Research

CHAPTER ONE

INTRODUCTION

1.1 Organization Overview

Royal Ceramics Lanka (Rocell), Sri Lanka’s largest manufacturer and distributor of

world class ceramic porcelain tiles, and bath ware fittings, has introduced a number of

new product collections that feature many of today's most popular design trends,

including a contemporary twist on concepts inspired by nature’s magnificent composition

of natural wood, rustic stone, slate, rock, marble and moss which are fashioned to fit any

surface, floor, wall, interior surfaces or exterior cladding, as well as considering bath

wares 6 categories of sets, wash basins, scatting fans and bath ware accessories etc.

Since its inception in 1990 Rocell, focused its efforts on being a brand leader in its

industry and then known as Royal Ceramics Lanka (Pvt) Ltd. Rocell made the transition

from a private company to a public one in 1994.

The company has a wide vision to continue to be the leader in the surfacing industry

locally enter and impact the global market and it aims at offering the highest quality

products and services in ensuring customer’s satisfaction by matching all expectations,

growing the market by innovations, thereby enhancing shareholder wealth, developing

the human resources to excelling latitudes such that Royal Ceramics exudes a stance of

excellence.

It is reported that a profit after tax of Rs.810.8 million had been achieved; a

notable increase from the last year’s Rs.329 million and group net assets per share were

up to Rs.47.90 from the last year’s 29.49. Group earnings per share went up by 85% to

Rs.111.08 from Rs.94 the previous year and the company’s brand image has grown

excellently. (Sunday Times, Business Section - June, 2008)

Royal Ceramics has a 55% share of the domestic market for tiles and operates an island

wide network of 41 showrooms. (27 Jan 2008, LBO). Rocell's efforts in exploring new

international markets, has resulted in developing an international client base spanning 25

countries including Canada, Singapore, Japan, the Middle East and Australia.

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The ROCELL brand includes; Royal Ceramics Lanka PLC, manufacturing Porcelain

floor tiles and Homogeneous floor tiles, Royal Porcelain Lanka PLC, manufacturing

printed glazed Ceramics tiles and ROCELL Bath ware Limited, one and only state of the

art sanitary ware manufacturing in Sri Lanka and in the Asian region.

Rocell they go beyond stipulated quality standards to ensure that Rocell tiles meet their

stringent quality requirements. ISO 9001 standards, certified by BVQ1 (London) in 1996.

They have also put into effect “Total Quality Management Criteria” which includes

resources, procedures, processes and responsibilities. In recognition of such continuing

improvements, the Sri Lanka Standards Institution presented them with a National

Quality Award (Merit) in 1997.

Company has also devised an “Environment Management System” which enables them

to monitor and control pollution levels and maintain them at a negligible minimum. This

program is in accordance with ISO 14000 International Environment Management

Standards by BVQ1 (London) in 2000. In addition, the company has implemented a

formal “Safety Management System” in line with requisite international standards in

order to ensure the safety and enhance the working conditions of their employees.

1.2 Background of the Study

It is a significant factor to any organization all around the world, to achieve their goals.

Every company wish to continue to be the leader in the industry locally, then enter to the

global market and offer highest quality products and services in ensuring customer

satisfaction by matching all expectations, growing the market by innovations, so

companies always work with success positive people. The concept of strategic vision,

seeing ‘vision’ as a coherent and powerful statement of what the business should aim to

become. It must be realistic about the market, competitive, economic, and regulatory

conditions and reflect the values and aspirations of management, employees, and

stakeholders. (Wilson, 2002).

Every company directors set targets for subordinates to achieve within precise period. To

get an advantage on Return On Investment (ROI), it is important to achieve sales targets.

Not achieving sales targets will directly affect the company investments. Normally

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shareholders invest their capital to get best return on investment. If any company does not

achieve sales targets, it causes to discourage the shareholder’s investments. It is true,

company directors set targets, mainly to get an advantage for ROI. So achievement of

sales target is important for entire organizational activities, it means from converting of

raw material to final product as well as offering it to final customer it is important to have

the best financial condition in the organization, for this task it must achieve its sales

targets. The measure of effectiveness of business management should be ROI, and not

merely sales volume produced or profits as a percentage of sales. The field sales manager

should be evaluated on the return on investment, which he produces in his segment of the

business. The Directors believes that attention on ROI will not only result in harmonizing

the objectives of the field sales organization with the over-all objective of the company,

but will also equip field sales management with an effective businessman's tool for

decision making.

Goals set by an organization are specific, quantifiable targets that it commits to attain in

order to achieve its corporate mission and objectives. Essentially, when an organization

sets its specific goals it is saying; "We need to achieve these specific targets in order to

successfully achieve the mission and objectives of this organization". In fact, goals are

the translation of the mission and objectives of the organization into specific quantifiable

terms against where the results can be measured.

Organization forging ahead with its corporate mission to improve the living standards of

people in the area and thereby facilitate and contribute to the national economic growth

strategy as well as to give best service to customers. Therefore, organizations spread their

network not only to main cities but also to other town areas, through these kinds of

activities the company hopes to increase sales volume too.

Any organization’s success depends on the customers. Therefore, it is the most important

assets of any organization. Customers are the people who purchase and consume product

or services to satisfy their unsatisfied needs. As a rational customer, he or she has to face

many decision-making situations while purchasing. Customer satisfaction is not an

objective matter but more of a feeling or attitudes. Opinion and attitudes of people are

subjective by nature. Therefore, it is hard to measure. It is difficult to get a total picture of

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customer satisfaction. The Teboul model (Hamstead, 1991) describes customer

satisfaction as the degree to which the customers experience of a service or product

matches with his/her expectation. Generally, branches sell their products or services to

achieve monthly or quarterly sales targets, which are given by the head office. There are

number of factors that can affect to increase or decrease the sales. Customer is the main

factor that can influence the sales. If leaders, sales agents as well as front line people, do

not provide best service to the customers, do not response to customer complaints, do not

inform essential things, those will mainly affect for customer satisfaction. If it is so, that

is directly cause for reducing sales.

If there is no sufficient tools and equipments, labors and warehouses capacity etc… that

factors also directly affect for monthly sales volume. To get a proper sales volume it is

important to meet the customers’ expectations, response to complaints, deliver what is

promised and deliver on time. On time, delivery plays a major role in customer

satisfaction.

Royal Ceramics Lanka PLC is a well-reputed company for the tiles and bath ware fittings

in Sri Lanka. It is a leading manufacturer and seller, has 41 outlets all around the island.

Rocell uses high technology for their production and branch processes, appoint efficient

employees, maintain number of warehouses, launches best promotional events etc.

When considering Bandarawela showroom, it failed to achieve target sales last few

months (Table 1.1). It is important to find out the reasons behind the problem, as the

showroom is required to overcome the problem for achieving the success. Therefore, this

research study focuses on searching internal factors, which affect sales target

achievement. (With special reference to Royal Ceramic Lanka PLC, Bandarawela

Branch).

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Table 1.1 Deviations of Sales.Source: Past Sales reports. (Appendices II)

Year & Month Deviation (percentage)

2009 April 38%May 29%June 31%July 62%August 46%September 54%October 80%November 41%December 151%2010 January 37%February 104%March 77%April 92%May 91%

According to monthly sales analyze, there is only two months it achieved 100% sales

target. Other 12 months branch did not achieve 100% sales target. This research problem

developed based on the above reason.

1.3 Research Problem

If any organization based on intrinsic fundamentals such as carrying customer centric

business approach, performance-driven culture, an organic integration of consist with the

business and commitment to enterprise governance, which are assistance to carry a

success business.

