customer satisfaction of berger paint

ANTECEDENTS OF CUSTOMER SATISFACTION AND LOYALTY IN

BERGER PAINTS BANGLADESH LIMITED

by

Fahad Hossain

ID: 0921338

An Internship Report Presented in Partial Fulfillment

Of the Requirements for the Degree

Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH

May 2013

ANTECEDENTS OF CUSTOMER SATISFACTION AND LOYALTY IN

BERGER PAINTS BANGLADESH LIMITED

by

Fahad Hossain

ID: 0921338

has been approved

May 2013

______________________________

Mr. Abu Bakar Emran Salahuddin

Lecturer

School Of Business

Independent University, Bangladesh

Letter of Transmittal

9th May, 2013

Mr. Abu Bakar Emran Salahuddin

Academic Supervisor

Lecturer

School of Business

Independent University, Bangladesh.

Subject: Submission of internship report on- Antecedents of Customer Satisfaction and Loyalty in

Berger Paints Bangladesh Limited.

Dear Sir,

With due respect, as a student of Independent University, Bangladesh, I have prepared my

internship report on “Antecedents of Customer Satisfaction and Loyalty in Berger Paints

Bangladesh Limited”. I have tried my level best to follow your guidelines in every aspect of

planning of this report. I have also collected what I believe to be the most important information

to make this report specific and accurate as possible. I hope you will appreciate my effort. I have

done the study in a complete form and I have done my level best to conduct this in a professional

manner. It is true that, it could have been done in a better way if there were no limitation. I hope

you will assess my report considering the limitations of the study.

Yours sincerely,

-------------------------

Fahad Hossain

Id: 0921338

ACKNOWLEDGMENT

The successful completion of this report might never be possible in time without the help of some

person whose inspiration and suggestion made it happen. First of all I want to thank my faculty

advisor Mr. Abu Bakar Emran Salahuddin, for helping me completing my internship report

on “Antecedents of Customer Satisfaction and Loyalty in Berger Paints Bangladesh Limited.”

I would also like to thank Mr. Shahariar Ferdous, Category Manager and my supervisor

of Berger Paints Bangladesh Limited and my colleagues specially Md. Tausiff Hossain who

helped me by providing informative instruction. I was closely attached with them during my

internship tenure. Without them this project would have been very difficult to complete.

Finally, my special thanks go to the whole marketing department of Berger Paints Bangladesh

Limited for their continuous support, inspiration and giving me the opportunity to deal with

different work situations during the period of my internship.

Table of Contents

SERIAL

NO.

PARTICULARS PAGE

NO

01 1.0 Introduction 1

02 2.0 Statement of the problem 2

03 3.0 Purpose of the study 3

04 4.0 Research timeline 4

05 5.0 Limitations 4

06 6.0 Review of literature 5

07 6.1Product cost 5

08 6.2Product quality 5

09 6.3Delivery performance 7

10 6.4Supplier 8

11 6.5Time-to-market 8

12 6.6Service support 9

13 6.7 Personal Interaction 10

14 6.8Customer satisfaction 10

15 7.0 Framework 12

16 8.0 Questions and Hypothesis 13

17 9.0 The Research Design- Methods and Procedures 14

18 9.1 Research design 14

19 9.2 Sampling (sample unit, Sample size, Sample procedure) 14

20 9.3 Instruments 15

21 9.4 Data Collection, types of data and sources 16

22 9.5 Data Analysis/ Result Analysis 16

23 9.5.1 Frequencies analysis 16

ANTECEDENTS OF CUSTOMER SATISFACTION AND LOYALTY INBERGER PAINTS BANGLADESH LTD

6

24 9.5.2 Crosstabs Analysis 16

25 9.5.3 Correlation analysis 17

26 9.5.4 Relationships between Product Cost and Customer

satisfaction

18

27 9.5.5 Relationships between Product quality and Customer

satisfaction

18

28 9.5.6 Relationships between Delivery Performance and

Customer satisfaction

19

29 9.5.7 Relationships between Supplier and Customer satisfaction 20

30 9.5.8 Relationships between Time To Market and Customer

satisfaction

21

31 9.5.9 Relationships between Service Support and Customer

satisfaction

22

32 9.5.10 Relationships between Personal Interaction and


23

33 9.5.11 Reliability Analysis 24

34 10.0 Discussion 25

35 11.0 Significance of the Study 26

36 11.1 Business significance 26

37 11.2 Academic significance 26

38 11.3 Implication for future research 26

39 12.0 Recommendation 27

40 References 28

41 Appendix A- Questionnaire 31

42 Appendix B- SPSS result analysis tables 33


7

LIST OF FIGURES

SERIAL

NO.

PARTICULARS PAGE

NO

Figure

1.0

Framework of Research Variable and their Relationships 12

Figure

2.0

Five-point of liker type scales 15

Figure

3.0

The classification of correlation coefficient 17

Figure

4.0

Correlation matrix 21

Figure

5.0

A commonly accepted rule of thumb for describing internal

consistency using Cronbach's alpha

24

Figure

6.0

Reliability analysis result 25

Executive Summary

Berger, the market leader in the Bangladesh paint market, is one of the oldest names in the global

paint industry. The company is operating in the paint industry for almost two centuries. It has its

origin in the year of 1706 and from then on the company is operating with strong adherence to

quality and social responsibility. Initially, Lewis Berger, a German national, founded dye &

pigment making business in England. Lewis Berger & Sons Limited grew rapidly with a strong

reputation for innovation and entrepreneurship culminating in perfecting the process of making

Prussian blue, a deep blue dye, a color widely used for many European armies' uniform.

Production of dyes & pigments evolved into production of paints & coatings, which till today,

remains the core business of Berger. In this competitive market environment different companies

are coming with different products but the question is what unique thing Berger Paints had that

people are always satisfied with their product, not the others company‟s product. Berger Paints

has done so many researches to understand the level of customer satisfaction. They are already

has a good brand position in the consumer‟s mind. But this research will help the company to

measure the present level of customer satisfaction and loyalty in Berger paints. This research

investigates the level of customer satisfaction and loyalty of among the users, and what are the

different influencing them. In this research the researcher takes seven independent variables

(Product cost, Product quality, Delivery performance, Supplier, Time to market, Service support,

and Personal interaction) and one dependent variable (Customer satisfaction). Therefore the

researcher want to find out what are the main reason (Product cost, Product quality, Delivery

performance, Supplier, Time to market, Service support, and Personal interaction) that effect in

consumer mind (Customer satisfaction) to prefer Berger Paints. The study will be characterized

as a co-relational study and descriptive research. The researcher use simple random sampling

under the probability sampling method and used structured questionnaire for collecting

information. The question will be distributed via a convenience and the researcher will use

probability sampling. This research used SPSS 17.0 because it is such a statistical data analysis

tool that offers greater flexibility in data analysis and visualization. According to correlation and

reliability analysis Product cost, Product quality, Delivery performance, Supplier, Time to

market, Service support, and Personal interactions are related with the reason of customer

satisfaction and loyalty of Berger Paints.


1

1.0 Introduction

Berger Paints is one of the oldest names in the paint industry, yet, it is one of the most

technologically advanced companies in the country. It is constantly striving for innovating

superior quality products and services. With more than 250 years of rich heritage, Berger

manufactures world class paints for all kinds of substrates and also provides unparallel services.

