A STUDY ON BUYER BEHAVIOUR WITH SPECIAL REFERENCE TO KERALA MINERALS AND METALS LIMITED (KMML), CHAVARA, KOLLAM.

Submitted in partial fulfillment of the requirement for the award for the degree of

MASTER OF BUSINESS ADMINISTRATION of

MAHATMAGANDHI UNIVERSITY, KOTTAYAM BY

Mr. VYSHAKH.S Reg no: 30519

Under the guidance of Ms. LATHA . K

GIRIDEEPAM INSTITUTE OF ADVANCED LEARNING KOTTAYAM

( Affiliated to MG University ) Vadavathoor P.O, Kottayam Kerala pin: 686010, Ph: 0481-2578789

2011-2013

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DECLARATION

VYSHAKH.S 4th semester MBA Girideepam Institute of Advanced Learning, Kottayam Reg No : 30519

I VYSHAKH.S, hereby declare that the project report entitled A STUDY ON BUYER BEHAVIOUR WITH SPECIAL REFERENCE TO KERALA MINERALS AND METALS LIMITED, CHAVARA submitted by me in partial fulfillment of the requirement for the award of the degree of Master of Business Administration is my original and it has not been previously formed the basis for the award of any degree, diploma, fellowship or any other similar titles.

PLACE : DATE :

VYSHAKH.S

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ACKNOWLEDGEMENT
First and foremost, I thank the Almighty God, the light of my life granting me the strength, courage and knowledge to complete this project successfully. I express my sincere thanks to Mr.UNNIKRISHNAN (Marketing Manager), KMML, Chavara for granting me permission to undertake the project work and providing me all valuable information. I express my profound sense of gratitude to Mr. JERRY JOSEPH (DY. MANAGER), KMML, Chavara who have directed me through the project and have been a constant source of information. I express my sincere thanks to all of the staff of KMML for the guidance rendered in my study. I am very much obliged to the respondents who have helped me in the collection of data for my work. I would like to express my heartfelt thanks to, our Director, Rev. Dr. VARGHESE KAIPPANADUKKA O.I.C, GIRIDEEPAM INSTITUTE OF ADVANCED LEARNING, KOTTAYAM for his kind patronage. I am extremely thankful to our principal Dr.ABRAHAM SEBASTIAN AIKKARA, GIRIDEEPAM INSTITUTE OF ADVANCED LEARNING, KOTTAYAM for granting me permission to undertake this project work. I express my sincere thanks to Ms.LATHA.K, ASSOCIATE PROFESSOR, Department of Management Studies, GIRIDEEPAM INSTITUTE OF ADVANCED LEARNING, KOTTAYAM , for the valuable guidance and support to complete the project successfully. I take this opportunity to express my deep gratitude to many people without whose cooperation I could not have successfully completed this project work. I am extremely thankful to my beloved parents and friends who have directly and indirectly helped me in some way or the other in bringing out this report successfully. VYSHAKH.S

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ABSTRACT
The title of the study is A STUDY ON BUYER BEHAVIOUR WITH SPECIAL REFERENCE TO KERALA MINERALS AND METALS LIMITED, CHAVARA. Buyer behavior is all psychological, social and physical behavior of potential customers as they become aware of, evaluate purchase, consume and tell other, people about product itself and services. It is the process where by the individuals or the organization decide what, when, where, how and from whom to purchase goods and services. Buying decision is more complex. The purchase decision are based on many factors, such as compliance with product specifications, product quality, availability or timely supply, acceptable payment and other commercial terms, cost effectiveness, after sale service and so on. In 1990 by the German scientist Dr.Schomberg who found traces of monazite in the sand flakes on the imported coir from Sankarmangalam, Chavara. By 1932, a visionary private

entrepreneur established the F. X. Perira and Sons (Travancore) Pvt. Ltd, the forerunner to KMML. During the course of time, KMML changed hands three times over. In 1956 it was taken over by the state government and was placed under the control of the industries department. The unit was subsequently converted as a limited company in 1972 by the name of The Kerala minerals and Metals Limited. with the following broad objectives. Optimum utilization of mineral wealth found along the sea coast of Kollam-Alappuzha Districts. Large scale generation of employment of the state in general. Overall growth and development of the local area in particular and the state in general. The objectives of the study are: To understand the buyer decision process. To study the factors influencing the buyer behavior of KMML The type of research used was a descriptive study. Both primary and secondary data was collected for the study. Total population of the study was the customers of KMML, Chavara; sample size taken for the study was twenty five. The sampling technique is used is simple random sampling. The tools used for analysis are Chi-Square test and Percentage Analysis method.
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From the study the researcher found out that the respondents are satisfied with the quality of the products provided in KMML. But most of the respondents are not highly satisfied with the exchange facilities provided to its customers. The researcher suggested the company to make area wise marketing as most of its customers is located in the northern region. The company should take appropriate pricing policies and also should take appropriate steps in maintaining its quality standards and also recommended to conduct industrial exhibitions to make its customers aware of their product features, its applications and also the quality of the products offered.

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TABLE OF CONTENTS Chapter No. Title Page No.

1.1 Introduction 1 1.2 Industry Profile 1.3 Company Profile 1.4 Product Profile

1 9 15 26

2.1 Title of the study 2 2.2 Review of Literature 2.3 Research Methodology 2.4 Objectives of the study 2.5 Limitations of the study

34 34 37 42 42

FINDINGS, SUGGESTIONS & CONCLUSIONS 3.1 Findings 3 3.2 Suggestions 3.3 Conclusions 77 78 79

Bibliography Appendices

80

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LIST OF TABLES
Table No. Title Page No.

3.1

Table showing gender of respondents.

44

3.2

Table showing age of respondents.

45

3.3

Table showing the quality of the product play an intrinsic part in buying.

46

3.4

Table showing competitive developments change the buying pattern.

47

3.5

Table showing the organization structure is one of the most important factor in the buying decision.

48

3.6

Table showing the procedure followed by the organization majorly affects the buying.

49

3.7

Table showing the polices of the organization have a hand in the buying pattern.

50

3.8

Table showing the supply conditions play a leading role in the buying behavior.

51

3.9

Table showing the price of the product influences the buying process.

52

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3.10

Table showing the experiences of the participants influences the buying.

53

3.11

Table showing the income of the participants plays a leading role in the buying pattern.

54

3.12

Table showing the risk bearing attitudes of the participating individual.

55

3.13

Table showing the education level and background of the participants affect the buying process.

56

3.14

Table showing the political and legal changes will lead to changes in buying.

57

3.15

Table showing the technology changes lead to changes in buying.

58

3.16

Table showing the personality of the participants plays a crucial role in the buying process.

59

3.17

Table showing the economic developments influence the buying behavior.

60

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LIST OF FIGURES Table No. Title Page No.

3.1

Figure showing gender of respondents.

44

3.2

Figure showing age of respondents.

45

3.3

Figure showing the quality of the product play an intrinsic part in buying.

46

3.4

Figure showing competitive developments change the buying pattern.

47

3.5

Figure showing the organization structure is one of the most important factors in the buying decision.

48

3.6

Figure showing the procedure followed by the organization majorly affects the buying.

49

3.7

Figure showing the polices of the organization have a hand in the buying pattern.

50

3.8

Figure showing the supply conditions play a leading role in the buying behavior.

51

3.9

Figure showing the price of the product influences the buying process.

52

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53 3.10 Figure showing the experiences of the participants influences the buying.

3.11

Figure showing the income of the participants plays a leading role in the buying pattern.

54

3.12

Figure showing the risk bearing attitudes of the participating individual.

55

3.13

Figure showing the education level and background of the participants affect the buying process.

56

3.14

Figure showing the political and legal changes will lead to changes in buying.

57

3.15

Figure showing the technology changes lead to changes in buying.

58

3.16

Figure showing the personality of the participants plays a crucial role in the buying process.

59

3.17

Figure showing the economic developments influence the buying behavior.

60

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1.1 INTRODUCTION
Buyer behavior is all psychological, social and physical behavior of potential customers as they become aware of, evaluate purchase, consume and tell other, people about product itself and services. It is the process where by the individuals or the organization decide what, when, where, how and from whom to purchase goods and services. Buying decision is more complex. The purchase decisions are based on many factors, such as compliance with product specifications, product quality, availability or timely supply, acceptable payment and other commercial terms, cost effectiveness, after sale service and so on.

PURCHASING ACTIVITIES:

The industrial purchasing (or buying) activities consist of various phases (or stages) of buyingdecision making process. The importance to be given to the various phases will depend upon the type of buying (or purchase) situations. The industrial marketers should understand both the phases of decision making process and the types of buying situations. Robinson, Faris and Wind developed eight phases of buying-decision process in industrial market in 1967, and called the process Buy phases.

Buy phases in the Industrial Buying-decision Process:

Buying is an organizational-decision making process. There are eight phases (or stages) in the buying-decision process, indicating the logical sequence of activities.

PHASES IN BUYING DECISION PROCESS:

i. Recognition of a problem or need. ii. Determination of the application or characteristics and quantity of needed product. iii. Development of specifications or description of needed product. iv. Search for qualifications of potential suppliers.
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v. Obtaining and analyzing supplier proposals. vi. Evaluation of proposals and selection of suppliers. vii. Selection of an order routine. viii.Performance feedback and post-purchase evaluation.

1. Recognition of a Problem (or Need):

The recognition of a problem or need may originate within the buying firm or may also be recognized by a smart marketer. When the quality of material supplied by the existing supplier is not satisfactory, or the material is not available when required, or the machine supplied by the existing supplier breaks down too often, the buying organization recognizes the problem. If an industrial marketer identifies a problem in the buying organization and suggests how the problem could be solved, there will be a better possibility of it being selected as a supplier. Consider the case of a material handling equipment manufacturing company.

