INTRODUCTION

CUSTOMER SATISFACTION:

Customer satisfaction is defined as “Customer satisfaction, a business term, is a measure

of how products and services supplied by a company meet or surpass customer

expectation.” But that seems off when you look at the separate definitions of the two words

that comprise the term.. It is seen as a key performance indicator within business and is part

of the four perspectives of a balanced scorecard. In a competitive marketplace where

businesses compete for customers, customer satisfaction is seen as a key differentiator and

increasingly has become a key element of business strategy.

Customer

1. A person who purchases goods or services from another, buyer, patron.

2. Informal a person one has to deal with a tough customer, a cool customer.

Satisfaction

1. An act of satisfying, fulfillment, gratification.

2. The state of being satisfied, contentment.

3. The cause or means of being satisfied.

4. Confident acceptance of something as satisfactory, dependable, true, etc.

5. Reparation or compensation, as for a wrong or injury.

6. The opportunity to redress or right a wrong, as by a duel.

7. Payment or discharge, as of a debt or obligation.

8. Ecclesiastical.

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Difference Between Customer And Consumer:

Consumer and customer are people who buy goods and merchandise. They are

people who are constantly looking for good deals and discounts in order to save money and

make the economy better. Despite their similarities, they also have their own differences.

Consumer:

This is a broad term for individuals that use products and services that are generated

in the economy. They are the ones who consume the products or services they have bought

or were bought for them. They use these products based on what they have heard or seen

and apply all the information where deciding whether they need the product or not.

Customer:

Came from the term, “custom,” meaning habit. These are people or organizations

who frequently visit your store, they purchase from you and no one else. The owner or store

keeper also makes sure that his/her customers are satisfied. In this way, owner and customer

maintain their relationship, which means expected buys in the future. With this term,

another slogan for customers was revealed “the customer is always right.”

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NEED FOR THE STUDY

Customer satisfaction is the key element for the success or failure of an organization

and it is the only element to measure the customer loyalty and satisfaction.

It helps to offer the “Total Quality Product” along with price, promotion and place that

satisfies the customer.

It helps to the marketers to collect the information required particularly on product

performance.

Study on customer satisfaction is done to know whether the end user is satisfied

completely or not.

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OBJECTIVES OF THE STUDY

To study the customer satisfaction towards Nagarjuna Fertilizers and Chemicals

pvt.ltd in Guntur.

To know the customer satisfaction on performance of dealers.

To know the motivating factors to buy the Nagarjuna Fertilizers and Chemicals.

To know the various factors which influence the customers to switch to Nagarjuna

Fertilizers and Chemicals.

To study the future growth prospective of Fertilizers and Chemicalss industry.

To offer suitable suggestions based on the study.

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METHODOLOGYResearch design:

It is a way to systematically solve the research problem by applying various research

techniques according with logic behind the problem.

Data collection:The study is based on both primary and secondary data.

Primary data: To collect primary data two detailed questionnaires were posed to

respondents.

Secondary data: The secondary data available in leading business magazines were

also utilized to fortify the result.

For collecting the primary data cluster sampling technique was administered. The

sample consists of 100 customers in Guntur district.

Construction of tools and pre testing:

The questionnaire was used to make the study effective. The questions relate to rank

the Nagarjuna Fertilizers and Chemicalss, quality, price, service, credit facility, promotion,

opinion regarding the delivery system, comparison of various parameters, and growth

promotion of Nagarjuna Fertilizers and Chemicals in the market and problems face with

Nagarjuna Fertilizers and Chemicals distribution network were there.

And in the customers’ questionnaires, the questions related to factors influencing to

purchase and Fertilizers and Chemicals; aware of various varieties of Nagarjuna Fertilizers

and Chemicals; factors influencing to purchase Nagarjuna Fertilizers and Chemicals and

satisfaction level of customers with the output (yield) of Nagarjuna Fertilizers and

Chemicals were asked to solicit desired information. In the light of experience gained, the

views include answers in the questionnaire and final shape came out.

Sample design:

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The consumption pattern of Nagarjuna brand is also quite high in Andhra. That’s

why the researcher has decided himself purposively to undertake the study in andhra area.

Sample size:It was decided to collect 100 sample respondents which consist of Fertilizers and

Chemicals customers.

Analysis of the data:In view of the nature and objectives of the study, efforts were taken to analyze the

data that fell in questionnaire was checked to see that all questions were answered by the

re spondent. Researcher has taken substantial care while classifying and editing the data and

tabulated the data with the help of calculated two way table and followed by analysis of

data.

Tools of analysis:The data were analyzed and interpreted with the help of statistical tools such

percentage analysis, Bar chart.

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SCOPE OF THE STUDY

By creating “customer satisfaction” we can know the intention of the customers that

it helps to increase the demand.

The study also gives the information about the satisfaction levels of the Customers.

Customers aim at innovation, so as to satisfy them with new features which are to be

introduced.

Overall scope of the study is to understand effectiveness on creating customer

satisfaction in Guntur.

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LIMITATIONS OF THE STUDY

This study is confined to only Guntur district and not to entire Andhra Pradesh.

The 100 sample size does not present an actual scenario of the entire universe.

Most of the customers don’t like to answer the questions posed at them why

because they are very busy with their work.

The study is limited to 45 days.

Time constraint is the main problem.

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PROFILE OF FERTILISER INDUSTRY

The primary sector agriculture plays a dominant role in our Indian economy. Nearly

70.6% of the population depends on the agriculture for their livelihood. The agriculture

contributes 30% of the national income. A mere 10% of the earth surface area is used to grow

agriculture crops. The population on the earth is increasing continuously and even greater

quantities of food are required. Obviously ,there is a need to increase the soil fertility as

cultivated area cannot be expand.

India is having agrarian economy, uses the method of agriculture still largely traditional.

It is dependent on the variation weather. Only ¼ th of net swan area is irrigated from potential

surface and water resources. India’s agriculture is on constant toil of the food production.

Continuous cropping removes plant nutrients and depletes soil fertility.

Available plant nutrients can be lost through grazing, leaching and run off of excess water

and by wind version. To maintain the soil fertility and obtain the higher yields year by year,

nutrients have to add in the soil. The materials generally used to add nutrients are known as

“Fertilizers”. Fertilizers contain one or more of these essential plant nutrients, 16 elements are

essential for growth and developing of all plants there are Carbon, Hydrogen and Oxygen,

Phosphorus, Potassium, Sulphur, Calcium, Iron, Zinc, Manganese, Chlorine, Molybdenum.

Each nutrient performs certain specific tasks in the plant and one cannot substitute for

another .The defiance of particular nutrient can be correct by supplying that nutrient and by

correction and other limiting factor that may be hindering it’s availability or absorption by the

roots

Whenever any nutrient is in short supply in the plants, food, the plant protests. It does not

grow well, gives a sick appearance and several abnormal signs appear on its leaves, bud and

other parts. These are known as “Sighs of Hunger” or more technically “Nutrient Defiance

Symptoms”. Appearance of the symptoms of defiance reflects an already aggrieved situation

and not the begging of the problem. Nutrients loss in the plant lead to loss in yield and this loss

can be avoided only to get more yields from a given quality of fertilizer use.

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ADVANTAGES OF EFFICIENT (FERTILIZERS) USE:

It results in higher yield gain per unit nutrient

It pulls all investments and efforts to best possible use

It reduces per unit cost of crop production

It can be accomplished without major investment

India is the 4th largest producer and user of fertilizers in the world. Fertilizers are

being produced in a large number of factories .

