A STUDY ON THE AFTER SALES SERVICE QUALITY OF PUREIT IN GUWAHATI
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of Mr. Deep Kalita
Team Supervisor Officer,
SUBMITTED BY
RAJIV GOGOI
MBA, 2nd Year
ANNAMALAI UNIVERSITY
PREFACE
The Marketing is well structured and integrated course of business studies. The main objective of practical training at Marketing level is to develop skill in student by supplement to the theoretical study of business management in general. Industrial training helps to gain real life knowledge about the industrial environment and business practices. The Marketing provides student with a fundamental knowledge of business and organizational functions and activities, as well as an exposure to strategic thinking of management.
In every professional course, training is an important factor. Professors give us theoretical knowledge of various subjects in the college but we are practically exposed of such subjects when we get the training in the organization. It is only the training through which I come to know that what an industry is and how it works. I can learn about various departmental operations being performed in the industry, which would, in return, help me in the future when I will enter the practical field. Training is an integral part of Marketing and each and every student has to undergo the training for 2 months in a company and then a project report on the same after the completion of training. 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 today’s 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”.
ACKNOWLEDGEMENT
The present work is an effort to throw some light on perception of Guwahati customer towards Water purifier Pureit as a product of HUL. The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledge the encouragement and guidance received by my organizational guide Mr. Deep Kalita (T.S.O) and Special thanks to Mr.Paragjyoti Nath (B.D.E.) and Mr. Biren Bora(TM)and other staff members. And also thank full to my project guide Mr. Veeru Singh Sokhi. (Faculty Head, NIS Academy).
I would like express my special thanks to Mr. Syed Parvez M.U. Rahman(Centre Manager,NIS Academy)
I convey my affection to all those people who helped and supported me during the course, for completion of my Project Report.
Date:- Rajiv Gogoi
Place:- NIS ACADEMY
MBA 2nd year
LIST OF CONTENTS
Preface………………………………………………………………………….
Executive Summery ……………………………………………………. 4
CHAPTER-I:
i) Introduction …………………………………………….... 8
ii) Objectives ………………………………………………. 14
iii) Research Methodology ………………………………… 18
iv) Limitations………………………………………………. 21
CHAPTER - 2: Company Profile ………………………………….. 24
sCHAPTER - 3: Survey …………………………………………… 33
CHAPTER – 4: Analysis and Findings……………………………... 48
CHAPTER - 5: Suggestion and Conclusion ………………………... 68
BIBLIOGRAPHY ………………………………………. 70
ANNEXURE …………………………………………….. 73
EXECUTIVE SUMMARY
Title of the Project: -
“A STUDY ON THE AFTER SALES SERVICE QUALITY OF PUREIT, IN GUWAHATI.”
Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch company – Unilever. Both Unilever and HUL have established themselves well in the Fast Moving Consumer Goods (FMCG) category. In India, the company offers many households brands like, Dove, Lifebuoy, Lipton, Lux, Pepsodent, Ponds, Rexona, Sunsilk, Surf, Vaseline etc. Some of its efforts were also rewarded when four of HUL brands found place in the ‘Top 10 brands’ list for the year 2008 published in The Economic Times.
Unilever was a result of the merger between the Dutch margarine company, Margarine Unie, and the British soap-maker, Lever Brothers, way back in 1930. For 70 years, Unilever was the undisputed market leader but now faces tough competition from Proctor & Gamble and other Water Purifier companies.
HUL is also known for its strong distribution network in India. HUL launched a water purifier in 2004 in a district in Chennai. The idea behind this project was to create separate market place among the water purifier market so HUL launched that purifier.
Statement of the Problem
The after sales service quality differs from organization to organization depending upon its type. Recent research into service quality has advocated a profile based approach. This study examines the profiles of the employees and its relation with service maintenance. Service and its quality has been rarely the subject of detail examination but which can effectively put a dent in the company product portfolio and profits in today’s competitive business scenario, if not handled with efficiency and quick response, and which has a profound effect on consumer satisfaction. So the study provides base line information regarding the levels of organizational commitment and service quality in water division of HUL, Guwahati. Henceforth, this project will be taken up to focus on the after sales service quality of HUL’s product PUREIT (Water Purifier) after sales in Guwahati.
Findings
In Marketing service are more necessary part of after or before sale goods Or services. If services are not good then a product can’t be take market place. According to kotler “Service is any activity or benefits that one party can offer to anther that its essential intangible and doesn’t results in the ownership of anything “
Above the analyses we can know Pureit water purifier is almost better than other water purifier. Pureit is basically made for all the customers and its price is normal. In Guwahati’s urban area has more than 15000 customers. Among those customers 65 % are satisfied ,25% are little satisfied and Only 10% are not satisfied .From the company’s servicemen directly give the service to existing customers within 1 or 2 days. HUL’s launched 4 model of pureit but we survey only M05 Classic. It has 18 Lts capacity ,it has two different colour. Pureit take 55% market share in Guwahati urban market. Because it gives to customers 100% germ free water ‘as safe As boiled water’. So in Guwahati it is very
Popular now a days. Maximum customers are happy but few customers are not happy because some times company’s servicemen did not get the service timely or which services provide by them the customers are not happy. Sometimes are complaining not registers or did not take seriously.
Recommendation
CHAPTER-I
INTRODUCTION
Hindustan Unilever Limited (abbreviated to HUL), formerly
Hindustan Lever Limited, is INDIAs largest consumer products company and was formed in 1933 as Lever Brothers India Limited. It is currently headquartered in Mumbai, India and its 41,000 employees are headed by Harish Manwani, the non-executive chairman of the board. HUL is the market leader in Indian products such as tea, soaps, detergents, as its products have become daily household name in India.HUL along with these product it manufactured water purifier PUREIT The Anglo-Dutch company Unilever owns a majority stake in Hindustan Unilever Limited.