The sales executive of a material handling Equipment Company visited a car manufacturing company in India, and while taking a walk on the shop floor of the car manufacturer, he noticed a long queue of trucks waiting to unload the incoming components and parts. The operation of unloading was taking a long time, as it was done in semi-manual way. He studied the operation and then suggested that he could supply an automatic equipment (that is, Hydroelectric lifttable), which could reduce the time of unloading substantially. 2. Determination of the Characteristics and Quantity of Needed Product: Once the problem is recognized within or outside the buying organization, the next phase is how to resolve the problem. The buying firm will try to answer questions such as: What type of products or services to be considered? What quantity of the product needed? and so on. For technical products, the technical departments (R&D, industrial engineering, production, or quality control) will suggest general solutions of the needed product. For non-technical goods or services, either the user department or purchase department may suggest products or services, based on experience and also the quantity required to solve the problem. However, if the required information is not available internally within the buying organization, the same can be obtained from the outside sources.

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3. Development of Specifications of Nedded Product:

After the general solutions to the problem is determined in the second phase, the buying organization, in the third stage, develops a precise statement of the specifications or characteristics of the product or service needed. During this stage the purchase department takes the help of their technical personnel, or if required, outside sources such as suppliers or consultants. Industrial marketers have a great opportunity to get involved at this stage by helping the buyer organization to develop product specifications and characteristics. It would give a definite advantage by ensuring that the needed product includes his or her company's product characteristics and specifications.

4. Search for Qualifications of Potential Suppliers:

In this phase the buying organization searches for acceptable suppliers or vendors. The first step taken by the buyer is to obtain information on all the available suppliers and then, in the second step, decide on the acceptable or qualifying suppliers. The search for potential suppliers is based o the various sources of information like trade journals, sales calls, word of mouth, catalogues, trade-shows, and industrial directories. The Qualifications of acceptable supplies will depend on (a) the type of buying organization (i.e.; government undertaking, private sector commercial organization, or institutions), (b) the buying situation (described subsequently in this chapter), and (c) the decision making members (also described subsequently in this chapter). However, generally the factors such as quality of product or service, reliability in delivery, and service are considered in qualifications of suppliers.

5. Obtaining and Analyzing Supplier Proposals: Once the qualified suppliers are decided, the buying organization obtains the proposals by sending enquires to the qualified suppliers. A supplier's proposal can be in the form of a formal offer, quotation, or a formal bid, submitted by the supplier to the buying organization. It should include (a) the product specification, (b) price, (c) delivery period, (d) payment terms, (e) taxes and duties applicable, (f) transportation cost (or fright), (g) cost of transit insurance, and (h) any other relevant cost or free service provided.

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For technically complex products and services, a lot of time is spent on analyzing proposals in terms of comparisons on products, services, deliveries, and the landed costs (which includes the price after discount plus excise duty, sales tax, freight, and insurance).

6. Evaluation of Proposals and Selection of Suppliers:

The buying organization evaluates the proposals of competing suppliers and selects one or more suppliers. Further negotiations may continue with selected suppliers on prices, payment terms, deliveries, and so on. The decision makers in the buying organization may evaluate each supplier on a set of agreed-upon attributes or factors.

7. Selection of an Order Routine:

In this stage, the mechanics of exchange of goods and services between a buyer and a seller is worked out. The activities include (a) placement of orders (i.e. purchase orders) with the selected suppliers, (b) the quantity to be purchased from purchased from each supplier, (c) frequency of order placement by buyers and delivery schedules to be adhered to by the supplier, (d) levels of inventory needed, (e) follow up of actual delivery to ensure it to be as per delivery schedule, and (f) the payment terms to be adhered to by the buyer. The user (or indenting) department would not be satisfied until the supplier delivers the required item as per delivery schedule, and with acceptable quality.

8. Performance Feedback and Post-purchase Evaluation: In this final phase, a formal or informal review regarding the performance of each supplier (or vendor) takes place. The user department gives a feedback on whether the purchase item solved the problem or not. If not, the members of the decision making unit review their earlier decision and decide to give a chance to the previously rejected supplier.

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TYPES OF PURCHASES OR BUYING SITUATIONS:

There are three common types of buying situations, called buy classes:

(1) New Purchase (or New Task) (2) Change in Supplier (or Modified re-buy), and (3) Repeat purchase (or Straight re-buy)

(1) New Purchase (or New Task): In this situation the company is buying the item for the first time. The need for a new purchase

may be due to internal or external factors. For instance, when a firm decides to diversify into new products or services, it necessitates the purchase of a new machine, material, or parts. In the new purchase situations, the buyers have limited knowledge and lack of previous experience. Hence, they have to obtain a variety of information about the product, the suppliers, and the prices and so on. In the new task decision, (a) the risks are more, (b) decisions may take longer time, and more people are involved in decision making. (2) Change in Supplier (or Modified Re-buy): A modified re-buy situation occurs when the organization is not satisfied with the performance of the existing suppliers, or the need arises for cost reduction or quality improvement. The change in supplier may also be necessary if technical people in the buying organization ask for changes in the product specification, or marketing department asks for additional features in the product to gain some competitive advantage. As a result, search for information about an alternative source of supply becomes necessary. Although certain attributes or factors can be used to evaluate supplier, there may be uncertainty regarding which supplier can best meet the needs of the buying firm. However, the modified rebuy situation occurs mostly when the buying firms are not satisfied with the performance of the existing suppliers. Consider the following example: A large multi-product, multi-location company took a decision to change the existing marketing research firm because the company was not satisfied with the quality of report submitted by the

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marketing research firm on a chemical product. The company was planning to diversify and was keen to get the information on competition, potential customers, long-term demand forecasting, and so on, from the market survey report. However, the information given in the report by the marketing research firm was vague and inaccurate. The senior executives of the company, therefore, took a decision to change the supplier. (3) Repeat purchase (or Straight Re-buy): This situation occurs when the buying organization requires certain products or services continuously and when such products or services had been purchased in the past. In such a situation, the buying organization recorders or places repeat orders with the suppliers who are currently supplying such items. This means that the product, the price, the delivery period, and the payment terms remain the same in the reorder, as per the original purchase order. This is a routine decision with low risk and less information needs, taken by a junior executive in the purchase department. Generally, the buying firms do not change the existing suppliers if their performance (on the previously established performance criteria) is satisfactory.

THE BUYGRID FRAMEWORK: Understanding organizational buying becomes easier if it is divided into different buying phases and these phases are analyzed under different buying situations (called buy classes). Robinson have formulated the buy grid framework, which combines three types of buying situations (buy classes) with eight phases of buying decision process (buy phases). An analysis of the buy phases in relation to the buy classes gave interesting results, which are summarized below: 1. All eight phases of the industrial buying process are applicable to a new-task buying situation. However, in case of modified re-buy and straight re-buy situations, only some of the buy phases are applicable.

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2. The most difficult buying situation occurs for a new-task in buy phases of problem recognition, and determination of product characteristics and specification. This is because maximum number of decision making members and influencers are involved. 3. Modified re-buy situations are not very difficult to handle. 4. Straight re-buy situations are handled in a routine manner.

Short Summary: The industrial buying process is a function of the technical complexity of the product, the commercial complexity of the negotiations and behavioral complexity of the human interactions. A fairly common way of classifying the purchase decision areas is as follows: (a) Recognition of a need; (b) Confirmation of the need; (c) Agreement on specifications; (d) Recommendations as to the suppliers; (e) Purchase authorization; and (f) Placing of the order. The elements of industrial purchase are used for the purchased item, reasons for purchase complexity. The study of buyer behavior in industrial firms is focused largely on the selection of a vendor. Most of these vendor selection studies are centered on the traditional variables of price, quality, delivery and service. There are four approaches normally followed in vendor selection. They are total cost approach, cost of quality, categorical plan and weighted plan. Industrial buying behavior can best be conceptualized as decision making in which both organizational and individual variables are paramount. The Decision Making Unit (DMU) consists of individuals who actively participate in the purchase decision making process. All these decisions are influenced by economic and emotional factors. The characteristics of DMU

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are explained. The buy phases are classified into three categories- New Task, Modified Re-buy, and Straight Re-buy. New Task describes a buying situation in which the problem encountered is a new one where information requirements are high and the consideration of alternatives is very important. Modified Re-buy situation is characterized by an essentially learning problem which has certain new aspects, but limited importance of considering alternatives. In straight Rebuy situation, the problem faced is not a new one; information requirements are minimal and there is no consideration of alternatives. The industrial buying process might be broken down into eight distinct stages for the purpose of analysis. The buy grid analytic frame work for industrial buying situation is explained. As an interdepartmental decision making unit, the buying centre is really an ad hoc coalition consisting of members with different goals. These differences emanate from both differences in personal characteristics and in role position. The conflict resolution strategies and the source of power in conflict resolution are explained. Members of the buying centre approach the selection of a vendor with uncertainty. Many dimensions of uncertainty exist and include product attributes such as quality, and vendor attributes such as delivery on time. The basis of this uncertainty is the lack of perfect information. Alleviation of uncertainty is achieved by several mechanisms. Throughout the industrial buying process, one or more of the decision makers engage in information search. The purpose of information is to reduce the uncertainty of the decision outcomes. The behavioral theory of the firm states that, when an organization discovers a solution to a problem by searching in a particular way it will be more likely to react in that way in future for problems of the same type. Thus, the order in which various alternative solutions to a problem are considered will change as the organization experience success or failure with alternatives. The buying centre is defined as members of the organization having face-to-face contact with others respect to the purchase decision and who realize or perceive both an influence and a responsibility to a purchase decision. The various blending of organizational and individual goals are also explained. Most of the decisions are group decisions, and the composition of these groups characteristically changes from phase to phase. These groups of individuals involved in the purchase process are called multiple purchase influence groups.