Shareholders invest money for organizations, as well as they expect return on invest for

their investment. Therefore, they appoint challengeable directors and set goals for their

organization. Then directors set targets to achieve their goals. So sales target achievement

is a significant factor to any organization’s smooth run. If it is not achieving sales target,

it causes to reduce investment opportunities for businesses.

It is a significant factor, if any organization has been satisfying customers, they will be

more likely to repurchase, leading to increased sales and market share for the firm.

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Improving the quality of available stocks, delivery on time, proving best service is

particularly important because these increase customer satisfaction.

To achieve company goals, it is important to achieve sales target by any branch of Royal

Ceramic Lanka PLC. It had identified that, there is a difficulty of achieving sales targets

in Bandarawela showroom. Therefore, the research problem titled as what are the

internal factors, which affect sales target achievement? (With special reference to

Royal Ceramic Lanka PLC, Bandarawela Branch.)

1.4 Objective of the Study

The objective of this research study can be categorized into 2 parts, such as the overall

objective and the specific objectives.

1.4.1 Overall Objective

To identify the internal factors which affect sales target achievement. (With special

reference to Royal Ceramic Lanka PLC, Bandarawela branch.)

1.4.2 Specific Objectives

To identify customers’ view about the product, place (show room), price and

promotion.

To identify the influence of production delay to reduce the monthly sales.

To identify whether insufficient warehouse reduces sales.

To identify whether lack of facilities in the show room reduces the sales.

1.5 Research Questions

1. What are the internal factors which affect sales target achievement?

2. What are the customers’ view about the product, show room, price and promotion?

3. What is the influence of production delay to reduce the monthly sales?

4. What is the influence of insufficient warehouse for monthly sales?

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5. What is the influence of lack of facilities in the show room to monthly sales?

1.6 Significance of the Study

If internal, external and other factors in line to increase sales it is a cause to generate

immediate quality transactions. It will create value and satisfy the customers as well.

Therefore, this research finding will be helpful to both the company and to the customers.

At present, there are some factors, that cause to reduce the sales, so Rocell- Bandarawela

branch can realize those factors and by adopting one or more methods, which are given

under the suggestions, the showroom managers can be able to increase the sales and

achieve 100% sales target. Every company wishes to see best performance from their

outlets. Accumulative sales volume of outlets directly affect for every companies

survival. Therefore many companies use outlets to sell their products or build good

relationship with customers. Therefore company should have to pay their special

attention regarding showroom actives to improve their market sales. The research

outcome would be very useful in this regard.

The basic idea is that satisfied customers will be more likely to repurchase, they become

loyal customers, and they lead to increase sales and market share for the firm, so by

giving best service on time it causes to delight customers.

Ceramic industry is one of the significant industry in Sri Lanka. Therefore, by conducting

this type of research study it enables to identify the ways of improving the sales, through

that the company can increase the revenue of the ceramic industry, than imported ceramic

tiles. Finally, it helps to country’s economy, especially a third world country like Sri

Lanka to come to a good position.

1.7 Conceptualization

With the support of literature review, pilot survey results and discussions with expert

persons make a concept to the present research study. Here internal factors and external

factors considered as independent variable as well as sales target achievement considered

as dependent variable.

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Figure 1.1: Conceptual Framework

The factors, which directly affect for sales can divide into especially as internal factors

and external factors. Internal factors that affect businesses come from within the business

itself, regardless of any outside factors like customers and other businesses. Especially,

marketing mix factors considered.

External factors are not under the control of the company, would be opposite side of

internal factors. These external environments tend to be uncontrollable by the marketer.

The external factors affecting to sales, such as general economic and industry conditions,

competition, international activities, customer and geographic mix, seasonal trends,

technological changes and product transitions, inventory management/supplies/raw

materials, risk on financial instruments.

Product mix refers to products or services. The product or service offered needs to be

able to meet a specific, existing market demand or a tangible object or an intangible

service that is mass-produced or manufactured on a large scale with a specific volume of

units.

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Internal factors

Product

Price

Promotion

Place

External factors

Sales target achievement

http://en.wikipedia.org/wiki/Mass_produced

The price is the amount a customer pays for the product. A number of factors including

market share, competition, material costs, product identity and the customers perceived

value of the product determines it.

Promotion is concerned as any vehicle you employ for getting people to know more

about your product or service. Advertising, public relations, point-of-sale displays, and

word-of-mouth promotion are all traditional ways for promoting a product.

Place represents the location where a product can be purchased. It is often referred to as

the distribution channel. Place is not exactly a physical store where it is available Place is

nothing but how the product takes place or create image in the mind of customers.

1.8 Limitations of the Study

When doing the research study following barriers had faced.

1. Scope of research was limited to investigating of the factors of Bandarawela

showroom. There are 41 Rocell branches island wide. However, present research was

limited to Bandarawela Rocell branch, because of time period limitation.

2. It was difficult to get confidential information of the company operation because of

company rules and regulations. It was difficult to get all the information, which the

researcher wanted to conduct the present research.

3. Present research considers only Rocell. In this research, it only addresses Rocell PLC.

Nevertheless in Sri Lankan context there other companies’ not only private ones but also

government ones although this study considers only Rocell PLC.

4. Present research was conducted for only 4 months; therefore, time duration was not

enough to carry out a quantitative research. So time constraints affected to the research

and it was one of the major barriers of the study.

5. Because of time period barriers, it was difficult to search what are the factors that

affect externally to sales achievement. Therefore, in the present research, it was skipped.

The internal factors do not only effect on the sales target achievement. There are various

factors that affect externally too, to the sales target achievement, but in the research it

was concerned only on the internal factors.

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http://www.publicrelationsmanager.net/

1.9 Chapter Summary

This chapter had considered the overview of the Royal Ceramic Lanka PLC, background

of the present research study, regarding the research problem which is “what are the

internal factors which affect sales achievement?(with reference to Royal Ceramic Lanka

PLC, Bandarawela branch)”, objectives of the study, research questions which are in line

with the objectives, significance of the study regarding; company point of view, customer

point of view, economic point of view, conceptualization of the study which is in line to

the overall objectives as well as to the research study and limitations of the present

research study.

Second chapter considers the past-related and empirical studies, which are relevant to the

scope of research. This chapter covered the literature regarding Product mix, Place mix,

Price mix and Promotion mix.

Third chapter presents information of the methodology used for present research. It

included types of data, data collection methods, population and sample, types of collected

data and indicated that data presentation and analysis methods. The researcher used

convenience-sampling method and there are 100 of sample, which comprised with 93 of

customers and 07 of staff members.

Forth chapter considered especially data presentation, data analysis and finally made a

discussion for the results, which found through this study. Here used especially, mean

value, Standard deviation and percentages as analysis tools.

Fifth chapter of the present research describe the conclusion of the research and

recommendations made against to the problems. Here researcher made suggestions for

which are highly affect for sales target achievements and finally indicated that the way

forward of the present research.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The chapter is devoted to review the past-related theoretical and empirical studies which

relevant to the scope of the research. Here, the researcher aims to discuss the theoretical

and practical scenarios that the prior researchers have published up to now. Based on this

chapter covers the literature about product mix factors, place mix factors, price mix

factors and promotion mix factors.

2.2 Product

2.2.1 Product Variety

According to Krishna and Kumar, (2007) revealed that establishing empirical relationship

between product variety and the sales of manufacturing firms. Product diversification

may be achieved by developing and extending one’s capabilities to build the foundation

of new but related product families. This helps manufacturing firms to offer a large

variety of product to suit individual customer requirements. Hence, a critical element of

product diversification is managing the level of product variety and the extent of product

development capabilities, particularity the in house functional capability and the

outsourcing capability.

