Sabar dairy

GTU’s Enrollment No: 137690592055

A

SUMMER INTERNSHIP PROJECT

REPORT

ON

“Analysing Performance and Satisfaction of Channel Members

Associated with Distribution of AMUL Milk”

Study Based on Survey in Sabarkantha and Aravalli District

AT

(Sabarkantha District co-operative Milk Producers’ Union Ltd.)

Submitted By:

MODI YASHKUMAR P. (B-07)

MBA PROGRAMME 2013-15

Project Guide:

Prof. SWATI PATEL

In partial Fulfillment of the requirements For Summer Internship Programme For

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SHRI JAIRAMBHAI PATEL INSTITUTE OF BUSINESS

MANAGEMENT AND COMPUTER APPLICATION (NICM-MBA)

Submitted to:

GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD

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DECLARATION

This project report entitled “Analysing Performance and Satisfaction of

Channel Member Associated with Distribution of AMUL Milk – Study Based

on Survey in Sabarkantha and Aravalli District” has been submitted to

GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD in partial

fulfillment for the award of degree of Master of Business

Administration. I, the undersigned hereby declare that this report

has been completed by me under the guidance of

Dr.Y.J.BRAHMBHATT (Assistant General Manager, Legal & Marketing

at SABAR DAIRY) and Prof. SWATI PATEL (Faculty Member, Shri

jairambhai patel Institute of business Management & Computer

Application, Gandhinagar).

The report is entirely the result of my own efforts and has not been

submitted either in part or whole to any other institute or university

for any degree.

Name of the Student with signature/s: Modi Yashkumar P. GTU’s Enrollment No/s: 137690592055 Date: Place: Himatnagar

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PREFACE

Practical Study plays a vital role in the field of education. It has been introduced

for the students to get the practical knowledge along with the theoretical

knowledge; only bookish knowledge is not the right way of learning anything

especially for the management students. How management principles are

implemented in business can only be known through practical study, students

can be very well aware about industrial environment like problem,

opportunities, different situations etc. This helps the students to have a better

understanding and also give them a chance to show their skills and ability.

Doing this project helped us to enhance our knowledge regarding the field

work. Throughout the study we did undergo many new experiences related to

people’s opinions as well as their tendencies. Through this report we come to

know about importance of team work and role of devotion towards the work.

The basic objective behind doing this project is to gain knowledge about

distribution system and understanding distribution member of SABAR Dairy.

During this whole training I got a lot of experience and came to know about the

management practices in real that how it differs from those of theoretical

knowledge and the practically in the real life. In todays globalize world, where

cutthroat competition is prevailing in the market, theoretical knowledge is not

sufficient. Beside this one need to have practical knowledge, which would help

an individual in his/her carrier activities and it is true that “Experience is best

teacher”.

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ACKNOWLEDGEMENT

It is almost inevitable to incur indebtedness to all who generously helped by

sharing their invaluable time and rich experience with me, without which this

project would have never been accomplished.

No task can be achieved alone, particularly while attempting to finish a project

of such magnitude. It took many special people to facilitate it and support it.

Hence, I would like to acknowledge all of their valuable support and convey my

humble gratitude to them. I would like to thank Prof. SWATI PATEL and all

other faculties of SJPI INSTIITUTE for their guidance throughout the

preparation of the Project and for their valued suggestion.

I express my sincere thanks to the management of “SABAR DAIRY” for

giving me this golden opportunity to work as a trainee in their company. The

guidance and support provided by the company have really made the training a

learning experience for me. This short period was full of rich experience, which

will definitely help me in my future career.

First of all, I would also like to thank to Dr. J. D. PATEL (General Manager,

Sabar Dairy) for giving me the permission for internship in Sabar dairy. I would

like thanking Dr. Y. J. BRAHMBHATT (AGM of Sabar Dairy) and also

thanking to Mr. CHETAN VADHERA (Marketing Manager) and other staff

member for their valuable guidance and encouragement.

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SR. NO. TOPIC DISCRIPTION

1. TITLE

“Analysing Performance and Satisfaction

of Channel Member Associated with

Distribution of AMUL Milk – Study

Based on Survey in Sabarkantha and

Aravalli District”

2. ORGANIZATION “Sabarkantha District Co-operative

Milk Producers’ Union Ltd”

3. OBJECTIVE

- To analyze the performance of

distributor and retailer.

- To measure the satisfaction level of

distributor and retailer.

- To know the in which area Amul

milk is sold in large quantity.

4. RESEARCH

METHODOLOGY

Exploratory and conclusive research

designs. Open and close ended and also

use the likert scale, non probability

sampling, convenience sampling.

5. RESEARCH

INSTRUMENT

Questionnaire, SPSS 16.00 version,

M.S. EXCEL ’07.

6. DATA ANALYSING Frequency Distribution, ANNOVA, One

sample t-test, factor analysis.

7. RELIABILITY

OF DATA

For Distributor 0.661 and

for Retailer 0.876

8. FINDINGS We found that Retailers are more

satisfied than the Distributors.

9. RECOMMENDATION

Provide the more training to those people

who are responsible for loading and

unloading process of milk and milk

products so as to decrease the damages

or leakages.

Improve thickness of polyethin of packed

milk.

TABLE OF CONTENT

CHAPTER PARTICULAR PAGE

NO.

DECLARATION i

CERTIFICATE FROM COLLGE ii

CERTIFICATE FROM ORGANIZATION iii

PREFACE iv

ACKNOWLEDGEMENT v

EXECUTIVE SUMMARY vi

1. INDUSTRY & COMPANY PROFILE 1

1.1 Indian Dairy Industry - A Profile 2

1.2 Gujarat Dairy Industry – A Profile 3

1.3 Gujarat Co-operative Milk Marketing Federation - GCMMF 4

2. UNION PROFILE 6

2.1 Co-operative Union 7

2.2 Sabarkantha District Co-operative Milk Producers’ Union

Ltd. 8

3. LITERATURE REVIEW 12

4. RESEARCH METHODOLOGY 18

4.1 Research Objectives 19

4.2 Scope of Study 19

4.3 Justification of Title 20

4.4 Research Design 21

4.5 Sampling Method 21

4.6 Data Collection 23

5. DATA ANALYSIS 25

6. FINDINGS 82

7. CONCLUSION & SUGGESTION 86

8. BIBLIOGRAPHY 90

9. ANNEXURE 93

LIST OF TABLE

TABLE NO. PARTICULAR PAGE

NO.

1.1 GCMMF – An Overview 5

2.1 Total Population, Milk Availability, per capita Consumption and Availability.

11

4.1 Channel Level 20

5.1.1 Reliability Test of Distributors 26

5.1.2 Gender of Respondents 27

5.1.3 Age Group of Respondents 28

5.1.4 Per Month income of Respondents 29

5.1.5 Retailers under the Distributors 30

5.1.6 Margin get from the retailer by the distributors 31

5.1.7 Quantity of Milk sold by distributors 32

5.1.8 Type of Milk sold by Distributors 33

5.1.9 AMUL GOLD 34

5.1.10 AMUL SHAKTI 35

5.1.11 Correlation Matrix 37

5.1.12 KMO and Bartlett’s test 39

5.1.13 Total Variance 40

5.1.14 Component Matrix 41

5.1.15 Rotated Component Matrix 42

5.1.16 Factors after factor analysis 43

5.1.17 One sample Statistics of What Qty. Of milk gets sold in your area?

44

5.1.18 One Sample T-test of What Qty. Of milk gets sold in your area?

45

5.1.19 One Sample T-test for Overall Satisfaction 48

5.1.20 One Sample Test of Overall Satisfaction 48

5.1.21 Descriptives of How Qty. Milk gets sold in your area 50

5.1.22 ANOVA for What Qty. of milk gets sold in your area? 51

5.1.23 ANOVA for rate dairy on the Scale of 1-5 52

5.2.1 Reliability test of Retailer 54




5.2.5 Average Daily sales of the retailer 58

5.2.6 Margin gets From customer by retailer 59

5.2.7 Present sales rating of Retailers 60

5.2.8 If the answer is Unsatisfactory 61

5.2.9 Types of milk sold by retailers 62

5.2.10 AMUL GOLD 62


5.2.12 Correlation Matrix 66

5.2.13 KMO and Bartlett’s Test 70

5.2.14 Total variance explained 71

5.2.15 Component Matrix 72

5.2.16 Rotated Component Matrix 73

5.2.17 Factors after factor analysis 74

5.2.18 One Sample T-test on Average Daily Sales 76

5.2.19 One Sample test of Average Daily Sales 76

5.2.20 Test of Homogeneity of variance 78

5.2.21 ANOVA for Average Daily Sales 78

5.2.22 Descriptive of Average Daily Sales 79

5.2.23 ANOVA for Rate Dairy on the Scale 1-5 80

6.1 Comparison of Overall Satisfaction 85

LIST OF FIGURE

FIGURE NO.

PARTICULAR PAGE

NO.




5.1.4 Retailers under the Distributors 30

5.1.5 Margin get from the retailer by the distributors 31

5.1.6 Quantity of Milk sold by distributors 32

5.1.7 Type of Milk sold by Distributors 33

5.1.8 AMUL GOLD 34


5.1.10 What qty. of milk gets sold in area 46




5.2.4 Average Daily sales of the retailer 58

5.2.5 Margin gets From customer by retailer 59

5.2.6 Present sales rating of Retailers 60

5.2.7 If the answer is Unsatisfactory 61

5.2.8 Types of milk sold by retailers 62

5.2.9 AMUL GOLD 63

5.2.9(1) AMUL SHAKTI 64

5.2.10 Average daily sales (in ltr.) 77

“Analysing Performance and Satisfaction of Channel Members Associated with Distribution of AMUL milk”

Study Based on Survey in SABARKANTHA and ARAVALLI Districts.

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1. INDUSTRY PROFILE:-

1.1. Indian Dairy Industry -- A Profile:-

India is the largest producer of milk in the world with 112.5 million tone

productions in the year 2009-2010. The per capita availability of milk in India is

263 grams per day (source: NDDB, www.nddb.org/). Dairy co-operatives have

played an important role in the development of the Indian dairy sector by

linking smallholder dairy producers with the markets and providing fair-cost

and quality inputs and services to the producers. In India, co-operative dairies

procure about 14 per cent of the national marketable surplus and nearly 8 per

cent of total rural milk producing households covering around 21 per cent of the

country’s villages and 18 per cent of rural milk producing households (Sharma

and Thaker, 2010).

India’s dairy sector is expected to triple its production in the next 10

years in view of expanding potential for export to Europe and the West.

Moreover with WTO regulations expected to come into force in coming years

all the develop countries which are among big exporters today would have to

withdraw the support and subsidy to their domestic milk product sector. Also

India today is the lowest cost producer of per litter of milk in the world, at 27

cents, compared with the US’63 cent. Also to take advantage of this lowest cost

of milk production and increasing production in country multinational

companies are planning to expand their activities here. Some of those

milk producers have already obtained quality standard certificates from the

authorities. This will help them in marketing their products in foreign countries

in processed form.

The urban market for milk products is expected to grow at an accelerated

pace of around33% per annum to around Rs.83, 500 crores by year 2010. This

growth is going to come from the greater emphasis on the processed food sector

and also by increase in the conversation of milk into milk products. By 2010,

the value of Indian dairy produce is expected to be Rs 10, 00,000 million.

Presently the market is valued at around Rs7, 00,000mn.



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1.2. Gujarat Dairy Industry -- A profile:

Gujarat is the pioneer state in development of co-operative structure for

dairies. Gujarat constituted around 7.73 per cent of total milk production in

India. The Gujarat is ranked fifth among the states producing milk in India. The

present level of per capita availability of milk in Gujarat is much higher at 403

grams per day (third rank in India), which is well above the per capita

availability of milk of 220 grams per day as recommended by Indian Council

for Medical Research (Sharma and Thaker, 2010). The per capita monthly

expenditure on milk and milk products in Gujarat was 22.7 per cent in rural area

and 25.3 per cent in urban area as against 15.5 per cent in rural area and 18.8

per cent in urban area in India for the year 2006-2007 (Sharma and Thaker,

2010).

In Gujarat, there were 13,646 organised district co-operative societies

(DCS) centers in the year 2008-2009, constituting 2,839,000 farmer members

out of which 7,84,000 women members. As against the national average of 8

per cent, the share of milk procured by co-operatives in Gujarat was much

higher at 39 per cent and had increased significantly during 2000s. The share of

Gujarat in total milk procurement by co-operative dairies in India was the

highest at 32.90 per cent, followed by Karnataka (13.2 per cent) and

Maharashtra (13.1 per cent) during the year 2008-2009. Gujarat has increased

its share from 27.6 per cent in the 2001-2002 to 32.9 per cent in 2008-2009

(Sharma and Thaker, 2010).