Berger‟s inception was laid out in 1760 by a German national named Louis Berger, who started

dye and pigment making business in England. Louis involved his family into the business and

eventually changed the status of the company to Louis Berger and Sons Limited. The company

grew and expanded rapidly with a strong reputation for excellence in innovation and

entrepreneurship. In the initial years, Louis successfully refined the process of manufacturing

Prussian blue, a deep blue dye. This dye was widely used for the uniforms of many European

armies of that time. Production of dyes and pigments evolved into production of paints and

coatings, which till today, remains the core business of Berger. The company grew rapidly, by

establishing branches all over the world and through mergers and acquisitions with other leading

paint and coating manufacturing companies.

Berger Paints started „painting‟ Bangladesh since independence. Over the past few decades,

Berger has evolved and transformed itself in becoming the leading paint solution provider in the

country with a diversified product range that caters to all your painting needs. With its strong

distribution network, Berger has reached almost every corner of Bangladesh. Nationwide Dealer

Network, supported by 8 Sales Depots strategically located at Dhaka, Chittagong, Rajshahi,

Khulna, Bogra, Sylhet ,Comilla, and Mymensingh.

Berger's one of the prime objectives is to provide best customer support-connecting consumers to

technology through specialized services like free technical advice on surface preparation, color

consultancy, special color schemes etc. To bolster customer satisfaction, Berger offers Home

Decor Service from where one can get an array of services pertaining to painting. Apart from

business, Berger Paints has added another dimension to its social responsibilities by contributing

to the well being of the autistic children in Bangladesh from 2009. Berger Paints Bangladesh

Limited has been promoting the young and creative talents of the country through Berger Young

Painters‟ Art Competition (BYPAC), Berger Award for Excellence in Architecture (BAEA),


2

Berger Award Programme for the Students of Architecture of BUET (BASAB), Scholarship

Programme for the students of Architecture Discipline, Khulna University.

Berger grew rapidly by establishing branches all over the world and through merging with

other leading paint and coating companies. Today, Berger is one of the leading companies in the

global paint industry. Berger offers all kinds of painting solutions in decorative, industrial or

marine segment for both decorative and protective purpose Berger Paints started its sailing into

the sea of Bangladesh from pre-liberation era, to be precise in 1950. The main business flourished

in the post liberation phase. In Bangladesh the major milestones of Berger Paints are given

below:

1950 – Started operation in Bangladesh by importing Paint from Berger UK.

1970 - Establishment of Chittagong Factory.

1980 – Named as Berger Paints (BD) Ltd. from Jenson & Nicholson (J&N).

1991 – BMRE in Chittagong Factory.

1995 – Establishment of Double Tight Can Manufacture Plant.

1999 – Establishment of Most Modern Sate-of-the-Art Paint Production Plant in Dhaka.

2002 - Construction of own building for the Corporate Office in Dhaka.

2004 – Establishment of Powder Coating Plant.

2.0 Statement of the problem

Bangladesh paint market is experiencing a good growth of 8-10% per annum consistently in

the late 90s and early years of this century mainly because of a boom in real estate development.

Besides, this trend in growth of demand is likely to persist or may even witness an upswing in the

future as the country moves from rural base to urban base project (Real estate). There is a huge

possibility that paint industry will further thrive because only 39% of the target market are

currently using paint and others are progressing to get into the trend of using paint instead of the

traditional way of whitening their dear houses. According to the cement manufacturers of

Bangladesh, the cement market is also growing at around 4%, which correlates quite well with


3

our paint market growth data. The limited growth up to now in industrialization and per capita

income in Bangladesh has restricted the size of the paint market. However a good number of local

paint manufacturing companies (40 organized and at least 50 more in the informal sector) have

been operating in this small market. Quite a few of these companies are producing paints of

internationally acceptable quality and very importantly, the installed single shift production

capacity of the local paint companies is double the present local market demand.

Berger, the market leader in the Bangladesh paint market, is one of the oldest names in the

global paint industry. It has its origin in the year of 1706 and from then on the company is

operating with strong adherence to quality and social responsibility. Initially, Lewis Berger, a

German national, founded dye and pigment making business in England. Lewis Berger and Sons

Limited grew rapidly.

With a strong reputation for innovation and entrepreneurship culminating in perfecting the

process of making Prussian blue, a deep blue dye, a color widely used for many European armies'

uniform. Production of dyes and pigments evolved into production of paints and coatings, which

till today, remains the core business of Berger. Today, Berger offers all kinds of painting

solutions in decorative, industrial or marine segment for both decorative and protective purpose.

The two main competitors currently facing Berger Pains are Asian Paints and Elite Paints.

At the moment, the advantage Berger is experiencing is the generic nature of Color Bank.

Through survey, the most common finding was that when people generally visit outlet, most of

them prefer Berger Pains for their good product quality and higher brand image in spite of Elite

Paints has similar color variety, and it‟s providing numerous shades. Because they can not

maintain proper delivery.

3.0 Purpose of the Study

The purpose of this study is to find out the customer satisfaction level and loyalty

among the Berger paint users. In this competing market what variety of product Berger paints are

providing to their customer is a very important issue. Research has find out how strong

relationship Berger maintain with their customer and how they are satisfying their customer by

providing value. Therefore the researcher purpose is to find out, is there any significant

relationship between Berger paints and customers perception towards using Berger products.


4

This report is mainly based on the answers of the questionnaire survey and some in depth

interview.

4.0 Research Timeline

2013 March------------------------------- Research Proposal Writing

2013 April--------------------------------- Literature Review

2013April--------------------------------- Development of Conceptual Framework

2013April--------------------------------- Data collection procedure

2013April--------------------------------- Data analysis and interpretation of the findings

2013, 25th

April -------------------------- Draft report Submission

2013, 9th

May----------------------------- Submission of research paper

5.0 Limitations

Every research has some limitations. This research also has some limitations. The study

was limited by a number of factors. Firstly, researcher faces Time limitations, three months is too

short period for completely and comfortably integrating oneself with a company and the same

time conduct and completes an analytical research. Secondly sample size was very small to

present the proposed scenario and people here in our society are not familiar with marketing

research and as a result when approached they feel agitated and disturbed, most of them thinking

that we are trying to sell them something. Most of them think that I am a Sales representative.

Thirdly the research was limited only a specific area in Dhaka city. There might be some

sampling error because of convenience sampling process. Some of the respondent did not

properly answer the questions due to shortage of time.


5

6.0 Review of Literature

6.1 Product cost:

Berger makes it possible to bring the best painting solutions at affordable prices. They have

different category of product with different price.

Product costing is defined as a process of estimating the cost of a final product at design

stage (Sheldon et al, 1991). Ulaga and Eggert (2006) point out that manager identify direct

product costs, i.e. the price charged by a supplier, as the key relationship cost-driver. With regard

to the effect of price on customer satisfaction in the context of manufacturing firms, Fynes and

Voss (2001) found both constructs to be inversely related. On the other hand, we found no studies

with a direct influence of price on customer loyalty. Whitney (1987) pointed out the predominant

percentage of manufacturing cost of a product is determined at product design stage. Therefore,

estimating cost at design stage, i.e. product costing, is one of the vital enablers for accurate

pricing in customer negotiation. Moreover, product costing is able to discover the linkages

between design specifications and cost factors and then find the method to reduce cost at early

stage. Product costing aims at estimating the cost of a product without complete information of

process plan or other production data. There are a number of research perspectives in industry

and academia. Alexander et al, (2002) narrowed these methods down to three categories:

analogous method, statistical method and analytical method. Analogous methods suggest that

similar products have similar costs. These methods describe similarity as the level of

correspondence of relevant characteristics (Alexander et al, 2002). The degree of similarity in

function or geometry is computed as the distance between two similar items. One of the

drawbacks of analogous methods is the limitation of the number of characteristics. In addition,

the information provided to search for a similar product at early design stage is insufficient and

the values of some characteristics may be missing. Moreover, part of overhead cost (like

inventory cost) is not related with the specifications of product. Therefore, analogous methods are

only suitable to estimate the costs related with product features.