2.2.2 Product Quality

The Bell Journal of Economics of “The RAND” Corporation, (1982) analyzes markets in

which consumers are imperfectly informed about product quality. An important force that

prevents deterioration of the quality supplied by sellers is the formation of firm-specific

reputations. It is shown in general that reputations, because they can reward high quality

production only with a lag, can work only imperfectly. When sellers set quality for the

last time, any self-fulfilling quality level must lie below the perfect information quality

level. The same is true of steady-state quality levels when sellers can vary quality over

time. Finally, the relationship between consumer information and product quality is

explored.

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2.2.3 Product Design

Mark, (2000) revealed that product design is more important than ever because customers

are demanding greater product variety and are switching more quickly to products with

state-of-the-art technology. The impacts of greater product variety and shorter product

life cycles have a multiplicative effect on the number of new products and derivative

products that need to be designed. For example, just a few years ago, a firm may have

produced four different products and each product may have had a product life cycle of

ten years. In this case, the firm must design four new products every ten years. Today, in

order to be competitive, this firm may produce eight different products with a life cycle

of only five years; this firm must introduce eight new products in five years. That

represents sixteen new products in ten years or one product every seven and one-half

months. In this fast-paced environment, product design ceases to be an ad hoc,

intermittent activity and becomes a regular and routine action. For an organization,

delays, problems, and confusion in product design shift from being an annoyance to

being life threatening.

2.2.4 Brand Image on Sales

Ataman and ulengin, (2003) investigate the relationship between the sales volume of a

firm and its brand image. Consumers’ self-perception and perception of brand image,

with respect to congruency models, have a strong influence on their behavior in the

marketplace. Therefore it is expected that the fluctuations (the authors use fluctuation and

variation interchangeably) in image attributes will explain the fluctuations in sales

figures. In order to test this hypothesis, consecutive surveys were carried out, on a

monthly basis to collect image data. Factor analysis was performed on the image

attributes over time and three main image factors were attained. To determine the net

effect of image attributes on sales, multiple regression analysis was performed, using the

time series data, and all three-image factors were found to be significant in this

congruency.

2.2.5 Production Time

Disney, Naim, and Towill, noted that the Law of Industrial Dynamics ensures that if a

production control system can amplify then it will surely find a way of doing so despite

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the best efforts of production schedulers to take corrective action. In fact, practical

studies show that such human intervention frequently aggravates the situation with both

stock levels and order rates fluctuating alarmingly. The solution is to design an effective

system via simulation. This requires the selection of the appropriate control system

structure, agreement on the test cases to be used to mimic the operating environment, and

finally setting the system parameters to achieve best performance for this scenario.

Demonstrates a system, which has three controllers utilizing sales, inventory and work in

progress (WIP) data to set production order rates. The resulting decision support system

(DSS) is a generic tool that can be used by production schedulers with confidence in the

knowledge that the Law of Industrial Dynamics effects may be minimized. Simulation

experiments can determine the best available trade-off in any particular situation such as

achieving the lean logistics aim of minimum reasonable inventory (MRI) while retaining

high customer service levels (CSL). The experimental facility available within the

simulation model includes provision for assessing the impact of variable production lead

times and information delays on system performance. It describes a specific application

of the DSS and the specific improvements in a company’s performance. Places the DSS

in the context of a case-based reasoning environment in which a knowledge base of

system structures and their dynamic properties is achieved.

2.3 Price

2.3.1 Discount

Bruce and Abhijit, (2002) mentioned that the current research examines two individual

difference variables (price consciousness and sale proneness) along with discount level

and their relationship with consumers' outcome evaluations of offer value, search

intention and purchase intention. Results suggest that consumers' level of sale proneness

influences their evaluation of all three-outcome variables, while price consciousness

influences only search intention. Additionally, significant interaction effects were found

between discount level and price consciousness and between price consciousness and sale

proneness.

2.4 Promotion

2.4.1 Sales Promotion

Journal of Marketing Research, American Marketing Association, (1988) the

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effectiveness of a sales promotion can be examined by decomposing the sales "bump"

during the promotion period into sales increase due to brand switching, purchase time

acceleration, and stockpiling. The author proposes a method for such a decomposition

whereby brand sales are considered the result of consumer decisions about when, what,

and how much to buy. The impact of marketing variables on these three consumer

decisions is captured by an Erlang-2 inter purchase time model, a multinomial logit

model of brand choice, and a cumulative logit model of purchase quantity. The models

are estimated with IRI scanner panel data for regular ground coffee. The results indicate

that more than 84% of the sales increase due to promotion comes from brand switching (a

very small part of which may be switching between different sizes of the same brand).

Purchase acceleration in time accounts for less than 14% of the sales increase, whereas

stockpiling due to promotion is a negligible phenomenon accounting for less than 2% of

the sales increase.

2.4.2 Public Relations

Study conducted by Lise and Christian, (2007) five out of 19 countries questioned for its

biannual public relations industry survey, cite better recognition of the value of public

relations as one of the main factors that can potentially affect a company’s sales growth.

This finding is consistent with previous studies conducted by the UQAM Public

Relations Chair showing that in comparison to other, more traditional forms of

marketing, public relations is extremely effective. The Public Relations Chair has in fact

developed several tools to measure the effectiveness of public relations, such as its

management chart and its media analysis software, which can be used to monitor sales

trends resulting from public communication strategies.

2.4.3 Sales Force

Roman, Sergin and Salvador (2005) revealed that the role of ethical sales person

behaviour as perceived by the customer in developing a better quality of relationship

between the salesperson and the customer. The results showes that percevied etical sales

behaviour playing a major role in affecting the quality of the buyer-seller relationship and

organization sales as it has positive effect on the customer satisfaction, trust and

commitement to the salesperson.

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2.5 Place

2.5.1 Distribution Channels

Oburai and Baker, (2002) this study is an attempt to understand and explain the sales and

distribution channel structure in thirteen different industries in India. The investigation

adopted a mix of case research and grounded theoretic research methodologies in

exploring the subject under scrutiny. The study offer a classification scheme for grouping

marketing channels into homogenous clusters based on similarity/dissimilarity using

multivariate multidimensional mapping techniques. This scheme offers to explain the

variety found in structures and suggests alternative channel possibilities. Such a scheme

can be used in formulating marketing strategies and in deciding upon operational issues

as well while the main setting of the reported findings is Indian, the findings may prove

to be useful beyond the national setting. Usual disclaimers associated with qualitative

research methodology (Gummesson,1998) apply in this case concerning the general

ability and validity of the findings.

2.5.2 Location

Duan and Mela, (2006) noted that the problem of outlet sales and location in the context

of unobserved spatial demand. Their analysis constitutes a scenario wherein capacity-

constrained firms set sales conditioned on their location, demand and costs. This enables

firms to develop maps of latent demand patterns across the market in which they

compete. The analysis further suggests locations for additional outlets and resulting

equilibrium effect on profits and sales.

2.6 Lack of Resources

Rane,(1998) revealed that another factor which affects the overall value of a business

with regard to the sale thereof has a lot to do with the lack of resources that many

business owners experience. Unlike their corporate counterparts, smaller business owners

do not have attorneys, accountants and financial advisors at their disposal who can aid

them in the sale of their business. Due to the lack of these professionals, business owners

tend to take longer selling their business and finding the best buyers, which will affect the

overall value of the business.

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CHAPTER THREE

METHEDOLOGY

3.1 Introduction

This chapter contains with information of the methodology used for present research. It

includes the types of data, data collection method, population and sample, types of

collected data and finally it had indicated that the data presentation and analysis method

that was used in the research study.