The company was renamed in late June 2007 as "Hindustan Unilever Limited". Some of its brands include Kwality Wall's ice cream, Lifebuoy, Lux, Breeze, Liril, Rexona, Hamam, Moti soaps, Pureit Water Purifier, Lipton tea, Brooke Bond tea, Bru Coffee, Pepsodent and Close Up toothpaste and brushes, and Surf, Rin and Wheel laundry detergents, Kissan squashes and jams, Annapurna salt and atta, Pond's talcs and creams, Vaseline lotions, Fair & Lovely creams, Lakme beauty products, Clinic Plus, Clinic All Clear, Sunsilk and Dove shampoos, Vim dish wash, Ala bleach and Domex disinfectant,Rexona,Modern Bread and Axe deospray.HUL has produced many business leaders for corporate India. It is referred to as a ‘CEO Factory' in the Indian press for the same reasons. It’s leadership building potential was recognized when it was ranked 4th in the Hewiit Global Leadership Survey 2007 with only GE, P&G and Nokia ranking ahead of HUL in the ability to produce leaders with such regularity Today, HUL is one of India’s largest exporters of branded Fast Moving Consumer Goods. It has been recognized by theGovernment of India as a Golden SuperStarTradingHouse. Over time HUL has developed into a viable & competitive sourcing base for Unilever world wide in Home and Personal Care & Foods & Beverages category of products. HUL is also a global marketing arm for select licensed Unilever brands and also works on building categories with core country advantage such as brandedbasmatirice.
HUL Exports offers high level of service with flexibility and responsiveness thorough out the supply chain. It has a dedicated organization structure to support this endeavor and this has helped in growth of these businesses in particular. Intrinsic cost competitiveness in the end to end Supply chain with appropriate technology and competitive capital investment operations while delivering best in class quality enables HUL to position itself as a key sourcing hub for Unilever and also become a preferred partner for Global customers in categories we operate.
HUL’s key focus in the exports business is on two broad categories. It is a sourcing base for Unilever brands in Home & Personal Care (HPC) and Food and Beverages (F&B) for supplies to other Unilever companies. It also focuses on becoming a preferred supplier to both non-Unilever and Unilever clients in three categories in which India, as a country, has competitive advantage – Branded Rice, Marine Products and Castor and its Derivatives. HUL enjoys international recognition within Unilever and outside for its quality, reliability and speed of customer service.
HUL's Exports geography comprises, at present, countries in Europe, Asia, Middle East, Africa, Australia, and North America etc
Objectives of the study: -
The main objectives of the project are to study “A STUDY ON SERVICE QUALITY OF PUREIT AFTER SALES IN GUWAHATI.” To study the same, I have mentioned the objectives as follows:-
a) To find out the level of service quality.
b) To understand the current process of service delivery quality of the organization.
c) To find out the promptness in service offered.
d) To find out the best ways providing superior service delivery.
Research Methodology: -
i. Research Design: - Research design is based on ideas or principles within which research is conducted. It forms the blueprint for the collection, measurement and analysis of data. It will be basically a systematic enquiry aimed at providing information to solve managerial problems. It will helps in guiding business decision. For this research sufficient time and care will be given for forming the questionnaire, deciding the types of data to be gathered and procedure to be used for this purpose.
ii. Research Question: - Based on the objective set for the study it is expected that the study would primarily address the following research questions:
a) Whether there are any methods of cost cutting of service?
b) Whether the process of service can be made more effective?
c) Whether there are any sources of service to obtain the best customer satisfaction?
d) Whether there is any path to keep the current service instead of a new?
iii. Universe: - The study will be carried out within the campus of the organisation and the out side organisation the statistical data given by Hindustan Uneliver Limited (HUL) Guwahati.
iv. Sampling Method: - The type of research which will perform searching as well as descriptive in nature. Descriptive research will be characterized by a pre-planned structure design. The sample is drawn on probability sampling basis that will random basis. The targets will be ultimate customer.
v. Sampling Size: - The sample size would be exiting customer of the total strength. Therefore, the size will be considered to be the representative of the entire workforce.
vi. Types of Data Used: - Success of any statistical investigation depends on the availability of accurate and reliable data. This depends on the appropriateness of the method for data collection. The perception of the people is never static; but it changes with time. Hence the data which will be used in this study is primary in nature though I would use secondary data wherever available. Primary and secondary data will be two sources for data collection.
a) Primary Data: - Primary data will be collected through the distribution of a structured questionnaire with closed and open ended questions and conducting direct interviews to customer and when required.
b) Secondary Data: - Secondary data will be collected using Organization’s brochures, Records maintained in the organization, Internet, Related books and publications.
vii. Tools and Techniques Used: - Analysis will be made on the basis of the responses of the respondents and the results of the interviews. Statistical tools that will be used are Pie charts, Bar graphs and Tabulation apart from statistical techniques based on the requirement of the data collected.
viii. Period of study: - The study will be performed within a period of two months (26nd June 2010 to 30th Aug 2010).
Limitations:
1. The time duration for executing the research study will be two months only, so it will be difficult to cover large number of samples. While the research will be concentrated on a smaller sample, but it will be based on an in-depth study of the organization as well as individuals.
2. Responses that may be given on the questionnaire and during the interview may not be accurate or may have been deliberately given to avoid any unfavorable disclosure by the respondents.
3. Generalizing the results of the study may not be possible with 100% accuracy.
CHAPTER - 2
COMPANY PROFILE
PRESENT STATURE
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of nearly Rs.13718 crores.
HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India.
The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to "add vitality to life." HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of the equity. The rest of the shareholding is distributed among 360,675 individual shareholders and financial institutions.
HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's – are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured over 40 factories across India. The operations involve over 2,000 suppliers and associates. HUL's distribution network, comprising about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers.
HUL has traditionally been a company, which incorporates latest technology in all its operations. The Hindustan Unilever Research Centre (HURC) was set up in 1958, and now has facilities in Mumbai and Bangalore. HURC and the Global Technology Centres in India have over 200 highly qualified scientists and technologists, many with post-doctoral experience acquired in the US and Europe.