6.2 Product quality:

Berger Paints Produces decorative, industrial, marine, coatings along with binders/different

polymers (for paints and textile industry). The factories employ modern technologies for the


6

purpose that includes automatic and semi-automatic production and filling lines. Production and

quality testing machine from famous makers in Asia, Europe and America ensures precision of

operations and enviable quality of the product. Raw materials of consistent quality from

renowned brands are being used and the best of the professionals in the industry oversee the

production and quality assurance operations. People, mostly engineers and chemists, who are

considered as the most valuable resources at Berger. Berger thus ensures manufacture of the best

quality products at most competitive cost employing green manufacturing techniques. There are

some studies that found a positive effect of product quality on customer satisfaction (Selnes,

1993; Janda et al, 2002; Chumpitaz and Paparoidamis, 2004), whereas the effect on customer

loyalty clearly lacks empirical support in the business-to-business context. In consumer-based

studies the positive link between product quality and loyalty has mostly been confirmed for

behavioural loyalty (Devarajet al, 2001; Espejelet al, 2007).

The transcendent definition of quality is derived from philosophy and borrows heavily from

Plato‟s discussion of beauty. From this viewpoint, quality is both absolute and universally

recognizable. According to Pirsing (1992, p.73), defining quality as excellence means that it is

understood “ahead of dimension as a direct experience independent of and prior to intellectual

abstractions. The product based approach has its roots in economics. Differences in the quantity

of someone ingredient or attribute possessed by the product are considered to reflect difference in

quality (Garvin, 1984). For example, better quality lines have a higher thread count. This view of

quality, based on a measurable characteristic of the product rather than on preferences, enables a

more objective assessment of quality. The manufacturing based approach has its roots in

operations and production management. Here quality is defined as conformance to specious

(Crosby, 1979). Quality of conformance relates to the degree to which a product meets certain

design standards. This definition has an internal focus, in contrast to the external focus of the user

based approach, and quality is considered as outcome of engineering and manufacturing

practices. It is the basis for statistical quality control. Deviation from design specifications results

in inferior quality, and consequently increased cost due to scrap, rework or product failure. This

definition allows for the precise and objective measurement of quality, although it has limited

applicability for service.


7

6.3 Delivery performance:

Berger always maintains proper delivery performance to meet customer demand. Because

the consumers don't care if a supplier or distributor had a problem. "If something goes wrong in

the supply chain, it ruins things for the consumer/end user". Their product delivery is always

accurate. Berger has a strong distribution channel and logistic support all over the country to

maintain proper delivery.

Delivery performance, encompasses suppliers‟ ability to “meet delivery schedules (on-time

delivery), adjust to changes in delivery schedules (flexibility) and consistently deliver the right

parts (accuracy)” (Ulaga, 2003, p. 684). Compared to product quality, empirical support for

delivery performance as an antecedent of satisfaction and loyalty is even more modest.

The order-to-delivery (OTD) process is one of the most important processes to manage. It can be

defined as consisting of four sub-processes; customer‟s ordering, supplier‟s delivery, logistics

service provider‟s (LSP‟s) transportation, and customer‟s goods receipt sub-process (Mattsson,

2004). The performance of an OTD process concerns traditionally lead time and on-time delivery.

In a logistics context, lead time is typically defined as the elapsed time between recognition of the

need to order and the receipt of goods (Blackstone and Cox, 2005). On-time delivery is the extent

to which the lead time, and as a consequence the delivery date and the delivered quantity

corresponds to what has been confirmed (e.g. Forslundand Jonsson, 2007; Kallio et al, 2000).

There are, however, other performance dimensions that in order-by-order environments also may

be important: lead time variability, lead time adaptability and lead time flexibility.

The external view considers that the internal perspective is insufficient to develop all the

company‟s capabilities since some of them are created and strengthened by inter organizational

relationships with other firms in the same network. This analysis perspective suggests that a

company‟s critical resources can be expanded or constructed beyond the confines of the firm, and

be integrated in inter-business routines and processes (Dyer and Singh, 1998), by being jointly

directed at greater customer satisfaction (Zhao and Stank, 2003). In this context, outsourcing

finds new theoretical support by being developed from a strategic perspective, that is, with the

aim of obtaining a sustained competitive advantage. That requires relationships to be maintained

within a framework of long-term cooperation, with suppliers considered to be partners (Pfohl and

Buse, 2000).


8

6.4 Supplier:

A consumer products company remains profitable only if it has the right product at the right

price in the right place at the right time. However, getting these stars to line up only happens

when "the entire supply chain works as one. When BERGER places its logo on a product, the

logo represents "a seal of quality." Protecting that quality makes BERGER responsible for its

entire supply chain.

Ulaga and Eggert (2006) identify supplier know-how and its capacity to improve the time-

to-market as two benefit dimensions in the area of “customer operations”. Supplier performance

has been positively linked to manufacturing firm performance (Shin et al, 2000). If performance

is affected by the quality of the relationship, then in order to sustain performance, the relationship

must be sustained. Fundamentally, the on-going relationship between manufacturer and supplier

is not important for its own sake. Rather, a healthy relationship is important because it encourages

more information sharing, better communication, and more trust, each of which can improve

planning, coordination, problem solving, and adaptation (Fynes et al, 2005), and thus

manufacturing firm performance. It is important to understand how manufacturers react to supply

failures and recoveries because these reactions may be the antecedents to significant costs. A

supply failure may induce the manufacturing firm to invest in improving supplier capability up to

required levels because supply failures increase transaction costs (Forker, 1997; Krause, 1999).

Lacking trust in supplier reliability the manufacturing firm may expend resources and monies to

identify back-up suppliers, or add slack (e.g. inventory, longer lead times) to the system. A

critical supply failure, or a series of failures, can lead to potential relationship disintegration

(Ellram, 1991; Bowersox and Closs, 1996).

6.5Time-to-market:

Maintaining liaison with nationwide dealers and also ensuring that Berger products are

available everywhere in the country. Marketing Department communicates internally on how to

bring new product and innovative painting solutions to meet the needs of various wants. Linking

consumers' needs with the capacity of fulfilling them, the marketing department supervises Home

Decor centers throughout the country. So Berger‟s products are available in the market.


9

Time-to-market is the strategy of focusing on reducing the time to introduce new products

to market. According to Whitney, (1990), the process is self-contained with little if no outside

interference. The absence of manufacturing involvement, even in writing the manufacturing

process plan, increases the possibilities for redundant activities and reduces the chances for

getting the optimal design in shorter time. It has been found that 80-90 per cent of the time-to-

market equation is absorbed in the design phase. Reducing this time is central to getting products

earlier to market. Further, 80per cent of a product‟s cost is committed during the design phase,

whereas design only absorbs 8 per cent of incurred costs. The benefits of bringing products to

market quicker than competitions are extra sales revenue and earlier breakeven, extended sales

life, premium price giving bonus profits from being first, early introduction means “hooking”

customers before competition and thus developing their loyalty, and leading to increased market

share.

6.6 Service support:

Berger has online customer support system to get advice from experts about their product.

They have care line to get direct support and any information regrinding their product.

