mathura. There I have visited the following towns:
Mathura city
Chhata
Vrindavan
Barsana
Kosikalan
Laxmi nagar
Raya
Sonkh
Farah

1) Accordingly, BERGER these towns has enough potential dealers who can be interested in
dealing with Berger paints .
In addition to these documents various other information like the per year consumption of each
paint category, construction chemicals and wood finish were taken. These data formed the main
basis of the study. Various analysis like brand preferences, contribution of each product in the
total sales volume etc were analysed.
2) Company wants to explore all the opportunity in the market by making more dealers of berger
paints and by expanding the distribution channel.


38

RESEARCH PROBLEM
All the dealers of alternate distribution channels can be made paint dealers or not.
Collect the necessary database of dealers, so that accordingly the dealer should be
approached.
Convince them to be a part of Berger paints and how it can be helpful to be with berger
paints.






39







CHAPTER 4

OBJECTIVES AND
SCOPE OF STUDY








40


4.1 Objectives
The main objectives of the study are listed below:
To collect the necessary information about the dealers and do the data mapping of all
alternate distribution channels (ADCs).
To increase the dealership of berger paints.
To find how many ADCs are eligible for dealership.
To know how many ADC counters are willing to deal with Berger.
To recommend a suggestion for the company.
To create a awareness among the dealer about Berger paints.
To contact the potential dealers in future.
To know which type of dealers are more interested in berger paints.


4.2 Scope of Study
The main scopes of the study is listed below :
It gives us information about the scope of opening a dealership account in different
towns.
It gives us information about the proportion of dedicated Berger Paints dealers.
It shows the market share of Berger Paints with respect to its competitor.
It gives the information regarding the preference and choices of the different dealers.
The study also gives information regarding the expansion of distribution channel of
berger paints.
It gives the information about how far the berger is reached to interiors of Saharanpur
district.

41











CHAPTER 5

RESEARCH
METHODOLOGY






42

5.1 Research Objective
The prime objective of this research to find the prospective dealers through alternative
distribution channel who can be a dealer of Berger. The main objective to this research is to map
the dealer of the district Mathura.
5.2 Research Design
Dealer analysis that are in manufacturing business: Descriptive research design
5.3 Data
Primary Data: Primary data collected by interviewing the different types of dealers
through alternative distribution channel.
Secondary Data : collected from Ghaziabad depot by depot manager

5.4 Research Instrument
A questionnaire was provided by the company for mapping the data of different types of dealers.
The questionnaire they provided was open ended and containing the straight forward questions.

5.5 Research Tool
Many statistical tools like,
Bar Charts
Pie Charts
Cross tabulation
Have been used in this research to derive the conclusion


43

5.6 Research plan
1. Interviewing the prospective dealers
2. Collecting information and filling it up in questionnaire.
3. Shorlisting the dealers according to the information collected.
4. Contacting the dealers through sales representative.
5. Telling them about the company and persuading them to take the dealership.

5.7 Sample Size
Dealers Sample Size :80
Successful Survey : 80


44





CHAPTER 6

DATA ANALYSIS AND
INTERPRETATION





45


6.1 Location of counter
FREQUENCY
Table (1.1)
LOCATION

Frequency Percent Valid Percent
Cumulative
Percent
Valid MAIN MARKET 24 30.0 30.0 30.0
MAIN ROAD 38 47.5 47.5 77.5
CROSS ROAD 11 13.8 13.8 91.2
BY LANE 3 3.8 3.8 95.0
OUTSKIRTS 4 5.0 5.0 100.0
Total 80 100.0 100.0



46

Interpretation
Most of the counter is at main road of the town, which indicates that dealers find it
useful if counter is present at main road.
47.5% counters are visited at main road.
Only 3.8% of counters are visited at bylane, which indicates that there is least availability
of customers there.
6.1.2 Counter age
Table (1.2):
HOWOLDISTHECOUNTER