HUL believes that an organisation's worth is also in the service it renders to the community. HUL is focusing on health & hygiene education, women empowerment, and water management. It is also involved in education and rehabilitation of special or underprivileged children, care for the destitute and HIV-positive, and rural development. HUL has also responded in case of national calamities / adversities and contributes through various welfare measures, most recent being the village built by HUL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunami caused devastation in South India.
In 2001, the company embarked on an ambitious programme, Shakti. Through Shakti, HUL is creating micro-enterprise opportunities for rural women, thereby improving their livelihood and the standard of living in rural communities. Shakti also includes health and hygiene education through the Shakti Vani Programme, and creating access to relevant information through the iShakti community portal. The program now covers 15 states in India and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000 plus villages and directly reaching to 150 million rural consumers. By the end of 2010, Shakti aims to have 100,000 Shakti entrepreneurs covering 500,000 villages, touching the lives of over 600 million people.
HUL is also running a rural health programme – Lifebuoy Swasthya Chetana. The programme endeavours to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea. It has already touched 84.6 million people in approximately 43890 villages of 8 states. The vision is to make a billion Indians feel safe and secure.
If Hindustan Unilever straddles the Indian corporate world, it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.
Management Structure
Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL and Group companies have about 15,000 employees, including 1200 managers.
The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company’s nationwide operations.
Board
The Board of Directors as repositories of the corporate powers act as a guardian to the Company as also the protectors of shareholder’s interest.
This Apex body comprises of a Non- Executive Chairman, four whole time Directors and five independent Non – Executive Directors. The Board of the Company represents the optimum mix of professionalism,knowledge and experience.
| The Companys Directors are pleased to present the 77th Annual Report of the Company along with Audited Accounts for the financial year ended 31st March, 2010.
1. FINANCIAL PERFORMANCE END OF MARCH 2010
1.1 Results Rs. Crores
Twelve Months Fifteen Months period ended period ended 31st March, 2010 31st March, 2009
Turnover, net of excise 17,523.80 20,239.33
Profit before tax 2,707.07 3,025.12
Net profit 2,202.03 2,496.45
Dividend (including tax on distributed profits) (1,655.97) (1,912.29)
Transfer to General Reserve (220.20) (250.00)
Profit & Loss Account balance carried forward 802.19 531.66
1.2 Category wise Turnover
Rs. Crores
Twelve Months period ended Fifteen Months period ended 31st March, 2010 31st March, 2009 Sales Others* Sales Others*
Soaps and Detergents 8,180.29 85.35 9,770.26 114.37
Personal Products 4,969.36 78.54 5,272.31 112.22
Beverages 2,119.44 22.99 2,272.29 27.22
Foods 713.97 16.81 791.25 17.05
Ice creams 228.94 2.06 229.44 5.88
Exports 1,000.15 5.10 1,567.29 8.79
Others 315.50 31.22 344.41 14.13
Less : Inter segment revenue (3.85) (7.92)
Total 17,523.80 242.07 20,239.33 299.66
* Other revenue represents service income from operations, relevant to the respective businesses.
1.3 Summarised Profit and Loss Account
Rs. Crores (except EPS)
Twelve months Fifteen months period ended period ended 31st March, 2010 31st March, 2009
Net sales 17,523.80 20,239.33
Other operational income 201.53 384.17
Total 17,725.33 20,623.50
Operating Costs and expenses (14,975.36) (17,583.31)
PBDIT 2,749.97 3,040.19
Depreciation (184.03) (195.30)
PBIT 2,565.94 2,844.89
Interest Income (net) 141.13 180.23
PBT 2,707.07 3,025.12
Taxation : (604.39) (524.41)
PAT (before exceptional items) 2,102.68 2,500.71
Exceptional items (net of tax) 99.35 (4.26)
Net profit 2,202.03 2,496.45
Basic EPS (Rs.) 10.10 11.46
On a like to like basis i.e. comparing the results for the financial year ended 31st March 2010 with the unaudited results for the 12 months period ended 31st March 2009, your Company registered an overall turnover growth of 6.4% and improved operating margin by 10 bps. Net Profit (after Exceptional Items) grew by 4.1%. Basic Earnings Per Share for the period 2009-10 was Rs. 10.10. | |
| |
| YEAR | MILESTONES |
| 1888 | Sunlight soap introduced in India. |
| 1895 | Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai, Kolkata, and Karachi. |
| 1902 | Pears soap introduced in India. |
| 1903 | Brooke Bond Red Label tea launched. |
| 1905 | Lux flakes introduced. |
| 1913 | Vim scouring powder introduced. |
| 1914 | Vinolia soap launched in India. |
| 1918 | Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs, Jurgens, Verschure Creameries, and Hartogs. |
| 1922 | Rinso soap powder introduced. |
| 1924 | Gibbs dental preparations launched. |
| 1925 | Lever Brothers gets full control of North West Soap Company. |
| 1926 | Hartogs registers Dalda Trademark. |
| 1930 | Unilever is formed on January 1 through merger of Lever Brothers and Margarine Unie. |
| 1931 | Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri factory site bought. |
| 1932 | Vanaspati manufacture starts at Sewri. |
| 1933 | Application made for setting up soap factory next to the Vanaspati factory at Sewri; Lever Brothers India Limited incorporated on October 17. |
| 1934 | Soap manufacture begins at Sewri factory in October; North West Soap Company's Garden Reach Factory, Kolkata rented and expanded to produce Lever brands. |
| 1935 | United Traders incorporated on May 11 to market Personal Products. |
| 1937 | Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM. |
| 1939 | Garden Reach Factory purchased outright; concentration on building up Dalda Vanaspati as a brand. |
| 1941 | Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires own sales force. |
| 1942 | Unilever takes firm decision to "train Indians to take over junior and senior management positions instead of Europeans". |
| 1943 | Personal Products manufacture begins in India at Garden Reach Factory. |
| 1944 | Reorganisation of the three companies with common management but separate marketing operations. |
| 1947 | Pond's Cold Cream launched. |
| 1951 | Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and Ghaziabad Vanaspati factories bought. |
| 1955 | 65% of managers are Indians. |
| 1956 | Three companies merge to form Hindustan Unilever Limited, with 10% Indian equity participation. |