Customer service is the ability to provide a service or product in the way that it

has been promised. Gronroos (200, p.46) defined service as, “A service is a process consisting of

a series of more or less intangible activities that normally, but not necessarily always take

place in interactions between the customer and service employees or physical resources or goods

and/or systems of the company, which are provided as solutions to customer problems”.

Customer service is the provision of service to customer before, during and after a

purchase. According to Turban et al. (2002), “Customer service is a series of activities designed

to enhance the level of customer satisfaction-that is, the feeling that a product or service

has met the customer expectation.” From the point of view of an overall sales process

engineering effort, customer service plays an important role in an organization‟s ability to

generate income and revenue (Paul H December 1998). From that perspective, customer service

should be included as part of an overall approach to systematic improvement. A customer service

experience can change the entire perception a customer has of the organization. Customer service

is a system of activities of a company or organization that comprises customer support


10

system, complaint processing, speed of complaint processing, ease of reporting complaint

and friendliness when reporting complaint (Kim, park and jeong, 2004).

6.7Personal Interaction:

Berger maintains a very good relationship with their customers and dealers. Marketing

department co-ordinates various events and activities as part of Berger‟s Corporate Social

Responsibilities. For the last two years, Berger has been contributing to the welfare of autistic and

differently challenged children of Bangladesh. In addition to that, the department is also involved

in organizing BAEA (Berger Award for Excellence in Architecture), BASAB (Berger Award for

the Students of Architecture, BUET), BYPAC (Berger Young Painters‟ Art Competition),

Scholarship Program for the students of Architecture, Khulna University etc.

The personal interaction is acknowledged to represent one of the key issues in business and

industrial marketing, both in terms of practice and theory. Organizational relationships are always

a result of the actions of the individuals representing the organizations (Granovetter, 1985) and

social relationships form the channel for doing business (Halinen and To¨ rnroos, 1998). Personal

interaction was defined as a key element of interaction between organizations already in the

interaction approach (Ha kansson, 1982). Later research has defined basic and complex functions

for social relationships, with positive and possibly negative influences on business relationships

(Halinen and Salmi, 2001).The variety of the personal interaction in project business relationships

has been recognized at the community level in terms of relevant actors in the project marketing

milieu, a concept introduced by Cova et al (1996). Accordingly, themilieu refers to the nature of

the context in which project business firms operate. Within the milieu, project business firms

have to generate or maintain credibility and to be a part of informational and social networks

through personal interaction by individuals representing them. Cova and Salle (2000) emphasize

community level rituals in the interaction during the sleeping relationship phase.

6.8Customer satisfaction:

Berger's one of the prime objectives is to provide best customer support-connecting

consumers to technology through specialized services like free technical advice on surface

preparation, color consultancy, special color schemes etc. To bolster customer satisfaction,


11

Berger offers Home Decor Service from where one can get an array of services pertaining to

painting.

Satisfaction is a “positive affective state resulting from the appraisal of all aspects of a

firm‟s working relationship with another firm” (Anderson and Narus, 1984, p. 66). Consistent

with this view, satisfaction encompasses economic and noneconomic components. Economic

satisfaction is defined as a

“Positive affective response to the economic rewards that flow from the relationship with its

partner, such as sales volume and margins”, while non-economic satisfaction is a “positive

affective response to the non-economic, psychosocial aspects of its relationship, in that

interactions with the exchange partner are fulfilling, gratifying, and easy” (Geyskens et al, 1999).

The relationship between economic and noneconomic components of scales for measuring

satisfaction differs considerably among studies (Geyskens et al, 1999). Several researchers point

out that customer satisfaction either directly (Yi, 1990; Szymanski and Henard, 2001; Spiteri and

Dion, 2004; Woo and Ennew, 2004; Russell-Bennett et al., 2007) or indirectly through

commitment (Wetzels et al., 1998; Abdul-Muhmin, 2002, 2005; Hennig-Thurau et al., 2002;

Caceres and Paparoidamis, 2007) affects customer loyalty, which is one of the main marketing

goals of firms (Berry and Parasuraman, 1991). In addition, the research on satisfaction has mostly

been carried out in consumer markets, while not so much is known about satisfaction and its

antecedents in business-to-business markets (Patterson et al, 1997; Abdul-Muhmin, 2002, 2005;

Spiteri and Dion, 2004; Russell-Bennett et al, 2007). That there is a shortfall of research in this

area has also been pointed out by Sheth and Sharma (2006) in their overview of the surpluses and

shortages in business-to-business marketing theory and research. The authors identify

organizational satisfaction as one of the areas that may generate theory-based empirical research,

and point out that the understanding of satisfaction in business-to-business marketing is still

limited. One way of addressing the link between customer value and satisfaction is therefore to

study value as a formative construct. On the other hand, however, Devaraj et al. (2001) and

Spiteri and Dion (2004) raised the question of whether we really need customer value as a

construct. In their discussion they rely on Iacobucci et al. (1994), who were the first to observe

that all that satisfaction research needs is the inclusion of price (besides the relationship benefits)

as another determinant of satisfaction.


12

7.0 Framework

This paper attempted to bring the level of satisfaction and loyalty among the Berger paint

users. Researchers have tried to put the relevant factors which influence the customers. This

research was built upon using the following framework. The framework consists of six (7)

independent variables and one (01) dependent variable surrounding the consumer perception

regarding Berger Paints. The framework for the projected study is presented below:

Figure 1.0: Framework of Research Variable and their Relationships

Product cost

Product quality

Delivery performance

Supplier

Time-to-market

Service support

Personal Interaction


Independent Variable (IV)

Dependent Variable (DV)


13

8.0 Questions and Hypothesis

Researcher question:

Q1: Is there any positive relationship between Product cost and Customer satisfaction.

Q2: Is there any positive relationship between Product quality and Customer satisfaction.

Q3: Is there any positive relationship between Delivery performance and Customer satisfaction.

Q4: Is there any positive relationship between Supplier and Customer satisfaction.

Q5: Is there any positive relationship between Time-to-market and Customer satisfaction.

Q6: Is there any positive relationship between Service support and Customer satisfaction.

Q7: Is there any positive relationship between Personal interaction and Customer satisfaction.

Hypothesis question:

H1: No there is no positive relationship between Product cost and Customer satisfaction.

H2: There is a positive relationship between Product quality and Customer satisfaction.

H3: There is a positive relationship between Delivery performance and Customer satisfaction.

H4: There is a positive relationship between Supplier and Customer satisfaction.

H5: There is a positive relationship between Time-to-market and Customer satisfaction.

H6: There is a positive relationship between Service support and Customer satisfaction.

H7: There is a positive relationship between Personal interaction and Customer satisfaction.


14

9.0 The Research Design- Methods and Procedures

9.1 Research design:

The projected framework (Figure1.0) represented the outline and arrangement of

relationships among the set of considered variables. The research question and hypotheses clearly

support this model. In this study, the researchers are going to investigate what are the main reason

(Product cost, Product quality, Delivery performance, Supplier, Time to market, Service support,

and Personal interaction) that effect in consumer mind (Customer satisfaction) to use Berger

paints. When researcher investigates the effects of the measuring variables and analysis the

relationships among variables, the design is known as co-relational (Graziano & Raulin,

1997; Zikmad, 2000). That is why a Co-relational research design has been selected in order to

find out the appropriate answer of the research question and to test the hypotheses. The

model also suggests these types of design. The present “Descriptive” research methodology

uses a correlation study to establish the existence of relationships between the measured

variables. In this research the, researchers intend to identify whether any relationships exists

between these measured variables or not. A Co-relational study provides a measure of the degree

between two or more variables. Therefore, the recent study will be characterized as a Co-

relational study. With the above findings in the literature, this study aims to inspect the possible

relationships among Product cost, Product quality, Delivery performance, Supplier, Time to

market, Service support, and Personal interaction with Customer satisfaction of Berger paints.

