Distribution channel

1 RanjayKumar (GLBIMR) 2018-20
Summer Training Report
on
Study the distribution channel of lighting industry in Kolkata
Submitted towards the partial fulfillment of the requirement for the
award of the degree of
Post Graduate Diploma in Management
Submitted to Submitted by
Ms. Radhika Malhotra Ranjay Kumar (GM18176)
(Assistant Professor) Section- C
GL BAJAJ INSTITUTE OF MANAGEMENT & RESEARCH
APPROVED BY AICTE, MINISTRY OF HRD, GOVT. OF INDIA
GREATER NOID

ACKNOWLEDGEMENT
I owe my gratitude to many people who helped and supported me during the entire
Summer Training.
My sincere thanks to Ms. Radhika Malhotra, the Faculty Guide of the project, for
initiating and guiding the project with attention and care. She always has been available
for me to put me on track from time to time to bring the project at its present form.
I am also thankful to CRC Head for providing me the opportunity for SIP in Jaquar
Lighting. I am highly thankful to the Director Dr. Ajay Kumar and Dean Dr. Kirti
Dutta of the institute for her support, motivation and continuous efforts in providing us
the better learning environment and opportunities to groom ourselves as per the
expectations of the corporate world. Without his support, it would not be possible for us to
successfully complete our SIP.
My deep sense of gratitude is due to Mr. Divyankar Goel, Industry Guide for allowing
me to carry out the Summer Internship and this Project at the organization and to be
constantly available to me for the period, for guidance. He also helped me to see the
subject of study in its proper perspective.
I also thank all faculty members without whom this project would have been a distant
reality.
Ranjay Kumar
Place: Greater Noida
Date:

GL BAJAJ INSTITUTE OF MANAGEMENT AND RESEARCH
GREATER NOIDA
CERTIFICATE
This is to certify that the work embodied in this summer training report entitled “Study
the distribution channel of lighting industry in Kolkata” being submitted by Ranjay
Kumar towards the partial fulfillment of the requirement for the award of “Post Graduate
Diploma in Management” during 2018-20 is a record of original piece of work, carried out
by him under my supervision and guidance in GL Bajaj Institute of Management and
Research, Greater Noida (U.P).
Faculty Guide
Ms. Radhika Malhotra
Assistant Professor
GL Bajaj Institute of Management and Research, Greater Noida (U.P).

DECLARATION
I Ranjay Kumar, a bonafide student of GL Bajaj Institute of Management and Research,
Greater Noida hereby declare that the Project Report entitled “Study the distribution channel
of lighting industry in Kolkata “written and submitted by me to GLBIMR, in partial fulfillment
of the drawn therein are based on information collected by myself.
I would also like to declare that findings, suggestions and conclusion of this report are the actual
facts that have been discovered during the study. There is no partiality in making this report and
it is true to the best of my belief and knowledge.
Ranjay Kumar
Roll No: GM18176
Place: Greater Noida
Date:

INDUSTRY GUIDE CERTIFICATE

GL BAJAJ INSTITUTE OF MANAGEMENT AND RESEARCH
GREATER NOIDA
FACULTY GUIDE CERTIFICATE
This is to certify that the work embodied in this summer training report entitled “Study
the distribution channel of lighting industry in Kolkata” being submitted by Ranjay
Kumar towards the partial fulfillment of the requirement for the award of “Post Graduate
Diploma in Management” during 2018-20 is a record of original piece of work, carried out
by him under my supervision and guidance in GL Bajaj Institute of Management and
Research, Greater Noida (U.P).
Faculty Guide
Ms. Radhika Malhotra
Assistant Professor
GL Bajaj Institute of Management and Research, Greater Noida (U.P).

EXECUTIVE SUMMARY
The project title- “Study the distribution channel of lighting industry in Kolkata” is aimed to
understand how distribution channel work in Kolkata and what are the major and minor issues
they are facing and in which way those issues can be solved.
Jaquar Group is one of the top brand of india and abroad and this is known for their quality and
services around the globe. The distribution channel is one of the most important factor of growth
of any business that’s why the Jaquar is doing a research to understand the distribution channel
of their competitor. It is really difficult to know the policies and their channel system but it has
been completed with a lot of hard work and patience.
For achieving the objectives of the study a survey of 50 respondents which were done by
contacting FMCG store managers and by them I get connected to distributors.
For the purpose of study, questionnaire method was used to collect the response of store manager
of Kolkata.
It was found that the distributors and store managers have lack awareness regarding certain
products of Jaquar but they were aware of bathing and fitting products

ABSTRACT
Distribution channels are behind every product and service that consumers and business buyers
purchase everywhere. Usually, combination on institutions specializing in manufacturing,
wholesaling, retailing and many other areas join force in Distribution channels.
A Distribution a channel is a set of interdependent organization involved in the process of
making a product or service available for use or consumption. Distribution channels decisions
play a role of Strategic importance in the overall presence and success a company enjoys in the
market palace.
This project report entitled “A Study on Distribution Channel with Special Reference to Jaquar
Lighting, Kolkata (India)”.
To determine the distributor satisfaction of the product and future demands, needs, wants. The
study starts with an introduction of the Distribution Channel, company profile, important of the
Study, Review of Literature and objectives are set out for the study. Research methodology, data
analysis and interpretation, findings and suggestions of the study follow.

Chapter
No.
PARTICULARS PAGE NO
Acknowledgement 2
Certificate 3
Industry Guide Certificate 4
Faculty Guide Certificate 5
Declaration 6
Executive Summary 7
Abstract 8
List of Figures 10
1. Introduction 12-17
1.1 Background
1.2 Motivation
1.3 Objectives of the study
1.4 Scope of study
1.5 Framework
13-14
15-16
16
16
17
2. Company Profile
2.1Profile of company
2.2 Mission and vision of company
2.2 History
2.3 Products
2.4 Overview of company
18-26
19
19
19-20
20-24
24-26
3. Literature Review 27-34
List of Content

4. ResearchObjectives 35-36
5. ResearchMethodology 37-39
5.1 Data Collection 38
5.1.1 Primary Data 38
5.1.2 Secondary Data 38
5.2 Sample Size 38
5.3 Sampling Method 39
6. Data Analysis & Interpretations 40-54
7. Findings of the Research 55-56
8. Conclusion 57-58
9. Suggestions & Recommendation 59-61
10. Limitation 62-63
11. Bibliography 64-65
12. Appendix 66-69
13. Annexure 70-