TYPES OF FERTILIZERS:

1Straight Fertilizers

Straight Nitrogenous Fertilizers(Urea)

Straight Phosphate Fertilizers

Straight Potassium Fertilizers

2. Complex Fertilizers

3. Mixed Fertilizers

4. Micro Fertilizers

NEED FOR FERTILIZERS:

Fertilizers are one of the essential inputs for Agricultural production. A fertilizers

refers to a material added to the soil inorder to supply a chemical element needed for plant

nutrition and improving soil fertility . Fertilizer represent the most common currency used by

farmers to deposit plant nutrients into their soils to ensure that adequate nutrients are available

to feed the crop. Fertilizers play a crucial role in realizing the goal of self –suffiency through the

green revolution.

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The major factors influencing the selection of the rate and placement of fertilizer are the

crop characteristics , soil characteristics and climate ,moisture supply, yield goal and the cost of

the fertilizer in relation to the sale price of the crop.

Fertilizers have played a key role in our country’s march towards achieving self –

sufficiency in food grains production. While we have achieved a great deal towards self –

reliance in fertilizer and food, the future is more challenging than that was in the past.

The fertilizers are essential nutrients, which directly help to boost the crop yield, but

application of micro nutrients like sulphur, zinc, magnesium etc. are also important for plant

growth and crop yield .Fertilizer efficiency is seldom high and depends on the method of

application.

Another fact in support of the use of fertilizer is that fertilizer use is increasing in many

countries and simulteaneously very high crop yields are being obtained. There several countries

in the world whose per hectare fertilizer consumption of N+P+K is more than 400 kgs while the

recent average fertilizer consumption in India about 90 kgs per hectare and there is a great scope

for improvement.

FERTILIZERS INDUSTRY IN INDIA:

The fertilizer Industry in India is energy deficient comparable to the rest of the world.

The Indian fertilizer Industry continuous to be adversely effected by consistent practices of the

retention – pricing scheme.

India‘s fertilizer Industry has made steady progress. It’s energy consumption and

capacity utilization are comparable to the best in the world. The investment costs as well as

conversion cost are low. However plants in India are seriously handicapped by the substantially

higher cost of feed stock. The Rs.350 Billion Industries are not free from troubles. In fact there

has been no new investment in the fertilizer sector in the 10 years.

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THE FERTILIZER SCENARIO:

The growth of Indian economy is based on consumption of food grain by 200 A.D. During

the 1980-1990 food grain consumption increased by about 65% million tones tones. Over the

next five years period this has to about 65 million tones which as a challenge task. Due to the

population explosion in India the net per capital availability of cultivated land reduced from 0.3

to 0.14 heater by turn of the century. As the cultivating land cannot be expected, it is a must to

increase the fertility of soil. Hence , there is a great demand for fertilizers in countries like India.

OPPORTUNITIES:

Food consumption of the average Indian would jump up as he begins to look for

nutritious foods. This would call for increased use of fertilizers.

THREATS:

Consumption will flow from the gulf countries, which are planning to setup gas based

fertilizer plant in their own countries.

PRODUCTION AND CONSUPTION OF FERTILIZERS:

During the last 25 years so, the importance of fertilizers has grown phenomenally. With

the growing demand, efforts were made to develop the domestic fertilizer industry after the

beginning of the first plan period. Three decades of planning and development of the fertilizer is

a key input for agricultural development. The industry was therefore accorded a prestigious

place in our development strategy. The nitrogen production capacity has increased from 85,000

tons in 1951 to 53 lacks tones in 1983-1984. The phosphoric capacity has gone up from 66,000

tons in 1951 to 14, 90,000 tones in 1983-84.During 1989-90, fertilizer consumption was 11.6

metric tons. At present about 66% of the fertilizer demand is met by domestic production. The

balance 34% is met from imports. There are 36 large fertilizer units producing a wide range of

nitrogenous, complex and phosphoric fertilizers. Besides there are about 40 small units

producing single supple phosphate and 6 units producing ammonium sulphate. By 2000, the

fertilizer consumption is increase to about 20 mt to achieve the targets food grain production of

235 to 245 mt.

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GOVERNMENT POLICY:

The fertilizer industry is controlled by government policy in relation to production, sales

and return on investment. The recent announcement of introducing two new pricing methods

contrary to the expectations of anew policy as delivered the death knell to fertilizer units. The

implementation of a pricing policy to set off genuine admitted claims of companies so as to

sustain subside is a very harsh decision. The impact of new pricing policy on the matters of

retrospective effect would lead to huge recoveries from fertilizer companies.

The government of India further seems not to honor its commitment to November 1997

resolution based on which entrepreneurs and shareholders had made their investments. All these

actions of the government in changing parameters would lead to crewing sickness of the

Fertilizer Industry.

The need of the hour is more to decontrol fertilizer all together in line with other sectors

rather than merely tempering with pricing policies to contain subsidy at the risk of damaging

permanently in the domestic fertilizer industries which has played significant role in food

security of the Country.

DECONTROL OF FERTILIZER INDUSTRY:

With the economic crisis of 1991, more emphasis was laid on reducing the fiscal deflect.

One of the sectors with large subsidy payments, and was partly responsible for the fiscal deflect

was the fertilizer sector. The steady increase in fertilizer subsidies over the years has largely

been the cause for the increased the cost of importing the indigenous fertilizers from time to

time. The cost of carious inputs such as coal, gas, naphtha, rock phosphate, Sulphur, ammonia,

phosphoric acid, electricity, etc., and also the cost of Transportation went up significantly

during the eighties.

The gas based fertilizer units started during this period also involved higher capital

investment per tone of installed capacity. Thus to meet the financial deficit, government

effected an increase Of 30% in the prices of fertilizers from August 1991. However, this trice

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hike did not alter the consumption of fertilizers, because of the steady growth in production to

meet the growing demand.

SUBSIDY ON FERTILIZERS:

The sale price of the fertilizers is fixed by the government of India, Department of

agriculture & co-operation under the fertilizer order, and 1985 Issued under the essential

commodities Act, 1995. Act present only urea, which is the main nitrogenous fertilizer

constituting about 56% of the total Fertilizer consumption in the country, is under saturator

price control. Payment of subsidy in respect of controlled fertilizer is regulated earlier through

the mechanism of retention price-cum-subsidy scheme. But now the new pricing scheme and

norms for urea manufacturing units came into effect from April 1, 2003.

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FOOD FOR THE GROWING WORLD:

INDUSTRY AT A GLANCE:

Since1883 the industry has worked to promote the advance in the development and

application of fertilizers that have helped to feed hungry world. The revolutionary concept of

plant nutrition was born from the discovery of the biological role of chemical elements in plant

nutrition and the need to feed a growing population concentrated away from the farm in the

rising industrial centers of the world. Because of modern fertilizer, world food production since

1960 has more than doubled, keeping pace with population explosion. Today, the fertilizer

industry is poised to help produce the food that will be needed to feed the world’s projected

9billionpeople in 2005.

The fertilizer industry is essentially concerned with the provision of three major plant

nutrients-nitrogen(N),phosphorous(P) and potassium(K) in plant available form. Each nutrient

is responsible for different aspects of plant growth and health.

FERTILIZERS REGULATED FOR QUALITY AND SAFETY

Like other manufactured goods, fertilizers are regulated for quality and Safety at the

federal and state levels. Every state in the country plus Puerto Rico has its own fertilizer

regulatory program, usually administrated by the state department of agriculture.

STAE REGULATIONS:

State regulation is concerned with consumer protection, labeling, the protection of

human health and the environment and the proper handling and application of fertilizers.