| 1957 | Unilever Special Committee approves research activity by Hindustan Unilever. |
| 1958 | Research Unit starts functioning at Mumbai Factory. |
| 1959 | Surf launched. |
| 1961 | Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205 managers are Indians. |
| 1962 | Formal Exports Department starts. |
| 1963 | Head Office building at Backbay Reclamation, Mumbai, opened. |
| 1964 | Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk shampoo launched. |
| 1965 | Signal toothpaste launched; Indian shareholding increases to 14%. |
| 1966 | Lever's baby food, more new foods introduced; Nickel catalyst production begins; Indian shareholding increases to 15%. Statutory price control on Vanaspati; Taj Mahal tea launched. |
| 1967 | Hindustan Unilever Research Centre, opens in Mumbai. |
| 1968 | Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine Chemicals Unit commissioned at Andheri; informal price control on soap begins. |
| 1969 | Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched |
| 1971 | Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever Special Committee - plan approved; Clinic shampoo launched. |
| 1973 | Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha. |
| 1974 | Pilot plant for industrial chemicals at Taloja; informal price control on soaps withdrawn; Liril marketed. |
| 1975 | Ten-year modernisation plan for soaps and detergent plants; Jammu project work begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up toothpaste launched. |
| 1976 | Construction work of Haldia chemicals complex begins; Taloja chemicals unit begins functioning. |
| 1977 | Jammu synthetic Detergents plant inaugurated; Indian shareholding increases to 18.57%. |
| 1978 | Indian shareholding increases to 34%; Fair & Lovely skin cream launched. |
| 1979 | Sodium Tripolyphospate plant at Haldia commissioned. |
| 1980 | Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever shareholding in the company comes down to 51%. |
| 1982 | Government allows 51% Unilever shareholding. |
| 1984 | Foods, Animal Feeds businesses transferred to Lipton. |
| 1986 | Agri-products unit at Hyderabad starts functioning - first range of hybrid seeds comes out; Khamgaon Soaps unit and Yavatmal Personal Products unit start production. |
| 1988 | Launch of Lipton Taaza tea. |
| 1990 | Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly. |
| 1991 | Surf Ultra detergent launched. |
| 1992 | HUL recognised by Government of India as Star Trading House in Exports. |
| 1993 | HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the company with effect from April 1, 1993, the biggest such in Indian industry till that time. Merger ultimately accomplished in December 1994; Launch of Vim bar; Kissan acquired from the UB Group. |
| 1994 | HUL forms Unilever Nepal Limited, HUL and US-based Kimberley-Clark Corporation form 50:50 joint venture - Kimberley-Clark Lever Ltd. - to market Huggies diapers and Kotex feminine care products. Factory set up at Pune in 1995; HUL acquires Kwality and Milkfood 100% brandnames and distribution assets. HUL introduces Wall's. |
| 1995 | HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint venture - Lakme Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as Super Star Trading House. |
| 1996 | Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Group company, Brooke Bond Lipton India Limited, with HUL, with effect from January 1; HUL introduces branded atta; Surf Excel launched. |
| 1997 | Unilever sets up International Research Laboratory in Bangalore; new Regional Innovation Centres also come up. |
| 1998 | Group company, Pond's India Ltd., merges with HUL with effect from January 1, 1998. HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme Lever Ltd. |
| 2000 | Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the Unilever Board; HUL acquires 74% stake in Modern Food Industries Ltd., the first public sector company to be disinvested by the Government of India. |
| 2002 | HUL enters Ayurvedic health & beauty centre category with the Ayush range and Ayush Therapy Centres. |
| 2003 | Launch of Hindustan Lever Network; acquisition of the Amalgam Group |
| 2005 | Launch of "Pureit" water purifiers |
SWOT Analysis
Strengths
1. Strong and well differentiated brands with leading share positions
2. Distinctly placed products providing reach to every segment of society.
3. Consumer understanding and systems for building consumer insight
4. Integrated supply chain and well spread manufacturing units
5. Distribution structure with wide reach, high quality coverage – The launch of project “Shakti” has helped HUL to create brand awareness and extensive reach in rural India.
6. Access to Unilever global technology, capability and sharing of best practices from other Unilever companies.
7. Well placed to take advantage of growth in rural India and lower strata of the society through “Shakti”.
8. It could look at introducing products from its parent company like margarine in order to cater to changing consumer tastes and opportunities in food sector.
9. It can be a leader in exports by positioning itself as a sourcing hub for Unilever companies in various countries.
Weaknesses
1. Price positioning in some categories allows for low price competition like Amul captured Kwality’s market.
2. Limited success in changing eating habits of people.
3. Competitors focusing on a particular product and eating up HUL’s share, like Nirma focusing on soaps and detergents.
Opportunities
1. Growing consumer base due to increasing income levels and new consumers from lower strata of the society
2. Untapped market in branded Ayurvedic medicines and other such consumer products.
3. Opportunity in Food sector: changing consumer tastes
4. Expansion of horizons towards more and more countries
Threats
1. Unfavourable raw material prices due to inflation, reducing profitability.
2. Heavy onslaught of competition in the core categories from emerging players like ITC will result in higher advertising expenditure
3. Spurious/counterfeit products in rural areas and small towns.
4. Reduction in real income of consumers due to high inflation.
Model of Pureit :
Classic M 05 . 
Product Description
Pureit has 4 stages of water purification process.
a. Micro Fibre Mesh(MFM)
b. Compact Carbon Trap(CCT)
c. Germ Kill Processor ( Chlorine Cartridge)
d. Polisher
Micro Fibre Mesh(MFM)
e. 
Compact Carbon Trap(CCT)
c. Germ Kill Processor ( Chlorine Cartridge ) 
d.Polisher
It has 18 litres capacity.
1. Performance
Pureit removes visible dirt, kills all harmfull viruses and bacteria,
removes parasites and pesticide impurities giving you water that is
‘as safe as boiled water’
Additional Features
Great sensorial – Clear, Odour – free water: removes organics, pesticides, suspended matter (turbidity).