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1.2 INDUSTRY PROFILE:

Titanium Dioxide is one of the top 20 inorganic chemicals of industrial importance. It is the most important pigment material used. Titanium Dioxide has the highest refractive index among the known materials and hence it imparts best pigment properties such as hiding power, opacity etc. Titanium Dioxide is the whitest of the White Pigments. It is used extensively in paint, paper, plastic and other industries. High purity titanium dioxide is an important electronic material. First successful attempt to produce relatively pure titanium dioxide from ilmenite ore was made by Rossi in USA in 1908. The first titanium pigment company which initially produced composite pigments commenced production at Niagara Falls in 1918. Since those days and even today USA has been in the vanguard of development of titanium dioxide industry. Another important landmark in the history of titanium dioxide was development of improved method of thermal hydrolysis by Blumenfeld in 1920 in France. The technology was licensed to a number of companies in Europe as well as in USA. The event that revolutionized the titanium dioxide industry was the development of Chloride Technology by M/s. Du-pont around 1959. The chloride technology took the US industry by Stonn and in a short span, most of the sulphate route plants were closed or replaced by chloride route plants. In the 1960s and 1970s major investment was made in the titanium dioxide plants in Europe. M/s Tioxide of UK, M/s Kronos of Germany and M/s. Thann and Mulhouse of France have emerged as the leading European companies in the field of titanium dioxide. The Japanese industry has picked up in recent years and the Japanese production has now reached a level of about 280,000 tones, M/s. Ishihara are the leaders of the Japanese titanium dioxide industry. 5.0 In India the titanium dioxide industry arrived almost with the dawn of independence. First plant was set-up by the erstwhile State of Travancore in 1950. However, thereafter the growth of the Indian industry has been rather sluggish. 6.0 The per capita consumption of titanium dioxide in USA is about 3.4 Kg. The consumption in Asia-Pacific region is about 0.2Kg.The Indian consumption, however, is extremely low at less than 0.05 Kg. 7.0 Titanium dioxide is produced and marketed in two grades. These are Rutile and Anatase. Rutile has close packed structure whereas Anatase has, more open structure. Rutile has higher density, higher refractive index, and better resistance to chalking and higher hardness. 8.0 Because of high refractive index, titanh: m dioxide pigments exhibit the highest hiding power. If the hiding power of Rutile is
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placed at 100, that of Anatase is 78. The hiding power of other common pigments such as zinc sulphate, lithophone, white lead etc. ranges between 39 to 10. There are three main fields of applications of titanium dioxide. These are: i) ii) iii) iv) Coatings (paints) Paper Plastics Miscellaneous usages The percentage of consumption in different sectors varies from country to country. In USA coatings account for 51%, paper 24%, plastics 14% and other usages 11%. In most countries, however, the share of the plastic industry is growing in all the countries. Use of Rutile grade is preferred for applications in paints, plastics. Ceramics, etc. Anatase grade imparts a bluish tinge and is preferred by the paper industry. Similarly, Anatase grade has less hardness and is thus less abrasive. Hence Anatase grade is invariably used for delustering of synthetic textile fibres. The present (1991) requirement of titanium dioxide in the country is estimated at 47,480 tons. Out of this, about 31,530 tons (or 66.4%) is consumed by the Paint Industry. The Paper and Plastic industries requirements are about 3,000 and 5,000 tons respectively. The miscellaneous demand is about 8,000 tons. Out of the total requirements, about 65% is for Rutile grade and 35% for Anatase grade. It is anticipated that the requirements of Rutile grade will increase in the future at the expense of Anatase grade. The demand determinant sectors namely Paints, Paper and Plastics are expected to grow at the rate of 7%, 2.6% and 10% in the year upto 2000. The total demand of titanium dioxide is projected to increase to 61,620 tons by 1995 and 82,890 tons by the year 2000. This corresponds to growth rate of about 6.9% which seems very reasonable. If India could make even a small dent in the export market, the total annual requirement of titanium dioxide will cross 100,000 tons by the year 2000. Presently titanium dioxide is being manufactured in India by three companies. These are M/s. Travancore Titanium Products Limited, Trivandrum. M/s. Kerala Minerals and Metals Limited, Quilon and M/s. Kolmac Chemicals,Calcutta.
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M/s. TTP are the oldest manufacturer of titanium dioxide in India. They use sulphate process and their plant has installed capacity of 24,500 tonne. The present production level is about 10,000 tonne. The technology for the sulphate process was obtained from M/s. Tioxide of U.K. who are also the equity partners. M/s. KMML have set-up a plant to manufacture titanium dioxide by chloride process. The plant has an installed capacity of 22,000 TPY but the production is only around 9,000 TPY. The technology was provided by M/s. KMCC of USA. M/s, Kolmac have a small plant at Kalyani near Calcutta and they produce about 1,300 TPY of anatase grade pigment. The technology was developed indigenously. After several years, the operation of the plant seems to have stabilized now. The present demand (1991) has been indicated as 47,480 tons whereas the present production is about 21,800 tons. A new project of 15,000 tons capacity is being pursued actively. It is anticipated that another project of 15,000 tons shall be set up before the end of the century. On these assumptions it is projected that the domestic production of titanium dioxide will increase to 33,800 tons by the year 2000. Correspondingly, the demand shall increase to 61,620 tons and 82,890 tons. This would mean that the present demand supply gap of 25,680 tons will increase to 27,820 tons by 1995 and 32,180 tons by the year 2000. If a provision is made for exports then, the gap between demand and availability will exceed 40,000 tons. These are two distinct technologies used for manufacture of titanium dioxide . These are Sulphate process and Chloride process. The sulphate process has been in existence for more than 70 years. The process involves the following steps: i. ii. iii. iv. v. Digestion of Illmenite or Titania Slag in Sulphuric Acid Reduction and Crystallization Hydrolysis Calcination Dry Milling

The product obtained by sulphate process is usually Anatase which can be further treated to obtain Rutile. The feed stocks used for sulphate process are mainly ilmenite or titania slag. The

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major disadvantages of the sulphate process is that large quantities of waste products, (about 1012 tonnes per tone of finished product) are generated in the form of spent acid and copperas can be reduced by using titania slag as the feed stock instead of ilmenite. The chloride process was developed by Du-Pont around 1959. The main process steps are as follows: i. ii. iii. iv. Chlorination of Synthetic Rutile or other raw materials. Purifiacation of titanium tetra chloride. Oxidation of pure titanium dioxide. Finishing of raw titanium dioxide.

The main advantages of the chloride process are as follows: i. ii. iii. Product obtained is Rutile and is of a better quality. Process is continuous. The waste products generated are in small quantities.

A technical comparison of the sulphate and Chloride processes indicates that the chloride process gives a product which is finer in particle size, is low in impurity contents and less waste products are generated. As a result more and more manufacturers are progressively shifting to the chloride process. Presently about 55% of the titanium dioxide is produced by sulphate process. It is anticipated that by 1995, this proportion will drop to 5% or even lower. The elemental sulphur which is used for manufacture of sulphuric acid,required in the sulphate process has to be imported in India. The raw material assembly cost for the chloride process. So far four companies have sourced technology from abroad. M/s TTP obtained sulphate technology from M/s. Tioxide of U.K. M/s. Tioxide also joined TTP as equity partner. M/s. KMML obtained technology from KMCC of U.S.A. M/s. Kanoria Chemicals signed an agreement with M/s. KMCC for technology. However, the project was not implemented. M/s. Prodhvi Industry have an agreement with Czechoslavakia for provision of sulphate technology. On the pollution aspects, the Indian industry leaves far to be desired. M/s TTP are presently discharging copperas and waste acid in the Arabian Sea.

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On the international scene, the titanium dioxide industry is going strong and despite occasional recession in the market, the industry continues to grow at an average rate of about 2.5%. The industry is dominated by U.S.A., U.K., Germany, France and Japan. About half a dozen multi-national companies account for more than 60% of the world capacity. A number of new projects are in pipe line which include Du-Pont ventures in Taiwan, Korea and Brazil, Kronos project in USA, Tioxide projects in Canada and Au stralia, Projects in Saudi Arabia and Malaysia, etc. It is anticipated that by the year 1995 the installed capacity will cross 4.0 Million tonne. Comparison of 1990 installed capacity and demand for the year 2000 indicates that there would be a short fall of about 625,000 tonne. Thus additional capacity will have to be created before the end of the century. This would mean scope for setting up of atleast 10 new projects of about 60,000 TPY capacity. Despite the plentiful resources of titanium minerals in the country; the growth of the titanium dioxide industry in India has been constrained mainly because of the following factors: i) ii) iii) iv) Non-availability of technology. Capital intensive nature of the projects. Complex technology necessitating long gestation periods. Pollution problems.

The major technology gaps identified are as follows: i) The Sulphate Technology available in the country is relatively old.Important development have taken place in the sulphate technology in 1970s after emergence of the Chloride Technology as a competitor. These developments are not available indigenously. ii) Pollution problems in sulphate technology are alleviated by manufacture of a number of by-products. The by-products technology is well developed in Japan. This is not available in India. iii) A number of developments have taken place to overcome the pollution problems. These developments are also not available in India.