Fertilizers are regulated at the state level because soil conditions vary dramatically from state to

state across the country.

For example, the rocky thin soils of new England are vastly different from the deep,

rich, black soils of the Midwest corn belt. A different level of fertilizer nutrients in the soil, the

different crops and different weather and cropping patterns require state specific regulations.

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WHERE SCIENCE AND SAFETY COME FIRST:

The modern commercial fertilizer industry was founded on the revolutionary scientific

discovery in the last part of the 18th century that chemical elements play a direct role in plant

nutrition. This initial concept was supported by direct scientific experiment and opened the way

for industrial-scale manufacturing of fertilizers of all types in the 19th century, beginning with

super phosphate in 1843. This was followed by ammonium sulphate, sodium nitrate and finally

in the first two decades of the 20th century, the manufacturing of synthetic nitrogen fertilizers

directly from atmospheric nitrogen.

ASSESSING FERTILIZERS SAFETY:

Fertilizer research and development historically have been focused on maximizing

economic crop yields from given rates of nutrient application. Since the advent of modern

environmental movement in the 1960, research has also been concerned with minimizing

fertilizer manufacture and application.

As part of its continuing commitment to safety in 1996. The fertilizer institute initiated

a compressive safety assessment project to determine the risks, if any of the metals in fertilizer.

Small amounts of metals are found in phosphate and potash fertilizers due to their presence in

the mind or bodies. In addition to phosphate and potash products, some micrometer fertilizers

which come from both mined ores and recycled wastes also contain metals.

FERTILIZERS ENRICH OUR WORLD:

Improvement in agricultural efficiency through research and technology increase food

output while protecting the environment and enriching our world in numerous ways.

Fertilizers fed the growing world. As the world’s population continuous to climb

towards an estimated 8.5 billion in 2040, experts estimated that food production must increase

more than 2% annually to even maintain current diets. Commercial fertilizers will be key in the

fight to feed the growing world. Because fertilizer is the most controllable source of plant

nutrients, farmers, through careful selection of nutrient rates, placement and timing of fertilizer

placement will be able to supply the food plants need at nearly optimum levels to achieve

economical and environmental efficiency.

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Fertilizers protect the environment. The efficient use of fertilizers also helps to conserve

the natural environment. With fertilizers and modern high-yield farming practices, more food

produced per acre each year, so land may be conserved. Fertilizers used properly help to prevent

the wide spread loss of habitat that results. Fertilizers also help to reduce global warning

because they improve plant nutrition. Through enhanced photosynthesis, healthily crops give

off more oxygen, helping to balance the earth’s atmosphere.

But nitrogen(N), phosphorous(P) and potassium(k) the major ingredients of fertilizers also

from the basis for many familiar everyday products.

FERTILIZERS AT WORK IN THE INDUSTRY:

A side from their benefits to agriculture, fertilizers components are central to such

industrial processes as semiconductor chip making, resigns manufacture; cattle feed production,

metal finishing, the manufacture of detergents, fiberglass insulation and more, even rocket fuel.

RETENTION PRICE SCHEME:

The RPS was introduced in Nov. 1977 fir Nitrogenous fertilizers and on February 1979

for complex fertilizers.

The main objectives of RPS were primarily twofold:

To induce rapid and sustained increase in consumption by keeping the price of fertilizers

at affordable levels.

To facilitate required growth of domestic industry by ensuring a reasonable return on

investment (ROI).

Under this scheme, the government of India controlled the product pricing and

movements. Every company has to submit its cost of production with the details of cost of raw

materials and cost of utilities. Packing materials conversion cost capital related cost etc.. based

on the data submitted by the company . FICC ( fertilizers industries co-ordination committee )

an autonomous body reviews the data and fix up the retention price for the product with

guarantee 12% post tax return.This price is subject to change on quarterly basis with the

escalation and de-escalation in the procurement of cost of raw material utilities and bags.

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PRE & POST CONTROL:

During the decades of 70s and 80s conductive policies are followed to promote rapid and

sustained increase in the use of fertilizers besides ensuring their balanced application . the

hallmark of these policies was the RPS.

During the period 1981-82 to 1990-1991, fertilizers policy was stable, the price of both

nitrogenous and phosphate fertilizers remained unuttered. But the subsidy burden to the

government of India went on increasing drastically. During 1982-82 it was 375 crores. Where as

in the year 1990-91, it increased to 9810 crores. The joint parliamentary committee report, 1992

suggested decontrolling phosphate and potassium fertilizers, in order to reduce the subsidy

burden to the government accordingly, the4 same with effect from 24th august 1992.

The consequences of decontrol are sudden increased in the selling price of the product,

which resulted in the reluctance from the farmer community to procure the produce to its high

price. The demand for the product has come down and whatever company could sell is at a UN

remunerative price, as company could not match its production to its setting price.

Under these circumstances the fertilizers industry represented to government and the

government of India have sanctioned certain concessions like abolition of customs duty in

import of raw materials, procurement of foreign exchange at official rate for discharging the raw

materials, creditors and finally an adhoc concession of 100/- for every tone DAP sold.

Pricing:

Following the JPC recommendations in august 1992 phosphate and potossic fertilizers were

decontrolled. To cushion the impact of sharp increase in price , concessions at 1000/- per ton of

DAP and MOP and proportionately on complex fertilizers was announced ignoring SSP.

The domestic producers of DAP and other complex phosphate fertilizers have been at an

disadvantage imported DAP. The disadvantage of domestic industry was further aggravated by

introduction of import duty on both DAP as well as raw material and intermediates at uniform

basic rate of 5%.

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TECHNOLOGICAL PROCESS:

The two major fertilizer products namely Urea and DAP are expected to remain to be

pivotal in providing N and P205 respectively in the foreseeable future.It is therefore , essential

that the fertilizer industry devotes more and more effort and resources to improve the

productivity and efficiency or the existing products and in particular Urea and DAP/NPK

fertilizers.Extensive research is going on world to develop alternative energy forms from

renewable natural sources, petroleum sources including natural and associated gases would be

occupying the dominant position as the major in N (ammonia production).

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COMPANY PROFILE

ABOUT THE PROMOTER OF THE NAGARJUNA GROUP

Late Sri Kanumuri Venkata Krishna Raja, popularly known as “K.V.K was the first person to be

educated in family and was highly influenced by the national spirit in the family. K.V.K

realized that our country had the natural resources, which could be utilized to serve its people.

Those were the days when the country when was industrially in its infancy and had to depend

on imports for many things.

He was graduated from Banaras University in 1949, and further specialized in

Automobile Engineering from the Madras institute of technology. There after he proceeded to

U.S.A for his M.S. in industrial Engineering from the Michigan stets University and later in the

Mechanical Engineering from the University of Minnesota, Minneapolis.

K.V.K was a visionary and professional technocrat entrepreneur who realized the of core

industrial sector like agriculture, steel, Financial services to the Indian Economy. Hailing as he

was from an agriculture family, his dreams towards serving farmer through industry remained

alive. When there was an opportunity in the oflicense to produce fertilizers (Urea) with the

Govt. of lying idle and immaterialized, K.V.K boldly took the opportunity.

In recognition of his contribution to industry and Eminence in business the Jawaharlal

Nehru Technological University had conferred him the title “Doctorate of Science “ K.V.k was

also awarded.