3.2 Types of data

This study required a combination of primary and secondary data, to achieve the

objectives of this study.

3.2.1 Primary data

Primary data were collected mainly by the distributing the questionnaire through the

customers and interviewing customers and internal staff members of the branch. As well

as observing customer reactions when problems aroused and when customer complaints

aroused. Unstructured interviews were conducted for the preliminary investigation of the

research problem identification. Data were directly collected from the respondents at the

Show Room.

3.2.2 Secondary data

The research required the data generated from the past-related theoretical and empirical

studies that were relevant to the scope of the research, previous research papers, articles,

magazines, research proposals and other internet sources, which were related industry

data, and past sales records.

3.3 Data Collection Method

Following three systematic methods of data collecting were used to collect data in this

research. They were the questionnaire, unstructured interviews and observations.

3.3.1 Population

The aim of the research is to identify internal factors, which affect sales achievement

Rocell Bandarawela branch. The showroom staff members’ were examined and

consumers were examined to investigate the issue. From the branch, branch manager,

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sales persons, storekeeper and minor staff members, were selected as the population

because they were more knowledgeable regarding the issue. The objective of this branch

research was to gather important information regarding internal factors which affect to

sales target achievements. For the customer survey consider people who come to the

Rocell Bandarawela show room since 01.06.2010 to 30.06.2010.

3.3.2 Sample

It was not an easy task to measure exactly customer population. So present study was

used convenience sampling method. The sample comprised of 100, as 93 from customers

and 07 from staff members.

3.3.3 Research Instruments

3.3.3.1 Questionnaires

Questionnaires were the main research instrument used to collect primary data related to

the dependent variables of the selected customers who visited the branch and staff

members in the branch. Customer questionnaire contain of six major parts such as A, B,

C, D, E and F. Staff members questionnaire contains five major parts as A,B and C. Even

though there were number of factors proposed, the researcher selected four factors after

unstructured interview, literature survey and the observations to develop the

questionnaire.

Customers Survey Questionnaire

Part A of the questionnaire:

Part ‘A’ of the questionnaire related to the demographic information of the respondents

and two questions were asked from respondents.

Part B of the questionnaire:

Part ‘B’ of the questionnaire covers the information related to the product mix factors and

twelve questions were asked in this section.

Part C of the questionnaire:

Part ‘C’ of the questionnaire covers the information related to the price mix and four

questions were asked from respondents.

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Part D of the questionnaire:

Part ‘D’ of the questionnaire includes the questions related to the promotion mix

dimension seven questions were asked to gather information.

Part E of the questionnaire:

Part ‘E’ questionnaire includes the place mix factors and nine questions were asked from

respondents.

Part F of the questionnaire:

Part ‘F’ of the questionnaire includes the general information and ten questions were

asked to gather information.

Staff Survey Questionnaire

Part A of the questionnaire:

Part ‘A’ of the questionnaire related to the product mix factors of the respondents and

fourteen questions were asked from respondents.

Part B of the questionnaire:

Part ‘B’ of the questionnaire covers the information related to the price mix factors and

four questions were asked in this section.

Part C of the questionnaire: Part ‘C’ of the questionnaire covers the information related

to the place mix and fourteen questions were asked from respondents.

Part D of the questionnaire:

Part ‘D’ of the questionnaire includes the questions related to the general information and

three questions were asked to gather information.

According to likert (point of scale) main four dimensions questions were prepared.

Number ‘1’ denoted that “Strongly disagree”, number ‘2’ denoted that “Disagree”,

number ‘3’ denoted that “Neither agree nor disagree”, number ‘4’ denoted that “Agree”

and number ‘5’ denoted that “Strongly agree”. Here mid-point was considered as point

3.0.

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3.3.3.2 Unstructured interviews

Unstructured interviews with both customers and staff members were conducted prior to

the data collection. Those unstructured interviews were used to collect necessary

information regarding the quality of Rocell products, regarding customer service,

delivering orders, showroom image and those collected data were used to prepare the

final questionnaire.

3.3.3.3 Observations

As a trainee of Royal Ceramic Lanka PLC, Bandarawela branch, the researcher was able

to carry out a number of observations prior to prepare the questionnaires as well as the

customer feedback and service of other staff members.

3.4 Data Presentation and Analysis Method

The researcher used several methods to present and analyze the collected data to achieve

the research objectives set at the beginning of the research.

3.4.1 Data Presentation Methods

Frequency tables

Bar charts

Pie charts

3.4.2 Data Analysis Methods

For the statically analysis was used mean value, standard deviation and

percentages.

By using SPSS statics was analyzed.

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CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 Introduction

Chapter four consist of especially data presentation, data analysis collected from the

customer survey and show rooms staff survey and data collected from unstructured

interviews and observations. The questionnaires were made for especially this research,

tried to achieve present research objectives by using it, and finally made a discussion for

the results that were found in this study.

4.2 Sample profile

According to methodology chapter, the sample is included 93 customers who visited

Bandarawela Rocell branch in last few months and 7 members who were working at

Bandarawela Rocell branch.

4.3 Data Presentation

4.3.1 Age distribution of the sample

Customers’ age composition is important to take the action, because it directly affects

customers’ buying decisions. Six age classes were concerned in the research such as age

20-30, age 31-40, age 41-50, age 51-60, age 61-70 and 71-80. age range begins with 20

because Rocell sell industrial products. Customers below 20 years are not buying

industrial products.

Table 4.1: Ages of the Customers Figure 4.1: Ages of the CustomersSource: Survey data, 2010 Source: Survey data, 2010

From the customer survey, it was found that age class 20-30 is the highest 31.2% (Table

4.1 and Figure 4.1) and age class 41-50 took the second rank. Age limit 31-40, 51-60 and

20

Age Classes

Frequency Percentage (%)

20-30 29 31.231-40 16 17.241-50 23 24.751-60 12 12.961-70 10 10.871-80 3 3.2Total 93 100.0

61-70 took the third, fourth and fifth ranks respectively. Age limit 71-80 is the lowest,

which is 3.2%.

4.3.2 Classification of Customers’ Nature

Table 4.2: Nature of the Customer Figure 4.2: Nature of the CustomerSource: Survey data, 2010 Source: Survey data, 2010

According to table 4.2 and figure 4.2, it

shows that 64.5% of the sample is house

owners, it is the highest category among

these four categories. Second rank customer

category is the tile layer it took 12.9% of

the sample. Third and the lowest rank

customer categories are contractor and architecture respectively.

4.3.3 Information Relating to the Product Mix

4.3.3.1 Main Reason for being a Customer of the Rocell

Table 4.3 Main reason 4.3: Main reason Source: Survey data, 2010 Source: Survey data, 2010

According to table 4.3 and figure 4.3, it shows that quality is the primary reason to buy

Rocell products and it took the highest value of the sample, it is 58.1%. Second, third and

the lowest rank reasons are product variability, customer service and others respectively.

4.3.3.2 Customers can buy the Rocell products at the same time of selection.

Table 4.4: Customers can buy the Rocell products at the same time of selection

21

Customer category


House Owner 60 64.5

Tile Layer 14 15.1Contractor 12 12.9

Architecture 7 7.5

Total 93 100.0

Main reason


Price 0 0Product Variability

30 32.3

Quality 54 58.1Customer Service

8 8.6

Others 1 1.1Total 93 100.0

Source: Survey data, 2010

According to customer survey 81.7% of sample who unable to buy Rocell products at the

same time with reference to table 4.4. Among the sample 18.3% able to buy Rocell

products at the same time.