Anything, anywhere performance : works
- Without electricity
- Without piped water
Convenience- No hassles of boiling, No maintenance costs like plumbing
Cost- 1/- for every 4 litres of water
The Technology:
a. Chlorination of water is a known fact & is used as a world wide phenomenon by municipal corporations for supply of potable water.
b. It kills all bacteria and viruses in water.
c. Hoever chlorine added in water by these corporation is not done scientifically .
SWOT Analysis – Pureit (Water Purifier)
Strengths
1. Strong and well technology use.
2. 100% germ kill from water
3. It gives ‘as safe as boiled water’
4. It is made by the high quality plastic
Weaknesses
1. Price level is high for lower middle class people.
2. Its germ kill kit would be change in regular basis.
3. It is give limited water
Opportunities
1. Pureit can be decreasing diseases from our society.
2.It will be take 80% market share of water purifier market.
3. Opportunity in water sector: changing consumer tastes
4. Expansion of horizons towards more and more countries
Threats
1. Unfavourable raw material prices due to inflation, reducing profitability.
2. Heavy onslaught of competition in the core
SURVEY
Consumer Profile:
· 60 percent male
· 40 percent female
· 47 percent belong to the age group 35 – 45
· 35 percent belong to the age group of 25-35
· 10 percent belong to the age group above 55
· 8 percent belong to under age group 25
·
· 42 percent are govt employees
· 49 percent are employees of the private sector
· 7 percent are self employed
· 2 percent are unemployed
1. Purchase of Pureit water purifier
Below 1 month 10%
1month- 20%
2months- 17%
3months- 8%
5 Months- 7%
6months - 20%
1year-10%
2year-8%
2. Service quality of Pureit
Yes- 80%
No- 17%
Don’t know - 3%
3. Services provide by the Pureit Servicemen
Existing Customer
Yes- 60%
No - 35%
Don’t Know - 5%
4. Contact for service requirements
Help Line - 27%
Direct call servicemen- 58%
Don’t Know- 15% (They buy just)
5. Changes of Germ kill battery kit
Below 1200 Ltrs- 10%
1200 Lts - 15%
1300 Lts - 18%
1400 Lts - 21%
1500 Lts – 16%
Don’t Know- 20% ( They have just buy)
6. After complain get the service from servicemen
1 day- 20%
2 days - 23%
3 days- 20%
Above 3 days- 10%
Don’t Know - 27% (They have just buy)
7. Ordering the germ kill processor kit
Below 3 days- 40%
3-7 days- 38%
7-10 days – 4%
10-15 days-2%
15 days-0.1
Don’t Know – 16% (They have just buy)
8. Servicemen handle the queries of the customer
Good- 45%
Satisfied- 32%
Unsatisfied- 14%
Don’t Know- 9 % (They just Bought)
9. The services that provided to existing customer
Yes- 83%
No- 8%
Don’t Know- 9% (They just bought)
10. Service personnel charge any money
Yes- 18%
No- 82%
11. Price level of Pureit
Yes – 62%
No – 38%
12. Recommend of Pureit
Yes- 73%
No- 27%
13. Use of Pureit again.
Yes – 90%
No – 10%
14. More facility from service center
Yes- 45%
No- 55%
ANALYSIS
&
FINDINGS
In Marketing service are more necessary part of after or before sale goods Or services. If services are not good then a product can’t be take market place. According to kotler “Service is any activity or benefits that one party can offer to anther that its essential intangible and doesn’t results in the ownership of anything “
Above the data analyses we can know Pureit water purifier is almost better than other water purifier. Pureit is basically made for all the customers and its price is normal. In Guwahati’s urban area has more than 15000 customers. Analyse the following………
From diagram no 1, we can see customers bought pureit below 1 month 10%, 1 month 20%, 2 months 17%, 3 months 8%, 5 months 7%, 6 months 20%, 1 year 10% and 2years ago 8% .So that from analysis know the pureit’s popularity is much more than other water purifier.
From diagram no 2 ,80% customers will be happy from pureit service quality and 17% are not happy because they did not get good services from company or changing regularly its germ kill battery kit after 1500 hundred litters use. Only 3% customers are not known anything about the services because they bought soon.
Diagram no 3, 60% customers are satisfied from which services provide by the pureit servicemen and 35% customers unsatisfied because servicemen did not provide good services or they would not provide any services. And 5% customers are no knowledge about the service because they bought earlier or they did not get services yet.
RECOMMENDATIONS FOR THE FUTURE
Adopting this unique formula, the Local Presence Strategic framework is set-up to ensure a Consumer-Driven Business Performance is framed as follows;
The Innovation:
Attracting Consumers towards pureit through the education, Knowledge-sharing channels using the promotions tag in the Village-Camping medium.
The Strategy & Execution Steps:
HUL Representatives setting up of Camps in all the areas. The basic idea is to target the middle class consumers as awareness cum promotion campaign for their products.
Taking a cue from the Qualitative Research covered in the rural areas as a part of this project,
· Rural Consumers are more interested towards genuine information direct from manufacturing firms (40% of Clinic Plus Users covered in the Research are interested to know more on the Product like its Chemical Composition).[Reference : Clinic Plus_2]
· The generic tendency of rural consumers is the anxiety to explore something new that’s happening in their place. A HUL product promotion camp may provoke more interest among rural consumers and could significantly lure more rural consumers more the number of days spent per village.
· A fraction of the Rural Consumers segment is willing to participate in Surveys, only based kon the returns they get for their opinions. A HUL Promotion camp for their products with a sample shampoo sachet per family will certainly drive in new consumers for their product (Clinic Plus).
· A LIVE incident while conducting Research for this Project threw light on the fact that the people in the most remote village in Northern Tamil Nadu are highly ignorant of even the name of the Shampoo they use and till date distinguish sachets and purchase only based on the wrapper cover colors. A village Camp could help HUL Representatives to educate people on the shampoos they use as a part of their move to introduce new consumers to the Clinic Plus brand.