Manager of the year

Prof. V. Nayudamma Memorials Gold Medal

Uddyog Rattan Award

DR.K.L. award for Excellence

K.V.K’s interest extended beyond business and industry. he laid great importance on

attitudes of people. Attitudinal development and foresting positive thinking amongst people was

another priority of K.V.K, His goal was to pioneer the development of management system

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based on Indian spiritual value s. He was a strong believer in Naturopathy and Yoga, a secret of

his strength in shouldering large responsibilities.When K.V. suddenly passed away, it was a

great not only for the Nagajuna Group but to many in the country and abroad who knew K.V.K

as astrong personality, founder of Nagarjun a Group foll of dreams and plans for industrial

growth.

ABOUT THE COMPANY

The flagship company of the Nagarjuna Group, Nagarjuna Fertilizers and Chemicals

Limited is a leading manufacturer and supplier of plant nutrients in India. Commencing

operations in 1985, today our asset base is around Rs. 21 billion. We have the distinction of

being the single largest private sector investment in Southern India. An ISO 9001:2000 certified

company, our operational profits are one of the highest in the industry. We assume market

leadership in the markets we operate.

Our broad portfolio of products and services include:

* Nutrition solutions:

    Macro and Micro fertilizers and Farm Management services

* Micro Irrigation solutions

We offer our expertise for the management of chemical process plants, which include

Specialist Services and Total Project Management.

Our operations and offerings have been aligned into three strategic business units:

* Straight Nutrition Business

* Nutrition Solutions Business

* Nagarjuna Management Services

To survive, grow and attain leadership position in our areas of operation it is essential

for us to identify and capitalise on emerging opportunities.

Preparing for the future, proactively, we are addressing the most important aspects of

our organisation:

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Strategy– Having a long term vision for the company

Structure– To facilitate achieve our strategy

People– Aligning related policies with Strategy and Structure. In turn to build the right

capability, attitude and behaviour in employees.

Process– To enable employees to work more efficiently and effectively, to have the best in

class internal business processes.Our endeavour is to unlock the full potential of our people by

transforming into a performance driven organisation that attracts the best talent, nurtures a more

productive and results-focused workforce and implements initiatives, which align people

strategies with organisational objectives.

THE GROUP

Founded in 1973 by Shri K V K Raju with a modest investment of US$ 23 million, the

Nagarjuna Group today is a prominent industrial house in India with an asset base of US$ 2.5

billion.

1974: Birth of a business group that pioneered several core sector enterprises in the

coming decades. Starting with manufacturing steel, Nagarjuna Steels Limited was

launched.

1985: With focus on agriculture input business started plant nutrition business with

Nagarjuna Fertilizers and Chemicals Limited.

1992: Forayed into the Crop Protection Business with investments in Pesticide

Formulations manufacturing followed by Technical Grade Manufacturing in the year

1994.

1994: Micro irrigation business started to address the irrigation problems of farmers

living in water and energy scarce regions.

1995: Ventured into Energy sector. Entered into power generation by setting up

Nagarjuna Power Corporation Limited.

1997: Entered into petroleum by setting up Nagarjuna Oil Corporation Limited.

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Consolidating its core activities, today the Group’s major operations cover Agri and Energy

sectors.

FOUNDER

Shri K V K Raju - An eternal source of inspiration

Nagarjuna Group is a dream willed into reality by its visionary Founder Shri KVK Raju.

Shri KVK Raju a first generation technopreneur was born in a humble agricultural family in

Andhra Pradesh on November 28, 1928. On graduating from Banaras Hindu University and the

Madras Institute of Technology he went on to complete his Master's in Mechanical and

Industrial Engineering from Michigan State University and the University of Minnesota, USA.

After a short stint in the American Industry he returned to India and worked for short periods at

Caltex Oil Refinery, Orient General Industries and Associated Electrical Industries. Finally, he

joined Union Carbide of India and worked with them for 15 years. While working with Union

Carbide, KVK's deep-rooted urge to serve society through industry impelled him to start out on

his own. Thus was born Nagarjuna Group in 1973 with an investment of US$ 23 million. The

Group has since then come a long way to become a diversified conglomerate with an asset base

of US$ 2.5 billion.

A recipient of various awards for his outstanding contribution to the industry and

society, KVK, was a firm believer in the adage "practice what you preach". A self-made man

KVK practiced simple living and high thinking. He dreamt big and worked with an unstinted

focus of mind and body to make his dreams come true. KVK was a visionary with firm belief

in his mission to serve society through industry. It is this belief, which continues today to be

the guiding light of Nagarjuna Group

PRODUCTS SERVICES

Our aim is to help the farmer in maximizing qualitative and quantitative output. Our specific

goals in order to have a pleased customer are to offer an attractive cost-benefit ratio by

delivering superior products and services in terms of functionality, in terms of quality, offering

better prices, increasing choice of products, offering better conveniences like ease of use and

availability.

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Efficient fertilizers and fertilization methods have become the only answer to the ever-

growing demand for farm produce. Modern agriculture must supply crops with optimal rates of

nutrients throughout the growth cycle in the most efficient manner and without degrading soil

and water resources. This can be achieved through adoption of modern and precision practices

in terms of nutrient management with Specialty Fertilizers.

Specialty Fertilizers (SF) are fully water-soluble solid fertilizers having high content of

primary nutrients with low salt index. They may or may not have Secondary/micro-nutrients.

These water-soluble fertilizers can be advantageously utilized for foliar feeding and

Nutrigation/Fertigation, thus helping in precision agriculture. The simultaneous delivery of

water and fertilizers to the crop through the irrigation system ensures that plant nutrients are

directed to the active root zone. Nutrigation/Fertigation amplifies the nutritional and

environmental benefits of this technique by using pure plant nutrients exclusively. A well-

balanced Nutrigation program will satisfy the exact needs of the plant as they change along the

season.

Specialty fertilizers require distinct attention as it is relatively unknown to Indian farmers

and comes with a new concept of precision agriculture. The consumption of specialty fertilizers

is growing and indicating the improved acceptance of the concept and products. The

consumption of specialty fertilizer is expected to grow in coming years in view of greater

commercialization of agriculture, mandatory provision of fertilizer tank in government projects

of Micro Irrigation systems along with growing concern towards quality of output and need to

achieve higher productivity from every unit of land.

I. PRODUCTS

A. MANUFACTURED PRODUCTS

1. Urea (46% N) (White free flowing) – Prilled

Specifications as per the Fertilizer Control Order 1985

(i) Moisture per cent by weight, maximum 1.0

(ii) Total nitrogen, per cent by weight, (on dry basis) minimum 46.00

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(iii) Biuret per cent by weight, maximum 1.5

(iv) Particle size--90 per cent of the material shall pass through 2.8 mm is sieve and not less

than 80 per cent by weight shall be retained on 1mm is sieve

1. Anhydrous Ammonia

2. Specifications as per the Fertilizer Control Order 1985

(i) Ammonia per cent by weight, minimum 99.0

(ii) Water per cent by weight, maximum 1.0

(iii) Oil content by weight, maximum 20 ppm

Application:

Used for production of Urea, DAP, Ammonium Sulphate and Ammonium Nitrate (for

fertilizer, explosives, herbicides and insecticides)

Used for water treatment, fermentation, tanning and food additives

25

B. Marketed Products

1. Diammonium Phosphate (18-46-0) - DAP

Specifications as per the Fertilizer Control Order 1985

(i) Moisture per cent by weight, maximum 1.5

(ii) Total nitrogen per cent by weight, minimum 18.0

(iii) Ammoniacal nitrogen form per cent by weight,

minimum 15.5

(iv) Total nitrogen in the form of urea per cent

by weight, maximum 2.5

(v) Neutral ammonium citrate soluble phosphates

(as P 205) per cent by weight, minimum 46.0

(vi) Water soluble phosphates (as P 206) per cent

by weight, minimum 41.0

(vii) Particle size -90 per cent of the material shall pass through 4 mm IS sieve and be retained

on 1 mm IS sieve. Not more than 5 per cent shall be below than 1 mm size.