S.NO PARTICULARS Page no.
1. Distributorship 42
2. Duration 43
3. Reason for selling 44
4. Reason for not selling 45
5. Lead time 46
6. Scheme Rate 47
7. Credit policy scheme 48
8. Quality Rate 49
9. Supply norms rating 50
10. Convey scheme on time 51
11. Representative behavior 52
12. Damage policy rate 53
13. Satisfaction level 54
List of Figures

CHAPTER -1
1. INTRODUCTION

1.1 Background
Distribution channels are one of the key aspects of driving your business. Listed as one of
marketing’s 4 P’s, placement, or distribution, is part of the overall marketing strategy of a
business. Whether you are a small or large business owner, it’s important to ensure your business
is using the correct distribution channels to get your product to your customer.
There are many aspects of distribution you need to consider when determining what outlet your
company should use. Even in the beginning of your business’ life, investors are going to need to
know how you plan on getting your product into the customer’s hands. Either through retail
shelves or direct selling, a plan is necessary to move forward to gain sales.
The following are the main contributing factors in determining what distribution channels will
best work for you:
Product
What is the nature of your product? Or, what type of product is it? Manufacturers need to select a
channel of distribution that takes care of the immediate factors associated with the product, such
as quality and type of product. Depending on what you are offering, you might need a long,
small, or direct distribution channel.
Customers
Your distribution channel may provide you access to your direct target customer, but it may also
open up the opportunity to reach a new customer base. Look for distributors with current
products similar to your own, so you may reach other customer bases and grow your business.

Reach
Consider how far your new distribution channel can reach. If your company pride's itself on a
homegrown marketing campaign, local distributors can keep things in line with your overall
strategy. But, if you are looking to expand nationally, you want to choose a distribution network
that will allow you to move to your chosen markets. Consider the potential to move to a global
market, too. The internet has allowed small businesses greater reach; so, make sure you have a
distributor that can get your products into the international market.
Service
Depending on what type of product you are offering, you might need a distributor that has a little
background knowledge on what you are selling. Choosing a distributor that already has products
in your industry can help with product knowledge for the customers. So, consider whether your
new retailer has employees that will be knowledgeable. If you don’t think they will be able to
sell your products correctly, you might need to go the direct selling route.
Control
You need to ensure that your product is getting the attention it deserves. If you feel that your
distributor has too many competitors, figure out how you can get more attention driven to your
product. You also need to determine whether a network is providing customers with the service
and knowledge that you feel is needed for your product. When it comes to sales, it is the people
who work in a channel that control the relationship with a customer, so making the right choice
is critical for your business.
Advantage
Simply put, how is your distribution channel going to give you a leg up on the competition? With
faster delivery methods popping up, customers are searching for ways to get what they want,
faster, cheaper, and easier. You need to determine if your distribution method is going to fit well

into what the customer wants. If you can provide them with quicker or even better access to
products, you will make the sale over the competition.
1.2 Motivation
Build Preference for Your Brand
Motivational tools help to ensure that channel members give preference to your products over
your competitors. Distributors and retailers typically carry a wide range of products from many
different suppliers. They must therefore make decisions about the level of sales and marketing
resources they allocate to each product or manufacturer. Motivation plays an important role in
winning channel members’ mind share, according to the business school MMC Learning. By
winning mind share, you can ensure that channel members recommend or actively promote your
product.
Add Value to Your Product Offer
Motivating distributors and retailers is an important strategy for influencing channel members’
behavior, according to the marketing consultancy Pure Channels. Offering training programs or
marketing support to members adds value to the relationship between supplier and channel by
helping them to improve their performance and grow their own business. A strong relationship
makes it easier to launch new products or marketing campaigns through the channel, helping to
build your own revenue and profit.
Increase Sales through the Channel
Financial incentives are an important source of motivation to channel members. By offering
discounts on purchases above an agreed level or rewarding sales above target with bonuses, you
can encourage channel members to stock and sell more of your products. Financial incentives
can help you launch new products, increase sales of existing products or widen your distribution
base, because channel members recognize that they will benefit from cooperating with you.

Improve Performance with Structured Programs
If you have a network of distributors or retailers, you will probably find that performance and
commitment to your brand varies across the network. By setting up a structured channel program
that offers different benefits at each level, you can motivate members to improve their
performance. The program might take the form of a tiered structure, with tier 3 members
receiving basic benefits and tier 1 members receiving a wide range of benefits that help them
grow their business. The benefits might include different bonus or discount levels, marketing and
training support, joint promotions and exclusive products. To reach higher tiers, you can set
requirements such as stocking certain products, achieving sales targets, participating in training
programs and agreeing to participate in promotions.
1.3 Objectives of the study
The objectives of the study are as follows:
 To understand the distribution channel decision.
 To understand the distribution channel strategies.
 To understand the distribution channel management.
1.4 Scope of the study
The scope of the study is:
The study is specific only to Lighting sector in Kolkata, India.
1.5 Theoretical Framework
A channel of distribution may be defined as "an organized network of agencies and institutions,
which, in combination performs all of the activities required to link producers with users and
users with producers in order to accomplish the marketing tasks". The channel enables the seller
to find out the users of its merchandise and help the buyer to obtain the products he wants.
Generally a channel includes three parties-the manufacturer, the middleman (wholesaler retailer
agent) and the consumer. A channel of distribution represents the path for the movement of title,
possession and payment for goods and services.

The distribution of goods is the most important activity in the process of marketing. We can
define the distribution channel as the set of marketing institutions participating m the marketing
activities in the movement or the flow of goods or services from the primary producer to the
ultimate consumer. Distribution channels are grouped into two major groups:
(i) Direct
(ii) Indirect. In a direct channel or route, there are no middlemen and marketing functions are
performed by the producer or manufacturer and goods directly pass on from hum to the
consumer. In an indirect channel or route, there is more than one middleman in distribution.
Linking producer and consumer. They perform the marketing functions.