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TITANIUM DIOXIDE MANUFACTURES OF THE WORLD (COMPETITON):

1. Dupont De Nemours co. Willington (USA) 2. Ishihara Sangyo Kaichi Limited, Tokyo (Japan) 3. Rhane Roulene (France) 4. Fletchek Titanium Products (New) 5. Hilton Corporation (SA) 6. Kerr-Mc-Gee Chemicals Corporation (USA) 7. Toifine (Netherlands) 8. Kemera (Finland)

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1.3 COMPANY PROFILE:

Kerala is known as Gods own country. Its landscapes hills, beaches, and backwaters tell a story of its peoples penchants to preserve the nature and beauty. KMML has today grown into a self-sustained Green company with a commitment to develop and nature the natural environment, KMML stands for its total quality culture it terms of people, products, services, workplace safety, energy and environment. Kerala is also enriched with heavy minerals deposits. The western side of Kerala has the healing touch of Arabian Sea and the southern part of the southern part of the seashore has been roar and richest deposits of precious mineral sand. These mineral sand deposits stretch along the sea coast between two tidal channels Kayamkulam and Neendakara which is known as Black Gold Mine of Kerala which is generally known as Chavara Coast. The main content of these sand deposits are Ilmenite Monazite, Zircon, Rutile, and Leucoxene etc. In the year v 1909 Mr. Shaumberg a German Scientist discovered the presence of monazite and illminite in the black beach sand of Kerala State. The people in the coastal village of Sankara Mangalam in South Kerala made a living out of fishing and beating Coconut fibre to make coir. And once when bundles of coir were expected to Germany, it had smears of pasty, black clay, when, out of curiosity, the clay was analyzed by Dr. Schomberg, it was found that it contained traces of monazite. The land mark discovery made by the renowned Scientist changed the face of mineral industry in India. From the began a tale of opportunities, challenges, excitement, and growth. Inspired by the vast unending natural resources, KMML came into being and today stands tall among the public sector undertaking in the state. KMML is today the flagship company in the government of Kerala with a presence that extends beyond the sleepy coastal villages and making a mark in international mineral and metal.

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SALIENT FEATURES OF KMML The Kerala Minerals and Metals Limited, a State Government under taking is worlds first fully integrated Titanium Dioxide plant. KMML is Indias only producer of Rutile grade Titanium Dioxide by chloride route. KMML maintains quality systems as per ISO 9002 1994. KMML is Keralas No.1 profit maintaining company from public sector.

Annual turnover of the company is 100 crore.

Exporting aim of KMML is 1000 crore.

ORIGIN OF KERALA MENARALS AND METALS LTD:

In 1932 M/s. F.X. Pereina and Sons (Travancore) Private Ltd. Were the pioneers who established the first full fledged minerals separation industry in Chavara area in 1932 for the purpose of day separation process. These industry mining and separating the mineral sand into zircon and monazite. In 1956 the Kerala Government took over the management of a private mineral company FX Private Ltd. From 1956 to 1972 it was run by the Industrial Department of Kerala Government under the name Fx P Mineral. In 1971 the ownership of the company was transferred to the state Government. The state government realized that the mineral deposit of Chavara was the richest mineral assets of the state which requires larger exploitation. Thus the Fx P Mineral was taken over by the State Government in 1972 and renamed it was The Kerala Minerals and Metals Ltd. (KMML).

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KMML is India first and only manufacturer of Rutile Grade T102. It is the first totally integrated T102 plant in the world. The products of KMML are marketed under the Brand Name KEMOX. KMML has two units Minerals Separation unit and Titanium Dioxide pigment plant. The pigment unit was started in 1984 with the technical assistance of Kerr Me Gee Chemical Corporation. USA. Even though the company has initial technical problem KMML has been able to make history in the industrial scene in Kerala due to dedicated work of all section of employees and timely innovations in the technologies. KMML is using chloride Technology. KMML is popularly known as Titanium Complex. KMML is only Zero Debt industry in Kerala.

LOCATION OF KMML: KMML is located at Sankaramangalam near Chavara, Kollam town 85 km north to Thiruvananthapuram District very near to NH 47 and to the sea coast about 285 acres in area. KMML has a wide reputation and it is a social responsible company with an eco-friendly image. KMML has won National Acclaim for its impressive performance. popularly known as the Titanium Complex. The KMML is now

PLANT CONSTRUCTION: The Tio2 pigment construction was started in the year 1979 and commissioned in Dec. 1984. Total capital cost was Rs. 105 cores. The paid up capital of Rs. 27 cores has been fully contribution by Govt. of Kerala. The balance requirements have been financed as long term loans by financial institution such as IDBI, LIC, SBT, SBI etc.

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COMPANY VISION: KMML be a world class producer of mineral sand based value added products COMPANY MISSION: To become a nodal agency for promoting and establishing mineral based or industries in the state, value addition, effective and controlled exploitation of Tio2 pigment. To develop adequate supply base for the services and utility for development of the pigment based industries. To create more awareness about corporate social responsibilities for chemical industries. To become the leader in controlling green house gas emission so as to promote the concept of the green earth. RECOGNITIONS AND AWARDS: Honored consecutively in the second year (2003-2004) with the Capexil Award. Received Bharatyer Udyog Ratan Award (2002 2003). Best State Level Public Sector Stall Award sponsored by the Indian Institute of Metals Delhi at the fifth international trade face and seminar held at Pragathi Maidan during 2004. International gold medal quality of production and efficiency of the company by the forum Kerala Temper Global Rating in UK in 2003. Special Export Award for exceptional performs by comical and allied products exports promotion council sponsored by Ministry of Council.

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 Energy Conversion Award 1999 in appreciation for the outstanding achievement towards Energy Conversation and Management. International Global Award 2003 for the quality and efficiency awarded by the International Export Council. Marketing Campaign Award 2003 for the best marketing campaign by Asia pacific coating. FACT MKK NAIR Memorial productivity Award during the year 1999 2000. 2000 2001 2001 - 2002

A business organization has to perform a number of activities in order to run itself; in functional form of departmentalization and organization group functions or activities into primary departments. The application of functional form of departmentalization means grouping activities into department of production, marketing human resource development and finance. The various departments of KMML are: Marketing Department Personnel and Administrative Department Finance Department Production Department Material Department Fire and Safety Department Maintenance Department Project Department Data Processing Department Research and Development Department Utility Department

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Production Department: The Organization is basically a production oriented one and the production department has the position among other departments and all the departments play just auxiliary role to it. The department is divided into various sections and each section has its one identity.

Personnel Department: This department is concerned with the man power management of the company and headed by the Joint General Manager (Personnel and Administration).

Financial Department: It is entrusted with the financial matters of the company. This department headed by General Manager (Finance)

Marketing Department: KMML has monopoly in the marketing of Titanium Dioxide but at present at the company faces some marketing problems. This is because of the imported policy of the Central Government. This department is headed by the Joint General Manager (Marketing).

Fire and Safety Department: Fire and safety is the main department of KMML. It manages the processing of giving security to the employees by giving successful training and giving license to employees and machines. The details of the accident are stored in a special data base and handle this section with a most care.

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MARKETING DEPARTMENT: Marketing is the functional area an organization that is responsible for determining the actual goods and services offered to the customer. KMML has a monopolistic nature in Titanium Dioxide Pigment. It is a public limited company that stands as a leader in the production in Titanium Dioxide. The company has large number of customers all over India and from outside. The Marketing Department is engaged in selling companys products. There is no separate sales department and the marketing department also keeps details report about their customer, products, product group, contract, dispatch and payment. FUNCTIONS OF MARKETING DEPARTMENT 1. Grading: The products of the company are sold on the basis of grades. Quality is the basis of grading the products. Six grades to Titanium Dioxide are produced and it is further graded into A, B and C 2. Packing and labeling: Packing has become a potent marketing tool. Well designed packages a potent marketing tool. Well designed packages can create convenience and promotional value. In KMML

Titanium Dioxide packed in walled paper bags. There are chances for dispute in weight of consignment; in such cases weight recorded in bridge is taken as final. 3. Selling: KMML sell its product directly to its customers and stockiest the company through the country appoints the stockiest. The stockiest must purchase a minimum of 150 mega tone of Titanium Dioxide annual at the price fixed by the company and should order of 7.5 mega tone. The stockiest in turn sell Titanium Dioxide pigment to their area wise retailer and final consumer. 4. Dispatching: After receiving the order from the stockiest, the marketing department manages the execution of order by way of dispatching.

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For dispatching the goods the following formalities are to completed by the customers. Payment Transportation and insurance For dispatching of goods payment must be made in the form of Demand Draft or Cheque. Demand Draft should be drawn from any schedule bank or by irrevocable sight letter or credit. In order to complete in the global market, now the company has declared a credit scheme of 60 days to its selected major customers. For parties availing credit discount, rate shall be reduced at the rate of 1% per month of the credit availed. The various document and registers to be prepared for dispatching goods are as follows. 1. Order Register:

The order received is entered in the register. It shows receiving order, name of the party, grades of the product, payment of the cash and also reveals the destination and transporters name. 2. Delivery note:

This document is prepared by dispatch section of marketing department and is prepared before the goods are dispatched. The delivery note has to be maintained in triplicate and stolid be serially numbered.

(a) Delivery Chelan:

It contains the details about the goods, name of carriers, lorry receipt number, gate pass and date of dispatch.

(b) Invoice:

This is prepared by the finance department and submitted to the marketing department. It shows the name of the customers.