2. Muriate of Potash – MOP (Potassium Chloride)

Specifications as per the Fertilizer Control Order 1985

(i) Moisture per cent by weight, maximum 0.5.

(ii) Water soluble potash content (as K20) per cent.

by weight, minimum 60.0.

(iii) Sodium as NaCl per cent by weight.

(on dry basis) maximum 3.5.

(iv) Particle size- 95 cent of the material shall pass through 1.7 mm IS sieve and be retained on

0.25 mm IS sieve.

Application: Fertilizer

The largest industrial use for potash is in the manufacture of potassium hydroxide

(KOH). KOH is a feedstock for other potassium chemicals used in a wide variety of

industrial processes such as glass making, pharmaceuticals, food processing, and the

manufacture of textiles.

26

As Water softener: Potash is a dietary alternative to salt. The ability of potash to reduce

water hardness is virtually the same as salt

Potash is used in the preparation of hydraulic fracturing solutions for oil well drilling to

control swelling in certain clay formations

Food processors and pharmaceutical manufacturers use potash in various products.

Potash is also used as an animal feed supplement

3. Zinc Sulphate Heptahydrate (ZnSO4 7H2O)

Specifications as per the Fertilizer Control Order 1985

(i) Free flowing crystalline form

(ii) Matter insoluble in water per cent by weight, maximum 1.0

(iii) Zinc (as Zn) per cent by weight, minimum 21.0

(iv) Lead (as Pb) per cent by weight, maximum 0.003

(v) Copper (as Cu) per cent by weight, maximum 0.1

(vi) Magnesium (as Mg) per cent by weight, maximum 0.5

(vii) pH not less than 4.0

4. Zinc Sulphate Mono-hydrate (ZnSO4 H2O)

Specifications as per the Fertilizer Control Order 1985

(i) Free flowing powder form

(ii) Matter-insoluble in water, per cent by weight, maximum 1.0

(iii) Zinc (as Zn). per cent by weight. Minimum 33.0

(iv) Lead (as Pb), per cent by weight, maximum 0.003

(v) Copper (as Cu), per cent by weight, maximum 0.1

(vi) Magnesium (as Mg), per cent by weight, maximum 0.5

(vii) Iron (as Fe), per cent by weight, maximum 0.5

(viii) pH not less than 4.0

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5. Chelated Zinc as Zn-EDTA

Specifications as per the Fertilizer Control Order 1985

(i) Free flowing crystalline / powder form

(ii) Zinc content (Expressed as Zn), per cent by weight, minimum 12.0

     in the form of Zn-EDTA

(iii) Lead (as Pb), per cent by weight, maximum 0.003

(iv) pH 6.0 – 6.5

 6. Formulation No. 4 (in Andhra Pradesh only)

Nutrient contents on percentage basis

(i) Iron (as Fe), per cent by weight, minimum 4.00

(ii) Manganese, per cent by weight, minimum 3.00

(iii) Zinc (as Zn). per cent by weight. minimum 6.00

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(iv) Copper (as Cu), per cent by weight, minimum 1.00

(v) Molybdenum (as Mo), per cent by weight, minimum 0.05

(vi) Boron (as B), per cent by weight, minimum 2.00

7.Di-Sodium Octa Borate Tetra Hydrate (Na2 B8O13.4H2O)

Specifications as per the Fertilizer Control Order 198

(i) Boron (as B), per cent by weight, minimum 20.0

(ii) Matter insoluble in water, per cent by weight, maximum 1.0

(iii) Lead (as Pb), per cent by weight, maximum 0.003

 

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8. Speciality Fertilizers

PRODUCT Available Nutrients % As

  NO3 NH4 NH2 P2O5 K2O EC @ 1% pH @ 1%

MULTI -K (13-00-46) 13.2   - - 46 1.2 9.0-11.0

Poly feed: 19-19-19+MEN 5 4 10 19 19 0.88 5.3

MAP (12-61-00) - 12.5 - 61 - 0.69 4.0-5.0

MKP (00-52-34) - - - 52 34.5 NA 4.0-5.0

MULTI – K Potassium Nitrate 13-00-46

MAPMono Ammonium

Phosphate12-61-00

MKPMono Potassium

Phosphate00-52-34

Polyfeed NPK Blend 19-19-19 + MEN*

Polyfeed NPK Blend 13-40-13+ 2MgO + MEN*

Polyfeed

(Non-nominated FCO Grade) NPK Blend 15-15-30+ME

SOP Sulphate of Potash 00-00-50

Calcium Nitrate Calcium Nitrate 15.5-00-00-19

Fertigation Products

30

 

31

Foliar Application

32

 MANUFACTURING FACILITY:

Urea manufacturing facility - Kakinada

One of the largest Urea complexes in India, the plant is spread over 1130 acres. It is

strategically located at Kakinada, a seaport on the east coast of India in the state of Andhra

Pradesh. The company enjoys close proximity to raw materials and a ready market at its

doorstep.The Natural gas based plants operate with one of the lowest energy consumption rates

in the world.

Charting out an ambitious future, the plant is planning to expand its operating capacity

from the current 1.2 Million Tonnes to about 1.7 Million Tonnes per annum. The expansion is

being planned keeping in mind the availability of additional Natural gas from the recently found

huge Natural gas reserves in the nearby Krishna- Godavari basin.

We strive to adopt the global best practices in all areas of operations. The world class

operations have resulted in long uninterrupted runs of plants for over 365 days with maximum

availability of plant on-stream days. Minimum possible human interference and best

maintenance practices keep equipment and facilities fit for intended use under safe working

conditions. Process simulation software like ASPEN PLUS and drafting software like

AUTOCADD is used for plant simulations / modifications and in turn to minimise energy

consumption, maximise production and maximise asset utilisation.

33

The plant also has an exhaustive documentation section and technical library with over

1300 Technical books and journals. The library also houses more than 1250 national and

international standards.

Maintenance

Best maintenance practices like predictive / proactive maintenance and reliability centred

maintenance are adopted in the plant to have zero equipment breakdown and zero accidents due

to equipment failure.

Quality Control

Strict adherence to quality in every aspect of production. Laying stress on technology,

the plant maintains strict quality control of products with online product sampling and product

quality monitoring. This has resulted in minimal fines and biuret in the product.

Certifications & Recognitions:

NFCL has been awarded with Rashtriya Chemicals and Fertilizers Award by

the FAI for the best article in Production and Technology.

2008

NFCL has won the Best Technical Innovation Award from Fertilizer

Association of India for performance excellence in the field of production

technology.

2006

Golden Peacock National Quality Award for 1995 by Institute of

Directors,New Delhi

1996

Technical Services

To consistently achieve Global Manufacturing Excellence and to meet world

benchmarks in product quality, energy efficiency, production maximisation, environment

control and plant safety, the plant has adopted the best practices like Total Productive

Maintenance (TPM), Process Safety Management (PSM) and has also undertaken several other

initiatives.

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To achieve all these we have specialized and dedicated teams like Process Engineering,

General Engineering, Total Productive maintenance, Quality Control, Occupational Health &

Safety.

People:

We believe in creating a culture that encourages values, teamwork, innovation,

leadership and performance.

The plant site at Kakinada provides several employee friendly facilities like well managed

canteen, club house with most modern recreational facilities including indoor games, swimming

pool, theater etc. Several programs are regularly organised for employees and their families like

sports and cultural events. A school with most modern facilities is being run for the children of

employees.