Frequency Percent Valid Percent
Cumulative
Percent
Valid 1 7 8.8 8.8 8.8
2 3 3.8 3.8 12.5
3 6 7.5 7.5 20.0
4 10 12.5 12.5 32.5
5 8 10.0 10.0 42.5
6 4 5.0 5.0 47.5
7 1 1.2 1.2 48.8
8 4 5.0 5.0 53.8
9 1 1.2 1.2 55.0
10 14 17.5 17.5 72.5
12 4 5.0 5.0 77.5
14 1 1.2 1.2 78.8
15 1 1.2 1.2 80.0
20 6 7.5 7.5 87.5
21 1 1.2 1.2 88.8
23 1 1.2 1.2 90.0
25 1 1.2 1.2 91.2
30 2 2.5 2.5 93.8
47

31 1 1.2 1.2 95.0
33 1 1.2 1.2 96.2
45 1 1.2 1.2 97.5
50 1 1.2 1.2 98.8
85 1 1.2 1.2 100.0
Total 80 100.0 100.0




Interpretation
1. Most of the counters which are present in Mathura are of 10 years old.
2. Therefore these counters can have a nice customer base and it would be beneficial for
Berger paints.


48

If dealing in paint or not.


Table (1.3):
DEALINGINPAINT

Frequency Percent Valid Percent
Cumulative
Percent
Valid YES 20 25.0 25.0 25.0
NO 60 75.0 75.0 100.0
Total 80 100.0 100.0


INTERPRETATION
1. 25% of the dealers were already having dealership of paints.
2. 60 out of 80 are from the different sector.



49

TURNOVER IN LAKHS.
Table (1.4):

TURNOVER

Frequency Percent Valid Percent
Cumulative
Percent
Valid 2 1 1.2 1.2 1.2
4 1 1.2 1.2 2.5
5 1 1.2 1.2 3.8
6 2 2.5 2.5 6.2
10 3 3.8 3.8 10.0
12 8 10.0 10.0 20.0
18 2 2.5 2.5 22.5
20 4 5.0 5.0 27.5
21 1 1.2 1.2 28.8
24 24 30.0 30.0 58.8
25 2 2.5 2.5 61.2
26 1 1.2 1.2 62.5
30 2 2.5 2.5 65.0
32 1 1.2 1.2 66.2
36 16 20.0 20.0 86.2
40 4 5.0 5.0 91.2
48 1 1.2 1.2 92.5
60 2 2.5 2.5 95.0
100 1 1.2 1.2 96.2
400 1 1.2 1.2 97.5
500 1 1.2 1.2 98.8
600 1 1.2 1.2 100.0
Total 80 100.0 100.0




50




INTERPRETATION
Most of the dealers I have visited are having a approximate turnover of 24 lakhs per
annum.
This is a nice number for giving dealership.





51

PAINT DEALERS DEALING WITH WHICH COMPANY
Table (1.5):

COMPANYNAME

Frequency Percent Valid Percent
Cumulative
Percent
Valid NOT DEAINGL IN PAINTS 60 75.0 75.0 75.0
BERGER 1 1.2 1.2 76.2
ASIAN 8 10.0 10.0 86.2
LOCAL 3 3.8 3.8 90.0
MORE THAN 1 INCLUDING
BERGER
8 10.0 10.0 100.0
Total 80 100.0 100.0






52



INTERPRETATION
Only 9 dealers were already dealing in Berger.
8 out of 9 dealers were having more than one paint company dealership.
Only one dealer was having the only dealership of Berger which shows that dealers
find it useful if they have more than one dealership.


CB MACHINE AVAILABILITY

CBMACHINE

Frequency Percent Valid Percent
Cumulative
Percent
Valid YES 14 17.5 17.5 17.5
NO 66 82.5 82.5 100.0
Total 80 100.0 100.0




INTERPRETATION
Out of 20 paint dealers 14 dealers are having CB machine



















53

COMPANY NAME OF CB MACHINE.