4.3.3.3 How long customers wait to buy that selected Rocell products

Table 4.5 How long customers wait 4.4: How long customers waitSource: Survey data, 2010 Source: Survey data, 2010

According to customer survey 34.2% is the

highest, it is ‘few days’ category as shown

in the table 4.5 and figure 4.4. Second,

third and fourth rank categories are two

week, one week and one month

respectively. More than one-month

category took 6.6% of sample.

4.3.3.4 Customers can buy all sizes of tiles from Rocell Bandarawela Show Room

Table 4.6 and 4.7 tell about both perspectives that customers and staff members,

regarding sizes already exist in the Bandarawela show room. Both parties mentioned that

100% No answer for all sizes availability.

22

Availability Frequency Percentage (%)

Yes 17 18.3No 76 81.7Total 93 100.0

Availability Frequency Percentage (%)

Few days 26 34.2One week 16 21.1Two weeks 17 22.4One month 12 15.8More than one month

5 6.6

Total 76 100.0

Sizes availability


Yes 00 00No 93 100Total 93 100.0

Sizes availability


Yes 00 00No 07 100Total 07 100.0

Table 4.6: Customer survey results Table 4.7: Staff survey results Source: Survey data, 2010 Source: Survey data, 2010

4.3.3.5 What are the Sizes not available if the answer is “Not”


Table 4.7 and 4.8 tell about both perspectives that customers and staff members, they said

that 12*8 size is not available in the Bandarawela Rocell Show Room.

4.3.3.6 Customers can buy every design of tiles from Bandarawela Rocell SR

Table 4.10: Customer survey results Table 4.11: Staff survey results

Source: Survey data, 2010 Source: Survey data, 2010

Table 4.10 and 4.11 tell about both perspectives that customers and staff members,

regarding designs already exist in the Bandarawela show room. Both parties mentioned

that 100% No answer for all designs were available.

4.3.3.7 What are the designs not available if the answer is “Not”

Table 4.12 and 4.13 tell about both perspectives that customers and staff members, 72%

of customer sample and 85.7% of staff sample said that Flower designs were not

23

Sizes unavailability


12*8 93 100Total 93 100.0

Sizes availability


12*8 07 100Total 07 100.0

Designs availability


Yes 00 00No 93 100Total 93 100.0

Designs availability


Yes 00 00No 07 100Total 07 100.0

Designs unavailability


Flower designs

26 28.0

Boarder designs

67 72.0

Total 93 100.0

Designs unavailability


Flower designs

1 14.3

Boarder designs

6 85.7

Total 7 100.0

Table 4.12: Customer survey results Table 4.13: Staff survey results Source:Survey data, 2010 Source: Survey data, 2010

available in the Bandarawela Rocell Show Room as well as 28% of customer sample and

14.3% staff sample said that Boarder designs are not available in the Show Room.

4.3.3.8 There is sufficient supply for Rocell products, which are made at

Eheliyagoda, Horana and Homagama

According to staff survey 100% of sample said that there was not sufficient supply for

Rocell products which are made at factories with reference to table 4.14.

4.3.4 Information relating to the Price Mix

4.3.4.1 Inquiry about discounts when buying Rocell products

Table 4.15: Inquiry about discounts when buying Rocell products Source: Survey data, 2010

According to customer survey 100% of sample said that they are liable to received a

discount with reference to table 4.15.

4.3.5 Information relating to the Promotion Mix

4.3.5.1 The Source of knowing about Rocell

Table 4.16 Source of knowing about Rocell 4.5: Source of knowing about RocellSource: Survey data, 2010 Source: Survey data, 2010

24

Demand as per supply


Yes 00 00No 07 100Total 07 100.0

Discount Frequency Percentage (%)

Yes 93 100No 00 00Total 93 100.0

Source Frequency Percentage (%)

By Advertisement 38 40.9By Colleagues 33 35.5By Sales Representatives

16 17.2

Others 6 6.5Total 93 100.0

Table 4.14: Staff survey results Source: Survey data, 2010

The table 4.16 and figure 4.5 tells about the source of knowing about the Rocell

according to customer survey. The highest one is 40.9% of customer sample said it was

by advertising. Second rank took by colleagues; it was 35.5% of customer sample. By

sales representatives and other sources took third and fourth places where frequencies

were 17.2% and 6.5% respectively.

4.3.6 Information relating to the Place Mix

4.3.6.1 Inquiry of customer and staff views about moderate look of the Show Room


Table 4.17 and 4.18 tell about both perspectives that customers and staff members, 100%

of customer and staff sample said that the Bandarawela Show Room was not moderate

like other Rocell Show Rooms island wide.

4.3.6.2 ‘If not’ it is hard to get an idea about Tile laying and applying of Bath wares.


Table 4.19 and 4.20 present about both views that customers and staff members, 100% of

sample said that it was not easy to get an idia about tile laying.

4.3.7 General Information

4.3.7.1 Inquiry of stock issuing movements.

25

Moderate look


Yes 00 00No 93 100Total 93 100.0

Moderate look


Yes 00 00No 07 100Total 07 100.0

If Not Frequency Percentage (%)

Easy 00 00Not easy 93 100Total 93 100.0

If Not Frequency Percentage (%)

Easy 00 00Not easy 07 100Total 07 100.0

Table 4.21: Inquiry of stock issuing quickly Source: Survey data, 2010

According to customer survey, 76.3% of sample tells that they were not quick when

issuing stocks. However, 23.7% of sample said that Bandarawela Rocell Show Room

issues stocks quickly, it shows table 4.21.

4.3.7.2 Inquiry about the labors in Rocell Bandarawela Show Room


Relating to customer survey table 4.22 & 4.23 present the highest value is ‘No’, it is

78.5% of sample. 21.5% of sample tell that ‘Yes’. According to staff, survey 100% of

sample tells ‘No’.

4.3.7.3 Inquiry regarding valuable time waste of customers


Table 4.24 and 4.25 are presented the inquiry regarding valuable time waste of

customers. According to customer survey 79.6% of sample said that it is cause to time

waste. It shows 20.4% of sample said it is not cause to time waste.

26

Stock issue Frequency Percentage (%)

Yes 22 23.7No 71 76.3Total 93 100.0

Labors Frequency Percentage (%)

Yes 20 21.5No 73 78.5Total 93 100.0

Labors Frequency Percentage (%)

Yes 00 00No 07 100Total 93 100.0

Time waste


Effect 74 79.6Do not effect

19 20.4

Total 93 100.0

Time waste


Effect 07 100Do not effect

00 00

Total 07 100.0

4.4 Univariate Analysis

This part of the present research was indicated the mean and standard deviation of each

dimension of the study. This Univariate analysis is very important to identify relationship

between dependent and independent variables.

Table 4.26: Factors affect when buying Tiles according to Customer survey (Appendices V)Source: Survey data, 2010

Question Item Mean Std. Deviation

A.1 Price of the tiles 4.74 0.487A.2 Quality of the Tiles 4.70 0.461A.3 Designs of the Tiles 4.75 0.458A.4 Brand name of the Tiles 3.84 0.727

Grand Mean 4.51 0.284

Factors affecting when buying tiles was measured by using four factors such as price of

the tiles, quality of the tiles, designs of the tiles and brand of the tiles. According to

customer survey results, the factors were considered using means value and their standard

deviations. All these four factors, mean scores above mid-point 3.0 (Table 4.26). These

mean values tell that, all these question items highly affect when buying tiles, as well as

overall mean value also prove that. Here standard deviation also statically significant, it

mean there is no big variation among customer point of view regarding above factors.