9.2 Sampling:

Sample unit:

To done this research accurately researcher targeted the population who has currently

using Berger paints. Sampling technique will be simple random sampling under the probability

sampling method. Cooper and Schindler (2003) stated that in this type of probability sampling

method each population element is known and has an equal chance of selection.


15

Sample Size:

Sample size relates to how many people to pick for the study. For this kind of study

researcher need to do select a sample size. Researcher picked both male and female from

different ages and professional back ground and the sample size was N=40. The study will be

conducted only in Dhaka city due to time and budget constraints. This research is a

Quantitative Research.

Sample Procedure:

Researcher used probability sampling to collect information. Researcher used purposive

probability sampling to know the characteristics or experiences, attitudes, perception of

participants. Here researcher selected participants randomly and give them the questionnaire

so that we can know about all those characteristics.

9.3 Instruments:

Questionnaires will permit us to gather information that cannot be found elsewhere

from any secondary information such as books, newspapers, and internet resources. So the

questionnaire survey is the most successful method for this study to collect the data.

Researcher used a structured questionnaire. In a structured questionnaire, quantitative data is

required. Because of this reason, the researcher will use questionnaire. According to interval

scale the response choices will be arranged. There are five (5) response choices. Five-point of

liker type scales were used in all measures. These are:

Figure 2.0: Five-point of liker type scales


16

9.4 Data Collection, types of data and sources:

There are two types of data collection Primary Data and Secondary Data. Primary Data are

those collected for the first time. Secondary Data are those which have already been collected

and analyzed by someone else. In the context of Bangladeshi people, researcher used primary

data to examine the research problem and verify hypothesis. The researcher use questionnaire

method to collect data from the primary sources. In this study mostly primary data will be used

to draw a recommendation. Researcher confirmed respondents that all the data collected from

them will be kept confidential and exclusively used for academic purposes and their individual

identity would be kept undisclosed individuals, each taking Eighteen (18) questionnaires to be

filled out by respondents from the devised sample. While filling out the questionnaires the

researchers assisted the respondents to get a better idea of their actual behaviors to minimize the

margin of error.

9.5 Data Analysis/ Result Analysis:

9.5.1 Frequencies analysis:

The sample consists of 34 male and 6 female Berger Paint users. 85% of male and 15% of

female Berger Paints user participates in this survey which is shown at Table 1.1

Among the responding 19Berger Paint users age was between 15-25 years. 18Berger Paint

users were between ages 26-35. In between 36-45 ages there were 3Berger Paint users and

No user was age between 46 and above, which is shown in Table 1.2.

There are four income ranges. Twenty eight respondents (28) approximately 70% were in

5000to-15,000 tk. range. Five (27%) respondent was in the range of 16,000-25,000 taka. In

between26, 000-35,000 there was only one (1) respondent. No respondent was above 36,000

ranges which is shown at Table 1.3.

9.5.2 Crosstabs Analysis:

Cross-tabulation is an efficient way of presenting the relation between two or more

variables. Researcher surveyed 40 respondents with different gender, age and income. The

resonance rate is 100%. Table 2.1 shows that between 5,000-15,000 income ranges there are 22


17

male and 6female. Again 16,000-25,000 income range there is 11 male and 0female respondents.

Only one male respondent was having income 26,000-35,000.

Table 2.2 shows that age between15-25, 17 people has income 5,000-15,000 and 2 people has

income. Age between 26-35, 11 people has income 5,000-15,000. 6 people has income 16,000-

25,000 and just one people have income 26,000-35,000. And age between 36-45, just 3 people

has income 26,000-35,000.

9.5.3 Correlation analysis:

Correlation analysis was conducted on all variables to explore the relationship between

variables. The bivariate correlation procedure was subject to a two tailed of statistical

significance at two different levels highly significant (p<.01) and significant (p<.05). According

to Nadim Jahangir the classification of correlation coefficient is as follows:

Figure 3.0: The classification of correlation coefficient

0.0 to 0.2 Very weak, negligible

0.2 to 0.4 Weak, low

0.4 to 0.7 Moderate

0.7 to 0.9 Strong, high, marked

0.9 to 1.0 Very strong, very high


18

9.5.4 Relationships between Product Cost and Customer satisfaction:

According to spearman Table: 3.0, correlation coefficient between Customer satisfaction

and Product cost is -.205 shows negative relationship between two variables. The Spearman rho

for the correlation between Customer satisfaction and Product cost frequency is (rho = -.205) that

represents Sperman rho is negative which means that there no relationship between two variables.

This suggests that changes in one variable are not strongly correlated with changes in the second

variable. So we could conclude that our variables negatively correlated. The Sig. (2-Tailed) value

in the analysis is .204 which is greater than conventional p value of .05. Because of this we can

conclude that there is no statistically significant correlation between two variables. That means,

increases or decreases in one variable do not significantly relate to increases or decreases in

second variable.

According to Pearson Table: 4.0, correlation coefficient between Customer satisfaction and

Product cost is -.158shows negative relationship between two variables. The Pearson‟s r for the

correlation between the Customer satisfaction and Product cost frequency is (r = -.158, p>0.05)

that represents Pearson‟s r is negative which means that there is a no relationship between two

variables. This suggests that changes in one variable negatively correlated with changes in the

second variable. So we could conclude that our variables negatively correlated. The Sig. (2-

Tailed) value in the analysis is .332which is greater than .05. Because of this we can conclude

that there is no significant correlation between two variables. That means, increases or decreases

in one variable do not significantly relate to increases or decreases in second variable.

9.5.5 Relationships between Product quality and Customer satisfaction:

According to spearman Table: 3.1, correlation coefficient between Product quality and

Customer satisfaction is =.034 shows positive relationship between two variables. The Spearman

rho for the correlation between the Customer satisfaction and Product quality frequency is (rho =

.034) that represents Sperman rho is weak and low which means that there is a weak relationship

between two variables. This suggests that changes in one variable are not strongly correlated with

changes in the second variable. So we could conclude that our variables weakly correlated. The

Sig. (2 Tailed) value in the analysis is .834 which is greater than conventional p value of .05.

Because of this we can conclude that there is no statistically significant correlation between two


19

variables. That means, increases or decreases in one variable do not significantly relate to

increases or decreases in second variable.


Product cost is .002 shows positive relationship between two variables. The Pearson‟s r for the

correlation between Product quality and Customer satisfaction frequency is (r = .002, p>0.05) that

represents Pearson‟s r is very weak which means that there is a weak relationship between two

variables. This suggests that changes in one variable weakly correlated with changes in the

second variable. So we could conclude that our variables weakly correlated. The Sig. (2-Tailed)

value in the analysis is .991 which is greater than .05. Because of this we can conclude that there

is no statistically significant correlation between two variables. That means, increases or

decreases in one variable do not significantly relate to increases or decreases in second variable.

9.5.6Relationships between Delivery Performance and Customer satisfaction:

According to spearman Table: 3.2, correlation coefficient between Delivery Performance

and Customer satisfaction is =.219 shows positive relationship between two variables. The

Spearman rho for the correlation between the Customer satisfaction and Delivery Performance

frequency is (rho = .219) that represents Sperman rho is weak and low which means that there is

a weak relationship between two variables. This suggests that changes in one variable are not

strongly correlated with changes in the second variable. So we could conclude that our variables

weakly correlated. The Sig. (2 Tailed) value in the analysis is .174 which is greater than

conventional p value of .05. Because of this we can conclude that there is no statistically

significant correlation between two variables. That means, increases or decreases in one variable

do not significantly relate to increases or decreases in second variable.