CHAPTER -2
2. COMPANY PROFILE

2.1 Profile of company
The Jaquar Group, established in 1960, is a company that sells showers, shower enclosures,
sanitary ware, flushing systems, wellness products, concealed cisterns, water heaters, and
lighting.
It employs over 9800 people including 1200 service technicians and runs 5 manufacturing
facilities and 1 in South Korea. Currently, it manufactures 26 million bath fittings every year for
nearly 1.9 million bathrooms every year. The company is expected to touch a billion dollars in
revenue over the next four years, Jaquar Group has global headquarters (a
Platinum LEED Certified Net Zero Energy Building by USGBC) in Manesar, Haryana, India and
presently operates in over 45 countries in Europe, Middle East, South East Asia, Africa,
and SAARC region.
2.2 History
In 1986, Rajesh Mehra along with brothers Ajay Mehra and Krishan Mehra launched the Jaquar
brand. It is named after Jai Kaur, the grandmother of the Mehra brothers. Mehras were in this
business since the 1960s, when Rajesh’s father NL Mehra started the bath fittings company and
brand Essco.
Type Private
Founded 1960
Founder N. L. Mehra
Headquarters Manesar, Haryana, India
Area served Worldwide
Key people
Rajesh Mehra (Director) Kishan Mehra(Director), Ajay
Mehra(Director)[1]
Products Bathroom fixtures and lighting
Revenue INR 3123 Crores (2017-18), Expected INR 3900 (2018-19)
Number of
employees 9800 (2019)
Website www.jaquar.com

2016-present: recent history
The Group has a turnover of INR 3588 Crores in 2018-19 and is expected to reach INR 4278
Crores in 2019-20. The Group aims to achieve $1 billion turnover by 2022 and open 15 stores
globally.
On 19 July 2016, Jaquar Group acquired a 51% majority stake in Joeyforlife—a South Korea-
based luxury shower maker—in a deal worth US$1.2 million.
The company has also entered lighting industry and has launched a manufacturing unit for the
same in Manesar.
The Jaquar Group’s manufacturing units are spread over 270,000 sq. m, across 5 plants in India
& 1 plant in South Korea In May 2017. The company acquired one of the sanitary ware
manufacturing plants of Euro Ceramics Ltd. located in Bhachau, Gujarat for Rs 100 crore in an
effort to expand its manufacturing facilities. Jaquar expanded its manufacturing facility in
Bhiwadi, Rajasthan by 30,000 square meters by investing 150 crore in new faucets
manufacturing plant which will help to achieve the production to 100,000, currently its 1,25,000
faucets a day.
In July 2018, the Group announced the skill development and training of over 300 plumbers on
World Youth Skill Day as a part of Skill India, an initiative by Government of India. The
training will be imparted to the plumbers through 10 specialized training centres spread across
India. The centres will train unemployed youth in specialized skill sets and develop them as
trained plumbers.
2.3 Products
Jaquar Group targets its products to various socio-economic segments, such as brand Artize
(luxury category), brand Jaquar (Premium category) and brand Essco (value category).

Artize
Artize is a luxury bath brand from Jaquar Group. In July 2018, the Tailwater faucet,
manufactured by the Jaquar Group’s luxury brand Artize, and designed by the London-based
product design consultancy DanelonMeroni Design Studio received Red Dot Design Award for
2018 for product design. Jaquar Group’s Luxury Bath Brand Artize has won the Red Dot design
award 2018 for Tailwater, some of the other awards and recognitions received by Artize for its
products include the iF award, Plus X award, and the Good Design Mark, Japan for Linea; the
Good Design, Chicago, and the India Design Mark for Confluence; and the Plus X, Good
Design, Chicago, and the Elle Décor awards for Tiaara, designed by Michael Foley.
Essco
For over five decades now, Essco (the bath fitting brand) has been supporting affordable and
sustainable housing in India.
Jaquar Lighting
Type Private
Founded 2014
Headquarter Manesar, Haryana, India
Are served India
Director Ranbir Mehra
Products Complete lighting solutions
Revenue 300 Cr.

The group is investing Rs 150 crore in a new lighting manufacturing facility where many of
lighting components would be produced in-house. Jaquar's capacity to make LED drivers is
about 1.2 million a month. It currently produces around 750,000. The company first invested into
lighting 15 years back when it identified a vacuum in good quality lighting. Since then, it has
focused on designer lighting such as chandeliers. The company also manufacturers bulbs and
tube lights - it has automated bulbs assembly at its factory in Manesar. Jaquar Group announced
the Indian film actress Deepika Padukone as the brand ambassador of their lighting segment.
At Light India 2018 Exhibition, held on 11-13th October 2018 at Pragati Maidan, New
Delhi, India featured intelligent lighting technology and applications with Jaquar Lighting
Dazzled with Magnanimous Chandeliers and Lamps.
Products
Decorative
Jaquar Lighting believes in illuminating a space with lights that inspire. The range of decorative
lighting and fancy lights will suit the aesthetics and decor of every commercial and residential
space. There is a wide range of LED decorative lights that are designed to spruce up your
favorite area with an artistic touch. A beautifully lit home can be a delight to the vision of all the
visitors. Fixing up your home with LED decorative lights will complement the entire setup along
with accentuating each and every furniture and artifacts of the space. A pillar of a successful
makeover of a specific space is a pure sense of aesthetics and it is perfectly complemented by
fancy lights.
 Table
 Ceiling
 Floor
 Wall
 Bathroom-Light

Commercial
Jaquar Lighting’s advanced, elegant and eco-friendly solutions in commercial lighting will light
up your workspaces like never before. Ambience and atmosphere matters when it comes to
producing quality output wherever you work, be it a corporate office or a study room. Adorned
with Jaquar’s commercial LED Lights, your workspace is bound to be transformed into a
gracefully illuminated nirvana. A diversity of exquisite products is available to suit each and
every type of room, setting and establishment. From massive conference rooms to compact
cabins in the woods, the range of commercial lights is wide enough to compliment each and
every type of space. The products are energy-efficient, do not strain environmental resources,
and hence are eco-friendly. Efficiency is the key to commercial success in every establishment,
and only a workspace with efficient lighting can produce desirable results.
Outdoor
Jaquar Lighting, an amalgamation of the most admired and desired lighting products, presents
the most comprehensive range of high quality outdoor lighting products. Unparalleled and
beyond compare, Jaquar’s lighting products are carefully monitored at each and every step, right
from the manufacturing process to the final delivery of the products. That is because Jaquar
seeks to fulfill customer needs as well as anticipate future market needs and trends, an effort,
which has enabled us to achieve constant growth in an increasingly competitive market.
Chandelier
Jaquar Chandeliers, a fusion of class and quality, are made with lead-free Spectra and Strass
Crystals of high-precision cut, clarity, color, and shape, from the world’s best crystal
manufacturer, Swarovski. We use only brass in the frame of our chandeliers, which come with a
7-year warranty on the plating – ranging from 24K Gold and Rose Gold to Chrome, Antique
Brass and Copper. With the fabrication and plating of chandeliers being done in-house, Jaquar is
the only brand in India, which has its own production facility for crystal chandeliers.
Home
Your home reflects your ambitions and aspirations. Let there be the right manifestation with
right choice of lights. Jaquar takes utmost care in ensuring all its products conform to the highest