4.4.1 Product Mix Indicators

4.4.1.1 Product mix indicators according to Customer surveyTable 4.27: Product mix indicators according to customer survey (Appendices VI)Source: Survey data, 2010


B.1 Quality and durability of Rocell products 4.20 0.479B.2 Designs and colors of Rocell products 3.76 0.743B.3 Varity of Rocell products 3.99 0.500B.4 Positioning Rocell brand name 3.67 0.681B.5 Availability of items at Bandarawela Show Room 2.69 1.042


27

As shown in the table 4.27, quality and durability of Rocell products is only one question

item, it’s mean value above point 4.0 and question items which were designs and colors

of Rocell products , Varity of Rocell products and Positioning Rocell brand name gave

mean values above mid-point 3.0. But, question item availability of items at Bandarawela

Show Room gave mean value below mid-point 3.0. Except B.5 mean value, other

question items mean values move to the positive side of the product mix. Standard

deviation of question items are in between 0.47 and 1.04. This implies that there is no big

variation among customers view about product mix indicators. Further, the overall mean

value of this senario is 3.66 and standard deviation is 0.319.

4.4.1.2 Product mix indicators according to Staff survey

Table 4.28: Product mix indicators according to Staff survey (Appendices VII)Source: Survey data, 2010


A.1 Quality and durability of Rocell products 4.86 0.378A.2 Designs and colors of Rocell products 4.00 1.000A.3 Varity of Rocell products 4.29 0.756A.4 Availability of items at Bandarawela Show Room 2.00 1.000A.5 Allocation of Rocell products from central

warehouses 2.29 0.488

A.6 Customer requirements 4.29 0.488A.7 Factories produce products quickly 2.43 0.787A.8 No competition with dealers to reserve Rocell

products1.71 0.488

A.9 Changing production plans was not affect for customer satisfaction

1.57 0.535

28


Table 4.28 gives mean and standard deviation of staff surveys regarding prodcuct mix

indicators. Question items which were quality & durability of Rocell products, designs &

colors of Rocell products, verity of Rocell products and customer requirements above

point 4.0. But question item availability of items at Bandarawela Show Room, allocation

of Rocell products from central warehouses, regarding production process time

consuming, Competition with dealers to reserve Rocell products and changing

production plans how to effect for customer satisfaction give mean value below mid-

point 3.0. Standard deviation of question items are in between 0.37 and 1.00. Further, the

overall mean value of this senario is 3.04 and standard deviation is 0.168.

4.4.2 Price Mix Indicators

4.4.2.1 Price mix indicators according to Customers survey

Table 4.29: Price mix indicators according to Customer survey (Appendices VIII)Source: Survey data, 2010


C.1 Inquiry of Rocell product’s prices 1.95 0.596C.2 Influence of buy Rocell products in April and

December months due to high discounts rates3.71 0.731

C.3 Value fitted to the price 4.26 0.530Grand Mean 3.30 0.380

As indicated in the table 4.29, value pitted to the price is only one question item, it’s

mean value above point 4.0 and question item, influence of buy Rocell products in April

& December months due to high discounts rates gives mean value above mid-point 3.0.

But, question item, inquiry of Rocell product’s prices gave mean value below mid-point

29

3.0. Except C.1 mean value, other question items mean values force to be in the positive

side of the price mix. Standard deviation of question items were in between 0.53 and

0.73. This implies that there was no big variation among customer view about price mix

indicators. Further, the overall mean value of this indicators are 3.30 and standard

deviation is 0.380.

4.4.2.1 Price mix indicators according to Staff survey

Table 4.30: Price mix indicators according to Staff survey (Appendices IX)Source: Survey data, 2010


B.1 Inquiry of Rocell product’s prices 2.14 0.900B.2 High prices not cause to reduce sales volume 1.86 1.215B.3 Influence of buy Rocell products in April and

December months due to high discounts rates4.43 0.535

B.4 Tend for law quality products because of high prices of Rocell products

3.86 0.900


As shown in the table 4.30, influence of buy Rocell products in April & December

months due to high discounts rates was only one question item, it’s mean value was

above point 4.0 and question item, tend for law quality products because of high prices of

Rocell products gave mean value above mid-point 3.0. But, question items, inquiry of

Rocell product’s prices and high prices not cause to reduce sales volume gave mean value

below mid-point 3.0. Except B.1 and B.2 mean values, other question items mean values

moved to the positive side of the price mix. Standrad deviation of question items were in

between 0.53 and 1.21. Further, the overall mean value of this indicators were 3.07 and

standard deviation is 0.572.

4.4.3 Promotion Mix Indicators according to Customers survey

Table 4.31: Promotion mix indicators according to Customer survey (Appendices X)Source: Survey data, 2010


D.1 Inquiry of customer service 4.31 0.608D.2 Inquiry of amount of sales persons 3.43 0.728

30

D.3 Inquiry of sales persons knowledge of Rocell products

4.31 0.510

D.4 Inquiry of Rocell advertisements 3.86 0.618D.5 Inquiry of Show Room’s Name board 3.25 0.803D.6 Attractiveness of Name board 2.84 0.851


As presented in the table 4.31, inquiry of customer service and inquiry of amount of sales

person’s knowledge mean values were above point 4.0 and question items, inquiry of

amount of sales persons, inquiry of Rocell advertisements and inquiry of Show Room’s

Name board gave mean value above mid-point 3.0. But, question item attractiveness of

Name board gave mean values below mid-point 3.0. Except D.6 mean value, other

question items mean values moved to the positive side of the promotion mix. Standard

deviation of question items were in between 0.60 and 0.85. This implies that there was no

big variation among customer view about promotion mix indicators. Further, the overall

mean value of this indicators were 3.66 and standard deviation is 0.378.

4.4.4 Place Mix Indicators

4.4.4.1 Place mix indicators according to Customers survey

Table 4.32: Place mix indicators according to Customer survey (Appendices XI)Source: Survey data, 2010


E.1 Inquiry of systems 2.67 0.712E.2 Inquiry regarding systems ability to check

inventory 2.68 0.823

E.3 Inquiry regarding accuracy of systems 4.29 0.600E.4 Inquiry of layout of Bandarawela Rocell 2.82 0.779E.5 Inquiry of attractiveness of placing Rocell

products in Bandarawela Show Room 2.86 0.774

E.6 Inquiry of vehicle park ability 2.26 0.833E.7 Inquiry of accessibility to the Bandarawela Show

Room 2.43 0.786

31


Table 4.32 gives mean and standard deviation regarding place mix indicators. Inquiry

regarding accuracy of systems, mean value is only one question item above point 4.0. But

among seven indicators six indicators are below to the mid-point 3.0. Except E.3 mean

value, other question items mean values force to the negative side of the place mix.

Standard deviation of question items are in between 0.60 and 0.83. Further, the overall

mean value of this indicators are 2.85 and standard deviation is 0.487.

4.4.4.2 Place mix indicators according to Staff survey

Table 4.33: Place mix indicators according to Staff survey (Appendices XII)Source: Survey data, 2010


C.1 Inquiry of warehouse capacity 1.86 0.378C.2 If haven’t sufficient warehouse, how it affect for

keep good stock1.43 0.535

C.3 If haven’t sufficient warehouse, how it affect for customers

1.71 0.488

C.4 If haven’t facilities in Bandarawela Show Room, how it affect to give best customer service

1.86 0.378

C.5 Inquiry of show Room capacity 1.86 0.690C.6 Inquiry regarding warehouse location 1.57 0.787C.7 Inquiry of systems 1.86 0.378

32

C.8 Inquiry regarding systems ability to check inventory

3.29 0.951

C.9 Inquiry regarding accuracy of systems 4.43 0.535C.10 Inquiry of vehicle park ability 1.71 0.488C.11 Inquiry of accessibility to the Bandarawela Show

Room2.57 0.976

C.12 Because of faraway from central warehouses, how it affect for receiving stocks

1.71 0.488


As show in the table 4.33, an inquiry regarding accuracy of systems mean value is above

point 4.0 and question item inquiry regarding systems ability to check inventory gave

mean value above mid-point 3.0. But, question items, inquiry of warehouse capacity, if

haven’t sufficient warehouse, how it affect for keep good stock, if haven’t sufficient

warehouse, how it affect for customers, if haven’t facilities in Bandarawela Show Room,

how it affect to give best customer service, inquiry of show Room capacity, inquiry

regarding warehouse location, inquiry of systems, inquiry of vehicle park ability, inquiry

of accessibility to the Bandarawela Show Room and because of faraway from central

warehouses, how it affect for receiving stocks gave mean values below mid-point 3.0.