MACHINENAME

Frequency Percent Valid Percent
Cumulative
Percent
Valid NOT DEALING IN PAINTS 66 82.5 82.5 82.5
BERGER 2 2.5 2.5 85.0
ASIAN 9 11.2 11.2 96.2
MORETHAN 1 INCLUDING
BERGER
3 3.8 3.8 100.0
Total 80 100.0 100.0




INTERPRETATION.
1. ONLY 5 DEALERS OUT OF 20 ARE HAVING BERGER CB MACHINE.
2. THIS SHOWS THAT REMAINING 6 OUT OF 9 EXISTING DEALERS
SHOULD BE PERSUADED AND TARGETED FOR CB MACHINE.
54

3. WE CAN SEE THAT DEALERS ARE HAVING MORE MACHINES OF ASIAN
PAINTS.


Willing to deal with Berger

WILLINGTODEALWITHBERGER

Frequency Percent Valid Percent
Cumulative
Percent
Valid EXISTING DEALERSHIP 9 11.2 11.2 11.2
INTERESTED 15 18.8 18.8 30.0
LESS INTEREST 10 12.5 12.5 42.5
NO INTEREST 46 57.5 57.5 100.0
Total 80 100.0 100.0



Interpretation
1. We can see that 15 dealer are ready to be a part of Berger paints.
2. It is the responsibility of sales representative to also target the remaining 10
dealers having less interest in Berger paints dealership.


55


Cross tab of interested dealers and when to contact them

INTERPRETATION
1. From the table it can be inferred that out of 15 interested dealers, 7 can be contacted
immediately.
2. 8 dealers out of total interested dealers want to be a part of Berger paints after some time,
due to some reasons.













WILLINGTODEALWITHBERGER * when to contact Cross tabulation
Count



whentocontact
Total

0 IMMEDIATE LATER
WILLINGTODEALWITHBERG
ER
EXISTING DEALERSHIP
9 0 0 9
INTERESTED 0 7 8 15
LESS INTEREST 3 0 7 10
NO INTEREST 46 0 0 46
Total
58 7 15 80
56

SALES CONTRIBUTION THROUGH SALES.

SALECONTRIBUTIONCUSTOMER

Frequency Percent Valid Percent
Cumulative
Percent
Valid 0 1 1.2 1.2 1.2
30 1 1.2 1.2 2.5
50 2 2.5 2.5 5.0
60 1 1.2 1.2 6.2
70 2 2.5 2.5 8.8
75 1 1.2 1.2 10.0
80 11 13.8 13.8 23.8
90 4 5.0 5.0 28.8
100 57 71.2 71.2 100.0
Total 80 100.0 100.0





57


INTERPRETATION
1. It clearly shows that 71% of the dealers are retailers and are in direct contact with
consumers
2. This would be helpful for the company to deal with them.
3. Only 1 dealer is a pure wholesaler

CHI- SQUARE TEST.
NULL HYPOTHESIS- There is no relation between the location of counter
and prospective dealers.
ALTERNATE HYPOTHESIS- There is a relation between the location of
counter and prospective dealers.

LOCATION

Observed N Expected N Residual
MAIN MARKET 23 15.8 7.2
MAIN ROAD 38 15.8 22.2
CROSS ROAD 11 15.8 -4.8
BY LANE 3 15.8 -12.8
OUTSKIRTS 4 15.8 -11.8
Total 79





INTERPRETATION
1. As sig. value is less than 0.05, then we should reject
the null hypothesis.
2. So it can be concluded that alternate hypothesis can
be accepted and there is a difference between the
prospective dealers and there counter location.



Test Statistics

LOCATION
Chi-Square 55.114
a

df 4
Asymp. Sig. .000



58









Chapter 8

CONCLUSIONS AND
FINDINGS






59



8.1 DEALERS AVAILABILITY
From the study it can be observed that most of the dealers are present at the main road of
the town.
Outskirts dealers are very less.
Berger paints awareness is more in urban market as compared to rural markets
Asian paints is the biggest competitor in the market.
Berger paints is performing well in interior and exterior paints
Out of the sample surveyed, it is found that company has great opportunities in the
market.
Some of the previous dealers of berger thinks that scheme should be available for all
seasons.