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1.3. Gujarat Co-operative Milk Marketing Federation

(GCMMF) :

Gujarat Co-operative Milk Marketing Federation (GCMMF) is the apex

body of all the co-operative dairies in Gujarat. Under GCMMF, 13 co-operative

dairies are operating with 19 dairy plants in Gujarat. Total milk procurement by

GCMMF was 3,050,000 tonnes in the year 2008-2009, which constituted 36.37

per cent approximately of the total milk production in Gujarat. The total average

daily milk handling capacity of GCMMF stood at 11,220 tonnes, while the total

daily milk collection was 8,400 tonnes for the year 2008-2009. GCMMF is

operating with 13,328 co-operative societies with around 2.79 million producer

members.

The co-operative structure aims at following features:

. Decentralized milk production by the small milk producers;

. Milk procurement by the village-level dairy co-operative societies;

. Centralized milk processing by the district-level unions; and

. Marketing of milk and milk products by the state-level federation.

Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), is

India's largest food product marketing organization with annual turnover (2013-

14) US$ 3.0 billion. Its daily milk procurement is approx 13.18 million lit

per day from 17,025 village milk cooperative societies, 17 member unions

covering 31 districts, and 3.23 million milk producer members.

It is the Apex organization of the Dairy Cooperatives of Gujarat,

popularly known as 'AMUL', which aims to provide remunerative returns to the

farmers and also serve the interest of consumers by providing quality products

which are good value for money. It operates through 53 Sales Offices and has a

dealer network of 10000 dealers and 10 lakh retailers, one of the largest such

networks in India. (Tejas R. Shah, 2012) (Department of Animal Husbandry,

2013)



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The Amul brand is not only a product, but also a movement. It is in one

way, the representation of the economic freedom of farmers. It has given

farmers the courage to dream. TO HOPE, TO LIVE.

GCMMF - An Overview1

YEAR OF ESTABLISHMENT 1973

MEMBERS 17 District Cooperative Milk Producers'

Unions

NO. OF PRODUCER MEMBERS 3.23 Million

NO. OF VILLAGE SOCIETIES 17,025

TOTAL MILK HANDLING CAPACITY PER DAY 23.2 Million liters per day

MILK COLLECTION

(TOTAL - 2013-14) 4.79 billion liters

MILK COLLECTION

(DAILY AVERAGE 2013-14) 13.18 million liters

CATTLE FEED MANUFACTURING CAPACITY 6190 Mts. per day

SALES TURNOVER

(2013-14) Rs. 18143 Crores (US $ 3.0 Billion)

[TABLE – 1.1]

1 AMUL. (2014). organisation. Retrieved july 07, 2014, from www.amul.com:

http://www.amul.com/m/organisation



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2.1 Co – Operative Unions:-

Backward integration of the process led the cooperatives to advances in

animal husbandry and veterinary practice. The system succeeded mainly

because it provides an assured market at remunerative prices for producers' milk

besides acting as a channel to market the production enhancement package.

What's more, it does not disturb the agro-system of the farmers. It also enables

the consumer an access to high quality milk and milk products. Contrary to the

traditional system, when the profit of the business was cornered by the

middlemen, the system ensured that the profit goes to the participants for their

socio-economic upliftment and common good.

Recently the Indian cooperative movement got a much needed facelift.

With competition snapping at its heels, the sector which has been governed by

arcane laws until the recent past will seea special provision inserted in the

companies Act, 1956. All the cooperative unions will be re-christened

cooperative companies; they will come under the purview of the registrar of

companies, instead of the registrar of cooperatives.

Dairy cooperatives account for the major share of processed liquid milk

marketed in the country. Milk is processed and marketed by 170 milk

producer’s cooperative unions, which federate into 15 state co-operative milk

marketing federations.

The dairy Board’s programmes and activities seek to strengthen the

functioning of dairy co-operatives, as producer-owned and controlled

organizations. NDDB supports the development of dairy

cooperatives by providing them financial assistance and technical expertise, ens

uring a better future for India's farmers.

Over the years, brands created by cooperatives have become synonymous

with quality and value. Brands like Amul (GCMMF), Vijaya (AP), Verka

(Punjab), Saras (Rajasthan). Nandini (Karnataka), Milma (Kerala) and Gokul

(Kolhapur) are among those that have earned customer confidence.



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2.2 Sabarkantha District Co-operative Milk Producers'

Union Ltd (Sabar Dairy) * :-

We are a district level Milk Processing Industry registered under Gujarat

State Co-operative Societies Act, 1964. We knew as the Sabarkantha District

Co-operative Milk Producers' Union Limited (Sabar Dairy), Himatnagar.

The farmers own the Dairy; their elected representatives manage the

Village Societies and the District Union. They employ professionals to operate

the dairy and manage its business. We aim to provide remunerative returns to

the milk producers and serve the interest of Indian consumers by providing

quality milk products through our Federation - M/s Gujarat Co-operative Milk

Marketing Federation Limited. We are an ISO-22000 & ISO-9011 certified

institution.

The Sabarkantha District Co-operative Milk Producers' Union Ltd was

established in the year 1964 by collecting raw milk from 19 primary co-

operative milk societies and supplying it unprocessed to Ahmedabad Municipal

Dairy. The milk union could not expand its activities for the first seven years

due to inadequate financial resources.

In the year 1971 under Operation Flood-I Programme me of Indian Dairy

Corporation (a Government of India undertaking) a dairy project was sanctioned

for handling 1.50 lakh litters of milk per day. The total cost of the dairy plant

was Rs.2.52 crores, which was received from the erstwhile Indian Dairy

Corporation through the Government of Gujarat.

The foundation stone of Sabarkantha District Co-operative Milk

Producers' Union Ltd was laid by Dr.Verghese Kurien, Chairman, National

Dairy Development Board on June 11, 1971. The reception and pasteurization

of milk was started on May 12, 1973 and condensing and spray drying plant

was commissioned in the year 1974. Under Operation Flood-II programmed the

dairy plant was expanded to handle 4.00 lakh litters of milk per day.



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The 1st chilling centre of the Union was established near Dhansura with

the financial assistance received from Small Farmers Development Agency. The

chilling centre was commissioned in October, 1976. The milk processing

capacity of this chilling centre was 30,000 litters of milk per day. The 2nd

chilling centre of the Union was established at Khedbrahma; one of the four

tribal talukas. The other three are Meghraj, Vijaynagar & Bhiloda. The chilling

centre was inaugurated by her Excellency the Governor of Gujarat State Smt.

Sharada Mukherjee in March 1979.

In October, 1976. The initial milk processing capacity of this chilling

centre was 25,000 litters of milk per day. The 3rd chilling centres of the Union

was established at Shamlaji, another tribal dominated area The milk processing

capacity of this chilling centres was 25,000 litters of milk per day.

The milk collection from Bhiloda and Meghraj talukas was processed at

this new chilling centre. Besides the above three milk chilling centres the Union

presently operates three other milk chilling centres at places like Bayad, Prantij

and Idar to cover all the milk collected from the entire district. Besides these

milk chilling centres, the Union also got installed Bulk Milk Cooling Units

(BMCUs) in large numbers to keep the sour percentage of milk to "zero" level.

STATEMENT2:-

MISSION *:-

“Make our milk producers self reliance and make milk products available

at affordable prices to the customer”

VISION *:-

“Make Sabar Dairy known for quality milk and milk products

universally”

2 Sabarkantha District Co-operative Milk Producers' Union Ltd. (n.d.). SABAR DAIRY.

Retrieved july 17, 2014, from www.sabardairy.org: http://www.sabardairy.org/



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FOUNDER OF SABAR DAIRY3:

Late Shri Bhurabhai Patel

Late Shri Bhurabhai Kodidas Patel, a farmer from Prantij taluka of

Sabarkantha district was a great visionary. He had a dream of forming a milk

cooperative society with other farmers, who were the victims of exploitation by

the private milk suppliers and milk contractors in that time. He then with the

guidance and advice of Dr Varghese Kurien formed a milk cooperative society

and started collecting and supplying the milk to the municipal dairy at

Ahmedabad. The first such 20 societies were formed in different villages of

Prantij taluka. As more and more farmers came together in support of the

movement the need for a large scale milk processing facility was felt as the

Municipal Dairy at Ahmedabad, being a consumer oriented dairy, could not

accept all the milk procured from the district, and to process the milk by its

own, a milk processing dairy called the Sabarkantha District Co-operative Milk

Producers' Union Limited (Sabar Dairy) was taken birth.

3 http://www.sabardairy.org/AboutUs.aspx



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Total population and milk production, per capita availability of milk

and per capita milk consumption in India, Gujarat, and Sabarkantha4:-

INDIA GUJARAT SABARKANTHA

TOTAL

POPULATION

1210.19

(In Millions)

(2001-2011)

6,38,52,652

(2001-2011)

24,28,589

(2001-2011)

TOTAL MILK

PRODUCTION

127.9 (Millions)

(Year 2011-2012)

9816.51(Tones)

(Year 2011-2012)

864.07(Tones)

(Year 2011-2012)

PER CAPITA

AVAILABILITY OF

MILK

290 Grams

( per day)

(2011-2012)

445 Grams

( per day)

(2011-2012)

258 Grams

( per day)

(2011-2012)

PER CAPITA MILK

CONSUMPTION

43.45 Grams

( per day)

(2011-2012)

56.9 Grams

( per day)

(2011-2012)

231 Grams

( per day)

(2011-2012)

[TABLE – 2.1]

4 Animal Hostel, . (2011-12). Milk Production According to NABARD Annual Report. New

Delhi, India: Agiculture Ministry.



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- 3PLSP (Third Party Logistics Service Providers) :-

Van Damme and Ploos van Amstel (1996): Explained that the door buy

decision is affected by evaluation of cost/service trade-offs. Cost associated

with performing logistics activities in-house and investment in capital assets is

traded-off against service provider fees. The decision process of outsourcing is

based on an evaluation of the costs and benefits of outsourcing (Hong, 2004;

Hoferet al., 2009). The major reasons cited for usage of 3PLSP services include

– cost reduction (27 per cent), strategic reasons (26 per cent), process

effectiveness (24 per cent) and lack of internal capability (11 per cent) (Sahay

and Mohan, 2003).

Lau and Zhang (2006): Found economic, strategic and environmental

benefits while using 3PLSPs. Three kinds of benefits can occur using 3PL:

strategy, finance and operations related (Selviaridis and Spring, 2007).

Outsourcing of non-strategic activities enables organizations to focus on core

competence and exploit external logistical expertise (Sinkand Langley, 1997).

The relationship with 3PLSP increases efficiency and effectiveness in

performance without investing in assets and new capabilities (Persson and

Virum, 2001). The contract logisticians convert a fixed cost into variable cost

for users (Hsiaoet al., 2011). Postponement is another benefit, which enhances

the ability of the firm to compete on time while remaining cost competitive

(Bhatnagar and Viswanathan, 2000).

3PLSP users can enhance their flexibility with regard to market (investment)

and demand (volume flexibility). In an era of increased competition,

globalization and the need for reduced order cycle time and inventory levels, the

firms can be more responsive to market situations based on effective logistics

alliances. Other benefits include reduction in inventory levels, order cycle time,

lead-times and improvement in customer service (Bhatnagar and

Viswanathan, 2000; Ratten, 2004).

Cochran and Raman jam, 2006). Gotzamaniet al.(2010) The use of 3PLSP

leads to variety of benefits including improved market performance,

competitive advantage, higher levels of customer service and improved cost-

effectiveness between the shipper and the carrier found that the use of 3PLSP



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leads to better quality management, which ultimately leads to improved

financial performance. The multiple customers can be approached, which

spreads logistics costs among wide number of customers, which provides the

benefit of economies of scale (Hsiaoet al., 2011).

Thaiet al.(2011) : Explain that the use of 3PLSP brings benefits in terms of

skilled logistics professionals. The recent literature has defined the major

benefits of using 3PLSPs in logistics management of firm like on time delivery,

correct delivery, cost consideration, inventory accuracy, quality of services,

flexibility, customization, shipments in terms of value/ volume, communication

system, sensitive information sharing, quick response, customer complaint, total

order cycle time, fill rate and use of technology (Mentzeret al., 2001;Lai, 2004;

Wilding and Juriado, 2004; Panayides, 2007; Rafiq and Jaafar, 2007; Qureshiet

al.,2008; Selviaridiset al., 2008; Chen, 2008; Kundhamraks and Hanaoka, 2008;

Kannan, 2009;Hartmann and Grahal, 2011; Largeet al., 2011; Rahman, 2011).

Bolumole,( 2001): One of the reasons given for limiting the extent of

outsourcing the strategic level activities is the retailers’ perception of the risks

of outsourcing, the most commonly cited was the increased dependence on

service providers One of the most obvious risks associated with using 3PLSP is

loss of control over the logistics function and loss of in-house capability and

customer contact. So generally companies employ mixed strategy regarding

logistics and retain important logistics activities (e.g. ordermanagement) in-

house (Wilding and Juriado, 2004). The lack of responsiveness to customer

needs is also one of the important problems in logistics outsourcing.