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MARKET STRATEGY Market Strategy decides the success at the business unit level which in turn decides the total corporations success. The linkage between the market strategy and overall corporate success is indeed direct and vital since the marketing objective is the purpose of marketing strategy. It is the only logic that market strategy takes its direction from marketing objectives of the firm. MARKETING MIX OF KMML Marketing Mix is the term and used to describe the combination of the inputs which constitutes the core of the companys marketing system. They are: a) b) c) d) Product Price Place Promotion

Product: At present KMML product six grades of Titanium products. They are: KEMOX RC 800 KEMOX RC 800 PG KEMOX RC 813 KEMOX RC 822 KEMOX RC 802 KEMOX RC 808

The other products are: Monazite Silliminite

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Zircon Leucoxene Titanium Titanium Tetra Chloride Iron Oxide Bricks

Price: Price is the only element in the marketing mix which produces revenue, all other elements represent costs. Now a day KMML pricing and price competition is the problem facing by the marketing executives. Since KMML is monopolistic in nature, company has to face much competition from outside market and its pricing is based on import market price, quality, quantity and many other factors. Place: Marketing channel decisions among the most important decision that management faces. A companys channel decisions directly affect every other marketing decisions depends on how much persuasion training and motivation the dealer needed. All the grades of Titanium Dioxide pigment come under the category of industrial goods . Titanium Dioxide is mainly used in paints industry, printing industry, etc., the customers of the KMML can be divided into three. They are: Major Customers Stockiest Other Customers Major Customers Asian paints Corlass Nerolac Berger Paints Finolex Shalimar Paints

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ICI India Ltd. Jenson and Nicholson Snowcem Chemicals Hindustan Latex & Resins Billaspur Industries Mega Meditex Camlin

Stockiest:

KMML has appointed stockiest in various parts of the country in order to sell Rutile grade of Titanium Dioxide. At present KMML have 44 stockiest. They are located in various parts of the country. The duly of the stockiest is that they will store the various grade of pigment of KMML and will supply to end users.

Customers:

KMML has more than 250 customers in different parts of India

Production:

KMML is the sole manufacturer of Rutile grade of Titanium Dioxide in India. Hence there is no much competition in the world market. KMML makes advertisement in trade journals, industrial news, magazines, etc., advertisement is also given in the news paper while appointing stockiest.

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1.4 PRODUCT PROFILE:

KMML always maintains high standards of perfection, achieving technical excellence in every phase of production. Catering to strict guidelines, KMML offers a wide range of products for quality conscious customers. Our products go into the manufacture of a variety of products used in everyday life. Dress materials, facial creams, tablets, newsprints, wood paints, emulsions, enamels, plastics, tooth paste, rubber products, cosmetics, and printing ink All contain titanium dioxide. Believe it; you need our products to brighten your life. The various products of KMML are:

Titanium Dioxide Pigment (Rutile)

KEMOX -RC 800 KEMOX - RC 800 PG KEMOX - RC 802 KEMOX - RC 804 KEMOX - RC 808 KEMOX - RC 813 KEMOX - RC 822 Titanium Tetra Chloride

Ilmenite

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Rutile

Leucoxene

Zircon

Sillimenite

Monazite

Iron Oxide Bricks

KEMOX RC 800 Application Kemox RC 800 is recommended for printing inks, high gloss coatings, industrial coatings, low abrasivity pigment for letter press gravure polyamides and exterior applications where maximum chalk resistance is not required.

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KEMOX RC 800 PG General Description Kemox RC 800 PG is a low oil absorption, medium durable alumina treated plastic grade rutile pigment produced by the chloride process. It has high tinting strength and excellent dispersion property. RC 800 PG exhibits comparatively low abrasivity. Application Kemox RC 800 PG finds application in plastic requiring a blue white high dispersion TiO2. Other areas of application are powder coating, polyethylene films and vinyl sheet goods. It is used in most other common plastic/ rubber floor like applications. KEMOX RC 802 General Description Kemox RC 802 is a multi purpose superior performance rutile titanium dioxide pigment produced by the chloride process. It is surface treated with alumina and silica. RC 802 has good opacity and weathering property. It has high gloss and is easily dispersible. Application Kemox RC 802 is recommended for both interior and exterior applications. This is recommended for architectural and industrial paints-both solvent and water based. KEMOX RC 808 General Description Kemox RC 808 IS chloride process rutile dioxide pigment surface treated with alumina, zirconia and silica. It is designed to a universal grade suitable for multipurpose applications where outstanding optical properties, very good gloss retention and chalk resistance are required. Kemox RC 808 gives high gloss, haze free finishes and high brightness. It is easily dispersed and has high tinting strength and produces clean shades in tints.

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Application Kemox RC 808 is recommended for automotive, industrial and architectural finishes. It is also recommended for oil coating, radiation cured finishes, emulsion paint systems powder coating, water borne coatings and printing inks. It can also be used for letter-presses gravure, polyamides and other inks where low abrasive pigments are required. KEMOX RC 813 General Description Kemox RC 813 is a highly treated rutile pigment produced by the chloride process. It is surface treated with alumina and silica. It has highest dry hiding properties. KEMOX RC 813 has the highest durability in exterior weathering. I t has excellent dispershibility. Application Kemox RC 813 can be used in both interior and exterior low gloss and flat paints and coatings- both solvent and water based. It finds applications in interior flat wall paints, exterior low gloss or flat house paints, low gloss maintenances paints, low gloss or flat chemical coating etc. KEMOX RC813 can be described as a universal pigment for all coating formulated at higher percentage pigment volume concentrations. KEMOX RC 822 General Description Kemox RC 822 is a silica alumina and organic treated titanium dioxide pigment produced by the chloride process. It has the highest degree of gloss and tint retention properties in exterior film applications. It is characterized by an optical balance of high initial gloss, ease of dispersion, pacifying power and exterior weathering properties. Application Kemox RC 822 is recommended for interior and exterior enamels and lacquers for industrial and architectural purpose.

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TITANIUM TETRA CHLORIDE General Description Titanium tetra Chloride (synonym Tickle) is produced as an intermediary product in the production of rutile grade titanium dioxide pigment. It is colorless to pale yellow liquid. Titanium Tetra Chloride reacts violently on contact with water and expands to 1600 times its liquid volume on exposure creating smoke screen and thereby necessitate careful handling. Application Titanium Tetra Chloride is exclusively used in the manufacture of Titanium dioxide pigment, Titanium sponge/metal. Titanium salts, Butyl titanate and Titanium oxy-chlorides. ILMENITE Ilmenite is a weakly magnetic titanium-iron oxide mineral which is iron-black or steel-gray. It is a crystalline iron titanium oxide (FeTiO3) with a hexagonal crystal system and a metallic luster. The majority of the Ilmenite mined is used as a raw material for pigment production. Raw Ilmenite is processed in various phases to arrive at the white pigment that is available to us as Titanium Dioxide (TiO2), which finds use in our every day life. RUTILE Rutile is a mineral composed primarily of titanium dioxide, TiO2. Rutile is the most common natural form of TiO2. Rutile has among the highest refractive indices of any known mineral and also exhibits high dispersion. Natural rutile may contain up to 10% iron and significant amounts of niobium and tantalum. Rutile, when present in large enough quantities in beach sands, forms an important constituent of heavy mineral sands ore deposits. Finely powdered rutile is a brilliant white pigment and is used in paints, plastics, papers, foods, and other applications that call for a bright white color. Titanium dioxide pigment is the single greatest use of titanium worldwide. Nanoscale particles of rutile are transparent to visible light but are highly effective in the absorption of UV light. Hence, they are used in sunscreens to protect against UV induced skin damage.

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Small rutile needles present in gems are responsible for an optical phenomenon known as asterism. Asteriated gems are known as "star" gems. Star sapphires, star rubies, and other "star" gems are highly sought after and often more valuable than their normal equivalents. Rutile is widely used as a welding electrode covering. KMML is Indias first and only manufacturer of Rutile Grade Titanium dioxide by chloride process. LEUCOXENE Leucoxene is a fine granular alteration product of titanium minerals. It varies in colour from yellow to brown. It is not a valid mineral species and consists mainly of rutile or anatase. It is observed in some igneous rocks and iron ore deposits as the result of the alteration of ilmenite, perovskite, or titanite. ZIRCON Zircon is the most important ore of the rare element hafnium, which is often present in considerable quantities in zircon. Zircon is a very popular gemstone, and gems of all different colors are cut from Zircon. Zircon crystals are also popular among mineral collectors, especially collectors specializing in crystals. Minerals like Zircon, which is mined from the beach sands, is used in the development of nuclear technology. SILLIMANITE KMMLs Pigment Production Plant produces the finest sillimenite from naturally occurring minerals / ores. MONAZITE The mineral monazite is a reddish-brown phosphate containing rare earth metals and an important source of thorium, lanthanum, and cerium. Because of the presence of thorium within

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monazite, it can be radioactive. Due to the alpha decay of thorium and uranium, monazite contains significant amount of helium, which can be extracted by heating. Applications KEMOX RC 822 from KMML is a multiple application pigment, which is in great demand in the world market. We also produce other grades of Titanium Dioxide pigments like RC 800 PG, RC 800, RC 802, RC 813, RC 822 and RC 808. Minerals like Zircon and Monazite are used in the development of Nuclear Technology. We manufacture Iron oxide bricks from the waste Iron Oxide, which is used for building purpose. The KMML Titanium pigments are reputed for their high degree of gloss, tint retention capacities and ease of dispersion. Following are some of the major / common applications of the products that we manufacture: TITANIUM DIOXIDE PIGMENT(RUTILE) Paints Printing Inks Plastic Paper Rubber Textiles Ceramics LEUCOXENE Welding electrodes Titanium Dioxide pigment Titanium Tetra Chloride Titanium Compounds MONAZITE Rare earth industry Nuclear technology

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TITANIUM TETRA CHLORIDE Titanium Dioxide Pigment Titanium Dioxide Pigment Titanium salts Butyl Titanate Titanium Ox chlorides

RUTILE Welding electrodes Titanium compounds Titanium Dioxide Pigment Titanium metal/sponge Titanium Tetra Chloride