international standards. Jaquar Lighting brings an array of options in varied sizes and shapes,
fitting different budgets and pockets as well as aspirations.
 LED Bulb
 LED Battens
 LED Down lights
 LED Panels
 LED Spot
 LED Strip
Brand promise
 Exclusive ( crafted) designer products
 World class quality
 Unmatched service
 Quality products ( Made in India/Made for India)
 Wide range ( depth and width)
 Superior, efficient, widest service network
2.4 Overview on the Jaquar group
 Jaquar Group is a rapidly growing multi-diversified bathroom solutions brand with a turnover of
Rs.2753 Crores in 2016 -17, which is expected to reach – Rs. 3500 Crores in 2017-18
 Jaquar is one of the fastest growing bath brands in the world with presence in over 45+ Countries
across Europe, Middle East, Asia- Pacific, Africa and the SAARC region
 Jaquar Group CAGR of last 5 years is over 22%
 The increase in sale in last 5 years is 14670 million (INR) and the % annual growth since 2010-
11 is over 67%
 Conceived way back in 1960, Jaquar Group today is an undisputed market leader in the
organized bath fittings category with over 60% market share

 The pioneering spirit of the Group has been constantly striving to create value and exceeding
customer’s expectations in quality, delivery and cost effectiveness through continuous product
innovation and cutting edge technologies
 In line with the company’s mission to deliver unparalleled bathing products, the Jaquar Group
has 5 state-of-the-art manufacturing units in India and 1 in South Korea, spread over 270,000 sq.
m, equipped with modern machine and processes.
 Currently, the Group delivers over 1.9 million bathrooms every year and produces over 24
million bath fittings annually
 The Jaquar Group today has a dedicated workforce of 8500 employees across the globe
 Dedicated to the best in class customer service, Jaquar Group currently has 1143 experienced
service technicians
 Jaquar Group was built on the platform of highest quality standards, aesthetics and with the
intent of providing world class products. Founded in 1960 by Late Shri N. L. Mehra, Jaquar
Group is an undisputed market leader in the bath fittings category that has transformed the
industry from merely utilitarian to inspirational
 Jaquar Group caters to various segments of bath industry with different brands for residential and
commercial sectors:
o Brand Artize for Luxury segment
o Brand Jaquar for Premium segment
o Brand Essco for Value segment
 Today Jaquar Group is India’s most searched bath brand on Google (Google trends period 13-
15), leader by far. As per super brand across 2000 brands (all top brands across category) in
India, Jaquar Group stands in top 5% brand with maximum recognition and awareness
 Jaquar Group is India’s most trusted bath fittings brand (AC Neilson 2013)
 Jaquar Group is the first Indian bathing brand to mark its presence at global bathing fair at ISH
Frankfurt in 2013,2015 & 2017

 The company’s approach to aesthetic design has won several accolades like IF Awards
(Germany), Plus X (Germany) & Good Design (U.S.A), Elle Décor International Award, Indian
Design Mark among others
 The Group has been globally certified in quality by SASO, WRAS, ISO, BIS, KIWA, PZH and
TISI

CHAPTER -3
3. LITERATURE REVIEW

It has been evidenced for years that distribution channel is important for its ability to
reduce the expenditure of economic transaction (Williamson, 1981). Its capability of effectively
supporting the competitiveness of firms, namely manufacturers, distributors, retailers, and
customers, due to the distance that separates them apart, making distribution channel a
significant function to enhance export performance ( Leonidou, 1996; Zou, & Stan, 1998). Other
studies that found similar result of its essential role of distribution channel to be a determinant
factor for export improvement can be found in Shouming (1998) and Carlos et al., (2008),
besides product, price, and promotion strategy.
Many scholars have shown great interest in studying further about distribution channel due to its
crucial role in improving firm performance. Leonidou (1989), Moore (1991), Heide (1994), and
Morgan, and Hunt (1984) indicated that the growth of export oriented firm was significantly
associated with the effectiveness of the relationship and cooperation between producers and the
overseas importer. A study by Anderson et al., (1997) also found that the effectiveness of
channel members’ coordination and communication among manufacturers, agents, distributors,
and retailers improved channel member performance. According to the finding by Rose, and
Shoham (2004), it was demonstrated that practical conflict that happened among channel
members would not strengthen the affiliation, but on the contrary, it would reduce the
effectiveness of strategy used, which, would in turn, alleviate their performance. An empirical
study by Frazier et al., (1989), which focused on industrialized manufacturers, found that the
need of dealer to maintain an effective channel relationship in a seller's market was usually
determined by the contribution of the manufacturers to the dealers’ benefit.
Nevertheless, in terms of the members of distribution channel arrangement, it has been known
that the motivation of making integrated channel is to improve better distribution channel
performance. Mc Naughton (2002) examined the structural channel integration decision among
2,000 Spanish export oriented firms. It was found that the establishment of multiple distribution
channels was motivated by serving overseas markets or importers in order to sustain the assets
and service quality of exporters to maintain a good relationship with the customers.

Besides, Weigand (1991) noted that the application of unofficial channels could partially cause
‘unfair behavior’ and pricing by monopolistic channel members. A recent study by Kim (2009)
also found significant results in the case of Korean firms, whereby efficient supply chain
integration played an essential role for the competitiveness of sustainable supply chain
management (SCM).
The conducted study by Ely (2009) on manufacturers in Thailand indicated that worldwide
oriented firms would be able to develop innovative competencies to participate in different and
new environments. As a result, these companies were able to achieve greater growth. It was also
further found that the companies which were involved in higher worldwide operations showed
higher level of exports.
In addition, the characteristic of distribution channels is that when once established, it is usually
difficult to change. Ramaseshan, and Patton (1994), and Zdenko (2011) argued that the channel
members’ position also took part in determining the performance. Rialp et al., (2002) examined
the integration of structural channels over firms in Spain that were engaged in exporting, and
invented obvious evidence that establishing linkage to importers could enhance export process.
Interestingly, Kumar (2000) found that non integrated channels were recommended as well. Bret
(1995) confirmed further that information exchange among members played crucial role in the
relationship. The finding was also in line with John’s (2006), which showed that trust became an
essential element to maintain the relationship. Jennifer (2008) and Jiuh (2009) further asserted
that commitment and trust are the key mediators in determining performance.