Delivery Performance is .304 shows positive relationship between two variables. The Pearson‟s r

for the correlation between Delivery Performance and Customer satisfaction frequency is (r =

.304, p>0.05) that represents Pearson‟s r is weak and low which means that there is a weak

relationship between two variables. This suggests that changes in one variable weakly correlated

with changes in the second variable. So we could conclude that our variables weakly correlated.

The Sig. (2-Tailed) value in the analysis is .056 which is greater than .05. Because of this we can


20



second variable.

9.5.7Relationships between Supplier and Customer satisfaction:

According to spearman Table: 3.3, correlation coefficient between Supplier and Customer

satisfaction is =.106 shows positive relationship between two variables. The Spearman rho for the

correlation between the Customer satisfaction and Supplier frequency is (rho = .106) that

represents Sperman rho is very weak and low which means that there is a very weak relationship

between two variables. This suggests that changes in one variable are not strongly correlated with

changes in the second variable. So we could conclude that our variables weakly correlated. The

Sig. (2 Tailed) value in the analysis is .513 which is greater than conventional p value of .05.

Because of this we can conclude that there is no statistically significant correlation between two

variables. That means, increases or decreases in one variable do not significantly relate to

increases or decreases in second variable.


Supplier is .150 shows positive relationship between two variables. The Pearson‟s r for the

correlation between Supplier and Customer satisfaction frequency is (r = .150, p>0.05) that

represents Pearson‟s r is very weak and low which means that there is a weak relationship

between two variables. This suggests that changes in one variable weakly correlated with changes

in the second variable. So we could conclude that our variables weakly correlated. The Sig. (2-

Tailed) value in the analysis is .355 which is greater than .05. Because of this we can conclude

that there is no statistically significant correlation between two variables. That means, increases

or decreases in one variable do not significantly relate to increases or decreases in second

variable.


21

9.5.8 Relationships between Time To Market and Customer satisfaction:

According to spearman Table: 3.4, correlation coefficient between Time To Market and


rho for the correlation between the Customer satisfaction and Time To Market frequency is (rho

= .061) that represents Sperman rho is very weak and low which means that there is a very weak

relationship between two variables. This suggests that changes in one variable are not strongly

correlated with changes in the second variable. So we could conclude that our variables weakly

correlated.

Figure 4.0: Correlation matrix


22

The Sig. (2 Tailed) value in the analysis is .708 which is greater than conventional p value

of .05. Because of this we can conclude that there is no statistically significant correlation

between two variables. That means, increases or decreases in one variable do not significantly

relate to increases or decreases in second variable.


Time To Market is .132 shows positive relationship between two variables. The Pearson‟s r for

the correlation between Time To Market and Customer satisfaction frequency is (r = .132,

p>0.05) that represents Pearson‟s r is very weak and low which means that there is a weak

relationship between two variables. This suggests that changes in one variable weakly correlated

with changes in the second variable. So we could conclude that our variables weakly correlated.

The Sig. (2-Tailed) value in the analysis is .418 which is greater than .05. Because of this we can



second variable.

9.5.9 Relationships between Service Support and Customer satisfaction:

According to spearman Table: 3.5, correlation coefficient between Service Support and


rho for the correlation between the Customer satisfaction and Service Support frequency is (rho =

.106) that represents Sperman rho is very weak and low which means that there is a very weak

relationship between two variables. This suggests that changes in one variable are not strongly

correlated with changes in the second variable. So we could conclude that our variables weakly

correlated. The Sig. (2 Tailed) value in the analysis is .516 which is greater than conventional p

value of .05. Because of this we can conclude that there is no statistically significant correlation

between two variables. That means, increases or decreases in one variable do not significantly

relate to increases or decreases in second variable.


Service Support is .069 shows positive relationship between two variables. The Pearson‟s r for

the correlation between Service Support and Customer satisfaction frequency is (r = .069, p>0.05)


23

that represents Pearson‟s r is very weak and low which means that there is a weak relationship

between two variables. This suggests that changes in one variable weakly correlated with changes

in the second variable. So we could conclude that our variables weakly correlated. The Sig. (2-

Tailed) value in the analysis is .671 which is greater than .05. Because of this we can conclude

that there is no statistically significant correlation between two variables. That means, increases

or decreases in one variable do not significantly relate to increases or decreases in second

variable.

9.5.10 Relationships between Personal Interaction and Customer satisfaction:

According to spearman Table: 3.6, correlation coefficient between Personal Interaction and


rho for the correlation between the Personal Interaction and Customer satisfaction frequency is

(rho = .471, p<0.01) that represents Spearman rho is moderate which means that there is a

moderate relationship between two variables. This suggests that changes in one variable are

moderately correlated with changes in the second variable. So we could conclude that our

variables moderately correlated. The Sig. (2-Tailed) value in the analysis is .002 which is less

than conventional p value .05. Because of this we can conclude that there is statistically highly

significant correlation between two variables. That means, increases or decreases in one variable

do significantly relate to increases or decreases in second variable.

According to Pearson Table: 4.6, correlation coefficient between Personal Interaction and

Customer satisfaction is .393 shows positive relationship between two variables. The Pearson‟s r

for the correlation between the Personal Interaction and Customer satisfaction frequency is (r =

.393, p<0.05) that represents Pearson‟s r is moderate which means that there is a moderate

relationship between two variables. This suggests that changes in one variable moderately

correlated with changes in the second variable. So we could conclude that our variables

moderately correlated. The Sig. (2-Tailed) value in the analysis is .012 which is less than .05.

Because of this we can conclude that there is statistically significant correlation between two

variables. That means, increases or decreases in one variable do significantly relate to increases

or decreases in second variable.


24

9.5.11 Reliability Analysis:

Cronbach's alpha is a measure of internal consistency, that is, how closely related a set of

items are as a group. Reliability analysis in SPSS is used to measure the internal consistency of

the questionnaire; Reliability is the extent to which measurement of questionnaire. If the

reliability of scale is below .5 then it should be deemed unacceptable. The most highly

recommended measure of internal consistency is provided be cronbach‟s Alpha (α) as it provides

a good reliability estimate in most situations. 50-.60 coefficient or cronbach‟s alpha is sufficient.

In this study the coefficient alpha for different constructs were computed using the reliability

procedure in SPSS (version 17.0).

Cronbach's alpha Internal consistency

α ≥ 0.9 Excellent

0.8 ≤ α < 0.9 Good

0.7 ≤ α < 0.8 Acceptable

0.6 ≤ α < 0.7 Questionable

0.5 ≤ α < 0.6 Poor

α < 0.5 Unacceptable

Figure 5.0: A commonly accepted rule of thumb for describing internal consistency using

Cronbach's alpha.


25

Case Processing Summary

N %

Cases Valid 40 100.0

Excluded 0 .0

Total 40 100.0

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's Alpha N of Items

.776 18

Figure 6.0: Reliability analysis result

As it can be seen above Cronbach alpha = .774 which is > 0.7 thus the questionnaire methods can be

deemed fairy satisfactory.

10.0Discussion:

According to the correlation and reliability analysis in SPSS Product quality, Delivery

performance, Supplier, Time to market, Service support, and Personal interaction are positively

related with Customer satisfaction. And Product cost is negatively related with customer

satisfaction. Because the customers think that they do not charge very high price. From the study

it is being also observed that Product cost, Product quality, Delivery performance, Supplier, Time

to market, Service support, and Personal interaction have relationship with Customer satisfaction.