VanDamme and Ploos van Amstel, 1996): The cost reduction is not clearly

found out due to unrealistic fee structures of service providers (Ackerman,

1996). Cost saving evaluation can be difficult due to the shipper’s lack of

awareness of internal logistics costs. Other problems associated with 3PLSP are

inferior service performance, disruption to inbound flows, inadequate provider

expertise, inadequate employee quality, sustained time and effort spent on

logistics, loss of customer feedback and inability of 3PL providers to deal with

special product needs and emergency circumstances (Svensson, 2001). Certain

difficulties like lack of understanding of client’s supply chain needs, lack of

adequate expertise in specific products and markets, unrealistic customer



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expectations, inadequate description of services and service levels, lack of

logistics cost awareness by the client and lack of 3PL innovation are

impediments for designing and implementing 3PLSP (Ackerman, 1996).

DISTRIBUTION CHANNEL

The packaged milk is distributed via the distribution network through the city.

Sabar Dairy is used two level distribution system for distribute the AMUL milk.

[FIGURE – 3.1]

A channel of distribution can be defined as the collection of organization units,

either internal or external to the manufacturer, which performs the functions

involved in product marketing. These functions are persuasive and include

buying, selling, transporting, storing, grading, financing, market risk bearing

and providing marketing information. A channel member is an individual

organization unit institution or agency that performs one or more of the

marketing functions and by doing so has an active role in the channel of

distribution (Lambert, 1978).

The marketing channels literature has given considerable attention to the study

of channel structure. Early researchers discussed channel structure in terms of

the functions performed by channel members (Mallen, 1973). The basic idea

was that these functions could be allocated in different mixes among the various

channel members depending on the characteristics of the channel. As structure

research evolved, several common elements emerged, which were seen as



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varying across different channels, including: the number of channel levels (i.e.,

number of intermediaries involved), the intensity at the various levels (the

number of intermediaries at each level of distribution), and the types of

intermediaries at each level (i.e., retailers, wholesalers,

distributors) (Rosenbloom B., 1987). Thus, channel structure was essentially

treated at a micro level, rather than examining the more macro issues such as:

how firms decide who will perform what activities, the costs and trade-offs

involved in using various channel strategies, and various extraneous factors

affecting channel relations.

Starting from the 70’s, tremendous strides have been made in the understanding

of how firms should organize and manage their channels of distribution. Still,

the researchers have barely touched the surface of all the managerial issues that

have been addressed. Furthermore, many issues of managerial importance

relating to the organization and management of channels of distribution have

received no attention in empirical research (Frazier, 1999).

More recent research in channel structure examines both macro and micro

issues. The majority of the current research on channel structure focuses on one

of two broad operationalizations of structure: transactional form or bureaucratic

form. Though it could be argued that the degree of relationalism also reflects the

structure of the relationship, transactional form and bureaucratic form are the

most widely accepted (Brent, 2007).

Channels of distribution can be viewed as social systems comprising a set of

interdependent organizations, which perform all the activities (functions),

utilized to move a product and its title from production to consumption (Stern &

Neskett, 1969; Stern, 1971). Because of this interdependency there arises a need

for some form of co-operation between channel members and co-ordination of

activities. This co-operation and co-ordination is necessary in order to ensure

predictability and dependability between members which will allow individual

organizations to plan effectively. Also, conflict arises in channels, because

members sometimes have incompatible goals, differing ideas as to the functions

each should perform, and differing perceptions of reality. This conflict needs to

be controlled so that it does not disrupt channel functioning (Wilkinson, 1996).



Page | 17

Power or, rather, the use of power by individual channel members to affect the

decision making and/or behaviour of one another (whether deliberate or not), is

the mechanism by which the channel is organized and orderly behaviour

preserved. This is not meant to imply that organizations necessarily set out

deliberately to organize the channel, but that this organization of the channel

arises out of individual organizations adjusting their behaviour to one another in

relation to the power they each have and use. However, in some channels,

firm(s) may assume a leadership role and make deliberate attempts to organize

the channel, making use of their power. Power is the means by which

cooperation between individual channel members' activities are coordinated and

the means by which any conflict between firms is controlled (Stern & Neskett,

1969; Stern, 1971; Wilkinson, 1973).



Page | 18



Page | 19

4.1) RESEARCH OBJECTIVES:-

To analyse the performance of channel members related to sales and

distribution of brand AMUL gold and AMUL Shakti.

To identify the problems associated with distribution channel on the basis

of survey.

To analyse the satisfaction level of distribution channel members

associated with distribution of AMUL milk.

Assess distributors and retailer evaluation of service attributes and

expectations from sabar dairy.

Evaluate the relative performance of various distributors and retailers

with respect to the defined attributes.

To suggest remedial measures to SDCMPUL for improving distribution

of AMUL milk in Sabarkantha and aravalli districts.

4.2) SCOPE OF STUDY:-

Scope of the study is limited to the members of distribution channel of SABAR

DAIRY in Sabarkantha and Aravalli (Distributors and Retailers). Researcher

have taken the main survey region as Sabarkantha because as a politically

region government make aravalli district but in SABAR DAIRY in their system

aravalli district is not installed as a new district so in their system aravalli and

Sabarkantha district both are combined as a SABARKANTHA district. In

Sabarkantha district Researcher have taken thirteen taluka of Sabarkantha

district. In thirteen taluka Researcher have taken twenty-two Cities.



Page | 20

4.3) JUSTIFICATION OF TITLE:-

The Researcher had undertaken the project after detailed discussion with

Dr. Y.J.BRAHMABHATT (AGM, L&M at SABAR DAIRY) and Mr.

CHETAN VADHERA (MARKETING MANAGER at SABAR DAIRY) and

hence the research work was titled as “Analysing Performance and

Satisfaction of Channel Members Associated with Distribution of AMUL

milk – Study Based on Survey of Sabarkantha and Aravalli Districts”.

4.3.1) DISTRIBUTOR:-

Here, Distributors of AMUL milk were defined as under - an individual or party

associated with selling and/or re-selling of AMUL milk in geographical territory

of Sabarkantha and Aravalli Districts with written agreement signed along with

“Sabarkantha District Co-operative Milk Producers’ Union Ltd.” Parties

and individual operating an AMUL PARLOUR OUTLET (APO) also came

under the category of AMUL milk Distributors.

4.3.2) RETAILER:-

Individual and parties who purchase and further resale milk to customers or

end-users fall under the category of retailer.

4.3.3) CHANNEL LEVEL:-

1-LEVEL 2-LEVEL

DISTRIBUTOR

↓

CUSTOMER

DSISTRIBUTOR

↓

RETAILER

↓

CUSTOMER

[TABLE – 4.1]



Page | 21

4.4) RESEARCH DESIGN:-

The research design is divided into two parts. First part is exploratory design

and second is descriptive design. First part is aimed to analysing the satisfaction

level and also analysing the performance of distribution channel member of

SABAR DAIRY. The second part of the descriptive research design through

developing hypothesis and applied test on hypothesis and create the result.

4.5) SAMPLING METHOD:-

4.5.1 POPULATION:

Population is a complete set of element (persons or objects) that possess some

common characteristic defined by the sampling criteria established by the

researcher.

Here, the researcher considered all retailers and distributors of packaged milk of

AMUL milk in Sabarkantha and Aravalli districts as the population for studies.

4.5.2 SAMPLING FRAME:

A list of all element in the population from which the sample is drawn.

In this research a list of distributors was provided from SDCMPUL which was

used to design a sampling frame.

Here, sampling frame was individuals and parties associated with distribution

and reselling of AMUL gold and Shakti in both districts.

Main Research Area-Sabarkantha district.

Divided Sabarkantha district in thirteen Talukas.

Divided Thirteen Talukas in twenty-two cities.

They are as follows:

Himatnagar, Vadagam, Malpur, Bhiloda, Shamlaji, Takatuka,

Kanknol, Modasa, Meghraj, Dhansura, Bayad, Ilol, Idar, Kadiyadara,

Vijaynagar, Khedbrahma, Vadali, chorivada, Sathmaba, Badoli,

Talod, Prantij.



Page | 22



Page | 23

4.5.3 SAMPLING UNIT:

Sampling unit was taken who are associated members for distribution of amul

milk of sabar dairy. A an individual/Party/AMUL PARLOUR OUTLET falling

under the category of either Distributor or Retailer and falling under the

geographical boundary of Sabarkantha and Aravalli Districts was the sampling

unit for research.

4.5.4 SAMPLING METHOD:

To get the information about the topic from distributors and retailer,

convenience sampling method was used. So as per my convenience

Researcher took a main region as Sabarkantha district and divided it into

thirteen talukas of Sabarkantha district different parts.

4.5.5 SAMPLE SIZE:

The sample size used comprise of 165 samples of members of distribution

channel of SABAR dairy (55 distributors and 110 retailers).

4.6) DATA COLLECTION:-

The data was collected as a two way. First, is primary data because we

make the survey in different towns/cities for knowing the performance

and satisfaction of AMUL milk Distribution channel; second, is

secondary data because we use the some other literature, report, etc.

4.6.1 SOURCES OF DATA:

a) Primary data

The study undertaken there to be mainly based on the primary data

i.e. closed ended and open ended structured questionnaire is

designed. A survey technique is used for the primary data

collection for the topic.

b) Secondary data

The study also contains secondary data i.e. data from authenticated

websites, Newspapers, Internet, Magazine.



Page | 24

4.6.2 RESEARCH INSTRUMENT:

QUESTIONNAIRE:

To get the primary data from the market, an interviewer – administered

structured questionnaire consisting of closed ended and open ended

Questions was used by the researcher. It was provided by SDCMPUL and

was instructed to strictly follow the same for the survey.

4.6.3 SOFTWARE USED:

The collected data was coded in the SPSS 16.0 software to make the

things presentable and more effective. The results are shown in SPSS file

which helps me in easy and effective presentation and hence results are

being obtained. Microsoft Excel is also used to effective data presentation

via graph.



Page | 25



Page | 26

1) DISTRIBUTOR:

-: RELIABILITY TEST:-

RELIABILITY TEST OF DISTRIBUTOR:

To test the reliability of distributors’ questionnaires data, the Cronbach’s alpha

(equivalent to the average of all the split half correlation coefficients) is used. In

this study, it was found 0.661. That is the above of 0.5 that is set by the

researcher. So we can say that the data is consistent in nature and we can rely on

it.

RELIABILITY STATISTICS

Cronbach's Alpha N of Items

.661 22

[Source: Field Survey] [TABLE – 5.1.1]



Page | 27

1. GENDER OF RESPONDENTS :

GENDER

FREQUENCY PERCENT

Male 53 96.4

Female 2 3.6

Total 55 100.0


[FIGURE – 5.1.1]

INTERPRETATION:

For the purpose of our research Researcher contacted 55 respondents. As per

shown in above table, out of 100 respondents there were 96.4 per cent male

respondents who are use the AMUL milk and only3.6 per cent female

respondents are use the AMUL milk so, it is defines the male respondents are

main group which is use the AMUL milk product.



Page | 28

2. AGE GROUP OF THE RESPONDENTS:

AGE

FREQUENCY PERCENT

21-25 5 9.1

MORE THAN 25 50 90.9

TOTAL 55 100.0


[FIGURE – 5.1.2]

INTERPRETATION:

In this age segment our main focus or it is shows which group of respondents

are sale our product in the market so, here there are 90.9 percent respondents are

come from more than 25 year so they are our targeted respondents. And only

9.1 percent respondents are following in age between 21-25 so this define there

is no need to make attention this group of people for make increase in sales

because this describe this age group people are not interested in sale of AMUL

milk.



Page | 29

3. PER MONTH INCOME OF RESPONDENTS:

INCOME

FREQUENCY PERCENT

5000-10000 5 9.1

10000-15000 12 21.8

MORE THAN 15000 38 69.1

TOTAL 55 100.0


[FIGURE – 5.1.3]

INTERPRETATION:

For this Income segment in distributor there are out of 55 respondents there are

69.1 percent respondents in the research there income more than 15,000 per

month so this data is describe only those people are hired as a distributor or only

those people are interested to sale AMUL milk who have mare then 15000

income per month. And only 9.1 percent respondents in the research there

income between 5000 - 10000 this data is define there are not a play efficient

role to increase the sale.



Page | 30

4. RETAILERS OF UNDER THE DISTRIBUORs:

RETAILER

FREQUENCY PERCENT

0 24 43.6

1-4 6 10.9

5-8 14 25.5

9-12 11 20.0

TOTAL 55 100.0


[FIGURE – 5.1.4]

INTERPRETATION:

Retailer segment is shows the how many distributor are ready to make sales

through retailer under them. So for this research out of 55 respondents 43.6

respondents are not agree with this they are not believe in retailer for make

increase sales and those who are having retailer they are very less retailer for

make the sales. So this data is describe there are not required retailer for

increase the sales because only distributor are sufficient to increase the sales.

Because majority of distributor are not required the retailer for make the sales.



Page | 31

5. MARGIN YOU GET FORM THE RETAILER BY DISTRIBUTORS:

GET

FREQUENCY PERCENT

0 26 47.3

0.50 28 50.9

1 RS 1 1.8

TOTAL 55 100.0


[FIGURE – 5.1.5]

INTERPRETATION:

In this table there are 50.9 percent respondents are get regular margin from the

retailer and there are 1.8 respondents are take the 1 rupee margin from retailer

because they have some problem with variable and fixed cost and also they are

make the loss in invested money so they are take margin more than printed

price, and also there are 26 respondents who are not get any single rupee as

margin from sale of AMUL milk so this data is shows there would be needed to

improve margin policy of distributor.