Table 1: Product distribution channel and firm performance
Authors Topic Findings
Carlos M.P. Sousa,1
Francisco J. Martinez
Lopez & Filipe Coelho
(2008)
Determinant factors of export
performance
Distribution was found crucial
to enhance export
performance besides product,
price, and promotion strategy.
Leonidou (1989);
Moore (1991);
Heide (1994); Long
(2003); Morgan &
Hunt (1994)
Relationship of distribution
channel
The success of an exporter
was
significantly affected by an
effective management
relationship with the overseas
importers
Anderson, Day, & Rangan
(1997)
Coordination relationship of
distribution channel
An effective coordination
among
Channel members improved
channel member performance.
Frazier, G .L & Summers,
O. J. (1984)
Distribution channel relationship The need of dealers to
maintain a
Channel relationship in a
seller's market was primarily
motivated by the contributions
of manufacturers to the benefit
of dealers.
Weigand (1991) Structural arrangement of
The use of unofficial
marketing
Channels could partly cause
the existence of unfair
intermediaries.
McNaughton (2002) Structural arrangement of
Multiple distribution channels
were often used to satisfy
foreign markets.

Wook Kim, S. (2009) Structural arrangement of
channel members: Integration
and non integration
In Japan, efficient supply
chain
Integration could play more
crucial roles to sustain a
competitive supply chain.
Plus, a close interrelationship
between the level of supply
chain practices and
competition capability was
found significant on the
competitiveness as well.
Dionysis Skarmeas &
Matthew J. Robson (2008)
Determinants of relationship
quality in importer–exporter
relationships
It was found that the role of
Performance, asset specificity,
and cultural sensitivity
became significant precursors
of relationship quality in
international distribution
channels and cultural
sensitivity was a meaningful
driver of role performance.
Keysuk Kim (2001) On the effects of customer
conditions on distributor
commitment and supplier
commitment in industrial
channels of distribution
Channel members’
commitment was affected by
not only the internal factors of
the firms, but also by the
market changing conditions.
B. Ramaseshan & Mark A.
Patton (1994)
Factors Influencing International
Channel Choice of Small
Business Exporters (Structural
arrangement)
Product, country specification,
and the size of the firm were
found essential as
international channel choices.

Ely Laureano Paiva &
Luciana Marques Vieira
(2009)
International distribution
operation orientation
International operations
orientation was positively
related to exports
performance.
Rose & Shoham (2004) Channel members’ relation ship It was found that task or
functional
Conflict among channel
member could reduce the
quality of strategy employed,
which, in turn, alleviates
performance.
Literatures have showed experiences have a significant affect to get succeeded. Experienced
businessmen most probably get more experience than new comers. Kristiansen et al., (2003)
found that the length of time in operation was significantly associated with the success of
business. In their new small firms study, Duchesneau, and Gartner (1990) found what lead
entrepreneurs in successful firms tended to be raised by entrepreneurial parents. Under such
conditions of low asset specificity, with greater experience in foreign market activities, there was
a positive incentive for exporters to integrate (Klein, & Roth, 1990).
In addition, Cavusgil, and Zou (1994) invented global experience activities of the firm as one of
the key determinants to improve export. The reluctance of firms not to export was natured by a
substantial amount of ambiguity, mostly due to the scarcity of overseas markets information. A
competent firm, thus, for its worldwide experience, knows the differences in environmental
conditions and is more likely to choose the most attractive markets and gets used to the
marketing strategy to contain the precise needs of those markets. Empirical studies indicated the
relationship between global experience and export performance was mixed (Dean et al., 2000),
whereas some studies indicated negative association between global experience with export
performance (Baldauf et al., 2000; Brouthers, & Nakos 2005).

The justification for the negative relationship between international experience and export
performance is that new firms are strained to go abroad for cost compensation and inadequate
access to resources in their domestic markets (Ursic, & Czinkota, 1984). The less experienced
firms have, thus, larger pressures related to the accomplishment of higher export performance
(Baldauf et al., 2000), and might view international sales as more central to the long-term
profitability of the firm (Brouthers, & Nakos 2005).
A significant influence of different types of industry on firm performance can be found in
Gadenne (1998). Among others due to different marketing strategies and management practices
(Gadenne, 1998). The resource-based view argued that heterogeneous firm resources, which
are difficult to imitate, are not traded on factor markets and could only be developed over time
to drive firm performance (Wernerfelt, 1984). In this view, industry structure is a result of firm
choices and firms could adapt and change industry structure through their resource-based
strategies. Furthermore, empirical evidence provides robust support for the resource-based view
that firm performance is driven more by internal factors than structural elements (Rumelt, 1991).
According to Pangakar et al., (2011), their stud y focused on the period between 1996 and 2001
and they tracked the globalization levels for six different Chinese industries, as well as the
performances of 166 public listed firms among these industries. The results validated major
premise: high levels of industry globalization positively gave impact the performance of Chinese
firms. They also found that when their industries were globalized, firms with slack resources
experienced greater performance improvement than other firms without these resources. Other
study by William (2011) found that the industry sector did give impact on the ability to export.
By using survey data of 92 exporters and non exporters to estimate a logistical regression model
of the firm’s export behavior, the results revealed that industry sector, firm size, and the nature of
the firm’s product were all important factors that influenced export behavior.
Besides, Wheelen, and Hunger (1995) noted that the external environment consisted of variables,
such as opportunities and threats that are usually beyond the control of the organizations. Griffin
(1987) indicated that environmental factors play a key role in the decisiveness of an
organization’s triumph or failure. Hashim’s (2001) study on the environment’s moderating effect
on the association between strategy types and performance of SMEs showed that environment
influenced the strategies employed, as well as the overall performance of SMEs.

Furthermore, economic and social entities address that distribution channels are sensitive to
environmental variance (Stern, & Reve,1980) and research in inter-organizational
settings indicated that in general, variance in environmental dimensions, such as capacity or
heterogeneity, needed more flexible decision structure and communication (Aldrich, 1979).
Another study relating environment upon distribution channels was also conducted by Kim
(2001). This study concluded that commitment in channel relationships were also triggered by
the environmental conditions. Another study found that the greater the level of demand
uncertainty, the stronger the relationship between supply chain (SC) relationship quality and SC
performance; while the greater the level of supply uncertainty, the stronger the relationship that
existed between SC relationship and quality SC performance (Brian et al., 2004). Further study
by Dionysis et al.,(2008) concluded that cultural sensitivity played a significant positive role in
building sound relationship quality. Environmental variable used as control variables on firm
performance were also conducted by Sandvik et al., (2003), in terms of competitive
environment-strategy, Hurmelinna- Laukkanen et al., (2008), in terms of environmental
dynamism, and Yi, and Hughes (2012) in terms of environmental instability.