Talent

The company has a pool of immensely talented people with wide experience in the

industry. Specialising in Operation and Maintenance, Project Management, Technical Services,

E H & S, the team has experience in large modern integrated process plants across the globe.

Training & Development

The company has recognised well in advance the need for training and development of its

human resources, to help them develop their skills to adapt to the changing world business and

technological scenario.

The plant has world class training infrastructure facilities. Spacious classrooms

congenial for learning sessions are well equipped with the latest and modern gadgets.

NAGARJUNA MANAGEMENT SERVICES

A strategic business unit of NFCL, Nagarjuna Management Services (NMS) offers its

expertise on a long-term basis for the management of chemical process plants, especially to

ammonia and urea complexes worldwide.

35

Our team of professionals managing the Kakinada plant have acquired wide and rich

experience in smooth operation, troubleshooting and emergency handling. Our engineers and

operators have visited fertilizer sites in Iran, Libya and Venezuela as requisitioned by Process

Licensors in the past. The NMS team has been rated excellent by all our clients. We offer our

services for taking over total responsibility of operation and maintenance and other specialist

services on long-term basis. Our services aim at fullest satisfaction of client in achieving pre-

agreed targets on performance parameters. A comprehensive package of services includepre-

commissioning, commissioning, guarantee run, normal operation, maintenance (routine as well

as turnaround), inspection and condition monitoring, environment and safety services,

laboratory and quality assurance, purchase and stores, process engineering and general

engineering. In addition to O&M, we can take-up total project management services too, during

project phase. We also provide class room as well as field training to clients’ personnel for

developing competencies and enhancing skills in plant services. This would enable the clients’

team taking over the operations subsequently at an appropriate time.

Working on the principle of core competence, we are backed by our business partners who

are well known names in their respective fields.

Environment: 

The underlying motto of the Group is “We give back more to society than what we take from

it”. Going much beyond the statutory requirements of law for environment protection, the

company has implemented a comprehensive environmental protection plan in the plant,

resulting in near zero pollution of air and water through treatment of chemical pollutants,

recycling and effluent control. A team was set up before commissioning of plant to look into

environmental issues. Based on the Environmental Impact Assessment made by the team,

utmost care was taken to incorporate the findings and create a man made forest. The green belt

was the outcome of the combined wisdom and experience of the country’s best experts in such

diverse disciplines as forestry, horticulture, soil chemistry, ornithology and landscaping.

Creating ecology in a barren saline infested marshy land, over two-thirds of the plant

complex (nearly 700 acres) was earmarked and has been completely developed into a green belt

which extends over a kilometre with more than 0.35 million trees of 170 species, eleven water

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bodies with marine life, animals and birds. It is a favourite of nearly 70 species of migratory

birds.

In addition to the monitoring stations at Kakinada Plant, an ambient air monitoring mobile

van is also available to monitor the quality of air outside the factory premises.

The plant has the state of the art facilities for continuous monitoring of Ambient Air, Soil &

Ground water quality and analyses of gaseous emissions and liquid effluents. The data is

continuously analysed and recorded in the computer situated in the central laboratory.

COMPANY LOGO:

The new corporate logo of the Nagarjuna Group symbolizes a dynamic and value – based

organization including the concept of Trusteeship.

The logo exemplifies the Group’s inner strength through the circle which stands for the

core values of the organization. Viz., concern, commitment, quality and integrity towards it

shock holder’s viz., customers, employees, investors and community.

The triangle represents the plant Mars. Mars, from time immemorial has symbolized

prosperity, success and abundance of the energy. The triangle in the logo represents the upward

flow of perennial energy towards the mission of the group “Serving Society through Industry”.

1982 – Nagarjuna Finance Ltd

1985 – Nagarjuna Fertilizers & Chemical Ltd

1991 – Vijaya Lakshmi Insecticides & Pesticides Ltd

1992 – Nagarjuna Investors Services Ltd

1993 – Nagarjuna Agro Chemical Ltd

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1994 – Nagarjuna Palm India Ltd

1995 – Nagarjuna Agricultural Research & Development Institute

1995 – K.V.K. Raju International Leadership Academy

1995 – Nagarjuna Electric Generating Company

1996 – Nagarjuna Power Corporation Ltd

1997 – Pennar Refineries Ltd

The central circle symbolizes the sun, the source of prime energy for the solar system.

The five circles also symbolize the five elements of the universe and the spirit of continuity.

MAIN FEATURES:

FINANCING:

The total cost of existing complex is Rs.2156 crores (Rs.1186 corers for unit – I and Rs.970

cores for unit - II). This consists of loan of Rs.1, 162 crores (Rs.515 cores for unit – I and

Rs.647 cores for unit - II) sanctioned by IDBI, IFCI, ICICI, UTI, LIC, GIC and also banks. The

foreign exchange component of Rs.781.07 cores was met by the Indians Financial Institutions

like IDBI, IFCI & ICICI and also by Italian buyer’s credit. The equity portion of Rs.332.12

crores was subscribed by the public and promoters. The internal reserves of Rs.323 crores were

utilized for construction of unit – II.

MARKETING:

NFCL is operating in Andhra Pradesh, Orissa, West Bengal, Maharashtra, Karnataka and

Pondicherry (Yanam territory). A professional team, with a wide range of products that include

Urea, traded fertilizers (DAP, MOP, Complex Fertilizers), Micro-Nutrients, pesticides, Organic-

Fertilizers and Bio-Pesticides, has taken NFCL very close to the farmer and made

NAGARJUNA a household name among the farming community. Keeping pace with the

change in agricultural practices NFCL has developed organic-fertilizers and bio-pesticides with

support from NARDI. A new concept in fertilizers i.e., customized Fertilizer Granules (CFGS)

has been developed and the product is in trials.

38

NFCL’s Development activities focus on imparting training to farmers and dealers on

the latest package of practices in various crops and technology transfer. Training programs are

carried out both on campus at KVK, Kakinada and off-campus at villages and towns. A well-

equipped and trained development team organizes the programs using audio-visual vans, jeeps,

slide projectors and literature on products crops, etc. State Government, Agriculture

Universities and the farming community as a whole have acknowledged the effectiveness; of

development programs being carried out by NFCL.

DIVERSIFICATION:

Nagarjuna Group is on the threshold of major growth phase. Nagarjuna’s aim is not just to

meet the challenges of change, but to be the leader in all the businesses that we are in, namely,

Agro Inputs/outputs, Energy sector, refining and Financial services. Nagarjuna Group will thus

have significant presence in the core sectors of the economy, which will have a multiplier effect

on the industrial and socio-economic development of the country

SAFETY AND HEALTH MANAGEMENT:

The safety and health of all employees is of paramount concern in NFCL. The management

is fully committed to maintain the highest standards of safety and health in work place. The

employee participation is ensured by Departmental safety committees where the matters relating

to safety are dealt with promptly. NFCL is offering itself for audit to become eligible to receive

the 5-star safety award of British safety council, U.K.

HUMAN RESOURCES DEVELOPMENT:

It has been the constant endeavor of NFCL to attract, retain and nurture human resource

by developing a culture based on human values, in order to enable the organization to become

an extension of the family.

Hierarchies have been blurred and teamwork is encouraged. Various facilities like

Uniform, canteen and recreation are common to all employees. In order to develop all

employees, both personally and professionally, a PERFORMANCE MANAGEMENT

SYSTEM has been developed based on company’s mission and values.