Page | 32

6. QUANTITY OF AMUL PACKED MILK GETS SOLD IN

DISTRIBUTORS AREA BY THEM:

SALEs

FREQUENCY PERCENT

1500-3500 42 76.4

3501-5500 9 16.4

5501-7500 4 7.3

TOTAL 55 100.0


[FIGURE – 5.1.6]

INTERPRETATION:

In the research there 76.4 percent distributors that sale the pouch milk between

1500-3500 litter. Only 1.8 percent distributor that sold the pouch milk more

than 9500. We can say that sales of the milk depend up on the population of the

area. And we can also say that sales of the milk depend up on the per captia

consumption of the milk by customers of the particular area. Here also need

think for improve the sale among the each distributor.



Page | 33

7. TYPE OF MILK SOLD BY THE DISTRIBUTORS:

TYPE

FREQUENCY PERCENT

AMUL GOLD 29 52.7

ANUL SHAKTI 26 47.3

Total 55 100.0


[FIGURE – 5.1.7]

INTERPRETATION:

In the research Researcher found the there is no single distributor that sell the

only AMUL Shakti. Majority of distributors sell the AMUL Gold. In the

research there are 52.7 percent distributors that sell the AMUL Gold. And there

are 47.3 percent distributors that sell the both AMUL gold and Shakti. Most

sells of the AMUL gold because of the customer demand.



Page | 34

8. HOW MUCH PARTICULAR MILK SOLD BY THE

DISTRIBUTORS:

GOLD

FREQUENCY PERCENT

100 -500 Litter 37 67.3

500-1000 Litter 8 14.5

1000 -1500 Litter 5 9.1

MORE THAN 1500 Litter 5 9.1

TOTAL 55 100.0


[FIGURE – 5.1.8]

INTERPRETATION:

In the research Researcher found that there most sales of AMUL gold. There are

67.3 percent distributors that sell the AMUL gold between 100-500 litters per

day.



Page | 35

SHAKTI

FREQUENCY PERCENT

0 Litter 29 52.7

100 -500 Litters 21 38.2

500-1000 Litters 2 3.6

1000-1500 Litters 2 3.6

MORE TAHN1500 Litters 1 1.8

TOTAL 55 100.0


[FIGURE – 5.1.9]

INTERPRETATION:

In the research Researcher found that there 52.7 per cent distributors that they

do not sell the AMUL SHAKTI. Reason for that is the AMUL SHAKTI has less

fat or thickness than AMUL GOLD. And we also found 38.2 per cent

distributors that sell the AMUL SHAKTI.



Page | 36

FACTOR ANALYSIS

Background about Variables and Subjects for factor analysis:

As minimum 6 variables and 30 subjects are required to carrying out factor

analysis, researchers will carry out factor analysis.

The coefficient option produces the R matrix and significant level option will

produce a matrix indicating significance value of each correlation in the R

matrix.

The determinant of R matrix should greater than 0.0001.

ROTATION:

Here we have selected maximum number of iteration is 25. This indicates that

analysis is stop after 25 iteration of the procedure to generate successive

approximation to the best possible factor solution.

The eigenvalue selected by researcher is 1. Eigenvalue is the sum of squared

loading of the variable on a factor. Higher the eigenvalue higher the proportion

of variance explained by factor.

OPTION:

The default threshold value in SPSS is 0.1 but we want to low loading in the

output. The value could be selected between 0.2 and 0.5. The eigenvalue chosen

the favour result are displayed. Hence researcher decided to select 0.3 as the

threshold value.



Page | 37

CORRELATION MATRIX:


QUICK

RESPONSE

HANDLING OF

CUSTOMER COMPLAINT

COST CONSIDERATION

ON TIME DELIVERY

USE OF TECHNO

LOGY

CORRECT DELIVERY

QUICK RESPONSE 1 0.207286 0.224356 0.309439 0.125557 0.145037

HANDLING OF CUSTOMER COMPLAINT

0.207286 1 0.195216 0.170836 0.100944 0.08191

COST CONSIDERATION

0.224356 0.195216 1 0.39345 0.220283 0.353842

ON TIME DELIVERY

0.309439 0.170836 0.39345 1 0.447372 0.488385

USE OF TECHNOLOGY

0.125557 0.100944 0.220283 0.447372 1 0.595148

CORRECT DELIVERY

0.145037 0.08191 0.353842 0.488385 0.595148 1

QUALITY OF SERVICES

0.055979 0.379678 0.168158 0.340998 0.422682 0.525612

CUSTOMIZATION OF SERVICES

-0.02814 0.188097 0.032348 -0.04462 -0.0137 -0.08423

INVENTORY ACCURACY

0.174143 0.081156 0.186124 0.083057 0.045821 0.183937

SHIPMENT IN TERMS OF

VALUE/VOLUME 0.265095 0.195407 0.127058 0.043154 0.029301 0.160679

FILL RATES 0.253311 0.231095 0.035922 -0.16524 0.025561 0.089251

MARGIN 0.064428 -0.05727 -0.20964 -0.09918 -0.09815 0.080465



Page | 38

QUALITY OF

SERVICES

CUSTOMIZATION OF SERVICE

INVENTORY ACCURACY

SHIPMENT IN TERMS OF VALUE/VOL

UME

FILL RATES

QUICK RESPONSE 0.055979 -0.02814 0.174143 0.265095 0.253311


0.379678 0.188097 0.081156 0.195407 0.231095

COST CONSIDERATION

0.168158 0.032348 0.186124 0.127058 0.035922

ON TIME DELIVERY

0.340998 -0.04462 0.083057 0.043154 -0.16524

USE OF TECHNOLOGY

0.422682 -0.0137 0.045821 0.029301 0.025561

CORRECT DELIVERY

0.525612 -0.08423 0.183937 0.160679 0.089251

QUALITY OF SERVICES

1 0.308877 0.145588 0.046655 0.047629

CUSTOMIZATION OF SERVICES

0.308877 1 0.036645 0.156432 0.147423

INVENTORY ACCURACY

0.145588 0.036645 1 0.415739 0.398991


VALUE/VOLUME 0.046655 0.156432 0.415739 1 0.522097

FILL RATES 0.047629 0.147423 0.398991 0.522097 1

MARGIN -0.09308 -0.03257 -0.09032 0.122162 -0.02955



Page | 39

KMO AND BARTLLET’s TEST:

KMO statistics should be between 0 and 1. If the value were zero the sum of the

partial correlation and large related to sum the correlations. Hence under such

situation factor analysis cannot be carried out but as the value is 0.612 the

researchers moved ahead.

KMO and Bartlett's Test

KAISER-MEYER-OLKIN MEASURE OF SAMPLING ADEQUACY. .612

BARTLETT'S TEST OF SPHERICITY

APPROX. CHI-SQUARE 153.344

DF. 66

SIG. .000


As our KMO value is above the 0.6. Factor analysis will give reliable factors.

As per Kaiser – 1974 the value between; 0.6 to 0.8 is good, and above 0.8 is

excellent.

As Bartlett’s test is less than 0.0001 this means that there is some relationship

between variables. The researcher hope to include analysis, hence factor

analysis is appropriate.



Page | 40

TOTAL VARIANCE EXPLAINED:

Before extractions SPSS identified 12 variables linear component within the

data set.

Component

Initial Eigenvalues Extraction Sums of Squared

Loadings

Rotation Sums of Squared

Loadings

Total % of

Variance

Cumulative

% Total

% of

Variance

Cumulative

% Total

% of

Variance

Cumulative

%

1 3.017 25.138 25.138 3.017 25.138 25.138 2.384 19.866 19.866

2 1.959 16.327 41.465 1.959 16.327 41.465 1.960 16.335 36.201

3 1.322 11.019 52.484 1.322 11.019 52.484 1.455 12.124 48.325

4 1.145 9.542 62.026 1.145 9.542 62.026 1.449 12.076 60.400

5 1.017 8.475 70.501 1.017 8.475 70.501 1.212 10.101 70.501

6 .771 6.424 76.926

7 .687 5.723 82.649

8 .621 5.179 87.828

9 .508 4.230 92.058

10 .398 3.313 95.371

11 .341 2.841 98.212

12 .215 1.788 100.000

Extraction Method: Principal Component Analysis.


Here factor 1 explains 25.138% of total variance whereas variances reduce

subsequently. Finally 5 factors are extracted wherever eigenvalue greater than 1.

After extraction rotation sum of square loadings is reduces in all 5 variables.



Page | 41

COMPONENT METRIX:

According to Kaiser if the sample exceed 250 and the average community is 0.6

than factor analysis is valid.

COMPONENT

1 2 3 4 5

CORRECT DELIVERY .739 -.305

QUALITY OF

SERVICES .658 .491

USE OF

TECHNOLOGY .649 -.430

ON TIME DELIVERY .636 -.405

COST

CONSIDERATION .560 -.468

INVENTORY

ACCURACY .324 .750

SHIPMENT IN TERMS

OF VALUE/VOLUME .411 .683

FILL RATES .422 .499 -.406

CUSTOMIZATION

SERVICE .734

MARGIN .823

QUICK RESPONSE .445 -.370 .567

HANDLING OF

CUSTOMER

COMPLAUNTS

.453 .426 .472

Extraction Method: Principal Component Analysis. a. 5 components extracted.




Page | 42

ROTATED COMPONENT METRIX:

COMPONENT

1 2 3 4 5

CORRECT DELIVERY .885

ON TIME DELIVERY .807

QUALITY OF

SERVISES .665 .578

USE OF

TECHNOLOGY .614 .519

SHIPMENT IN TERMS

OF VALUE/VOLUME .810

INVENTORY

ACCURACY .773

FILL RATES .757

CUSTOMIZATION

SERVICE .780

QUICK RESPONSE .673 .436

HANDLING OF

CUSTOMER

COMPLAINTS

.807

COST

CONSIDERATION .307 .500 -.478

MARGIN .918


Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 6 iterations.

[Source: Field Survey] [TABLE - 5.1.15]



Page | 43

The following are the factor got after factor analysis:

Sr. No. FACTOR

1 Accurate and customized service of SDCMPUL.

2 Inventory holding and order fulfilment.

3 Responsiveness regarding query handling by SDCMPUL.

4 Flexibility.

5 Satisfaction level of Distributors.

[TABLE - 5.1.16]

Above table shows that factors that are very important to SDCMPUL to focus

or work on this factor in future.

This factors will be help full to increase the performance and satisfaction level

of Distributors.



Page | 44

HYPOTHESES TESTING:

HYPOTHESES:

H0: There is significant difference among agreement ratings of distribution of

different towns regarding quantity of milk sold.

H1: There is no significant difference among agreement ratings of distribution

of different towns regarding quantity of milk sold.

ONE-SAMPLE T-test:

One sample t-test is a statistical procedure often performed for testing the mean

value of a distribution. It can be used under the assumption that sampled

distribution is normal. For large samples, the procedure often performs well

even for non-normal populations.

The single sample t-test tests the null hypothesis that the population mean is

equal to the number specified by the user. SPSS calculates the t-statistic and its

p-value under the assumption that the sample comes from an approximately

normal distribution. If the p-value associated with the t-test is small (0.05 is

often used as the threshold), there is evidence that the mean is different from the

hypothesized value. If the p-value associated with the t-test is not small (p >

0.05), then the null hypothesis is not rejected and you can conclude that the

mean is not different from the hypothesized value.


One-Sample Statistics

N MEAN STD.

DEVIATION

STD. ERROR

MEAN

WHAT QUANTITY OF MILK

GETS SOLD IN YOUR AREA? 55 1.3818 .84964 .11457



Page | 45

A - This is the list of variables. Each variable that was listed on

the variables= statement in the above code will have its own line in this part of

the output.

B - N - This is the number of valid (i.e., non-missing) observations used in

calculating the t-test.

C - Mean - This is the mean of the variable.

D - Std. Deviation - This is the standard deviation of the variable.

E - Std. Error Mean - This is the estimated standard deviation of the sample

mean. If we drew repeated samples of size 55, we would expect the standard

deviation of the sample means to be close to the standard error. The standard

deviation of the distribution of sample mean is estimated as the standard

deviation of the sample divided by the square root of sample size:

0.84964/(sqrt.(55)) = .11457.

One-Sample Test

Test Value = 1

t Df. Sig.

(2-tailed)

Mean

Difference

95% Confidence Interval

of the Difference

Lower Upper

WHAT QUANTITY

OF MILK GETS SOLD

IN YOUR AREA?

3.333 54 .002 .38182 .1521 .6115


Here, we fail to reject NULL hypotheses because 0.002 is smaller than 0.05. So,

there is significant difference among agreement ratings of distributers of

different towns regarding quantity of milk sold.