Except C.9 and C. 8 mean values. other question items mean values moved to the

negative side of the place mix. Standard deviation of question items were in between 0.37

and 0.97. Further, the overall mean value of this indicators are 2.15 and standard

deviation is 0.183.

4.4.5 Inquiry of tendency for come back to Bandarawela Rocell

Table 4.34: Inquiry of tendency for come back to Bandarawela Rocell according to Customer surveySource: Survey data, 2010


F.1 Inquiry of tendency for come back to Bandarawela Rocell

3.84 0.538


As gives data in the table 4.34, inquiry of tendency for come back to Bandarawela Show

Room gives mean value above mid-point 3.0. It says that mean value force to the positive

33

side of the come back to Bandarawela Rocell Show Room. Standard deviation of

question item is 0.538, so there is no big variation customer view point of this senario.

4.5 Discusion

4.5.1 Customers’ view about the product, show room, price and promotion

According to table 4.26, it is mentioned indicators of product mix dimension, with

reference to customers’ view of product factor, which, grand mean is 3.66, is higher than

the mid-point; it says that, customers’ view of product dimension was not highly affect

for low sales of Bandarawela Show Room’s last few months. However, when considering

availability of items at Bandarawela Rocell Show Room, the mean value is 2.69, it is less

than the mid-point and according to its standard deviation; it took higher than point 1.0 it

is effect for low sales of the Bandarawela Show Room’s last few months supporting ideas

of providing evidence. Although customers have positive view regarding quality and

durability of Rocell products, designs and colours of Rocell products, verity of Rocell

products and positioning of Rocell brand name according to their mean value and of its

dispersion. When considering about overall standard deviation of these indicators, it says

that there is no big variation of mean value, it is dispersion up to 0.319. Therefore, figures

are statically significance.

Customers’ view regarding the Show Room indicated the table 4.31. It indicated that, the

grand mean value is 2.86, is less than the mid-point, it says that, according to customers’

view Show Room(Place) dimension highly affect the low sales of Bandarawela Show

Room’s last few months. When considering inquiry regarding systems, inquiry regarding

systems ability to check inventory, inquiry of layout of Bandarawela Show Room,

inquiry of attractiveness of placing Rocell products in Bandarawela Show Room, inquiry

of vehicle park ability abd inquiry of accessibility to the Bandarawela Show Room took

negative view, its prove by their mean values. However, when considering inquiry

regarding accuracy of systems the mean value is 4.29, it is higher than the mid-point it is

not effect for low sales of the Bandarawela Show Room last few months. When

considering about overall standard deviation of these indicators, tell that there is no big

variation of mean; it is dispersion up to 0.487.

34

According table 4.28 customers’ view of Rocell’s price mix dimension indicated that,

grand mean value is 3.30, is higher than the mid-point, it says that, with reference to

customers’ view price dimension did not highly affect the low sales of Bandarawela

Show Room’s last few months. However, when considering inquiry of Rocell product’s

prices the mean value is 1.95, it is less than the mid-point it is effect for low sales of the

Bandarawela Show Room’s last few months. Influence of buy Rocell products in April

and December months due to high discounts rates and fitted to the price took positive

view. When considering about overall standard deviation of these indicators, tell that

there is no big variation of mean; it is dispersion up to 0.380. Therefore, figures are

statically significance.

Customers’ view of promotion activites of Rocell, as shown in table 4.30 indicators of

promotion mix dimension, with reference to customer survey the grand mean is 3.67, is

higher than the mid-point, it says that, promotion dimension did not highly affect the low

sales of Bandarawela Show Room’s last few months. However, when considering

attractiveness of name board the mean value is 2.84, it is less than the mid-point it is

effect for low sales of the Bandarawela Show Room’s last few months. Although inquiry

of customer service, inquiry of amount of sales persons, inquiry of sales persons’

knowledge regarding Rocell products, inquiry of Rocell advertisements and inquiry of

rocell show room’s name board took positive view according to customer survey. When


variation of mean; it is dispersion up to 0.378.

4.5.2 The influence of production delay to reduce the monthly sales

As shown in appendices XV indicated that, grand mean of production delay related

question items is 2.00 and it is less than the mid-point. It says that production delay

highly affect the low sales of Rocell Bandarawela show room. The statements that were

factories produce products quickly and changing production plans were not affected for

customer satisfaction took mean less than mid-point. It said that, staff was not agreed that

statements and they had negative view regarding that statement. When considering about

overall standard deviation of these indicators, tell that there is no big variation of mean; it

is dispersion up to 0.500.

35

4.5.3 Whether insufficient warehouse reduces sales

According to the appendices XIII indicated that, grand mean of warehouse specified

question items is 1.64 and it is less than the mid-point. It says that insufficient warehouse

was highly affected for low sales of Rocell Bandarawela show room. The statements

which were there is a sufficient ware house, If have not a sufficient warehouse; it is not

cause to barrier to keep sufficient stocks, It is not affecting factor to give customer

selected Rocell products at the same time and the ware house location helps to easy to

issue Rocell products took mean value less than mid-point. It means staff has negative

view regarding warehouse of Bandarawela SR. When considering about overall standard

deviation of these indicators, tell that there is no big variation of mean; it is dispersion up

to 0.283.

4.5.4 Whether lack of facilities in the show room reduces the sales

According to the appendices XIV indicated that, grand mean of facilities related question

items of staff survey is 2.21 and it is less than the mid-point. And according to customer

survey grand mean is 2.67 and it is less than the mid-point. These say that, lack of

facilities in the show room was highly affected for low sales of Rocell Bandarawela show

room. The statements which, if there is not enough facilities in SR it is not affect to give

high customer service, there is sufficient space to exhibit Tiles & Bathware in SR, There

are sufficient systems to give best service for customers and systems help to check

inventory quickly took mean value less than mid-point. It means staff and customers have

negative view regarding facilities of Bandarawela SR. However, Systems help to check

Inventory quickly, it relate staff survey mean value took higher than mid-point. When


variation of mean, in staff survey, it is dispersion up to 0.366 and in customer survey, it is

dispersion up to 0.653.

36

CHAPTER FIVE

CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter describes the conclusion of the research and recommendations that were

made against to the problems.

5.2 Findings

5.2.1 Customers’ view about the product, show room, price and promotion

Among the customers’ sample 58.1% of the customers buy Rocell products because of its

quality. However, with relevance to customer survey, no one not consider for being a

customer of Rocell due to the price. 32.3% of the sample who like being of Rocell,

37

because of product variety. Therefore, researcher revealed that customers buy Rocell

products due to its quality.

73.1% of sample of customers agree and 85.7% of sample of staff strongly agree who

that Rocell tiles and Bath wares are more quality and durable than among made in Sri

Lankan others. Among the customers’ sample 23.7% of the customers strongly agree that

Rocell tiles and Bath wares are more quality and durable than among made in Sri Lankan

others. It is revealed that through both customer and staff survey Rocell products more

quality and durable than among made in Sri Lankan others.