ILMENAITE Synthetic Rutile Titanium Tetra Chloride Ferro Titanium alloys Welding electronics Titanium Dioxide pigment Titanium salts

ZIRCON Ceramics Foundries Refractories Zirconium Chemicals Zirconium metals Nuclear technology

SILLIMANITE High temperature refractory Ceramic industry

IRON OXIDE BRICKS As building Material

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2.1 TITLE OF THE STUDY:

The title of the study is A Study on Buyer Behavior with special reference to Kerala Minerals and Metals Limited, Chavara

2.2 REVIEW OF LITERATURE:

The topic of consumer behaviour is one of the massively studied topics by the researchers and marketers in the past and still being studied. Researchers show different reasons as to why consumer behaviour has been the topic of many academics and researchers. One of the common views is that understanding consumer behaviour has become a factor that has a direct impact on the overall performance of the businesses (Kotler and Keller, 2012). Another view suggests that understanding consumer behaviour has become crucial especially due to fierce competition in retail industry in the UK and worldwide (Lancaster et al, 2002). This chapter will introduce some other areas of research background of consumer behaviour addressing the works of researchers and marketers. Moreover, consumer decision making process, in particular, five stages of consumer decision making process will be discussed in detail. It is worth noting that consumer buying behavior is studied as a part of the marketing and its main objective it to learn the way how the individuals, groups or organizations choose, buy use and dispose the goods and the factors such as their previous experience, taste, price and branding on which the consumers base their purchasing decisions (Kotler and Keller, 2012). One of such studies of consumer buying behaviour has been conducted by Acebron et al (2000). The aim of the study was to analyze the impact of previous experience on buying behaviour of fresh foods, particularly mussels. In their studies the authors used structural equation model in order to identify the relationship between the habits and previous experience on the consumer buying decision. Their findings show that personal habits and previous experience on of the consumers have a direct impact on the consumers purchase decision in the example of purchasing fresh mussels. They also found that the image of the product has a crucial impact on the purchasing decision of the consumer and further recommended that the product image should continuously be improved in order to encourage the consumers towards purchasing.

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Another study conducted by Variawa (2010) analyzed the influence of packaging on consumer decision making process for Fast Moving Consumer Goods. The aim of the research was to analyze the impact of packaging for decision making processes of low-income consumers in retail shopping. A survey method has been used in order to reach the research objectives. In a survey conducted in Star Hyper in the town of Canterville 250 respondents participated. The findings of the research indicate that low-income consumers have more preferences towards premium packaging as this can also be re-used after the product has been consumed. Although the findings indicate that there is a weak relationship between the product packaging and brand experience. However, it has been proven by the findings of the research that low-income consumers have greater brand experience from the purchase of premium products when compared to their experience from purchasing cheap brand products. Lee (2005) carried out study to learn the five stages of consumer decision making process in the example of China. The researcher focuses on the facts that affect the consumer decision making process on purchasing imported health food products, in particular demographic effects such as gender, education, income and marital status. The author employed questionnaire method in order to reach the objectives of the research. Analysis of five stages of consumer decision making process indicate that impact of family members on the consumer decision making process of purchasing imported health food products was significant. The author further explains this by the fact Chinese tradition of taking care of young and old family members have long been developed and marriage is considered to be extremely important in Chinese tradition. This reflects in the findings of the study that the purchase of imported health food products made by a person for the people outside the family is declined significantly by both male and female Chinese after they get married. Five Stages Model of consumer decision making process has also been studied by a number of other researchers. Although different researchers offer various tendencies towards the definitions of five stages, all of them have common views as they describe the stages in similar ways. One of the common models of consumer decision making process has been offered by Blackwell et al (2006). According to him, the five stages of consumer decision making process are followings: problem/need recognition, information search, evaluation of alternatives, purchase decision made and post-purchase evaluation.
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Each stage is then defined by a number of researchers varying slightly but leading to a common view about what each stage involves. For example, according to Bruner (1993) first stage, need recognition occurs when an individual recognizes the difference between what they have and what they want/need to have. This view is also supported by Neal and Questel (2006) stating that need recognition occurs due to several factors and circumstances such as personal, professional and lifestyle which in turn lead to formation of idea of purchasing. In the next stage, consumer searches information related to desired product or service (Schiffman and Kanuk, 2007). Information search process can be internal and external. While internal search refers to the process where consumers rely on their personal experiences and believes, external search involves wide search of information which includes addressing the media and advertising or feedbacks from other people (Rose and Samouel, 2009). Once the relevant information about the product or service is obtained the next stage involves analyzing the alternatives. Kotler and Keller (2005) consider this stage as one of the important stages as the consumer considers all the types and alternatives taking into account the factors such as size, quality and also price. Backhaus et al (2007) suggested that purchase decision is one of the important stages as this stage refers to occurrence of transaction. In other words, once the consumer recognized the need, searched for relevant information and considered the alternatives he/she makes decision whether or not to make the decision. Purchasing decision can further be divided into planned purchase, partially purchase or impulse purchase as stated by Kacen (2002) which will be discussed further in detail in the next chapters. Finally, post-purchase decision involves experience of the consumer about their purchase. Although the importance of this stage is not highlighted by many authors Neal et al (2004) argues that this is perhaps one of the most important stages in the consumer decision making process as it directly affects the consumers purchases of the same product or service from the same supplier in the future. The most noteworthy writers that serve as academic advocates of The Five Stage Model of consumer decision making include Tyagi (2004), Kahle and Close (2006) Blackwell et al. (2006), and others.
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It is important to note that The Five Stage Model is not the only model related to consumer decision-making, and there are also a range of competing models that include StimulusOrganism-Response Model of Decision Making developed by Hebb in 1950s, Prescriptive Cognitive Models, The Theory of Trying (Bagozzi and Warsaw, 1990), Model of Goal Directed Behaviour (Perugini and Bagozzi, 2001) and others.

2.3 RESEARCH METHODOLOGY:

According to Clifford woody research comprises defining and redefining problems formulate hypothesis or suggested solution , collection and organising and evaluating data, making deduction and reading conclusion ,and; last carefully testing the conclusion to determining whether they fit the formulating. Research is an art of scientific investigation. It is a common way of search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact research can also be thought as careful investigation especially through search for new facts in any branch knowledge.

Research design
Research design is a master plan or model for the conduct of formal investigation survey; it is the specification of methods and procedures for accruing the informatics needed for solving the problem. A research design is the arrangement of conditions for collection and analysis of data manner thats aim to combine relevance to the research purpose with economy procedure Research design is the conceptual structure.

Research methodology
Research methodology is a way to systematically solve the research problem. It is necessary for the researcher to know not only the research method or technique but also the

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methodology. Research methodology is the description, explanation and justification of various methods of conducting research, with in which research is conducted. The type of research descriptive study. Primary sources of data will be collected through using structured questionnaires with 5-point scale method. Secondary sources of data will be magazines, files, records etc of the organization. The total population of employees in KMML is around two thousand. The researcher has taken sample unit as employees in Marketing Department and sample size as twenty. The sampling technique used for this study is random sampling. The tools used for analysis are Chi-Square test and Percentage Analysis Method. 2.3.1 SOURCRES AND METHOD OF DATA COLLECTION: The sources of data are; PRIMARY DATA SECONDARY DATA PRIMARY DATA: The source by which data are collected originally for ascertaining purpose is called primary source. The data collected from primary source are named primary data. The data mainly based on primary data. The primary data is collected through structured questionnaire. For collecting data, questionnaire has been distributed to all the respondents.

Questionnaires
The questionnaire is the medium of communication between the investigator respondents. Or it is a medium for obtaining information by a list of well frame questions. The success of an investigator depends on the framing of questionnaire. SECONDARY DATA: The source of data is said to be secondary when the data to be used are published another organization. The data obtained from secondary source are called secondary data.The required secondary data for the present study have been collected from books, magazines, journals, previous reports and internet.

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TOOLS FOR DATA COLLECTION: Structured Questionnaire: Structured questionnaire are those questionnaires, in which there are definite, concentrate and pre-determined questions. The questions are presented with exactly in the same wording and in the same order to all respondents. STATISTICAL TOOLS FOR ANALYSIS: The tools used for analysis are; Simple Percentage Analysis Method Chi-Square Method 2.3.2 SAMPLE DESIGN: Sampling may be defined as the process of obtain the information about an entire population by examining only a part of it. If any investigation, if data are collected only from a repetitive part of the universe. We may say the data are collected by sampling. Population Definition: Successful statistical practice is based on focused problem definition. In sampling, this includes defining the population from which our sample is drawn. A population can be defined as including all people or items with the characteristic one wishes to understand., the goal becomes finding a representative sample (or subset) of that population. Total population of buyers of KMML in the world is considered as the universe.

Sampling Frame: The frame used is the buyers details in KMML Annual reports.
Sample Unit: The researcher has taken the customers(Asian paints, Berger paints, Shalimar paints etc) of Kerala Minerals And Metals ltd, Chavara as the sample unit. Sampling Technique: The sampling technique used for the study is CONVENIENCE sampling. Sample Size: The number of sampling unit selected from the universe to form a sample is called sample size. The sample size of the study is twenty five customers.

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Sampling Plan : The questionnaire method is used for the collection of data. The questionnaire is the medium of communication between the investigator respondents. Or it is a medium for obtaining information by a list of well frame questions. The success of an investigator depends on the framing of questionnaire.

Selecting The Sample : For the collection of data the respondent has contacted the buyers by
using the mailed questionnaire method. 2.3.3ORGANISATION OF DATA Organization of data is the arrangement of physical records of a data set In here the collected data is organized properly.

Editing - The process of checking and adjusting responses in the completed questionnaires
for omissions, legibility, and consistency and readying them for coding and storage. Purpose of Editing is for consistency between and among responses, for completeness in responses to reduce effects of item non-response. To better utilize questions answered out of order. To facilitate the coding process.