Page | 46

F - This identifies the variables. Each variable that was listed on

the variables= statement will have its own line in this part of the output. If

a variables=statement is not specified, t-test will conduct a t-test on all

numerical variables in the dataset.

G - t - This is the Student t-statistic. It is the ratio of the difference between the

sample mean and the given number to the standard error of the mean:

(1.3818 - 1) / 0.11457 = 3.333. Since the standard error of the mean measures

the variability of the sample mean, the smaller the standard error of the mean,

the more likely that our sample mean is close to the true population mean.

[FIGURE – 5.1.10]

H – Df. - The degrees of freedom for the single sample t-test is simply the

number of valid observations minus 1. We lose one degree of freedom because

we have estimated the mean from the sample. We have used some of the

information from the data to estimate the mean, therefore it is not available to

use for the test and the degrees of freedom accounts for this.



Page | 47

I - Sig (2-tailed) - This is the two-tailed p-value evaluating the null against an

alternative that the mean is not equal to 1. It is equal to the probability of

observing a greater absolute value of t under the null hypothesis. If the p-value

is less than the pre-specified alpha level (usually .05 or .01) we will conclude

that mean is statistically significantly different from zero. For example, the p-

value is smaller than 0.05. So we conclude that the mean for write is different

from 1.

J - Mean Difference - This is the difference between the sample mean and the

test value.

K - 95% Confidence Interval of the Difference - These are the lower and

upper bound of the confidence interval for the mean. A confidence interval for

the mean specifies a range of values within which the unknown population

parameter, in this case the mean, may lie.



Page | 48

HYPOTHESES:

H0: There is statistically significant difference among distributors of different

towns regarding overall satisfaction from SDCMPUL.

H1: There is no statistically significant difference among distributors of

different towns regarding overall satisfaction from SDCMPUL.

One-Sample T-test for overall Satisfaction:


N Mean Std. Deviation Std. Error Mean

OVERALL SATISFACTION 55 2.6364 1.23773 .16690


One-Sample Test

Test Value = 5

t Df. Sig. (2-

tailed)

Mean

Difference

95% Confidence

Interval of the

Difference

Lower Upper

OVERALL

SATISFACTION -14.162 54 .000 -2.36364 -2.6982 -2.0290



there is statistically significance different among distributors of different towns

regarding overall satisfaction from SDCMPUL.



Page | 49

HYPOTHESES:

H0: There is no statistically significant difference between different cities/town

regarding daily sales of AMUL Milk.

H1: There is statistically significant difference between different cities/town

regarding daily sales of AMUL Milk.

ANOVA TEST:

In research, analysis of variance (ANOVA) is a collection of statistical methods,

and their associated procedures, were in the observed variance in a particular

variable was partitioned into components attributable to different sources of

variation. To make it more clear, ANOVA provides a statistical test to check

whether or not the means of several groups are all equal, and therefore

generalizes t-test to more than two groups. If the multiple two-sample t-tests

would be done it will result in an increased chance of committing a type I error.

For this reason, ANOVAs are used widely when comparison between two, three

or more means were to be examined.

ANOVA’S uses an F test for comparing the means of the groups. An F

distribution is very similar to a chi-square distribution. An F test in ANOVA

would be able to reveal only if there is a relationship between two variables, it

would be unable to reveal the about what that relationship is. Mathematically,

this means that ANOVA could only reveal the difference but would be failing in

revealing where exactly or between which to categories the difference lied. It

could only mention about the variation in mean but would not give hint

regarding which mean is different.



Page | 50

Descriptives

WHAT QUANTITY OF MILK GETS SOLD IN YOUR AREA?

N Mean Std.

Deviation

Std.

Error

95% Confidence

Interval for Mean Minimum Maximum

Lower

Bound

Upper

Bound

HIMMATNAGAR 7 2.0000 1.15470 .43644 .9321 3.0679 1.00 4.00

IDAR 5 1.2000 .44721 .20000 .6447 1.7553 1.00 2.00

PRANTIJ 3 1.3333 .57735 .33333 -.1009 2.7676 1.00 2.00

TALOD 2 1.5000 .70711 .50000 -4.8531 7.8531 1.00 2.00

MODASA 5 2.0000 1.73205 .77460 -.1506 4.1506 1.00 5.00

MEGHRAJ 2 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

BHILODA 4 1.7500 1.50000 .75000 -.6368 4.1368 1.00 4.00

VIJAYNAGAR 2 2.0000 .00000 .00000 2.0000 2.0000 2.00 2.00

KHEDBRAHMMA 2 1.5000 .70711 .50000 -4.8531 7.8531 1.00 2.00

BAYAD 4 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

DHANSURA 4 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

SHAMLAJI 3 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

VADALI 3 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

MALPUR 1 1.0000 1.00 1.00

VADAGAM 1 1.0000 1.00 1.00

PUNSARI 1 1.0000 1.00 1.00

SALAL 2 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

KATWAD 1 1.0000 1.00 1.00

TAJPUR 1 1.0000 1.00 1.00

VAKTAPUR 1 1.0000 1.00 1.00

JADAR 1 1.0000 1.00 1.00

Total 55 1.3818 .84964 .11457 1.1521 1.6115 1.00 5.00


The descriptive table provides mean, S.D, and 95% confidence intervals for sale

of milk for different cities/towns.



Page | 51

ANOVA

WHAT QUANTITY OF MILK GETS SOLD IN YOUR AREA?

Sum of Squares Df. Mean Square F Sig.

Between Groups

Within Groups

Total

9.765

29.217

38.982

20

34

54

.488

.859 .568 .908


The ANOVA table shows whether we have a statistically difference between

cities/towns or not.

Here, the significance level is 0.908 which is greater than 0.05. Hance, there is

statistically significant difference between different cities/town regarding daily

sales of AMUL Milk.

The post-hock test is not performed because at least one group of cities has

fewer than two cities. Here, Malpur, Vadagam, Punsari, Katwad, Tajpur,

Vaktapur, Jadar, Talod, Meghraj, Vijaynagar, Khedbrahma, and Salal, cities are

fewer than two cases.

One-way analysis of variance was calculated on rating of sales of milk. The

analysis was not statistically significant, f (20, 34 = 0.568, P = 0.908).

Here, we reject the NULL hypotheses; there is statistically significant difference

in sales of milk among difference cities/towns of Sabarkantha and aravalli

districts.



Page | 52

HYPOTHESES:

H0: There is no statistically significant difference among the distributor of

AMUL milk regarding different parameters (Margin, Timeliness, Credit Limit,

Quality, Packaging, and Competitiveness).

H1: There is statistically significant difference among the distributor of AMUL

milk regarding different parameters (Margin, Timeliness, Credit Limit, Quality,

Packaging, and Competitiveness).

ANOVA for Rate dairy on the scale of 1-5 on the following factor:


ANOVA

Sum of

Squares Df.

Mean

Square F Sig.

MARGIN

Between Groups

Within Groups

Total

33.178

42.931

76.109

20

34

54

1.659

1.263 1.314 .236

TIMELINESS

Between Groups

Within Groups

Total

24.125

39.257

63.382

20

34

54

1.206

1.155 1.045 .443

CREDIT LIMIT

Between Groups

Within Groups

Total

28.187

55.340

83.527

20

34

54

1.409

1.628 .866 .626

QUALITY

Between Groups

Within Groups

Total

12.789

14.848

27.636

20

34

54

.639

.437 1.464 .160

PACKAGING

Between Groups

Within Groups

Total

35.055

58.690

93.745

20

34

54

1.753

1.726 1.015 .471

COMPETITIVENESS

Between Groups

Within Groups

Total

38.765

55.162

93.927

20

34

54

1.938

1.622 1.195 .316



Page | 53

Here, we reject the NULL hypotheses because above parameters sig. is greater

than the 0.05 i.e. following:

1. MARGIN = 0.05 < 0.236

2. TIME MANAGEMENT = 0.05 < 0.443

3. CREDITLIMIT = 0.05 < 0.626

4. QUALTY = 0.05 < 0.160

5. PACKAGING = 0.05 < 0.471

6. COMPETION AMONG DISTRIBUTORS = 0.05 < 0.316

Hence, we reject the NULL hypotheses; there is no statistically significant

difference among the distributor of AMUL milk regarding different parameters

(Margin, Timeliness, Credit Limit, Quality, Packaging, and Competitiveness).



Page | 54

2) RETAILER:

-: RELIABILITY TEST:-

RELIABILITY TEST OF RETAILER:

To test the reliability of retailers’ questionnaires data, the Cronbach’s alpha is

used. In this study, it was found 0.880. That is the above of 0.5 that is set by the

researcher. So we can say that the data is consistent in nature and we can rely on

it.

RELIABILITY STATISTICS

Cronbach's Alpha N of Items

.876 21




Page | 55

1. GENDER OF THE RESPONDENTS:

GENDER

FREQUENCY PERCENT

MALE 95 86.4

FEMALE 15 13.6

TOTAL 110 100.0


[FIGURE – 5.2.1]

INTERPRETATION:

For the purpose of our research we contacted 100 percent respondents there

were 86.4 male respondents and 13.6 percent female respondents.



Page | 56

2. AGE GROUP OF THE RESPONDENTS:

AGE

FREQUENCY PERCENT

21-25 21 19.1

MORE THAN 25 89 80.9

TOTAL 110 100.0


[FIGURE – 5.2.2]

INTERPRETATION:

Majority of respondents belonged to age group between more than 25 years and

only 19.1 percent respondents belonged to age group between 21-25.there are

80.9 per cent respondent belonged to age group more than 25.



Page | 57

3. PER MONTH INCOME OF RESPONDENTS:

INCOME

FREQUENCY PERCENT

5000-10000 11 10.0

10001-15000 56 50.9

MORE THAN 15000 43 39.1

TOTAL 110 100.0


[FIGURE – 5.2.3]

INTERPRETATION:

There are 39.1 per cent respondents in the research there income more than

15000 per month and 50.9 per cent respondents are income between 10001-

15000 and only 10 per cent respondents are having the 5000-10000 income in

month.



Page | 58

4. AVERAGE DAILY SALES (in litres) OF RETAILER:

SALES

FREQUENCY PERCENT

10-50 39 35.5

51-150 57 51.8

151-300 9 8.2

301-450 3 2.7

MORE THAN 450 2 1.8

TOTAL 110 100.0


[FIGURE – 5.2.4]

INTERPRETATION:

In the research there 1.8 per cent retailer sale the 450 litter milk, 2.7 per cent

retailer sale the milk in between 301-450 litter, 8.2 per cent retailer sale the

milk in between 151-300 litter, 51.8 per cent retailer sale the milk in between

51-150 litter, and 35.5 per cent retailer sale milk in between 10-50. This table is

shows the criteria of retailer or it divide the retailer in their sales of milk criteria

and also it is shows the how much retailer sale how much litter milk in their

particular region.



Page | 59

5. MARGIN GET FORM CUSTOMERS BY RETAILER:

CUSTOMER

FREQUENCY PERCENT

0.50 85 77.3

1 25 22.7

TOTAL 110 100.0


[FIGURE – 5.2.5]

INTERPRETATION:

In this research I also find or make the research on the retailer margin which is

they get from the customer in this area we find 77.3 per cent retailers are get the

0.50 rupees as a profit or margin on per pouch of milk and there were also 22.7

per cent retailer are get the 1.00 rupee profit or margin from the customer but

here regular or legal margin is 0.50 but this 22.7 per cent retailer is get or higher

the more price of milk than which is printed on pouch.



Page | 60

6. PRESENT SALES RATING OF RETAILER:

RATE

FREQUENCY PERCENT

SATISFACTORY 56 50.9

UNSATISFACTORY 53 48.2

TOTAL 110 100.0

[Source: Field Survey] [TABLE -5.2.7]

[FIGURE – 5.2.6]

INTERPRETATION:

Rate is defines the perception of the retailer regarding their current sales. Here

we find 50.9 per cent retailers are feel satisfactory on their current sales of milk

but here also 48.2 per cent retailer are unsatisfactory on their current sales

because they feel their sales reducing due to local milk market or loose milk

marketers. So indirectly this data is shows the reducing in sales of milk.



Page | 61

7. IF THE ANSWER TO THE ABOVE IS UNSATISFACTORY

THEN PLEASE CHOOSE THE REASONS FROM BELOW:

UNSATISFACTORY

FREQUENCY PERCENT

NO ANY ONE 55 50.0

COMPETITION FROM OTHER BRAND 3 2.7

COMPETITION FROM LOCAL DAIRY OWNERS 5 4.5

LOCAL MILK PRODUCERS 47 42.7

TOTAL 110 100.0


[FIGURE – 5.2.7]

INTERPRETATION:

Unsatisfactory table is defines the why retailers are feel the unsatisfactory

regarding their current sales of the milk here 2.7 per cent retailers are gives the

competition from other brand as a reason for reducing their current sales, 4.5

per cent retailer and 42% facing completion from local milk producers.