Some of the dealers thinks that there is less profit margin

Dealers present in the outskirts of the city thinks that there is less sale of Berger as
compare to main market.
Most of the contractors are satisfied with the paint quality of Berger, mostly the primer.






60





8.4 SWOT Analysis of Berger Paints

STRENGTHS Wide range of product and service offering
Sales force.
High on quality and preferred by customers
Comparatively less price with respect to its competitors.
WEAKNESS Dependence on paint segment only.
Less awareness in rural markets.
Less concentration in decorative segment.
OPPORTUNITIES Many new products has been launched
New segment of customers targeted
Growing business of real estate.
Rural customers can be targeted.
THREATS Fluctuation in raw material prices
Intense competition from pioneer brands.
Price competition.






61






Chapter 9

RECOMMENDATIONS
Berger Paints is a preferred brand in India but on the basis of the survey there are some fields
that are yet to be more emphasized which can improve the sales volume in the near future are
stated as follows :-
Berger should also concentrate on rural markets.
It would be beneficial for the company if they can increase its sales and distribution in
villages.
Decorative paints should also be targeted.
Sales force can be used to make more dealers.
Another alarming factor is that nowadays Berger Paints decorative segments products
are giving less coverage as compared to earlier times. So steps should be taken to make
the quality of the paint better and thicker to satisfy the existing customers.
Shade cards should be made easily available to the contractors.
As far as the interior and exterior texture paints are concerned the versatility of the
designs should be increased and designs should be more attractive.
62

Booklets consisting of various wall designs as well as different shades should be made
available to the householders from where they can chose which category or quality or
design will best suit their personality.
Stalls should be given in front of the construction sites, so that when people come to see
the flats they have bought, they can be demonstrated with different kinds of wall paints
and texture designs. These prospects can be easily converted into successful sale.

















63









Chapter 10

LIMITATIONS & SCOPE
OF STUDY




64

10.1 Limitations
Only 80 dealers have been visited, which comprises a very small sample.
Survey area was confined to MATHURA ditrict.
Survey was totally confined with small dealers and no builders was contacted.
Time span was limited to 1 months.
Questions were mostly open ended.
There was less scope of feedback from end customers.

10.2 Future Scopes
This study can be used by the company to convert more dealers into dedicated Berger
paints customers.
Analyze the requirements of the interior decorators and devise strategies of market
penetration.
Make a quantitative research and analysis of the effectiveness of its sales force..









65









BIBLIOGRAPHY AND
REFERENCE








66

Bibliography
1. Marketing Management: A South Asian Perspective by Philip Kotler, Abraham Koshy,
Kevin Lane Keller, Mithileswar Jha
2. Marketing Research: An Applied Orientation by naresh malhotra,
Reference
1. http://en.wikipedia.org/
2. http://stockshastra.moneyworks4me.com/paints-indian-paint-industry-analysis-and-
research-report-2011/
3. http://www.scribd.com/
4. http://www.bergerpaints.com/














67








ANNEXURE




68

SAMPLE QUESTIONAIRE


Prospective Counter - Data Mapping
Date : Mapped By :
Dealer Contact Details (Location)

Counter Name
Name of Person
Other Family Members Involved Father / Wife / Son / Brother
Name of the Family members Involved
Town
District
Pin Code


Counter Phone Number Mobile Number
How old is the counter
Counter Profile

Type of Market Metro / Suburb / Satellite Mkt / Town / Village


Location of Counter Main Market / Main Road / Cross Road / Bylane / Outskirts
Landmark near store




Dealer Annual Turnover (lacs) Rs Lakh p.a.
Companies He is dealing with


Cement : Hardware :
Steel : Tile :
Sanitaryware : Electrical :
Pumps : Glass :
Plywood : Paint :
If Dealing in Paint :


Annual Turnover in Paints
Does dealer have a CB machine
If Yes then of which Company.
If Dealing in Const Chemicals :


Sale Contribution Details (% sales)

Thru Wholesale %
Thru Customer %
Thru Painter %
69


Thru Sites %






Overall Comments / Recommendation

Willing to Deal with Berger Yes / Maybe / No
When to approach
Immediate / Later
If Later, Details