CHAPTER -4
4. RESEARCH OBJECTIVES

In the current lighting industry scenario, every company wants to take a bigger share of market
base. This can be done by offering variety of products including services. Therefore, Jaquar
Lighting is working on their distribution channel system and try to make easy accessible.
 To understand the distribution channel decision.
 To understand the distribution channel strategies.
 To understand the distribution channel management.

CHAPTER -5
5. RESEARCH METHODOLOGY

5. RESEARCHMETHODOLOGY
Descriptive research has been extensively used for the purpose of this research.
It is used to determine, describe and identify the problems by using data collection tools which
includes survey methods.
It is also helpful in understanding the behavior and characteristics of the sample population.
It is also referred to as observational method of collecting data.
The main purpose of the study is to describe, explain and validate the research findings.
5.1 DATA COLLECTION
Use of both primary and secondary data has been done for the completion of the project.
5.1.1 Primary data- This was collected by personal interaction with distributor and retailers
questionnaire method.
5.1.2 Secondary data- Secondary data is the internal data which has already been collected by
someone, for the purpose of further use.
In this project the secondary data has played a major role as it is proof of authenticity.
Online database and data which is relatable to this project and their outcome were used for this
research study.
It includes the use of the following tools:
Survey Method
Questionnaire
Personal interaction
5.2 Sample size
A total of 50 respondents of the branch walk- in customers are taken as a sample set of the
respondents.

5.3 Sampling method
For the purpose of the project area or the Convenience sampling method has been used.
Convenience sampling is a type of non-probability sampling that involves the sample being
drawn from that part of the population that is close to hand. In the project the distributor and
retailers was decided on the basis of ward, i.e. Kolkata, West Bengal, region.
Further for the analysis by direct interaction with the distributors, retailers and some expert who
has well knowledge regarding the same apart from this selected randomly for filling the
questionnaire which formed a set of convenience sample.

CHAPTER -6
6. DATA INTERPRETATION AND ANALYSIS

Distribution Methods vs. Channels
Jaquar’s distribution channels as the macro selection of sellers, with distribution methods the
micro selection of outlets. For example, distribution channels include direct sales, wholesalers,
retailers, resellers and sales representatives. Distribution methods include retail stores, websites,
catalogs, direct-response TV ads. Some organizations reverse the use of these two words, with
“methods” referring to how you sell and “channels” referring to where. A small business might
use a wholesaler to get into more retail outlets until the business has enough capital to build its
own sales force.
Sales Volume Analysis
When evaluating distribution channels, a key concern is the effect each channel has on sales
volumes. Some channels might be more expensive to use but will provide much larger volumes.
Others might produce lower volumes but give you bigger profit margins per unit and, potentially,
bigger gross profits. A wholesaler, independent sales rep, sales rep company or retail channel can
help you project your sales volumes based on their history with similar products. If you plan on
selling online, you might have no way to project sales volumes.
Cost-of-Sales Analysis
When looking at distribution channels, it’s important to calculate all of the costs of using a
particular channel to be able to effectively compare them against each other. Direct sales won’t
require you to pay a middleman or sales rep commissions or offer price discounts to retailers, but
it will add sales staff, and customer services expenses. Different distribution channels also
require different levels of marketing support, with direct sals requiring more spending out of
your budget than the use or a retail chain, which brings in customers with its own marketing.
Brand Impact
When you sell in a particular location, that location’s brand impacts Jaquar products. If you sell a
high-end product through a discount retailer, such as a national big box, you not only associate
yourself with that discounter’s brand but with the products on the shelf next to you. Selling in
fewer high-end outlets might reduce your sales volumes but can maintain or enhance your brand,
letting you increase your price and increase your margins. Look where your closest competitors
are selling to determine how they are using distribution in conjunction with their brand-
management strategy.

Q1.Which company distributorship you have?
Interpretation:
This question is asked to distributor about their distributorship. Among 50 distributor most of
distributor belong to Philips (25) followed by Havells, Syska, Eveready and some other local
brand and Philips is more popular brand in Kolkata and Jaquar distributor in only one in number
but work has not started yet due to some communication gap.
25
10
13
1 1
Distributorship
Philips
Syska
Havells
Eveready
Others

Q2. From how many years you are involve in distributorship of lighting Product?
Interpretation:
Duration of distribution ship of 27 distributors is around 1-3 years 11 distributors are of 5 years 8
distributors are of 3-5 years only 4 distributors have less than one year distributorship duration.
4
27
8
11
Duration
Lerss than a year
1-3 years
3-5 years
5 years

Q3. Reason for Selling Lighting Product of particular brand?
Interpretation:
Most of distributors have realized that their company margin are better and this is the most
important factor for which the distributor are looking for because they all are interested in profit
only and some of them are interested in relationship ,promotional scheme, demand availability ,
credit policy and so on.
23
7
12
5
2
Reason for selling
Margin
Promotional Scheme
Demand
Dealer Relationship
Credit Policy
Other Reasons

Q4. Reason for not selling Jaquar Product?
Interpretation:
In another aspect some of them are not satisfied with their company policy like credit policy(19)
in which they have to pay almost full amount, Promotional material not supplied on time(12),
schemes are not conveyed on time7), supply of product is not proper(19), and some of them are
don’t wish to specify(8).
4
12
7
19
8
Reason for not selling
Credit Policy
Promotional Material Not
Supplied on Time
Schemes are not conveyed on
time
Supply of product is not proper
Don’t Wish To Specify

Q5. How much time does it take for delivery of your Product after ordering?
Interpretation:
Around 20 distributors said their order delivery time taken is more than 7 days, 16 distributors
got their delivery in 1-2 days, 12 distributors got their delivery in 2-7 days, Only two of them get
their delivery 6-12 hours.
2
16
12
20
Lead Time
6-12 hours
1-2 days
2-7 days
more than 7 days