Page | 62

8. TYPE OF MILK SOLD BY RETAILER:

TYPE

FREQUENCY PERCENT

AMUL GOLD (LITTER) 92 83.6

AMUL SHAKTI (LITTER) 2 1.8

BOTH 16 14.5

TOTAL 110 100.0


[FIGURE – 5.2.8]

INTERPRETATION:

This type table is defines the particular type of milk is sold by the retailer. It is

also defines the demand of particular type of milk product and which type of

milk is having the more customer in the market. So in this data 83.6 per cent

respondents are sold the AMUL GOLD only in their area because in their area

they don’t have the AMUL SHAKTI milk demand and only 1.8 percent

respondents are sold the AMUL SHAKTI in their area because in their area they

don’t have AMUL GOLD demand but 14.5 percent respondents are sold the

both (AMUL GOLD, AMUL SHAKTI) milk in their shop because in their area

they are having the both type of milk demand.



Page | 63

9. HOW MUCH PARTICULAR MILK SOLD BY THE RETAILERS:

GOLD

FREQUENCY PERCENT

0 litre 2 1.8

0-50 litres 45 40.9

50-100 litres 48 43.6

100-150 litres 9 8.2

MORE THAN 150 litres 6 5.5

TOTAL 110 100.0


[FIGURE – 5.2.9]

INTERPRETATION:

This table is shows the how much litter AMUL GOLD milk is sold by the

particular respondents in their shop so here 40.9 percent respondents are sold 0-

50 litter this type of milk, 43.6 percent respondents are sold 50-100 litter this

type of milk, 8.2 per cent respondents are sold 100-150 litter this type of milk,

and only 5.5 percent respondents are sold more than 150 litter this type of milk

in their area. This table is also shows the particular area wise demand of this

AMUL GOLD milk demand.



Page | 64

SHAKTI

FREQUENCY PERCENT

0 litres 92 83.6

0-50 litres 10 9.1

50-100 litres 7 6.4

100-150 litres 1 .9

TOTAL 110 100.0


[FIGURE – 5.2.9(1)]

INTERPRETATION:

This table is shows the how much litter AMUL SHAKTI milk is sold by the

particular respondents in their shop so here 9.1 per cent respondents are sold 0-

50 litter this type of milk, 6.4 per cent respondents are sold 50-100 litter this

type of milk, and only 9 per cent respondents are sold 100-150 litter this type of

milk in their area. This table is also shows the particular area wise demand of

this AMUL SHAKTI milk demand.



Page | 65

FACTOR ANALYSIS

Background about Variables and Subjects for factor analysis:

As minimum 6 variables and 30 subjects are required to carrying out factor

analysis, researchers will carry out factor analysis. In general over 300 cases are

probably adequate to carry out factor analysis. The coefficient option produces

the R matrix and significant level option will produce a matrix indicating

significance value of each correlation in the R matrix.

The determinant of R matrix should greater than 0.0001.

ROTATION:

Here we have selected maximum number of iteration is 25. This indicates that

analysis is stop after 25 iteration of the procedure to generate successive

approximation to the best possible factor solution.

The eigenvalue value selected by researcher is 1. Eigenvalue is the sum of the

squared loading of the variable on a factor. Higher the Eigenvalue higher the

proportion of variance explains by factor.

OPTION:

The default threshold value in SPSS is 0.1 but as we want to suppress to low

loading in the output. The value could be selected between 0.2 and 0.5. The

eigenvalue chosen the favour results are displayed. Hence Researchers decided

to select 0.3 as the threshold value.



Page | 66

CORRELATION MATRIX:


MARGIN

PUNCTUALITY OF

DISTRIBUTOR

COMPETITIVE NESS

QUALITY PACKAGING AWARENES

S

MARGIN 1 0.320442 0.16827 0.067113 0.244957 0.116052

PUNCTUALITY OF DISTRIBUTOR

0.320442 1 0.303837 0.082088 -0.1184 0.14256

COMPETITIV ENESS 0.16827 0.303837 1 0.280144 -0.40082 0.363672

QUALITY 0.067113 0.082088 0.280144 1 0.125702 0.185978

PACKAGING 0.244957 -0.1184 -0.40082 0.125702 1 -0.01055

AWARENESS 0.116052 0.14256 0.363672 0.185978 -0.01055 1

QUICK RESPONSE 0.21101 0.341385 0.39028 0.129484 -0.07731 0.401335

FLEXIBILITY 0.177205 0.324033 0.322115 0.031515 -0.23391 0.290321


0.117577 0.254591 0.287058 0.155608 -0.11473 0.32182

TOTAL ORDER CYCLE TIME

0.084196 0.24003 0.216406 0.184792 -0.06846 0.185848

COST CONSIDERATION

0.179696 0.360403 0.435912 0.072009 -0.22686 0.267726

ON TIME DELIVERY 0.165355 0.149522 -0.13644 0.160248 0.246282 0.108263

USE OF TECHNOLOGY

0.110642 0.189428 0.37148 0.076976 -0.06463 0.225632

CORRECT DELIVERY 0.047642 0.155126 0.071517 0.157958 -0.06483 0.114997

QUALITY OF SERVICES

0.235177 0.343703 0.317475 0.133131 -0.02614 0.260964

CUSTOMIZATION SERVICE

0.08088 0.312529 0.198241 -0.01852 -0.06806 0.303216

INVENTORY ACCURACY

0.231343 0.423636 0.458408 0.123407 -0.2507 0.115922


VALUE/VOLUME 0.196576 0.303116 0.393656 0.086074 -0.12375 0.282274

FILL RATS 0.220641 0.300561 0.14824 0.006312 -0.07494 0.195659

COMMUNICATION SYSTEM

0.160687 0.285546 0.221072 0.14409 0.132862 0.180684

SENSITIVE INFORMATION

SHARING 0.120712 0.333158 0.364782 0.102742 -0.17276 0.276005



Page | 67

QUICK

RESPONSE FLEXIBILITY



COST CONSIDER

ATION

ON TIME DELIVERY

MARGIN 0.21101 0.177205 0.117577 0.084196 0.179696 0.165355


0.341385 0.324033 0.254591 0.24003 0.360403 0.149522

COMPETITIV ENESS 0.39028 0.322115 0.287058 0.216406 0.435912 -0.13644

QUALITY 0.129484 0.031515 0.155608 0.184792 0.072009 0.160248

PACKAGING -0.07731 -0.23391 -0.11473 -0.06846 -0.22686 0.246282

AWARENESS 0.401335 0.290321 0.32182 0.185848 0.267726 0.108263

QUICK RESPONSE 1 0.45432 0.554725 0.343093 0.44403 0.388869

FLEXIBILITY 0.45432 1 0.439307 0.350255 0.584854 0.189391


0.554725 0.439307 1 0.217993 0.36269 0.416557


0.343093 0.350255 0.217993 1 0.314818 0.029511

COST CONSIDERATION

0.44403 0.584854 0.36269 0.314818 1 0.261384

ON TIME DELIVERY 0.388869 0.189391 0.416557 0.029511 0.261384 1

USE OF TECHNOLOGY

0.324626 0.433024 0.427866 0.15675 0.333301 0.18362

CORRECT DELIVERY 0.336062 0.319514 0.345402 0.005946 0.258062 0.41081

QUALITY OF SERVICES

0.543078 0.437752 0.504684 0.246399 0.491941 0.336871


0.327887 0.411205 0.300762 0.165294 0.404366 0.21812

INVENTORY ACCURACY

0.535072 0.471247 0.378684 0.289125 0.563012 0.275694


VALUE/VOLUME 0.52218 0.408562 0.48707 0.226563 0.339757 0.279056

FILL RATS 0.438067 0.330278 0.331825 0.120205 0.302376 0.323403


0.33027 0.241102 0.348623 0.166547 0.40824 0.352498


SHARING 0.263684 0.348744 0.326394 0.107751 0.327843 0.12848



Page | 68

USE OF

TECHNOLOGY CORRECT DELIVERY

QUALITY OF SERVICES


INVENTORY ACCURACY

SHIPMENT IN TERMS OF VALUE

MARGIN 0.110642 0.047642 0.235177 0.08088 0.231343 0.196576


0.189428 0.155126 0.343703 0.312529 0.423636 0.303116

COMPETITIV ENESS

0.37148 0.071517 0.317475 0.198241 0.458408 0.393656

QUALITY 0.076976 0.157958 0.133131 -0.01852 0.123407 0.086074

PACKAGING -0.06463 -0.06483 -0.02614 -0.06806 -0.2507 -0.12375

AWARENESS 0.225632 0.114997 0.260964 0.303216 0.115922 0.282274

QUICK RESPONSE 0.324626 0.336062 0.543078 0.327887 0.535072 0.52218

FLEXIBILITY 0.433024 0.319514 0.437752 0.411205 0.471247 0.408562


0.427866 0.345402 0.504684 0.300762 0.378684 0.48707


0.15675 0.005946 0.246399 0.165294 0.289125 0.226563

COST CONSIDERATION

0.333301 0.258062 0.491941 0.404366 0.563012 0.339757

ON TIME DELIVERY

0.18362 0.41081 0.336871 0.21812 0.275694 0.279056

USE OF TECHNOLOGY

1 0.237092 0.329858 0.222754 0.219759 0.337015

CORRECT DELIVERY

0.237092 1 0.226227 0.242083 0.271195 0.306274

QUALITY OF SERVICES

0.329858 0.226227 1 0.502462 0.560027 0.57256


0.222754 0.242083 0.502462 1 0.355311 0.465348

INVENTORY ACCURACY

0.219759 0.271195 0.560027 0.355311 1 0.505089


VALUE/VOLUME 0.337015 0.306274 0.57256 0.465348 0.505089 1

FILL RATS 0.133557 0.299802 0.49675 0.354767 0.463787 0.38526


0.315155 0.174331 0.541716 0.458292 0.395439 0.435001


SHARING 0.238386 0.182591 0.544369 0.552728 0.369809 0.372843



Page | 69

FILL RATS


SENSITIVE INFORMATION SHARING

MARGIN 0.220641 0.160687 0.120712


0.300561 0.285546 0.333158

COMPETITIVENESS 0.14824 0.221072 0.364782

QUALITY 0.006312 0.14409 0.102742

PACKAGING -0.07494 0.132862 -0.17276

AWARENESS 0.195659 0.180684 0.276005

QUICK RESPONSE 0.438067 0.33027 0.263684

FLEXIBILITY 0.330278 0.241102 0.348744


0.331825 0.348623 0.326394


0.120205 0.166547 0.107751

COST CONSIDERATION

0.302376 0.40824 0.327843

ON TIME DELIVERY 0.323403 0.352498 0.12848

USE OF TECHNOLOGY

0.133557 0.315155 0.238386

CORRECT DELIVERY 0.299802 0.174331 0.182591

QUALITY OF SERVICES

0.49675 0.541716 0.544369


0.354767 0.458292 0.552728

INVENTORY ACCURACY

0.463787 0.395439 0.369809

SHIPMENT IN TERMS OF VALUE/VOLUME

0.38526 0.435001 0.372843

FILL RATS 1 0.320384 0.44555


0.320384 1 0.474937


SHARING 0.44555 0.474937 1



Page | 70

KMO AND BARTLLET’s TEST:

KMO statistics should be between 0 and 1. If the value were zero the sum of the

partial correlation and large related to sum the correlations. Hence under such

situation factor analysis cannot be carried out but as the value is 0.851 the

researchers moved ahead.


KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .851

Bartlett's Test of Sphericity

APPROX. CHI-SQUARE 871.916

DF 210

SIG. .000

As our KMO value is above the 0.6. Factor analysis will give reliable factors.

As per Kaiser – 1974 the value between; 0.6 to 0.8 is good, and above 0.8 is

excellent.

As Bartlett’s test is less than 0.0001 this means that there is some relationship

between variables. The researchers hope to include analysis, hence factor

analysis is appropriate.



Page | 71

TOTAL VARIANCE EXPLAINED:

Before extractions SPSS identified 12 variables linear component within the

data set.

Total Variance Explained

Component

Initial Eigenvalues Extraction Sums of Squared

Loadings

Rotation Sums of Squared

Loadings

Total % of

Variance

Cumulative

% Total

% of

Variance

Cumulative

% Total

% of

Variance

Cumulative

%

1 6.847 32.607 32.607 6.847 32.607 32.607 3.348 15.943 15.943

2 1.814 8.638 41.244 1.814 8.638 41.244 2.789 13.280 29.223

3 1.365 6.501 47.745 1.365 6.501 47.745 2.610 12.429 41.652

4 1.281 6.101 53.847 1.281 6.101 53.847 1.884 8.970 50.622

5 1.153 5.489 59.336 1.153 5.489 59.336 1.830 8.714 59.336

6 .984 4.685 64.021

7 .930 4.428 68.449

8 .889 4.235 72.684

9 .791 3.768 76.452

10 .659 3.139 79.592

11 .616 2.933 82.524

12 .602 2.868 85.392

13 .499 2.374 87.766

14 .425 2.022 89.789

15 .387 1.844 91.632

16 .364 1.734 93.366

17 .324 1.545 94.911

18 .322 1.531 96.442

19 .288 1.370 97.813

20 .270 1.284 99.097

21 .190 .903 100.000



Here factor 1 explains 32.607% of total variance whereas variances reduce

subsequently. Finally 5 factors are extracted wherever eigenvalue greater than 1.