Because, according to spearmen and Pearson‟s analysis value, doesn‟t falls in degree of freedom

number, in every analysis it rejects the null hypothesis and accept the alternative hypothesis

which means there is a relationship in between Independent Variables (IV)and customer

satisfaction (DV). And we have found that Personal Interaction and Customer satisfaction shows

very positive relationship. By those results we can say that this thing is the main reason that

people are using Berger paints.


26

11.0 Significance of the Study

11.1 Business significance:

To stay in the market a company needs to know about its customers perception. For

this purpose many company do research on other company to know their customer better. This

kind of research mostly done based on secondary information. This research hopefully will help

various paint industry to find out the factors of customer satisfaction and loyalty. This research

also helps an organization to know more about product quality, branding, supply, delivery, and

customer relation. This study reveals the relationship between the Berger paint users with the

product quality, delivery performance, customer support respectively: anyone who will go

through these, get crystal clear idea about those factors.

11.2 Academic significance:

Research helps student to understand what is going on around them, it improves their

knowledge. Student done many researches based on their academic purpose. This research will

help students and also faculties to understand the independent variables (Product cost, Product

quality, Delivery performance, Supplier, Time to market, Service support, and Personal

interaction) in detail and how they are related with Customer satisfaction. Faculties can give their

students short assignment based on that research. Once such understanding has been attained by

future academics it is the researchers belief that the variables tested and data collected in this

research will serve as a valuable source for secondary data in future research, providing a guide to

creating a proper research framework.

11.3 Implication for future research:

Those who want to do research to find out the, factors of customer satisfaction and loyalty

in manufacturing industry this research will help them to understand those factors briefly. It could

also be effective and efficient analysis for the future researchers. Here researcher analysis various

kinds of data that is given in various journals, newspapers, and websites so, future researchers

would get the information about the scale that has been used in this study and hypothesis testing

will give them an idea whether there is a relationship between this research variables or not


27

and reliability tests will give an information whether the question adjust with the variable or

not.

12.0 Recommendation

Berger paints is a company, which has so far shown good performance and holds the

strongest position in the Painting market. It has a management wise enough to think of and

implement an array of financial services through diversification program. It has good quality mid

and bottom level management which gives more time for top management to think and plan for

new things. It is possible to create better future in the paint if Berger paints take action for

producing more qualitative product which is better than other multi-national company. Now a

day‟s most of the business sector is becoming service oriented. Berger Paint has a well

established product in the market and is enjoying a high market share. In such a scenario, Berger

can now fully concentrate on providing a better service to customer to improve satisfaction level,

create new customers, and retain existing customers. From the analysis, the researcher has

realized that the main reason of Berger paint usage is their service support and personal

interaction. Dealers are a major party to influence customers to purchase Berger products. If they

are satisfied, then customers will be satisfied. These some steps can be taken for the betterment of

the company.

-Depot should intensify its quality of client service. Customer services must be made dynamic

and prompt.

-Painting industry should be more innovative and diversified in its services.

-Put more emphasis on the product services and create more quality product.

-Interactive Information system should be developed.

-Should introduce modern technology.

-Should develop their E-commerce system.

-Should always monitor the performance of its competitors in the field of Foreign Trade and

National Trade.


28

Merits and demerits of' any company is a common feature. These were present, are

present and in future will present. Along with this difficulty Berger can achieve its

marketing objectives like market expansion, increasing sales volumes, employing more

people, earning goodwill, providing proper services to the mass people through active,

efficient, experienced and energetic employees and workers.

References:

Anderson, E.W. & Fornell. C, (1994). A framework for comparing customer satisfaction a cross

individuals and product categories. Journal of Economic Psychology, Vol. 12, 267-86.

Anderson, J.C. and Narus, J.A. (1984), “A model of the distributor‟s perspective of distributor-

manufacturer working relationships”, Journal of Marketing, Vol. 48No. 4, pp. 62-74.

Armstrong, G, & Kotler. P, (1996). Principles of Marketing, seventh edition. India: Prentice-

Hall.

Blackstone, J. and Cox, J. (Eds) (2005), APICS Dictionary, 11th edition, APICS – The

Association for Operations Management, Alexandra, VA.

Bowersox, D.J. and Closs, D.J. (1996), Logistical Management: the Integrated Supply Chain

Process, The McGraw-Hill Companies, Inc, Columbus, OH.

Cova, B. and Salle, R. (2000), “Rituals in managing extra business relationships in international

project marketing: a conceptual framework”, International Business Review, Vol. 9 No.

6, pp. 669-85.

Crosby, P.B (1979), Quality is Free: The Art of Making Quality Certain, New American Library,

New York, NY.

Dyer, J.H. and Singh, H. (1998), “The relational view: cooperative strategy and sources of inter

organizational competitive advantage”, Academy of Management Review, Vol. 23. No. 4,

pp. 660-79.

Ellram, L.S. (1991), “Supply chain management: the industrial organization perspective”,

International Journal of Physical Distribution & Logistics Management, Vol. 21 No. 1,

pp. 13-22.

Forker, L.B. (1997), “Factors affecting supplier quality performance”, Journal of Operations

Management, Vol. 15 No. 4, pp. 243-69.

Forslund, H. and Jonsson, P. (2007), “Dyadic integration of the performance management

process: a delivery service case study”, International Journal of Physical Distribution &

Logistics Management, Vol. 37 No. 7, pp. 546-67.


29

Fynes, B., Voss, C. and Burca, S. (2005), “The impact of supply chain relationship dynamics on

manufacturing performance”, International Journal of Operations & Production

Management, Vol. 25 No. 1, pp. 6-21.

Garvin, D.A (1987), “What does product quality really mean?”,Sloan Management Review, Vol.

65 No.6, pp.101-9.

Granovetter, M. (1985), “Economic action and social structure: the problem of embeddedness”,

American Journal of Sociology, Vol. 91 No. 3, pp. 481-510.

Halinen, A. and To¨ rnroos, J.-A, (1998), “The role of embeddedness in the evolution of business

networks”, Scandinavian Journal of Management, Vol. 14, pp. 187-205.

How to Approach Customer Experience Management. Gartner.com. 2004-12-27 Neumeier,

Marty (2004), The Dictionary of Brand.

Jahangir, Nadim. (2003). Perceptions of Power: A Cognitive Perspective of Nationalized

Commercial Banks in Bangladesh, Dhaka: SUBARNA.

Krause, D.R. (1999), “The antecedents of buying firms‟ efforts to improve suppliers”, Journal of

Operations Management, Vol. 17 No. 2, pp. 205-24.

Kraut, R. J. Olson. M. Banaji. A. Bruckman. J. Cohen and M. Cooper, (2004), “Psychological

Research Online: Report of Board of Scientific Affairs' Advisory Group on the Conduct of

Research on the Internet,” American Psychologist, 59(4): 1–13.

Kulwant S. Pawar, Unny Menon and Johann C.K.H. Riedel, “Time to Market”, Integrated

Manufacturing Systems, Vol. 5 No. 1, 1994, pp. 14-22.

Mattsson, S.-A. (2004), “Logistical implications of delivery lead time variability and flexibility”,

Proceedings of the NOFOMA Conference in Linko ¨ ping,Linko ¨ping University,

Linkoping.