Q6. How do you rate the schemes of the company?
Interpretation:
Most of distributor around 27 out of fifty rated average to the scheme of their company 4 of them
rated poor to their scheme what they got by their company some are neither good nor bad by
their schemes.
19
27
4
Scheme Rate
Good
Average
Poor

Q7. How do you rate the credit policy of the company?
Interpretation:
Most of distributors are quite have happy with their credit policy scheme because they get
enough lead time to pay their balance amount but 15 of them are facing same issue regarding
their credit payment.
21
14
15
Credit Policy scheme
Good
Average
Poor

Q8. How do you rate the Quality of Product?
Interpretation:
Around 16 of distributors are happy with the quality of their services and products 11 are not
happy with the services of the company like delivery , exchange and others problems.
13
7
11
16
3
Quality Rate
Good
Average
Poor
Very good
Excellent

Q9. How do you rate the Supply norms of the company?
Interpretation:
Supply norms of most of companies are good and very good stage and 6 of them excellently love
their supply norms but 8 of them are not happy with the supply norms.
19
68
11
6
Supply norms Rating
Good
Average
Poor
Very good
Excellent

Q10. Do the company executives convey schemes on time?
Interpretation:
Executives have the responsibilities to convey all the schemes on time to their distributors so that
distributors can convey that same to their retailers and maintain a transparency among them and
a fair relationship in which only 27 executives convey the message on time whether 23 of them
fail to convey on time.
27
23
Convey scheme on time
Yes
No

Q11. How do you rate the Representative behavior with retailers?
Interpretation:
Representative have a vital role in any distribution channel because representative have to
maintain the relationship and mutual relation with distributor on behalf of company and these
behavior create the company image in front of the distributors and among 35 out of 50 are highly
satisfied with their behavior.
35
4
2
9
Representativebehavior
Highly satiesfied
Satisfied
Unsatisfied
Highly unsatiesfied

Q12. How do you rate the Damage Policy?
Interpretation:
Damage policies are wear by most of company because if the company doesn’t support to their
distributors then the distributors will ignore and unplaced their products.17 are rated satisfied, 9
are rated unsatisfied, 12 are rated highly unsatisfied and 12 are rated highly satisfied.
17
9
12
12
Damage Policy Rate
Satisfied
Unsatisfied
Highly satisfied
Highly unsatisfied

Q13. Are you satisfied with the distribution channel of Product?
Interpretation:
Among 50 distributors 39 are satisfied with the distribution channel of their distribution channel
and 11 are not satisfied with their distribution channel.
39
11
Satisfaction level
Yes
No

CHAPTER -7
7. FINDINGS OF THE RESEARCH

This study” Study the distribution channel of lighting industry in Kolkata” to Jaquar lighting
helps me to find out the working structure of distribution channel in Kolkata in west Bengal are
as follows:-
 Almost most of distributors were found which were involved with Philips followed by
Syska, Havells and Eveready and also some of them belong from Wipro and some local
brand.
 I found the lead time of delivery is not well and they faced lack of communication gap
and some time unable to fulfill the demand of distributors.
 Most of distributors have main focus on profit margin only not on building a good
relationship to their customers.
 Some of distributors are not happy with company credit policy like Jaquar put a condition
in front of distributors to pay full payment minimum amount is 2 lakh which have to pay
to take distributorship if you fail to pay then you can’t become a distributor of Jaquar.
 Representative have a vital role in any distribution channel because representative have to
maintain the relationship and mutual relation with distributor on behalf of company and
these behavior create the company image in front of the distributors but most of them fail
to maintain long time relation.
 Executives have the responsibilities to convey all the schemes on time to their
distributors so that distributors can convey that same to their retailers and maintain a
transparency among them but almost half of the population fail to fulfill.

CHAPTER -8
8. CONCLUSION

 During the internship period Jaquar Lighting has given me a true exposure of the
Lighting Industry. Before coming here the industry for me was just as a customer point of
view. After getting into the working the scenario was totally different.
 In the analysis of the project I got aware about the policies, condition and many more
new things which is required to become a distributors.
 This analysis helped in identifying that there is lack of awareness of Jaquar lighting
amongst the people and thus the industry must take into consideration the ways to
penetrate the customers by more emphasis to make aware by knowing the communication
gap between then with the help of various Platforms.
 The Jaquar must continue to identify the problem of distributor and behavior and further
continue to satisfy the changing needs of the distributor as well as Customers.
 Moreover, if Jaquar wants to prove itself the leading brand in Lighting industry too, it has
to increase the distribution channel for the customer comfort for its usage. The services
should be such like that it can be easily available to any customer easily.
 Jaquar lighting is changing the lighting industry and is having the major effects on the
relationships with their external partner.

CHAPTER -9
9. SUGGESTIONS AND RECOMMENDATIONS

 For Jaquar advertisement is not enough till now to spread awareness around the customer.
 More marketing is required to get in knowledge in the customer mind.
 Some discount scheme may play a crucial role in advertisement.
 Can do advertising through Google pop up (SEO Marketing).
 Can do sale on online platform via Flipkart, Groffers, Amazon etc.
 Dedicate Resources – In order to establish themselves as experts and demonstrate their
channel leadership in the lighting industry, Universal Lighting Technologies’ Jaquar
recommends that distributors form a dedicated lighting solutions team to deliver technical
guidance and serve as a contractor arm.
 Get Closer –Jaquar recommends using face-to-face meetings to educate customers on
product and installation trends, such as LED retrofit versus full-fixture replacement
options, and to leave behind a document that quickly summarizes the customer’s
options. “Ideally, distributors should develop a collaborative plan to bring their sales and
marketing functions closer together,” she said. “A good plan begins with a
comprehensive end user target database that includes names, titles, phone numbers, and
physical and e-mail addresses. This list represents a powerful tool that can not only be
used by marketing to foster customer relationships and enhance awareness, but by sales
to arrange valuable face-to-face conversations.”
 Engage in Value Engineering – “One differentiator for distributors over online
competitors is their expert knowledge,” shared LEDVANCE’s McCarron, who
encourages distributors to capitalize on it. “How can distributors make it easier to share
expertise with customers? Is it by enhancing their website with more valuable content, or
by providing more online customer service options? In addition, how can we make it
easier for customers to do business with distributors and manufacturers alike?” McCarron
inquired. “Answering questions like these can help generate extra sales and customer
loyalty.”Hubbell Lighting’s Smith agreed that a ‘value engineering’ analysis of their
business is an important strategic exercise for distributors to undertake. “Start by
determining the value of each part of your chain, from the lighting manufacturer through