39

AWARDS AND HONOURS:

“EPIC” Award for anti-pollution measures taken by the industry by environment public

interest committee, Kakinada in 1993.Good housekeeping Award for 1994 by national safety

council, A.P. chapter.Best industrial canteen Award for 1944 by national safety council, A.P.

chapter.

YEAR AWARD/HONOR WON AWARDED BY

1994 Indian chemical Manufacturer’s

Association(ICWA) Award

Environmental Control

Strategies and Safety in

Chemical Plants.

Award of merit for 1994-95 National safety council;

U.S.A.

1995 ISO 9002 certificate Bureau verities quality

International(BVQI), Netherlands.

1994-

2000

National Safety award National Safety Council’s

1994-96 “Rajiv Gandhi Party Bhoomi mitra” Award.

Waste land development board, government of India.

1996 National safety award National safety Council,

U.S.A.

Award for Innovative and purposeful Programmed for social progress.

India chemical Manufacturers Association; Mumbai.

1997&1998 Merit Award Royal society for prevention of accident

Merit Award Andhra Pradesh Chamber of Commerce& Industry

1998 Golden peacock National Award Environmental Management by world

40

1999 VANAMITRA Govt.ofA.P. for Developing andMaintaining Greenbelt.

2000 ISO 14001 EMS Certification BVQI

Achieved 84% in OH&S-Audit British Safety Council,

U.K.

2000-2001 Best Environment Management Plan-in Vizag.

A.P.pollution Control Board, Visakhapatnam.

National Safety award British safety council;U.K.

Occupational health &safety assessment series (OHSAS_18001)

Certificate.

BVAI

Bronze Award Royal Society for the prevention of accident

(ROSPA),U.K.

2001-02 ‘Environmental Protection Award’ Fertilizers Association of India, New Delhi.

10.10.2001

To

13.11.2002

‘Perfect Record’ in Occupational Safety/health Award

National Safety Council

(NSC) of USA.

COMPETITORS:

41

STATE COMPETITORS

ANDHRA PRADESH KRIBCHO,RCF,SPIC,MFL,NFL&ZACC

ORISSA IFFCO,TCL,NFL,OSWAL&DIL

MAHARASTA RCF,KRIBHCO,IFFCO&GSFC

KARNATAKA MFL, RCF, ZACL, KRIBHCO&SPIC.

OBJECTIVES OF NFCL:

1. To provide quality products to the customers i.e. quality service.

2. To be the leaders in all the business that they do.

3. To create a sense of belongingness that their employees.

4. To have the most satisfied employees.

5. T o serve the society through “zero pollution”.

NFCL CORE VALUES:

Concern

Commitment

Integrity

Quality

QUALITY POLICY:

42

The aim of NFCL is to consistently produce and market urea of required. We are committed

to continually improve the quality management system and enhance customer satisfaction by:

Continuous focus on the requirements of the customers.

Establishing and reviewing quality objective periodically.

Enhancing competency of employees through training and development.

Providing and maintaining the required facilities and congenial work environment

Inculcating quality consciousness, creating awareness on

Customer requirements and communicating the effective of quality. Management system

through the organization. This policy will be reviewed for continuing suitability will be

Communicated to all employees.

STRENGTHS:

A broad and modern product range.

Good corporate image especially in Andhra Pradesh.

Excellent dealer network in most of other states.

Open work culture/good working environment.

Qualified trained and motivated team.

WEAKNESS:

Broad product range is not synergies yet.

Some complacency about market attention

OPPORTUNITIES:

43

Huge gap between usage outside and inside India.

Expansion project (starting product in 1989) offering double the quality.

New irrigation projects increases the market demands.

THREATS:

Decontrol.

Joint venture.

International cartels.

Non- availability of raw materials in future.

44

THEORITICAL FRAMEWORK

CUSTOMER SATISFACTION

Customer satisfaction, a term frequently used in marketing, is a measure of how

products and services supplied by a company meet or surpass customer expectation.

Customer satisfaction is defined as "the number of customers, or percentage of total

customers, whose reported experience with a firm, its products, or its services (ratings)

exceeds specified satisfaction goals."

It is seen as a key performance indicator within business and is often part of a

balanced scorecard. In a competitive marketplace where businesses compete for customers,

customer satisfaction is seen as a key differentiator and increasingly has become a key

element of business strategy.

Within organizations, customer satisfaction ratings can have powerful effects. They

focus employees on the importance of fulfilling customers’ expectations. Furthermore,

when these ratings dip, they warn of problems that can affect sales and profitability. These

metrics quantify an important dynamic. When a brand has loyal customers, it gains positive

word-of-mouth marketing, which is both free and highly effective.Therefore, it is essential

for businesses to effectively manage customer satisfaction. To be able do this, firms need

reliable and representative measures of satisfaction.

In researching satisfaction, firms generally ask customers whether their product or

service has met or exceeded expectations. Thus, expectations are a key factor behind

satisfaction. When customers have high expectations and the reality falls short, they will be

disappointed and will likely rate their experience as less than satisfying. For this reason, a

luxury resort, for example, might receive a lower satisfaction rating than a budget motel

even though its facilities and service would be deemed superior in “absolute” terms.

The importance of customer satisfaction diminishes when a firm has increased

bargaining power. For example, cell phone plan providers, such as AT&T and Verizon,

45

participate in an industry that is an oligopoly, where only a few suppliers of a certain

product or service exist.

As such, many cell phone plan contracts have a lot of fine print with provisions that

they would never get away if there were, say, a hundred cell phone plan providers, because

customer satisfaction would be way too low, and customers would easily have the option of

leaving for a better contract offer.

Customer satisfaction:

Customer satisfaction is defined as "the number of customers, or percentage of total

customers, whose reported experience with a firm, its products, or its services (ratings)

exceeds specified satisfaction goals."

Consumer satisfaction:

Satisfaction of a consumer want is an essential part of the marketing operation.

Fundamentally, a person buys (acquires) a product for the satisfaction it will provide.

Purpose:

A business ideally is continually seeking feedback to improve customer

satisfaction.Customer satisfaction provides a leading indicator of consumer purchase

46

intentions and loyalty. Customer satisfaction data are among the most frequently collected

indicators of market perceptions. Their principal use is twofold:

Within organizations, the collection, analysis and dissemination of these data send a

message about the importance of tending to customers and ensuring that they have a

positive experience with the company’s goods and services.

Although sales or market share can indicate how well a firm is performing currently,

satisfaction is an indicator of how likely it is that the firm’s customers will make

further purchases in the future. Much research has focused on the relationship

between customer satisfaction and retention. Studies indicate that the ramifications

of satisfaction are most strongly realized at the extremes. Willingness to recommend

is a key metric relating to customer satisfaction.

Measuring customer satisfaction:

Organizations need to retain existing customers while targeting non-customers.

Measuring customer satisfaction provides an indication of how successful the organization

is at providing products and/or services to the marketplace.

Customer satisfaction is measured at the individual level, but it is almost always

reported at an aggregate level. It can be, and often is, measured along various dimensions.

As research on consumption experiences grows, evidence suggests that consumers purchase

goods and services for a combination of two types of benefits: hedonic and utilitarian.

Hedonic benefits are associated with the sensory and experiential attributes of the product.

Utilitarian benefits of a product are associated with the more instrumental and functional

attributes of the product.

Customer satisfaction is an ambiguous and abstract concept and the actual

manifestation of the state of satisfaction will vary from person to person and product/service

to product/service.

47

The state of satisfaction depends on a number of both psychological and physical

variables which correlate with satisfaction behaviors such as return and recommend rate.

The level of satisfaction can also vary depending on other options the customer may have

and other products against which the customer can compare the organization's products.