Coding - The process of identifying and classifying each answer with a numerical score or
other character symbol. The numerical score or symbol is called a code, and serves as a rule for interpreting, classifying, and recording data. Identifying responses with codes is necessary if data is to be processed by computer. The numerical score or symbol is called a code, and

serves as a rule for interpreting, classifying, and recording data.

Classification - The process of arranging things in groups or classes according to their

resemblances and affinities and gives expression to the unity of attributes that may subsist amongst a diversity of individuals. The raw data, collected in real situations and arranged haphazardly, do not give a clear picture. Thus to locate similarities and reduce mental strain we resort to classification. Classification condenses the data by dropping out unnecessary details. It facilitates comparison between different sets of data clearly showing the different points of agreement and disagreement.

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Tabulation - Tabulation may be defined as the systematic presentation of numerical data in

rows or/and columns according to certain characteristics. It expresses the data in concise and attractive form which can be easily understood and used to compare numerical figures. Before drafting a table, you should be sure what you want to show and who will be the reader. The advantages of a tabular presentation over the textual presentation are: (i) it is concise; (ii) there is no repetition of explanatory matter; (iii) comparisons can be made easily; (iv) the important features can be highlighted; and (v) errors in the data can be detected. 2.3.4 PRESENTATION OF DATA The researcher presents data with the help of bar diagrams

Bar diagrams
Simple bar diagram can be drawn either horizontal or vertical base. Bars on horizontal base are more common. A bar diagram is simple to draw and easy to understand business and economics, bar diagram is widely used. 2.3.5ANALYSIS OF DATA Data analysis is a body of methods that help to describe facts, detect patterns, develop explanations and test hypothesis. It is used in all of the sciences. It is used in business, in administration, and in policy. The primary data collected from the respondents are analyzed using statistical tools. The data of analysis were collected from 25 respondents who are the buyers of KMML. Sample percentage statistical tool is used to analyze the collected primary data. The researcher has used the following tools for analyzing and interpreting the data. Diagrams & Graphs Simple percentage method , Equation = No. of respondents x 100 Total

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2.3.6 PERIOD OF STUDY: The period of study is limited only for a period of 45 days commencing from the month of June. 2.3.7 INTERPRETATION OF DATA Valid interpretations are drawn from the data collected, through data organization and analysis using statistical tools.

2.4 OBJECTIVE OF THE STUDY:

The objectives of the study are; To understand the buyer decision process. To study the factors influencing the buyer behavior of KMML.
To determine if there is any relationship between age of the buyer and quality of the product in buying decision process. To determine if there is any relationship between age of the buyer and competitive developments in buying decision process. To determine if there is any relationship between age of the buyer and organization structure in buying decision process.

2.5 LIMITATIONS OF THE STUDY:

The organization can be studied only within the prescribed time limit. Due to the monopolistic nature of the company, no comparative study was possible. The tools used for analysis is limited. Personal bias is there as the information is collected through questionnaire method.

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2.6 CHAPTER SCHEME

Chapter No. Title Page No.

1.5 Introduction 1 1.6 Industry Profile 1.7 Company Profile 1.8 Product Profile

1 9 15 26

2.1 Title of the study 2 2.2 Review of Literature 2.3 Research Methodology 2.4 Objectives of the study 2.5 Limitations of the study

34 34 37 42 42

FINDINGS, SUGGESTIONS & CONCLUSIONS 3.1 Findings 3 3.2 Suggestions 3.3 Conclusions 77 78 79

Bibliography Appendices

80

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Table 3.1 Table showing gender of respondents

Particulars Male Female Total

No. of Respondents 19 6 25

Percentage 76 24 100

Source: survey data Figure 3.1 Table showing gender of respondents

Percentage
80 70 60 50 40 30 20 10 0 Male Female Percentage

INFERENCE From the above table it is inferred that 76% of the respondents are male and 24% are female.

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Table 3.2 Table showing age of respondents Particulars Between 20-30 Between 30-40 40 and above Total Source: survey data Figure 3.2 Figure showing age of respondents No. of Respondents 8 8 9 25 Percentage 32 32 36 100

Percentage
37 36 35 34 Percentage 33 32 31 30 Between 20-30 Between 30-40 40 and above

INFERENCE From the above table it is inferred that 32% of the respondents are in between the age of 2030,32% in between 30-40 and 36% above the age of 40.

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Table 3.3 Table showing the quality of the product play an intrinsic part in the buying. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.3 Figure showing the quality of the product play an intrinsic part in the buying No. of Respondents 22 3 0 0 0 25 Percentage 88 12 0 0 0 100

Percentage
100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE From the above table it is inferred that 88% of the respondents strongly agree that the product quality is affecting the buying and only 12% of the respondents just agree with this view point.

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Table 3.4 Table showing competitive developments change the buying pattern. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.4 Figure showing competitive developments change the buying pattern. No. of Respondents 10 8 2 5 0 25 Percentage 40 32 8 20 0 100

percentage
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE The above table shows that the competitive developments affect the buying. About 40% of the respondents strongly agree to the statement,32% agree to the statement, whereas 20% disagree to the statement and 2% have no opinion to it.

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Table 3.5 Table showing the organization structure is one of the most important factors in the buying decision. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.5 Figure showing the organization structure is one of the most important factors in the buying decision. No. of Respondents 8 10 2 5 0 25 Percentage 32 40 8 20 0 100

percentage
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE The above table shows the organization structure is one of the important factors in the buying decision. About 40% of the respondents agree to that statement,32% strongly agree, whereas 20% disagree to the statement and 8% have no opinion to it.
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Table 3.6 Table showing the procedure followed by the organization majorly affects the buying. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.6 Figure showing the procedure followed by the organization majorly affects the buying. No. of Respondents 5 10 2 8 0 25 Percentage 20 40 8 32 0 100

percentage
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE From the above table it is inferred that 40% of the respondents agree the above statement, 32% disagree, 20% strongly agree and 8% have no opinion to this statement.
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Table 3.7 Table showing the policies of the organization have a hand in the buying pattern. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.7 Figure showing the policies of the organization have a hand in the buying pattern. No. of Respondents 4 12 4 5 0 25 Percentage 16 48 16 20 0 100

percentage
60 50 40 30 percentage 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INFERENCE From the above table it is inferred that 48% of the respondents agree the above statement,20% disagree, 16% strongly agree and 16% have no opinion to this statement.

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Table 3.8 Table showing the supply conditions play a leading role in the buying behavior. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.8 Figure showing the supply conditions play a leading role in the buying behavior. No. of Respondents 5 9 9 2 0 25 Percentage 20 36 36 8 0 100

percentage
40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE 36% of the respondents agree to the statement the supply conditions will affect the buying ,36% are neutral, 20% strongly agree and also 8% of the respondents are disagree the statement.
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Table 3.9 Table showing the price of the product influences the buying process. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.9 Figure showing the price of the product influences the buying process. No. of Respondents 21 4 0 0 0 25 Percentage 84 16 0 0 0 100

percentage
90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE 84% of the respondents strongly agree that the price of the product will influence the buying and 16% agree with this statement.

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Table 3.10 Table showing the experience of the participants influence the buying. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.10 Figure showing the experience of the participants influence the buying. No. of Respondents 4 10 3 5 3 25 Percentage 16 40 12 20 12 100

percentage
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE On the statement the experience of the participants influences the buying 40% of the respondents agree, 20% disagree, 16% strongly agree , 12% strongly disagree and the remaining 12% have no opinion.
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Table 3.11 Table showing the income of the participants plays a leading role in the buying pattern. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.11 Figure showing the income of the participants plays a leading role in the buying pattern. No. of Respondents 12 8 0 5 0 25 Percentage 48 32 0 20 0 100

percentage
60 50 40 30 percentage 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INFERENCE On the statement income will affect the buying, 48% of the respondents, supported strongly, 32% just agree with this statement while 20% disagree with the statement.

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Table 3.12 Table showing the risk bearing attitudes of the participating individuals. Particulars No. of Respondents Percentage Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.12 Figure showing the risk bearing attitudes of the participating individual. 5 16 0 4 0 25 20 64 0 16 0 100

percentage
70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE About the statement the risk bearing attitudes of the participating individual, 64% of the respondents agree with it ,20% strongly agree with it while 16% disagree with the the statement.
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Table 3.13 Table showing the education level and background of the participants affect the buying process. Particulars No. of Respondents Percentage Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.13 Figure showing the education level and background of the participants affect the buying process. 4 16 0 5 0 25 16 64 0 20 0 100

percentage
70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE From the statement 64% of the respondents are agree the statement,20% are disagree ,and 16% strongly agree the statement.

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Table 3.14 Table showing the political and legal changes will lead to changes in buying. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.14 Figure showing the political and legal changes will lead to changes buying. No. of Respondents 4 12 2 5 2 25 Percentage 16 48 8 20 8 100

percentage
60 50 40 30 percentage 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INFERENCE From the above statement, 48% of the respondents agree the statement,20% disagree , 16% strongly agree, and 8% strongly disagree ,while 8% have no opinion about the statement.
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Table 3.15 Table showing the technology changes lead to changes in buying. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.15 Figure showing the technology changes lead to changes in buying. No. of Respondents 3 11 2 6 3 25 Percentage 12 44 8 24 12 100

percentage
50 45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE For the above statement ,44% of the respondents agree the statement,24% disagree 12% strongly agree, 12% strongly disagree and 8% have no opinion about the statement.
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Table 3.16 Table showing the personality of the participants plays a crucial role in the buying process. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.16 Figure showing the personality of the participants plays a crucial role in the buying process. No. of Respondents 4 8 4 7 2 25 Percentage 16 32 16 28 8 100

percentage
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE From the above statement, 32% of the respondents agree the statement,28% disagree 16% strongly agree,16% neutral with the statement while 8% strongly disagree with the statement.