Why This Strategy for HUL ?
· HUL has the expertise and back-bone of such programs already such as the direct contact programme called Lifebuoy Swasthya Chetana. The project aiming to cover about 5-crore people in 15,000 villages in 10 states.
· Similarly in Executional steps with the project intending to generate awareness about good health and hygienic practices, here educating and creating awareness about Hair-care.
· A Strong Distribution Network in the Country with an established presence, coverage area and number of outlets serviced.
· HUL could converge this Strategy for Hair-Care along with the Lifebuoy Swasthya Chetana and other schemes in the pipeline towards the company’s goals to strengthen our distribution through mutually beneficial alliances with rural self-help groups (SHGs).
· And, finally, the Budget issues, with Village camps requiring extensive expenses, it needs a hike in the expenditures section and HUL already has a Road-Map for Rural penetration along with expenses allocated for the same. Hence, implementation of the same is not a long-term prospect but is waiting very close to the vicinity.
The Customer Driven Business Performance – A Prospective Look Up
· There exists a high potential to win Rural Consumers through the education channel. Consumers either don’t know even the name of the sachet they use or they don’t care to find out what are the varieties available for them like conditioning/Dandruff removal etc. Educating rural consumers will lead to them using the most conventional, yet the powerful marketing tool of “Spread-of-mouth” to sell the Product.
· Since the Product now becomes the product they are knowledged on its functionalities, they would prefer.
· Setting up Direct Consumer Redressal houses in each district with periodic visits to villages would induce confidence on the rural consumers to use the product.
· Using such an extensive rural coverage program, HUL becomes the unique Trier and executor of such initiatives and hence similar initiatives from competitors may not ensure too much of a success.
· Increased presence in rural areas in India, with further boost and increased consumer reach.
The In-Returns Strategy (IRS)
The strategy is based on behavioral instincts of rural consumers. Rural consumers being among the most cost-conscious category along with the Middle Class Segment, expect things in return for whatever small they invest.
The Innovation:
Encouraging more Consumers in rural, urban and suburban sectors to take up a Role of distributing the HUL’s products as SHGs and thereby, strengthening the rural consumer-base along with achieving sales through least investment.
The Strategy & Execution Steps :
· Conduct Qualitative Research similar to the one conducted in this project, but at a more massive level involving more consumers and more villages either at districts-levels, to segregate regular consumers of Clinic Plus Sachets.
· Encourage the segmented consumers to participate in the Project Shakti Scheme.
· Educate the consumers on the returns they get for their least yet effective investment on a shampoo sachet of Clinic Plus.
· Introduce Awards and Benefits for Consumers with outstanding sales/Market Capture performance.
· Drive the fact of “Employment at ease” for women at home, typically house wives, and educated yet unemployed women youth.
· The Program could be enhanced by targeting the magazine reading consumers market, by publishing a LIVE Testimony of one or two consumers on this project, about the product as a whole and introducing interactive feature. This will encourage more consumers into this project.
·
Why This Strategy for HUL?
· HUL has already executed a pilot “Project Shakti” and hence the venture is not new and the back-bone already available.
· The Project is well-knitted for a FMCG Major like HLL for the following reasons
o Vision and Road-Map for Rural Market Capture.
o Powerful Distribution Network
o Market-leader(Clinic Plus), hence a good consumer-base already to begin
The Customer Driven Business Performance – A Prospective Look Up
· Unemployment in India is pretty huge these days and most Lower income group families suffer to make ends meet. This Scheme serves an opportunity for Women at home to work for a prestigious organization like HLL to market their Product under the Self-Help Scheme.
· This scheme, apart from introducing more women consumers to Clinic Plus products, will drive the consumers themselves to trap virgin markets and introduce new consumers to Clinic Plus.
· The outcome of this scheme may trigger for other products of HLL as well.
· It’s a Win-Win for HLL and its consumers, the former gaining invaluable Market presence and fresh set of consumers, and the latter gaining employment and work on the job they are at ease.
Expertise-Driven Advertising & Promotions (EDAP)
FMCG Marketing is changing these days. Consumers mindset are changing, thanks to more knowledgeable and discerning consumers coupled with changing competition and saturated market giving a tough time to the FMCG marketers. The changed scenario not only demands a new game plan with a sharp and decisive strategy but also a lot of creativity and insight. Some of the players in Indian FMCG industry have already taken a lead and are smartly moving to chart a success story for their brands and Hindustan Lever needs to catch up with them as their nearest competitors in the south, Cavin Kare seems to have savored success with this strategy for their brands of Fairever and Chik.
This Strategy is based on HUL knowing their customers well, lucid idea of their target market and strategies in reaching out to untapped market within a well known product category. Their primary focus is on millions of lower middle class families in small towns and rural segment. Legendry management guru C K Prahlad advocates that, “Raising the Bottom of the Pyramid: Strategies for Sustainable Growth” that the greatest challenge for managers is to visualize an active market when what exists is abject poverty.
Advertising these days needs money and HUL products are not new to consumers with abundant advertising in televisions, luring prime-time TV viewing audience etc. But the Question lies in “What are the avenues and How effective” they can be.
The answers for the Questions asked are put forth through the same Formula.
Innovation + Strategies + Execution = Consumer-Driven Business Performance.
Hair-Care along with personal attention has been the primary focus for women in general. Indian women are nothing new and are in fact more concerned taking about Hair Care. They are always on the look-out for avenues to improve their personal appearance, make their hair look shining, healthy and in particular stronger in terms of length and depth.
The Innovation:
The Innovative idea here is to bring about a new platform of utilizing the services of Hair-Care experts to promote Clinic Plus range of Products, or maybe even all shampoo-based products of HLL with razor-sharp focus on Hair-Care essentials like avoiding Hair-Loss, Hair-graying and using advertisements in Televisions, Magazines and other useful media to educate the consumers rather than the conventional Ambassadors endorsed-Theme oriented-Graphics driven features portrayed to the consumers.
The Strategy & Execution Steps:
· Focus on directing television commercials more as Expert-Expertise-Driven advertisements that certainly will divert the attention of any women in the Indian house-hold.