Pfohl, H-Chr. and Buse, H.P. (2000), “Inter-organizational logistics systems in flexible

production networks: an organizational capabilities perspective”, International Journal

of Physical Distribution & Logistics Management, Vol. 30 No. 5, pp. 388-408.

Pirsing, R.M, (1992), Lila: An Inquiry into Morals, Bantam Books, New York, NY.

Selnes, F. (1993), “An examination of the effect of product performance on brand reputation,

satisfaction and loyalty”, European Journal of Marketing, Vol. 27 No. 9, pp. 19-35.

Sheldon et al, 1991. A generic activity-dictionary-based method for product costing in mass

customization.

Shin, H., Collier, D.A. and Wilson, D.D. (2000), “Supply management orientation and

supplier/buyer performance”, Journal of Operations Management, Vol. 18, pp. 317-33.


30

Ulaga, W. and Eggert, A. (2006 and 2003), “Value-based differentiation in business relationships:

gaining and sustaining key supplier status”, Journal of Marketing, Vol. 70 No. 1, pp. 119-

36.

Whitney, D.E. (1987), “Manufacturing by design: a symbiosis”, IEEE Spectrum, Vol. 24 No. 5,

pp. 47-54.

Whitney, D.E, The Strategic Approach to Product Design: Use of Product Design Teams in

Manufacturing, in Cleland and Bidanda (Eds), Automated Factory Handbook, TRP, 1990.

Zhao, M. and Stank, T.P. (2003), “Interactions between operational and relational capabilities in

fast food service delivery”, Transportation Research Part E: Logistics and Transportation

Review, Vol. 39 No. 2, pp. 161-73.


31

Appendix A

QUESTIONNAIRE

This research is conducted for academic purposes only. So please do not hesitate to answer. Your

information will be kept confidential.

Personal Information

1. Male Female

2. Age: 15-25 3. Income per month: Taka 5000-15000

26-35 Taka 16000-25000

36-45 Taka 26000-35000

46 and above 36000 and above

Please circle the number, which most closely responds to your thinking.

1 2 3 4 5

Strongly Disagree Neither Agree Agree Strongly

Disagree nor Disagree Agree

1. The dealers charge us a much higher price.

2. Berger provides us with better product quality.

3. Berger meets our quality standards.

4. Berger products are more reliable.

5. Berger provides more consistent product quality over time.

6. Berger performs better in meeting delivery.

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5


32

7. Deliveries from Berger are more accurate.

8. Berger knows better how to improve existing products.

9. Berger performs better at presenting us with new products.

10. Berger helps more in improving cycle time.

11. Berger helps us more in getting products to market faster.

12. Customer service is always available when we need information.

13. Customer service provides us with more appropriate information.

14. It is easier to work with Berger.

15. We have a better relationship with Berger.

16. There is better co-operation between Berger, dealers and ours.

17. Overall, we are very satisfied with the relationship with Berger.

18. Overall, this company treats us fairly.

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5


33

Appendixes B

SPSS frequencies

Frequency Table 1.0

Statistics

Gender Age Income

N Valid 40 40 40

Missing 0 0 0

Frequency Table 1.1

Gender

Frequency Percent Valid Percent Cumulative Percent

Valid Male 34 85.0 85.0 85.0

Female 6 15.0 15.0 100.0

Total 40 100.0 100.0

Frequency Table 1.2

Age


Valid 15-25 19 47.5 47.5 47.5

26-35 18 45.0 45.0 92.5

36-45 3 7.5 7.5 100.0

Total 40 100.0 100.0


34

Frequency Table 1.3

Income


Valid 5000-15000 28 70.0 70.0 70.0

16000-25000 11 27.5 27.5 97.5

26000-35000 1 2.5 2.5 100.0

Total 40 100.0 100.0

Crosstab Table 2.0


Cases

Valid Missing Total

N Percent N Percent N Percent

Gender * Income 40 100.0% 0 .0% 40 100.0%

Age * Income 40 100.0% 0 .0% 40 100.0%

Crosstab Table 2.1

Gender * Income Cross tabulation

Count

Income

Total 5000-15000 16000-25000 26000-35000

Gender Male 22 11 1 34

Female 6 0 0 6

Total 28 11 1 40


35

Crosstab Table 2.2

Age * Income Cross tabulation

Count

Income

Total 5000-15000 16000-25000 26000-35000

Age 15-25 17 2 0 19

26-35 11 6 1 18

36-45 0 3 0 3

Total 28 11 1 40

Nonparametric Correlations Spearman’s rho Table 3.0

Correlations

Product Cost

Customer

Satisfaction

Spearman's rho Product Cost Correlation Coefficient 1.000 -.205

Sig. (2-tailed) . .204

N 40 40

Customer Satisfaction Correlation Coefficient -.205 1.000

Sig. (2-tailed) .204 .

N 40 40


36


Correlations

Product Quality

Customer

Satisfaction

Spearman's rho Product Quality Correlation Coefficient 1.000 .034


N 40 40

Customer Satisfaction Correlation Coefficient .034 1.000


N 40 40


Correlations

Delivery

Performance

Customer

Satisfaction

Spearman's rho Delivery Performance Correlation Coefficient 1.000 .219


N 40 40



N 40 40


37


Correlations

Supplier

Customer

Satisfaction

Spearman's rho Supplier Correlation Coefficient 1.000 .106


N 40 40



N 40 40


Correlations

Time To Market

Customer

Satisfaction

Spearman's rho Time To Market Correlation Coefficient 1.000 .061


N 40 40



N 40 40


38


Correlations

Service Support

Customer

Satisfaction

Spearman's rho Service Support Correlation Coefficient 1.000 .106


N 40 40



N 40 40


Correlations

Personal

Interaction

Customer

Satisfaction

Spearman's rho Personal Interaction Correlation Coefficient 1.000 .471**


N 40 40

Customer Satisfaction Correlation Coefficient .471** 1.000


N 40 40

**. Correlation is significant at the 0.01 level (2-tailed).


39

Correlations: Using Pearson Table 4.0

Correlations

Product Cost

Customer

Satisfaction

Product Cost Pearson Correlation 1 -.158

Sig. (2-tailed) .332

N 40 40

Customer Satisfaction Pearson Correlation -.158 1


N 40 40


Correlations

Product Quality

Customer

Satisfaction

Product Quality Pearson Correlation 1 .002


N 40 40

Customer Satisfaction Pearson Correlation .002 1


N 40 40


40


Correlations

Delivery

Performance

Customer

Satisfaction

Delivery Performance Pearson Correlation 1 .304


N 40 40



N 40 40


Correlations

Supplier

Customer

Satisfaction

Supplier Pearson Correlation 1 .150


N 40 40



N 40 40


41


Correlations

Time To Market

Customer

Satisfaction

Time To Market Pearson Correlation 1 .132


N 40 40



N 40 40


Correlations

Service Support

Customer

Satisfaction

Service Support Pearson Correlation 1 .069


N 40 40



N 40 40


42


Correlations

Personal

Interaction

Customer

Satisfaction

Personal Interaction Pearson Correlation 1 .393*


N 40 40

Customer Satisfaction Pearson Correlation .393* 1


N 40 40

*. Correlation is significant at the 0.05 level (2-tailed).

Reliability analysis:

Scale: ALL VARIABLES table 5.0


N %

Cases Valid 40 100.0

Excluded 0 .0

Total 40 100.0

a. Listwise deletion based on all variables in

the procedure.

Reliability Statistics

Cronbach's Alpha N of Items

.776 18

customer satisfaction of berger paint

Documents

report specific

internship tenure

fahad hossain id

tausiff hossain

research design methods

research timeline

level best

product quality