the distributor and contractor channel to the end user,” Smith said. “From a distributor
standpoint, staging the project — not just by job, but by floor, office, or application —
will help reduce labor costs for the installer, and of course the manufacturer can also help
by reducing the number of shipments, consolidating shipments, reducing back orders, and
delivering product on time.” He also recommends that distributors consider adding
additional capabilities, such as 24-hour pick-up service to allow contractors to pick up
material during off-hours or to offer 24-hour and/or weekend delivery solutions in
markets with major traffic congestion.
 Think Outside the Box – “What matters is that we’re always innovating and thinking
about what could be,” McCarron said. “For example, ‘what if we could combine
building materials and light sources so that light wasn’t coming out of a fixture in the
ceiling, but instead coming out of the ceiling itself?’ These are the kinds of ideas that
motivate us and keep us pushing forward, and we encourage distributors to also have that
forward-thinking mentality.”
 Collaborate – According to LEDVANCE’s McCarron, LED technology has
revolutionized the electrical distribution business by offering more choices, but at the
same time has also introduced more complexity thanks to a wide range of providers
flooding the market. “In order to better capitalize on market opportunities, distributors
should work with knowledgeable and trusted manufacturer sales partners who can help
them work through all of the confusion and who offer robust in-person and online
training on product benefits, selling points, and installation guidance,” he said. Universal
Lighting Technologies’ Phillips couldn’t agree more. “Distributors should use their
available manufacturer-offered marketing funds to support promotions, merchandising,
and samples to drive awareness in their local market,” she urged.

CHAPTER -10
10. LIMITATIONS

Keeping in view of study the Limitations are as follows-
 The research is limited to the Kolkata, West Bengal, region thus the demographical
variable may vary.
 Lack of knowledge amongst distributors and locality and about the variety of products &
distribution channel.
 The distributors are reluctant to disclose the information in the fear of getting misused.
 Walk in distributors do not hold for much time, thus in hurry of filling the questionnaire
and interaction.
 The results cannot be used for future purpose, due to the dynamic environment.

BIBLIOGRAPHY

 S. and J. Goffin. 2005. Efficient production-distribution system design. Management
Science (July): 1151-1164.
 Rolnicki, K. (1998). Managing channels of distribution. New York: AMACOM.
 Roy, S., & Sinha, I. (2014). Determinants of external ’ acceptance of new modern system
of channel in Indian lighting sector–a study. International Journal of Scientific and
Engineering Research, 5(1), 177-187.
 Hosseini, S. S., & Mohammadi, S. (2012). Review and contrast the partner engagement
in the distribution method and adaptation. Journal of Basic and Applied Scientific
Research, 2(9), 9152-9160.
 Keshvari, R. S. (2012). The impact of direct and indirect channel in initial phase of
business in any. International Business Research, 5(4), 34.
 Kumbhar, V. M. (2011). Factors affecting the distribution channel: Some evidences form
smooth ratation. Management Research & Practice, 3(4).
 . Singh, J., & Kaur, P. (2013). Distributor' attitude towards technology based services
provided by the organization: Empirical analysis. International Journal of Commerce and
Management, 23(1), 56-68.
 Firdous, S., & Farooqi, R. (2017). Impact of distribution channel on service quality on
customer satisfaction. The Journal of Internet Banking and Commerce, 22(1), 1-17

APPENDIX

Questionnaire
We Jaquar wishing you a good day!!!
We are doing project on “To understand the distribution channel in Kolkata”.
You are a great help!!!
We at Jaquar Lighting are on a daring quest to collect the right data about the
distribution channel in Kolkata. Our target audience involve s everyone who is
dealing in the sale of Jaquar lightening products. This is why we have chosenyou.
We assure you that your identity and information is secure with us and we only use
for the research purposewhich I mentioned above and nothing for else.
Thanks for helping us out.
PROFILE
Shop Name:-……………………………………
Owner Name:-………………………………….
Gender: - Male ( ) Female ( ) Others ( )
Location:-…………………………………………………………………………...
Contact:-……………………………..Email id:-………………………………….
Q1.Which company distributorship you have?
a.) Philips ( )
b.) Syska ( )
c.) Havells ( )
d.) Eveready ( )
e.) Others ( )

Q2. From how many years you are involve in distributorship of lighting Product?
a.) Less than a year ( )
b.) 1-3 years ( )
c.) 3-5 years ( )
d.) More than 5 years ( )
Q3. Reason for Selling Lighting Product of particular brand?
a.) Margin ( )
b.) Promotional Schemes ( )
c.) Demand ( )
d.) Dealer relationship ( )
e.) Credit Policy ( )
f.) Other Reasons ( )
Q4. Reason for not selling Jaquar Product?
a.) Credit Policy ( )
b.) Promotional Material Not Supplied on Time ( )
c.) Schemes are not conveyed on time ( )
d.) Supply of product is not proper ( )
e.) Don’t Wish To Specify ( )
Q5. How much time does it take for delivery of your Product after ordering?
a.) 6-12 Hours ( )
b.) 1 to 2 Days ( )
c.) 2 to 7 Days ( )
d.) More than7 Days ( )
Q6. How do you rate the schemes of the company?
a.) Good ( )
b.) Average ( )
c.) Poor ( )
Q7. How do you rate the credit policy of the company?
a.) Good ( )
b.) Average ( )
c.) Poor ( )
Q8. How do you rate the Quality of Product?
a.) Good ( )
b.) Average ( )
c.) Poor ( )
d.) Very good ( )
e.) Excellent ( )

Q9. How do you rate the Supply norms of the company?
a.) Good ( )
b.) Average ( )
c.) Poor ( )
d.) Very good ( )
e.) Excellent ( )
Q10. Do the company executives convey schemes on time?
a.) Yes ( )
b.) No ( )
Q11. How do you rate the Representative behavior with retailers?
a.) Highly Satisfied ( )
b.) Satisfied ( )
c.) Dissatisfied ( )
d.) Highly Dissatisfied ( )
Q12. How do you rate the Damage Policy?
a.) Highly Satisfied ( )
b.) Satisfied ( )
c.) Dissatisfied ( )
d.) Highly Dissatisfied ( )
Q13. Are you satisfied with the distribution channel of Product?
a.) Yes
b.) No
Q14.What is the differences in the channel distribution from its competitors?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Q15. Any Suggestions /Recommendation
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Date:-……………………. Signature:-………………………

ANNEXURE

Distribution channel

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