After extraction rotation sum of square loadings is reduces in all 5 variables.



Page | 72

COMPONENT METRIX:

According to Kaiser if the sample exceed 250 and the average community is 0.6

than factor analysis is valid.


Component Matrixa

Component

1 2 3 4 5

MARGIN .307 .535 -.375

PUNCTUALITY OF DISTRIBUTOR .536 .342 -.311

COMPETITIVENESS .546 -.576

QUALITY .647

PACKAGING .749 .323

AWARENESS .446 .336 .414

QUICK RESPONSE .737

FLEXIBILITY .683

HANDLING OF CUSTOMER COMPLAINT .674 -.329

TOTAL ORDER CYCLE TIME .388 .354

COST CONSIDERATION .697

ON TIME DELIVERY .435 .675

USE OF TECHNOLOGY .510

CORRECT DELIVERY .437 -.542

QUALITY OF SERVICES .781

CUSTOMIZATION SERVICE .624 -.374 .307

INVENTORY ACCURACY .729 -.327

SHIPMENT IN TERMS OF VALUE/VOLUME .715

FILL RATS .595 -.323

COMMUNICATION SYSTEM .613

SENSITIVE INFORMATION SHARING .621 -.343 .392

Extraction Method: Principal Component Analysis. a. 5 components extracted.



Page | 73

ROTATED COMPONENT METRIX:


Rotated Component Matrixa

Component

1 2 3 4 5

MARGIN .665 -.407


.649

COMPETITIVENESS .372 .565 .467

QUALITY .670

PACKAGING -.878

AWARENESS .627

QUICK RESPONSE .545 .431

FLEXIBILITY .436 .401 .363


.622 .335

TOTAL ORDER CYCLE TIME .504 .344

COST CONSIDERATION .312 .329 .484

ON TIME DELIVERY .721 -.424

USE OF TECHNOLOGY .374 .427

CORRECT DELIVERY .749

QUALITY OF SERVICES .647 .322 .351

CUSTOMIZATION OF SERVICE .768

INVENTORY ACCURACY .342 .336 .617

SHIPMENT IN TERMS OF VALUE/VOLUME .491 .383

FILL RATS .501 .360 .327

COMMUNICATION SYSTEM .682

SENSITIVE INFORMATION SHARING .815

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 7 iterations.



Page | 74

The following are the factor got after factor analysis:

Sr. No. FACTOR

1 Service, Inventory handling and order fulfilment, Information

sharing of SDCMPUL.

2 Responsiveness and Accuracy.

3 Margin, Punctuality and Competitiveness

4 Quality

5 Flexibility

[TABLE - 5.2.17]

Above table is a show that factors which is very important to SDCMPUL to

focus or work on this factor in future.

This factor is help to make the increase in performance and satisfaction level of

Retailer.



Page | 75

HYPOTHESES TESTING:

HYPOTHESES:

H0: There is significant difference among agreement ratings of distribution of

different towns regarding quantity of daily milk sold.

H1: There is no significant difference among agreement ratings of distribution

of different towns regarding quantity of daily milk sold.

ONE-SAMPLE T – test:


N Mean Std. Deviation Std. Error Mean

AVERAGE DAILY SALES?

(In ltr.) 110 1.8364 .82980 .07912


A - This is the list of variables. Each variable that was listed on

the variables= statement in the above code will have its own line in this part of

the output.

B - N - This is the number of valid (i.e., non-missing) observations used in

calculating the t-test.

C - Mean - This is the mean of the variable.

D - Std. Deviation - This is the standard deviation of the variable.

E - Std. Error Mean - This is the estimated standard deviation of the sample

mean. If we drew repeated samples of size 110, we would expect the standard

deviation of the sample means to be close to the standard error. The standard

deviation of the distribution of sample mean is estimated as the standard

deviation of the sample divided by the square root of sample size:

0.82980/(sqrt.(110)) = .07912.



Page | 76

One-Sample Test

Test Value = 2

t Df. Sig. (2-

tailed)

Mean

Difference

95% Confidence

Interval of the

Difference

Lower Upper

AVERAGE DAILY SALES?

(In ltr.) -2.068 109 .041 -.16364 -.3204 -.0068



there is significant difference among agreement ratings of distribution of

different towns regarding quantity of daily milk sold.

F - This identifies the variables. Each variable that was listed on

the variables= statement will have its own line in this part of the output. If

a variables=statement is not specified, t-test will conduct a t-test on all

numerical variables in the dataset.

G - t - This is the Student t-statistic. It is the ratio of the difference between the

sample mean and the given number to the standard error of the mean:

(1.8364 - 2) / 0.07912 = -2.068. Since the standard error of the mean measures

the variability of the sample mean, the smaller the standard error of the mean,

the more likely that our sample mean is close to the true population mean.

H – Df. - The degrees of freedom for the single sample t-test is simply the

number of valid observations minus 1. We lose one degree of freedom because

we have estimated the mean from the sample. We have used some of the

information from the data to estimate the mean, therefore it is not available to

use for the test and the degrees of freedom accounts for this.



Page | 77

[FIGURE – 5.2.10]

I - Sig (2-tailed) - This is the two-tailed p-value evaluating the null against an

alternative that the mean is not equal to 1. It is equal to the probability of

observing a greater absolute value of t under the null hypothesis. If the p-value

is less than the pre-specified alpha level (usually .05 or .01) we will conclude

that mean is statistically significantly different from zero. For example, the p-

value is smaller than 0.05. So we conclude that the mean for write is different

from 1.

J - Mean Difference - This is the difference between the sample mean and the

test value.

K - 95% Confidence Interval of the Difference - These are the lower and

upper bound of the confidence interval for the mean. A confidence interval for

the mean specifies a range of values within which the unknown population

parameter, in this case the mean, may lie.



Page | 78

HYPOTHESES:

H0: There is no statistically significant difference between different cities/town

retailers regarding daily sales of AMUL Milk.

H1: There is statistically significant difference between different cities/town

retailers regarding daily sales of AMUL Milk.

ANOVA TEST:


Test of Homogeneity of Variances

AVERAGE DAILY SALES (in ltr.)?

Levene Statistic df1 df2 Sig.

.957 20 89 .520

ANOVA


Sum of Squares Df. Mean Square F Sig.

Between Groups

Within Groups

Total

14.129

60.925

75.055

20

89

109

.706

.685 1.032 .435


The ANOVA table shows whether we have a statistically difference between

cities/towns or not.

Here, the significance level is 0.435 which is greater than 0.05. Hance, there is

statistically significant difference between different cities/town regarding daily

sales of AMUL Milk.

One-way analysis of variance was calculated on rating of sales of milk. The

analysis was not statistically significant, f (20, 89 = 1.032, P = 0.435).

Here, we reject the NULL hypotheses; there is statistically significant difference

in sales of milk among difference cities/towns retailers of Sabarkantha and

aravalli districts.



Page | 79

Descriptives


N Mean Std.

Deviation

Std.

Error

95% Confidence

Interval for Mean Minimum Maximum

Lower

Bound

Upper

Bound

HIMATNAGR 25 2.0000 1.04083 .20817 1.5704 2.4296 1.00 5.00

IDAR 13 1.7692 .59914 .16617 1.4072 2.1313 1.00 3.00

PRANTIJ 5 1.6000 .54772 .24495 .9199 2.2801 1.00 2.00

TALOD 7 1.2857 .48795 .18443 .8344 1.7370 1.00 2.00

MODASA 9 2.2222 1.20185 .40062 1.2984 3.1460 1.00 5.00

MEGHRAJ 2 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

BHILODA 5 1.8000 .44721 .20000 1.2447 2.3553 1.00 2.00

VIJAYNAGAR 3 1.0000 .00000 .00000 1.0000 1.0000 1.00 1.00

KHEDBRAHMMA 3 1.6667 .57735 .33333 .2324 3.1009 1.00 2.00

BAYAD 3 1.6667 1.15470 .66667 -1.2018 4.5351 1.00 3.00

DHANSURA 5 1.8000 .44721 .20000 1.2447 2.3553 1.00 2.00

SHAMLAJI 2 1.5000 .70711 .50000 -4.8531 7.8531 1.00 2.00

VADALI 8 2.5000 .92582 .32733 1.7260 3.2740 1.00 4.00

SALAL 2 1.5000 .70711 .50000 -4.853 7.8531 1.00 2.00

KADIADRA 3 1.3333 .57735 .33333 -.1009 2.7676 1.00 2.00

ILOL 3 2.3333 .57735 .33333 .8991 3.7676 2.00 3.00

KANKNOL 2 2.0000 .00000 .00000 2.0000 2.0000 2.00 2.00

TAKATUKA 2 2.0000 1.41421 1.0000 -10.706 14.706 1.00 3.00

BADOLI 3 2.0000 .00000 .00000 2.0000 2.0000 2.00 2.00

SATHAMBA 2 1.5000 .70711 .50000 -4.8531 7.8531 1.00 2.00

KHED 3 1.6667 .57735 .33333 .2324 3.1009 1.00 2.00

Total 110 1.8364 .82980 .07912 1.6796 1.9932 1.00 5.00


The descriptive table provides mean, S.D, and 95% confidence intervals for sale

of milk for different cities/towns.



Page | 80

HYPOTHESES:

H0: There is no statistically significant difference among the retailer of AMUL

milk regarding different parameters (Margin, Punctuality of distributor,

Competitiveness, Quality, Packaging, and Awareness).

H1: There is statistically significant difference among the retailer of AMUL

milk regarding different parameters (Margin, Punctuality of distributor,

Competitiveness, Quality, Packaging, and Awareness).

ANOVA for Rate dairy on the scale of 1-5 on the following factor:

ANOVA

Sum of

Squares Df.

Mean

Square F Sig.

MARGIN

Between Groups

Within Groups

Total

23.617

87.738

111.355

20

89

109

1.181

.986 1.198 .275

PUNCTUALITY OF

DISTRIBUTORS

Between Groups

Within Groups

Total

27.013

96.451

123.464

20

89

109

1.351

1.084 1.246 .238

COMPETITIVENESS

Between Groups

Within Groups

Total

37.666

144.189

181.855

20

89

109

1.883

1.620 1.162 .306

QUALITY

Between Groups

Within Groups

Total

18.628

50.136

68.764

20

89

109

.931

.563 1.653 .057

PACKAGING

Between Groups

Within Groups

Total

22.795

94.159

116.955

20

89

109

1.140

1.058 1.077 .387

AWARENESS

Between Groups

Within Groups

Total

15.040

76.378

91.418

20

89

109

.752

.858 .876 .616




Page | 81

Here, we reject the NULL hypotheses because above parameters sig. is smaller

than the 0.05 i.e. following:

7. MARGIN = 0.05 < 0.275

8. PUNCTUALITY OF DISTRIBUTOR = 0.05 < 0.238

9. COMPETITIVENESS = 0.05 < 0.306

10. QUALTY = 0.05 < 0.057

11. PACKAGING = 0.05 < 0.387

12. AWARENESS = 0.05 < 0.616

Hence, we reject the NULL hypotheses; there is no statistically significant

difference among the retailer of AMUL milk regarding different parameters

(Margin, Punctuality of distributor, Competitiveness, Quality, Packaging, and

Awareness).



Page | 82



Page | 83

During my summer training I have observed so many things about the

distribution channel and members of distribution channel of SABAR dairy in

Sabarkantha district.

There are some of the findings regarding it.

The stocking of AMUL SHAKTI milk less available in the retailers shop.

Some retailers are taking more price than MRP printed on AMUL pouch.

DISTRIBUTORS:

1. Distributors have Problems with less margin

2. Irregular of delivery by sabar dairy.

3. Problem of leakage of pecked milk by sabar dairy.

4. Misbehaviours of transport person.

5. Mismatch in order place and receive in order.

6. Inferior goods are not taking return

7. Marketing department of sabar dairy does not give proper response to the

distributors’ complaint like leakage, order payment, replacement

problem.

8. There is no significant relationship between the Responsiveness,

Accuracy, and Customization of service, Inventory handling and order

fulfilment, Information sharing and overall satisfaction level from

distributor.



Page | 84

RETAILERS:

1. Problem of margin

2. Problem of leakage of pecked milk

3. Distributors does not fulfil the order of retailer

4. Misbehaviours of distributor’s

5. High maintaining cost

6. There is no significant relationship between the Accuracy, and, Information

sharing and overall satisfaction level from distributor.

7. But there is significant relationship between the Responsiveness,

Customization of service, inventory handling and order fulfilment and

overall satisfaction level from distributor.



Page | 85

Comparison of overall satisfaction level between Distributor’s and

Retailers’:

[TABLE – 6.1]

2.44

2.46

2.48

2.5

2.52

2.54

2.56

2.58

2.6

Distributor's Satisfaction towards Sabar Dairy

Retailer's Satisfaction to Distributor of Sabar Dairy

Satisfaction Level

Satisfaction Level

[FIGURE – 6.1]

INTERPRETATION:

In the survey of 55 distributors and 110 retailers, I found that the retailers

are more satisfied than distributors of SABAR dairy.