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Table 3.17 Table showing the economic developments influence the buying behavior. Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: survey data Figure 3.17 Figure showing the economic developments influence the buying behavior. No. of Respondents 4 10 3 8 0 25 Percentage 16 40 12 32 0 100

percentage
45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree Strongly Disagree percentage

INFERENCE On the statement the economic developments influences the buying behavior, 40% of the respondents agree the statement,32% disagree , 16% strongly agree, while 12% have no opinion about the statement.
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1- Chi- square test to find the relationship between age and quality of the product in buying
decision.

Age

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Total

20-30 30-40 40-50 Total

7 7 8 22

1 1 1 3

0 0 0 0

0 0 0 0

0 0 0 0

8 8 9 25

STEP 1 : Frame null hypothesis There is no significant relationship between age of the buyer and the quality of the product in buying decision.

STEP 2 : Selection of statistical tool Chi square is the best tool for this problem.

O=observation value E=expected value E=row total * column total /grand total

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O 7 1 0 0 0 7 1 0 0 0 8 1 0 0 0

E 7.04 .96 0 0 0 7.04 .96 0 0 0 7.92 1.08 0 0 0 2.272 .001 0 0 0 2.272 .001 0 0 0 1.56 .005 0 0 0

Total 6.111 STEP 3 : Calculation of table value of chi square Degree of freedom=(r-1)*(c-1) = (5-1)*(3-1) =8 Here table value is 15.507 STEP 4 : Comparison of table value of chi square & calculated value of chi square Here calculated value of chi-square (6.111) is less than the table value (15.507) of chi square so hypothesis is accepted. STEP 5 : Conclusion( Inference ) Calculated value of chi-square is lesser than table value of chi-square, so that the hypothesis is accepted. So it can be concluded that there is no significant relationship between age of the buyer and quality of the product in buying decision.

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2- Chi-Square test to find the relationship between the age of the buyer and competitive developments in buying decision.

Age

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Total

20-30 30-40 40-50 Total

2 4 4 10

2 3 3 8

2 0 0 2

2 1 2 5

0 0 0 0

8 8 9 25

STEP 1 : Frame null hypothesis There is no significant relationship between age and competitive developments in buying decision.

STEP2 : Selection of statistical tool Chi square is the best tool for this problem.

O=observation value E=expected value E=row total * column total /grand total

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O 2 2 2 2 0 4 3 0 1 0 4 3 0 2 0

E 3.2 2.56 0.64 1.6 0 3.2 2.56 0.64 1.6 0 3.6 2.88 0.72 1.8 0 0.45 0.122 2.89 0.1 0 0.2 0.075 0.64 0.225 0 0.044 0.005 0.72 0.022 0

Total 5.493 STEP 3 : Calculation of table value of chi square Degree of freedom=(r-1)*(c-1) = (5-1)*(3-1) =8 Here table value is 15.507 STEP 4 : Comparison of table value of chi square & calculated value of chi square Here calculated value (5.493) <table value (15.507) of chi square. So the hypothesis is accepted. STEP 5 : Conclusion( Inference ) Calculated value of chi-square is lesser than table value of chi-square, so that the hypothesis is accepted. Therefore it can be concluded that there is no significant relationship between age and competitive developments in buying decision.

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3-Chi square test to find the relationship between impact of age and organization structure in buying decision.

Age

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Total

20-30 30-40 40-50 Total

2 3 3 8

2 4 4 10

2 0 0 2

2 1 2 5

0 0 0 0

8 8 9 25

STEP 1 : Frame null hypothesis There is no significant relationship between age and organization structure in buying decision

STEP2 : Selection of statistical tool Chi square is the best tool for this problem.

O=observation value E=expected value E=row total * column total /grand total

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O 2 2 2 2 0 3 4 0 1 0 3 4 0 2 0 Total

E 2.56 3.2 0.64 1.6 0 2.56 3.2 0.64 1.6 0 2.88 3.6 0.72 1.8 0 0.122 0.45 2.89 0.1 0 0.075 0.2 0.64 0.225 0 .005 0.044 0.72 0.022 0 5.493

STEP 3 : Calculation of table value of chi square Degree of freedom=(r-1) *(c-1) = (5-1)*(3-1) =8 Here table value is 15.507 STEP 4 : Comparison of table value of chi square & calculated value of chi square Here calculated value (5.493) <table value (15.507) of chi square so hypothesis is accepted. STEP 5 : Conclusion( Inference ) Calculated value of chi-square is lesser than table value of chi-square, so that the hypothesis is accepted. So it can be concluded that there is no significant relationship between age and organization structure in buying decision.
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3.0 FINDINGS, SUGGESTIONS AND CONCLUSIONS: 3.1 FINDINGS:

From the above table it is inferred that, 76% respondents are male and 24% are female. 32% of the respondents are in between the age of 20-30, 32% in between 30-40 and 36% above the age of 40. Majority of the respondents strongly agree the product quality is affecting the buying pattern. 40% of the respondents strongly agree the competitive developments will influence change the buying pattern. 40% of the respondents agree the organization structure is one of the most important factors in the buying decision. 40% of the respondents agree the procedure followed by the organization majorly affects the buying. 48% of the respondents agree the polices of the organization have a hand in the buying pattern. 36% of the respondents agree the supply conditions play a leading role in the buying behavior. Majority of the respondents strongly agree the price of the product influences the buying process. 40% of the respondents agree the experience of the participants influence the buying. 48% of the respondents strongly agree the income of the participants plays a leading role in the buying pattern. 64% of the respondents agree the risk bearing attitudes of the participating individual. 64% of the respondents agree the educational level and background of the participants affect the buying process. 44% of the respondents agree the technology changes lead to changes in buying. 32% of the respondents agree the personality of the participants plays a crucial role in the buying process. 40% of the respondents agree the economic developments influence the buying behavior.

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3.2 SUGGESTIONS:
As the company is only following the policy of providing trade discounts to its customers, the company should provide more discounts to its customers which helps the company in maximizing its sales turnover. Since the majority of the customers say the product quality have greater influence the buying behavior, so the company should take necessary steps in maintaining its quality. If the company provides credit facilities to its customers, the turnover of the company can be maximized. Being an industrial product the company can conduct industrial exhibitions for making customers aware of the product features, its applications and its quality.

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3.3 CONCLUSION:
Kerala Minerals And Metals Ltd has surpassed most of its adverse condition. Today it is among the leading manufacturing of Tio2 with the increase in capacity it is not for that KMML will stand apart from its other competitors. As the customers are based abroad no personnel contact could be achieved. Bringing more to your everyday life, KMML touches you in numerous ways. Be it the dress you wear, the cosmetics you use, the medicines you take, the paints you decorate your home with or the utility plastic products, our products are there. Ecofriendly & socially committed, it is the only integrated Titanium Dioxide facility having mining, mineral separation, synthetic rutile and pigment-production plants.

From the study the researcher found out that the respondents are satisfied with the quality of the products that Kerala Minerals and Metals Limited offer and its price. But still they can improve in some aspects for their overall efficiency. If this can be achieved then the company can make great success in the future period.

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BIBLIOGRAPHY
1. Kothary C.R, Research Methodology, New Delhi, Wiley Eastern ltd. Second edition, 1990 2. Kotler Philip, Marketing Management, New Delhi, Prentice Hall of India Pvt. Ltd, The Millennium Edition, 2000 3. Carl Me Daniel, Jr. Contemporary Marketing Research, New York, West Publishing Company, Third Edition, 1996 4. R. Panneerselvam , Research Methodology, PHI Learning Pvt. Ltd., 2004 5. Geoffrey Walford , Doing Educational Research, Routledge (first published June 6th 1991) 6. M. C. Cant, J. W. Strydom, C. J. Jooste, P. J. du Plessis, Marketing ManagementJuta and Company Ltd, 2009 7. From annual reports of KMML,Chavara. 8. From brouchers of KMML,Chavara. Published July 24th 1991 by

Websites: www.scribd.com www.kmml.com www.inorganicchemicals.co.in

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APPENDIX

A STUDY ON BUYER BEHAVIOUR WITH SPECIAL REFERENCE TO KERALA MINERALS AND METALS LIMITED, CHAVARA.

1. NAME .

2. SEX

Male

Female

3. AGE

Between 20 and 25

Between 25 and 45

45 and above

4. NATURE OF ORGANISATION

Private

Public

Corporate

5. The quality of the product plays an intrinsic part in the buying.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

6. Competitive developments change the buying pattern.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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7. The organization structure is one of the most important factor in the buying decision.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

8.

The procedure followed by the organistion majorly affects the buying.

Strongly Agree Agree Neutral Disagree Strongly Disagree

9. The polices of the organization have a hand in the buying pattern.

Strongly Agree Agree Neutral Disagree Strongly Disagree

10. The supply conditions play a leading role in the buying behavour.
Strongly Agree Agree Neutral Disagree Strongly Disagree

11. The price of the product influences the buying process.

Strongly Agree Agree Neutral Disagree Strongly Disagree

12. The experience of the participants influences the buying.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

13. The income of the participants plays a leading role in the buying pattern.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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14. The risk bearing attitudes of the participating individual affect the buying pattern.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

15. The education level and background of the participants affect the buying process.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

16. The political and legal changes will lead to changes in buying.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

17. Technology changes lead to changes in buying.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

18. The personality of the participants plays a crucial role in the buying process.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

19. The economic development influence in the buying behavior.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

20. Any other suggestions please specify...

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