Although customers selected Tiles and Bath wares through sample products 81.7% of the

sample failed to buy Rocell products at the same time. 18.3% of customer of the sample

bought Rocell products at the same time. According to that it is revealed in Bandarawela

Royal Ceramic branch often have not available stock.

According to both surveys 100% of sample said that in Rocell Bandarawela branch has

not all sizes which customer request for their requirements. 100% of sample proved that

12*8 size tiles are not available in the branch.

100% of staff and customer sample revealed that there is no every design which customer

request normally. Among customer sample 72% said that there is no Boarder design tiles

and 28% of sample said that there is no Flower design tiles. 85.7% of staff sample reveal

that, there is no Boarder design tiles and 14.3% of staff sample revealed that, there is no

Flower design tiles. It tells that, there are no Flower design tiles and Boarder design tiles

in Bandarawela Rocell branch.

47.3% of customer sample disagree regarding vehicle park facility of the branch and 28%

of customer sample have neutral idea regarding that. 71.4% of staff sample disagree

regarding vehicle park facility of the branch and 28.6% of staff sample strongly disagree

regarding that.

62.4% of customers were disagreed that access capability to the show room. 19.4% of

customer sample have neutral idea about that. Majority of staff sample, 42.9%

38

respondents have neutral idea about access capability to the show room and 28.6% of

sample disagreed that. Therefore, it tells that, there is no free access capability.

Majority of both customer and staff sample 74.2% and 71.4% respectively disagree the

statement regarding Rocell products prices comparing with other related products and

17.2% of customer sample strongly disagree about that statement. This tell that Rocell

charge high prices than competitors.

40.9% of customer sample aware regarding Rocell products by advertisement and 35.5%

customers aware by colleagues. As well as majority of customer 66.7% sample, reveal

that there is high influence of Rocell advertisements to buy Rocell products.

Majority of customer sample 53.8% said that there are sufficient sales persons to treat

customers. However, 32.3% and 12.9% of sample respectively have neutral and disagree

idea about that statement.

44.1% of customer sample agree the name board placement of the show room.

Nevertheless, 39.8% of customer sample have neutral idea about the name board. This

tells those customers have not strongly positive idea regarding the name board.

78.5% of customers and 100% staff of sample said that there are not sufficient labors to

loading and unloading activities of the branch. They said that 79.6% of sample of

customers and 100% of sample of staff; it is cause to waste customers’ time. This tells

that there are not sufficient labors in Rocell Bandarawela branch for loading and

unloading activities.

5.2.2 The influence of production delay to reduce the monthly sales

81% of customer sample had to wait for production completion; it means they had to wait

for buying. 34.2% of that sample waited to buy few days. 22.4% of that sample waited

one week. 15.8% and 6.6% that sample waited one month and more than one month

respectively. Therefore, this tells customers have to have waited for buying because of

production delay.

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Majority of the sample, 71.4% of staff sample said that, there is production delay in

Rocell factories. Further, they revealed that 100% of sample, there is no sufficient supply

of Rocell products to the show rooms.

57.1% of staff sample revealed that changing production plans directly cause for reduce

customer satisfaction and 42.9% of sample strongly disagrees for that statement. This

tells that changing production plans cause for production delay.

5.2.3 Whether insufficient warehouse reduces sales

85.7% out of staff survey revealed that, there is no a sufficient warehouse in Rocell

bandarawela branch. According to that, they said that strongly, it is cause to barrier to

keep sufficient available stocks. So staff accepted that 100% of sample, it is cause to not

giving customer selected Rocell products at the same time in quick manner. It directly

cause for customer dissatisfaction.

As well as 57.1% of staff sample believe that, Bandarawela Rocell warehouse location is

not help to issue Rocell products quickly.

5.2.4 Whether lack of facilities in the show room reduces the sales

100% of both samples revealed that Rocell Bandarawela branch has not modern look as

other Rocell branches. Therefore both respondents revealed that 100% of sample it

negatively affect for get an idea about tile laying and bath ware applying activities.

Majority of the sample, 49.5% of customers have neutral idea about layout attraction of

tiles and bath wares of Rocell Bandarawela branch and 28% of customers disagree about

that factor.

85.7% of staff sample revealed that, if there are not sufficient facilities in show room it is

highly affect to give best customer service.

The majority of staff sample, 57.1% revealed that, there is no sufficient space to exhibit

Tiles and Bath wares in Bandarawela branch.

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85.7% of staff sample said that, there are no sufficient systems to give best service for

customers. Therefore, lot of customers waited for billing, stock checking etc. It cause to

customer dissatisfaction.

According to these findings researcher can say overall objectives are achieved by this

research study. Through this study, it was identified that, customers’ view about the

product, show room, price and promotion, the influence of production delay to reduce the

monthly sales, whether insufficient warehouse reduces sales and whether lack of facilities

in the show room reduces the sales. According to the survey, customers have positive

image on Rocell products, price and promotion, but they have negative image on

Bandarawela show room. Production delay, insufficient warehouse and lack of facilities

in the show room are highly affected for low sales.

5.3 Recommendations

Here shows that the recommendations were developed by the researcher to overcome the

internal factors which negatively affect for sales target achievement.

As researcher, identified location was the one of the critical issue to the Rocell

Bandarawela branch. So researcher has identified following changes.

The present show room should be moderated at another place with enough space,

mean good capacity to keep Rocell products. There must attraction layout and

more attractive name board too.

Furthermore, should increase the facilities for both customers and staff. Provide

sufficient systems photocopy machine and fax machine for staff and too. IT

department of the Rocell Company must take suitable actions for increase the

efficiency of Rocell AS 400 system.

The new show room must locate at facility to Vehicle Park and there must be

good accessibility.

There must be sufficient warehouse to store Rocell products and it must locate at

easy to issue stocks.

Further researcher identified that product was another issue to the Rocell Bandarawela

branch. So researcher has suggested following changes.

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It is wanted to keep good available stock for daily sales.

The present size collection should be increased by introducing the 12*8 size and

the present design collection should be increased by introducing with Boarder

design tiles and Flower design tiles.

Top management should take actions to allocate of Rocell products from central

warehouses with fair manner.

Factories should take actions to produce Rocell products quickly without

production delay. So must increase the production plants.

To minimize the competition between branches and dealers for Rocell products

allocation should be increased production capacity.

Top management should try to remove changing of production plans frequently

and finish production on time and then release them quickly.

Another suggestion of researcher revealed that, for achieve sales target achievement as

follows.

Rocell Bandarawela show room manager should be involved to increase the

awareness of customers’ regarding Rocell Bandarawela show room that lived in

nearest areas by using awareness programs.

The researcher suggested that, it is wanted to increase sales persons for give best

service for customers.

Finally the researcher suggested that following factors,

Minor staff should be increased and should be trained them to treat for customers

well manner.

They should have proper coordination and correlation in between each department

of the Rocell.

5.4 Way forward of the research study

There are many researches previously done about present study and with the support

from literature, this research study was developed. The researcher perceives wide range

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of researchable events, which can extend further. It can do this manner. Eg: 7 P’s how to

affect for sales target achievements, external factor how to affect for sales target

achievements can mentioned.

Developing these kinds of research studies it would be benefited for both companies and

customers respectively. This research study was bound to Ceramic industry only. More

research studies are catering to ongoing process. Therefore, it should be put forward to

expand this research study into other industries too.

REFERENCES

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Intentions. Journal of Business Research, Vol. 55, No. 9, 775-783.

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BIBLIOGRAPHY

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