PARTICULAR DISTRIBUTOR'S

SATISFACTION TOWARDS SABAR DAIRY

RETAILER'S SATISFACTION TO DISTRIBUTOR OF SABAR

DAIRY

SATISFACTION LEVEL 2.49 2.589



Page | 86



Page | 87

CONCLUSION

FOR DISTRIBUTORs:

1. Factor analysis carried out on Survey data of distributors suggested that

they give at most importance to following parameters:

A. Accurate and Customized Service

B. Inventory Holding & Order fulfilment

C. Responsiveness Regarding Query Handling

D. Flexibility

E. Satisfaction Level of Distributors

A SDCMPUL must efforts on Handling the queries of Distributors related

to leakages of packed milk and improvement of credit facilities.

The best part regarding distribution of AMUL milk is that they provide

customized service to distributor; like, cancelation of order,

customization of order, this is appreciable.

2. One sample t-test suggested that there is no uniformity of milk total sales

per day among different towns of Sabarkantha. This finding must be

taken care of by SDCMPUL and they must try to devise measures for

increase in the purchase of pasteurized milk in rural area of Sabarkantha.

3. ANOVA test carried out for overall satisfaction of distribution associated

with SDCMPUL reveal that distributers are not equally satisfied with the

distribution pattern and strategies of SDCMPUL. This should be further

investigated.

4. Distributors equally opine for parameter like Margin, Timeliness, Credit

limit, Quality, Packaging, Competitiveness this signifies that distributors

face similar level of satisfaction / Dissatisfaction related to those

parameters.

One of the major problems which need investigation is rejection of milk

pouches because of leakages by retailer and customer.

For, reducing induce competition among distributor it is proposed by the

researcher to remove retailer and appoint new distributors who caterd to

large geographical area.



Page | 88

FOR RETAILERs:

5. Factor analysis carried out on Survey data of retailers suggested that they

give at most importance to following parameters:

A. Service, Inventory handling and order fulfilment,

Information sharing of SDCMPUL.

B. Responsiveness and Accuracy

C. Margin, Punctuality and Competitiveness

D. Quality

E. Flexibility

A SDCMPUL must efforts on Handling the queries of Retailer related to

Awareness of Pasteurised AMUL packed milk and improvement in

packaging and punctuality of distributors.

The best part regarding retailer of AMUL milk is that they provide quick

response and on time delivery.

6. One sample t-test suggested that there is no uniformity of milk total sales

per day among different towns of Sabarkantha and aravalli. This finding

must be taken care of by SDCMPUL and they must try to devise measure

for increase in the purchase of pasteurised milk in rural area of

Sabarkantha and aravalli.

7. Retailers equally opine for parameter like Margin, Punctuality of

distributors, Competitiveness, Quality, Packaging, and Awareness this

signifies that retailers face similar level of Satisfaction / Dissatisfaction

related to those parameters.

For, reducing induce competition among retailer it is proposed by the

researcher to remove those retailer from the same area. So, it will be

reduce the overcharges of AMUL milk.



Page | 89

SUGGESTION

(-Implementation, - Suggestion)

It was Observed that the distributor are facing huge losses because of

leakage or damage of the pouch milk. For this, the people or driver who

are responsible for loading or unloading process should be provide

more training so as to decrease the damages.

Certain exclusive distributors are unaware about the new billing system

operate by organization i.e. SAP. So, they need to be explained properly

about everything. Their doubts need to be cleared.

Trucks which are used for transport of AMUL pouch milk should be

washed regularly properly.

Do not place more than one distributor in same market area.

Timely visit should be given to the distributors shops.

Union should provide banner, holdings, local channel television

advertising to the distributors.

Union should take care of distributors by solving their problems.

SABAR DAIRY has structured distribution network, in flush season i.e.

In summer when market demand is high the routs are again gets re-

structured.

Union should improve the Packaging of packed milk.

Union should improve their communication system.

Awareness about pasteurized milk in market mostly in rural area.



Page | 90



Page | 91

1. AMUL. (2014). organisation. Retrieved july 07, 2014, from www.amul.com:

http://www.amul.com/m/organisation

2. Department of Animal Husbandry, D. &. (2013). Annual Report 2012-13. New Delhi:

Ministry of Agriculture, Government of India.

3. Directorate of Animal Husbandry, G. S. (2012). 29th Survey Report on Estimates of

Major Livestock Products For the Year 2011-12 Gujarat state. Gandhinagar: Krishi

Bhavan, Gujarat State.

4. NDDB. (2014). www.nddb.coop. Retrieved july 17, 2014, from

www.nddb.coop/english/services/CS/pages/Co-operative-Services.aspx

5. Sabarkantha District Co-operative Milk Producers' Union Ltd. (n.d.). SABAR DAIRY.

Retrieved july 17, 2014, from www.sabardairy.org: http://www.sabardairy.org/

6. Tejas R. Shah, M. S. (2012). 3PLSP scale for co-operative dairies in Indian context.

3PLSP SCALE , 516(24,3).

7. Animal Hostel, . (2011-12). Milk Production According to NABARD Annual Report.

New Delhi, India: Agiculture Ministry.

8. NABARD. (2012). Annual Report 2011-12. Mumbai,Maharshtra,India: National Bank

for Agriculture and Rural Development (NABARD).

9. http://www.census2011.co.in/

10. http://www.sabardairy.org/AboutUs.aspx

11. http://www.nddb.org/English/Pages/default.aspx

12. http://www.nddb.coop/english/Services/CS/Pages/Co-operative-Services.aspx

13. http://gujaratinformation.net/showpage.aspx?contentid=105

14. http://www.gujaratstat.com/agriculture/2/milkanddairyproducts/167/stats.aspx\



Page | 92

15. Aagja, J.P. and Garg, R. (2010), “Measuring perceived service quality for distribution in the dairy Indian context”, International Journal of Pharmaceutical and Healthcare Marketing, Vol. 4 No. 1, pp. 60-83.

16. Bahia, K. and Nantel, J. (2000), “A reliable and valid measurement scale for the perceived servicequality of FMCG”,International Journal of durable and non-durable goods Marketing, Vol. 18 No. 2, pp. 84-91.

17. Bhatnagar, R. and Viswanathan, S. (2000), “Re-engineering global supply chains: alliances between manufacturing and global logistics service providers”, International Journal of Physical Distribution & Logistics Management, Vol. 30 No. 1, pp. 13-34.

18. Bhatnagar and Viswanathan, 2000: Investment, volume flexibility; Ratten, 2004: Inventory levels, order cycle time, lead-times and improvement in customer service.

19. Thaiet al.(2011): Time delivery, correct delivery, cost consideration, inventory accuracy, quality of services, flexibility, customization, shipments in terms of value/ volume, communication system, sensitive information sharing, quick response, customer complaint, total order cycle time, fill rate and use of technology.

20. van Damme, D.A. and Ploos van Amstel, M.J. (1996), “Outsourcing logistics management activities”,International Journal of Logistics Management, Vol. 7 No. 2, pp. 85-95.

21. Bolumole, Y.A. (2001), “The supply chain role of third-party logistics providers”,International Journal of Logistics Management, Vol. 12 No. 2, pp. 87-102.

22. Cochran, J.K. and Ramanujam, B. (2006), “Carrier-mode logistics optimization of inbound supply chains for electronics manufacturing”, International Journal of Production Economics, Vol. 103 No. 2, pp. 826-40.

23. Lau, K.H. and Zhang, J. (2006), “Drivers and obstacles of outsourcing practices in China”,International Journal of Physical Distribution & Logistics Management, Vol. 36 No. 10,pp. 776-92.



Page | 93



Page | 94



Page | 95

Questionnaire – I (Distributor)

Dear Respondent,

I am the student of Master of Business Administration. As a part of academic

curriculum in M.B.A. programme, we have to undergo a summer internship

project on “Analysing Performance and Satisfaction of Channel Member Associated with Distribution of AMUL milk – Study Based on Survey Sabarkantha and Aravalli Districts”. In this context, I have doing a research

so we request you to fill up this questionnaire to help us in our study. I ensure

you that this database will be used for academic purpose only.

________________________________________________________ Please place a tick-mark (√) where required

1. Name: __________________________________________________________________

2. Address: ________________________________________________________________

3. Phone: __________________________________________________________________

4. Gender: _________________________________________________________________

5. What age group do you belong to?

[ ] 18-20 [ ] 21-25 [ ] more than 25

6. What is your income per month?

[ ] 5000-10,000 [ ] 10,000-15,000 [ ] Above 15,000

7. How many retailer you have? ……………..

8. How much margin you get form the retailer? ……………….. (Rs)

9. How much margin you get from Sabar Dairy? ………….. (Rs)

10. What quality of milk gets sold in your area?

1. 1500 – 3500 [ ]

2. 3500 – 5500 [ ]

3. 5500 – 7500+ [ ]



Page | 96

11. Which type of milk sells the most and how much?

1. AMUL Gold ……………….. (in litres)

2. AMUL Shakti ……………….. (in litres)

12. Do you sell other brands of milk rather than AMUL?

[ ] Yes [ ] No

If Yes than why? ……………………………………

If No than why? ……………………………………..

13. What quantity of packed milk of other brand gets sold in your area?

………………………………………..

14. Rate Dairy on the scale of 1-5 on the following factors:-

(1 = Very Satisfied, 2 = Satisfied, 3 = Neutral, 4 = Dissatisfied, 5 = Very Dissatisfied)

Particulars 1 2 3 4 5

Margin

Timeliness

Credit limit

Quality

Packaging

Competitiveness



Page | 97

15. Give your answer using the following scale according to your satisfaction.

1) Responsiveness

2) Accuracy

Strongly

Agree Agree Neutral Disagree

Strongly

Disagree

Cost consideration

On time delivery

Use of technology

Correct delivery

3) Customization of service

Strongly


Strongly

Disagree

Quality of services

Customization of services

Strongly


Strongly

Disagree

Quick response

Flexibility

Handling of customer

complaints

Total order cycle time



Page | 98

4) Inventory handling and order fulfilment

Strongly


Strongly

Disagree

Inventory accuracy

Shipments in terms of

value/volume

Fill rates

5) Information sharing

Strongly


Strongly

Disagree

Communication system

Sensitive information sharing

16. Overall satisfaction?

Strongly


Strongly

Disagree

Satisfaction



Page | 99

Questionnaire – II (Retailer)

Dear Respondent,

I am the student of Master of Business Administration. As a part of academic

curriculum in M.B.A. programme, we have to undergo a summer internship

project on “Analysing Performance and Satisfaction of Channel Member Associated with Distribution of AMUL milk – Study Based on Survey Sabarkantha and Aravalli Districts”. In this context, I have doing a research

so we request you to fill up this questionnaire to help us in our study. I ensure

you that this database will be used for academic purpose only.

________________________________________________________

Please place a tick-mark (√) where required

1. Name of shop: ___________________________________________________________

2. Address: ___________________________________________________________

3. Phone: ___________________________________________________________

4. Gender: ___________________________________________________________

5. What age group do you belong to? [ ] 18-20 [ ] 21-25 [ ] more than 25

6. What is your income per month?

[ ] 5000-10,000 [ ] 10,000-15,000 [ ] Above 15,000

7. Average daily sales (in litres)?

1. 10 – 50 [ ]

2. 50 – 150 [ ]

3. 150 – 300 [ ]

4. 300 – 450 [ ]

5. 450+ [ ]

8. How much margin get form customers ……………….. (Rs)?



Page | 100

9. How would you rate your present sales?

1. Satisfactory

2. Unsatisfactory

10. If the answer to the above is unsatisfactory then please choose the reasons from

below:

1. Competition from other brands

2. Competition from local dairy owners

3. Local milk producers

11. Which type of milk sells the most?

1. AMUL Gold ……………….. (in litres)

2. AMUL Shakti ……………….. (in litres)

12. Do you sell other brands of milk rather than AMUL?

[ ] Yes [ ] No

If, Yes than why? ……………………………………

13. Rate distributors on the scale of 1-5 on the following factors:

(1 = Very Satisfied, 2 = Satisfied, 3 = Neutral, 4 = Dissatisfied, 5 = Very Dissatisfied)

Particulars 1 2 3 4 5

Margin

Punctuality of distributors

Competitiveness

Quality

Packaging

Awareness



Page | 101

14. Give your answer using the following scale according to your satisfaction.

1) Responsiveness

2) Accuracy

Strongly


Strongly

Disagree

Cost consideration

On time delivery

Use of technology

Correct delivery

3) Customization of service

Strongly


Strongly

Disagree

Quality of services

Customization of services

Strongly


Strongly

Disagree

Quick response

Flexibility

Handling of customer

complaints

Total order cycle time



Page | 102

4) Inventory handling and order fulfilment

Strongly


Strongly

Disagree

Inventory accuracy

Shipments in terms of

value/volume

Fill rates

5) Information sharing

Strongly


Strongly

Disagree

Communication system

Sensitive information sharing

Sabar dairy

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