· Utilize the expertise of hair-Care specialists to promote Clinic-Plus sachets by laying emphasis on Hair-care, addressing the common problems faced by Clinic Plus users like Hair-Loss, Hair-Graying etc to educate the consumers.
· Use the Print Media to the best effect to fix a slot in the supplementary issues of local and national newspapers for Hair Car experts to
o Address the queries of Clinic Plus Users
o List out the steps required to protect hair from all possible
· HUL can sponsor existing such programs in prints like the one in The Hindu addressed by the Salon Director of Park Sheraton in Chennai, Ms. Lily Madhok. The Hindu, according to the latest survey, is the most widely read newspaper in Tamil Nadu.
· Adopting similar strategies in other local dialect newspapers all over India another national dailies would boost up consumer interaction and ultimately the end-result is more consumers of Clinic Plus.
Why This Strategy for HLL ?
· HUL has executed similar concept of its kind for its Pepsodent range of dental product in the same Personal care products sector. The Pepsodent concept aimed to offer its consumers insurance cover against expenses for the extraction of a permanent tooth or teeth due to severe caries and periodontitis including cost of medication in relation there to.
· Such initiatives aim not only to strengthen the proposition and genuinity of HUL’s products also throws light on the company’s consumer-commitment policies.
The Customer Driven Business Performance-A Prospective Look Up
· Reading Community among Women is huge in India. Since, house-wives spend their day entertained at home either through Mega serials on Televisions or through reading magazines and Newspapers, trapping this segment can be of great significance for HUL.
· Women, in general are the most concerned about their Hair and such initiatives will aid women to get more educated on the shampoo products they use, get better knowledged on the Clinic plus Shampoos and non-users could possibly make a shift to Clinic Plus, while regular users become proud testimonies among women gatherings and petty evening talks.
· With the nature of mankind having weakness towards competitions and winning gifts, encouraging Women through competitions like the best query to an expert, tips for better Hair-Care, etc will generate great interest.
· Such schemes may also drive in women interested in Hair-Care as a Profession to follow closely and get benefited.
The Collective Branding Strategy (CBS)
Buying provisions for house-hold on the first week of a month has been an age-old routine for the women in Indian house-hold. This philosophy has been mastered mostly by the middle-class women and has extended to some extent in directions, the Lower and Upper class segments.
This Strategy aims to target women falling under the following categories,
Ø Middle-Class Women used to purchase provisions at the beginning of every month
Ø Women in lower-middle class category, where purchases are in bulk at times.
Ø Lower class women, who purchase the things based on need without any specific time of a month.
Ø Upper Middle class and Upper class women, who are used to shop provisions along with other purchases in big malls and Super Markets.
Innovation + Strategies + Execution = Consumer – Driven Business Performance.
The Innovation :
Introducing an ALL-IN-ONE-PACK offering from HLL where, consumers can avail of all the necessary products for their house-hold in a single pack, with all packs fitted with Clinic Plus Sachets alone considering the scope of this Project.
The Strategy & Execution Steps :
« The Execution of this Strategy is a combination of four different Projects, which deal with
Ø Market-Research:
§ To find out the number of Families among consumers that have the maximum usage of HUL’s Products
§ To understand their buying behavior (periodical, Non-periodical etc)
Ø Finance
§ To formulate an effective Financial platform to fix prices for various packs of products based on Consumers preferences that may depend on monthly purchase, weekly purchase, Non-Periodic purchase, etc
Ø Supply Chain & Logistics
§ To scale the levels of logistical constraints involved in this exercise like storing and distribution of most products in one-pack to remove the effect of Stagnancy.
Ø Marketing
§ Draw out effective marketing strategies to bring in more consumers to purchase their favorite products all in one-pack.
The Road Ahead
With the Strategic Frame-work drawn for this Collective Branding Strategy, the steps to be carried out are,
· Select a Town to conduct a pilot Project for this strategy.
· Conduct a Research on about 100 families in the town on the HUL products they use every month and their monthly budget incurred due to the same.
· The Framework on the pricing is an imaginary version for all the house-hold types mentioned earlier and not due to any research-based study on the usage of HUL’s products in an Indian House-hold.
· Introduce this concept of all their favorite products in one pack, available for purchase every month.
· Measure the success rate of this scheme (measure of number of acceptances of this scheme out of the 100 families concerned for this pilot).
· A policy/management decision is required to connect this scheme with promotional offers, free give always’ as an introductory offer.
· Implement the scheme in stages after initial success, expanding to nearby towns and gradually reaching cosmopolitan and metropolitan locations.
The Collective Branding Strategy – Gains for the Consumer
· Consumers have a distinct advantage of saving considerable cost by availing this scheme.
· Saves time for Consumers to look for the products listed.
· More Offers to get benefited.
· Non-Monthly buying Consumers can avoid frequent visits to shops to purchase and purchase one-time limited to their requirements and be done with.
The Collective Branding Strategy – Gains for the Shop-keeper
· Higher levels of certainty in terms of products sales as they get sold in Bulk, rather than specific ones.
· Easy to handle consumers with one time purchase.
· The scheme facilitates fast movement of goods.
The Collective Branding Strategy – Gains for HUL
· HUL, with this scheme implemented are cognizant of the following
o Who are their consumers
o Their needs
o Their depth of purchase
· Easy for Regional level managers to keep track of movement of their products in their zones.
· Get closer with their consumers and hence are directly accessible for the consumers for feedbacks of any kind.
· Logistically a win-win for it not only makes faster movement of goods, but also spurs sales of slow-selling goods as things are sold in packs.
· Highly prospective scheme that will lure new consumers to try out the scheme and may result in a great leap in market-shares.
· The success of the scheme will result in market-shares of more than 10 products leapfrogging, which is a significant achievement in FMCG sector.
· Finally, an innovative concept, and HUL would be the first to try this out, and with an impressive background to bank on, consumers may not have second thoughts on the genuinity/inferiority of the products sold by this scheme.
CONCLUSION
In today’s environment with rapidly changing consumer behavior, Preferences and purchasing power, it is quite difficult to suggest the concrete frame work with regarding to consumer buying behavior which is also an ever changing phenomenon. Research can only help to certain extent to the marketing executive. This study was also aimed at evolving innovative service strategies to preserve the position of the Pureit as a Market-leader and hence shielding from the effect of low-cost Pureit . The Outcomes of the project were as follows –
Consumer Preferences of Pureit (water purifier) depends on the following factors
· Without much focus on the price, consumers believe in performance of Pureits.
· Without good service customers are not satisfied.
· After sales a customer want better service from the company, if the company will not get the that much level of service company will be suffered.
Overall, from the Project, Pureit(water purifier) seems to be the most preferred brand and hence doing justice to its position as a market leader. From that the strategies, Local Presence, Returns, Expertise-Driven Advertising and Promotions and Collective Branding have been suggested with an Innovative outlook and consumer centric to have the best gains from the product for Hindustan Lever limited
Suggestion
After analyses all the sides
BIBLIOGRAPHY
BOOKS-:
Ø Marketing Management (Eleventh edition) by Philip Kotler
Ø Global marketing Management (7th edition) by Warren J. Keegan
Ø Sales and Distribution Management by Tapan K. Panda and Sunil Sahadev (Oxford University Press)
Ø Advertising and Sales Promotion Management by Rajeev Batra, John G. Myers and David A. Aaker
Some other references-:
Ø Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, with leadership in Home & Personal Care Products and Foods. www.hll.com
Ø Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever Limited HUL is the market leader in Indian products. en.wikipedia.org/wiki/Hindustan_Unilever
Ø 25 Jun 2007 ... Hindustan Lever Limited has obtained approval from the government for the change of the company name to Hindustan Unilever Limited. ...
www.televisionpoint.com/news2007/newsfullstory.php?id=1182781375
Ø 9 Aug 2007 ... Disclosure The India Street analysis of India’s No.1 FMCG company.
www.theindiastreet.com/2007/08/stock-of-week-hindustan-unilever.html
Ø 05-APR-08 The company has increased its stake in its Indian subsidiary Hindustan Unilever (HUL) to 52.12% from 51.40% through a buyback of shares
www.myiris.com/shares/company/snapShotShow.php?icode=HINLEVER
Ø 25 Jun 2007 ... India's largest FMCG company, HLL has unveiled a new corporate identity represented by a new logo and also a new name Hindustan Unilever Limited.
www.labnol.org/india/knowledge/hll-is-now-hindustan-unilever-ltd/645/
Ø FMCG major Hindustan Unilever Limited (HUL), formerly known as Hindustan Lever Limited, employs 36000 people, including over 1350 managers.
www.prdomain.com/company/co_index.asp?cid=60
Ø Start world no.1.fmcg.company-HINDUSTAN UNILEVER LTD- Direct Marketing Business (HINDUSTAN UNILEVER NETWORK) Hindustan UniLever Network
www.coimbatore.click.in/.../business-partner-jv/261463/hindustan-unilever-ltd-business
Ø Hindustan Unilever Limited, erstwhile Hindustan Lever Limited (also called HLL), ... Clinic Plus, Clinic All Clear, Sunsilk and Lux shampoos, Vim dishwash
www.nationmaster.com/encyclopedia/Hindustan-Unilever-Limited
Ø Hindustan Lever Ltd (HLL) has launched Clinic Plus Protein Shampoo with a new .... -Hindustan Unilever Limited has informed that Mr. Sanjiv kakkar
www.nt.walletwatch.com/ascerc/History.asp?CompanyCode=12520002&companyname=Hindustan+Lever+Ltd
Ø What is hul product pricing? About hindustan uniliver limited? List of detergents produced by hul? ... Food Products produced by hindustan unilever imited?
www.wiki.answers.com/Q/Product_strategi_of_hul
Ø Hindustan Unilever Ltd. ... Mumbai: HLL has decided to stretch the equity of its Clinic Plus shampoo into an ayurvedic ... Data Source - Asian CERC IT Ltd
www.invest.economictimes.indiatimes.com/newequity/jaycompnewsdisp.jsp?id=488113&ticker=hll
Ø Hindustan Unilever Limited, formerly Hindustan Lever Limited, ... Clinic Plus, Clinic All Clear, sunsilk and Dove shampoos, Vim dishwash, Ala bleach
www.papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1232822_code1058635.pdf?abstractid=1232822&mirid=1
ANNEXURE
Annexure 1
Questionnar
Questionnaires for Service Quality
Declaration: - I, Rajiv Gogoi a student of NIS Academy pursuing MBA, Dibrugarh. I am conducting a research on service quality as per the curriculum and the data collected would be kept confidential.
Product Description: - Pureit is a water purifier, launched by water division of HUL, 2008 in Guwahati and launched all over India in 2004.
Name of Customer :- Contact no.:-
Address:-………………………………………………………………………………
Signature:- Date:-
1. When did you purchase Pureit water purifier?
………………………………………………….
2. Are you happy with Pureit services quality? Yes. No.
3. Are you happy with their services? Yes. No. Don’t know.
4. How would you get service from Pureit servicemen? (How do you contact for service requirements?)
………………………………………………………………………………….
5. After how many liters you change your Germ kill battery?
…………………………………………………………………………………………
6. How many days after complain you get the service? ………………………………………………………………………………………………
7. How many days after ordering the germ kill processor kit do you receive it?
3 days. 7days. 10 days . 15 days.
8. How promptly the service man handle the queries of the customer?
…………………………………………………………………………………….
9. Are you happy with the services that have been provided to you? Yes. No.
10 After service do the service personnel charge any money from you? Yes. No.
11. Are you happy with our price level? Yes. No.
12. Would you recommend Pureit to your friends, relatives and others? Yes. No.
13. Would you want to use Pureit again? Yes. No.
14. Would you like to receive any more facility from our service center? Yes No.
15. Any suggestion you want to give. …………………………………………………………………………………………………..