The usual measures of customer satisfaction involve a survey with a set of statements

using a Likert Technique or scale. The customer is asked to evaluate each statement and in

term of their perception and expectation of performance of the organization being measured.

Their satisfaction is generally measured on a five-point scale.

Regardless of the scale used, the objective is to measure customers’ perceived

satisfaction with their experience of a firm’s offerings. It is essential for firms to effectively

manage customer satisfaction. To be able do this, we need accurate measurement of

satisfaction.

Good quality measures need to have high satisfaction loadings, good reliability, and

low error variances. In an empirical study comparing commonly used satisfaction measures

it was found that two multi-item semantic differential scales performed best across both

hedonic and utilitarian service consumption contexts.

It seems that dependent on a trade-off between length of the questionnaire and

quality of satisfaction measure, these scales seem to be good options for measuring

customer satisfaction in academic and applied studies research alike. All other measures

tested consistently performed worse than the top three measures, and/or their performance

varied significantly across the two service contexts in their study. These results suggest that

more careful pretesting would be prudent should these measures be used.

Finally, all measures captured both affective and cognitive aspects of satisfaction,

independent of their scale anchors.Affective measures capture a consumer’s attitude towards

48

a product, which can result from any product information or experience. On the other hand,

cognitive element is defined as an appraisal or conclusion on how the product’s

performance compared against expectations, was useful, fit the situation, and exceeded the

requirements of the situation.

Tools For Tracking And Measuring Customer Satisfaction:

There are various ways of measuring customer satisfaction. Each has its own

importance; one cannot just stick to a particular concept and say this is the accurate way of

measuring customer satisfaction.

 Complaint and suggestion system:

A customer concerned organization makes it easy to the customers to register

suggestions and complaints. Some customer-centered companies, which are in FMCG line

like-P&G, whirlpool, establish hot lines with toll free members. Certain companies are

using websites and emails for quick, prompt response from the consumer and in return there

is a two way communication.

Customer satisfaction surveys:

Studies show that although customers are dissatisfied with one out of every purchase,

less than 5% will complain. Most customers will buy less or switch suppliers. Responsive

companies measure customer satisfaction directly by conducting periodic surveys, While

collecting data, it is also useful to ask additional questions the likelihood or willingness to

recommend the product or service to others.

 Ghost shopping:

Companies can hire people to pose as potential buyers to report the strong and weak

points experienced in buying the company’s and competitor’s products. The mystery

49

shoppers can even test how the company’s sales personnel handle various situations and

complaints to see how the calls are handled.

Delivering Customer Value And Satisfaction:

In a hyper competitive economy, with increasingly rational buyers, a company can win by

creating & delivering superiors value.

This involves the following five capabilities.

Understanding customer value

Creating customer value

Delivering customer value

Capturing customer value

Sustaining customer value

Companies succeed in attaining these value chain and value delivery network.

Value Chain:

Michael porter of Harvard proposed the value chain is a tool for identifying ways to

create more customer value. Every firm is a synthesis of activities that are performed to

design, produce and market, deliver and support its product. The value chain identifies 9

strategically relevant activities that create value and cost in a specific business. These 9

values creating activities consists of 5 primary activities and 4 support activities. The

primary activities represent the sequence of bringing materials into the business, converting

them into final products, shipping out final products, marketing them and serving them.

The support activities are the procurement, technology, development, human

resource management and firm’s infrastructure. These are handled by certain specialized

50

departments. The firm’s infrastructure covers the costs of general management, planning,

finance, accounting, legal and government affairs that are borne by all the primary and

support activities.

The firm’s task is to examine its costs and performance in each value. Creating

activity and to look for ways to improve it. The firm should estimate its competition costs

and performance as bench marks against which to compare its own costs and performance.

It should go further and study the best of class practices of the world’s best companies.

The firm’s success depends not only on how well each department performs its

work, but also on how well the various departmental activities are coordinated. Too often

company departments act to maximize their interests. A credit department may take a long

time to check prospective customer’s credit worthiness so as not to incur bad debts.

Meanwhile, the customer waits and the sales person is frustrated. A traffic department

chooses to ship the goods by the rail to save money and again the customer waits. Each

department has created walls that slow down the delivery of quality customer service. The

solution to these problems is to place more emphasis on the smooth management of core

business process.

The core business process includes the following concepts:

The marketing sensing process:

All the activities involved in gathering market intelligence disseminating it with the

organization and acting of information.

The new offering Realization process:

All the activities in research, developing and launching new high quality offerings

quickly and within the budget.

51

The customer relationship management:

All the activities involved in building deeper understanding relationships and

offerings to individual customers.

The fulfillment management process:

All activities involved in receiving and approving orders, shipping the goods on time and

collecting payment.

The value delivery network:

To be successful a firm or an organization also needs to look for competitive

advantage beyond its own operations into the value chains of its supplier distributing and

customers. Many companies today partnered with specific suppliers and distribution to

create a superior value delivery network.

Customer Relationship Management:

The aim for customer relationship management is to produce high customer equity.

Customer equity is the total of the discounted lifetime values of all firm’s customer’s.

Clearly, the more loyal the customer’s the higher the customer equity, value equity, brand

equity and relationship equity.

Value Equity:

Value equity is the customer’s objective assessment of the utility of an offering

based on perception of its benefits relative to its costs the sub drivers of the value equity and

quality, price and convenience. Each industry has to define the specific factors underlying

each sub driver in order to find programs to improve value equity. An air line passenger

might define equity as seat width; a hotel guest might define equity as room size. Value

equity makes the biggest contribution to consumer equity. When products are differentiated

and when they are more complex and need to be evaluated. Value equity especially drives

customer equity in business market.

52

Brand Equity:

Brand equity is the customer’s subjective and intangible assessment of the brand

above and beyond its objectivity perceived value. The sub drivers of brand equity and

customer brand awareness, customer attitude towards the brand and customer perception of

brand ethics. Companies use advertising, public relations and other communication tools to

affect these sub drivers. Brand equity is more important than the other drivers of customer

equity where products are less differentiated and have more emotional impact.

Relationship Equity:

Relationship equity is the customer’s tendency to stick with brand above and beyond

objective and subjective assessment of its worth. Sub drivers of relationship equity include

loyalty programs, special recognition and treatment program, community building

programs. Relationship equity is especially important where personal relationship count for

a lot and where customers tend to continue with supplier out of habit.

Some customers inevitably become inactive or dropout. The challenge is to reactive

dissatisfied customers through win-back strategies. It is often easy to attract ex-customers

than to find new ones. The key is to analyze the causes of customer detection through exit

interviews and lost customer surveys. The aim is to win back only those customers who

have strong profit potential.

Forming Strong Customer Brands:

The basic companies that want to form strong relationship need to attend the

following basics:-

Get cross departmental participation in planning and managing customer satisfaction

and retention process.

Integrate the voice of the customer in all business decisions.

Create superior product, services and experience for the target market.

53

Organize and make accessible a database of information on individual customer

needs preferences, contacts, purchase frequency and satisfaction.

Make it easy for customers to reach appropriate company personnel and express their

needs, perception and complaints.

Run award programs recognizing outstanding employers.

There are 3 relation building approaches. They are as follows:

Adding Financial Benefits

Adding Social Benefits

Adding Structural Benefits

Adding Financial Benefits:

The two financial benefits that companies can offer are frequency programs and club

marketing programs. Frequency programs are designed to provide rewards to customer who

buy frequently and in substantial amounts. Frequency is an acknowledgment of the fact that

20% of a customer’s customer might account for 80% of the business.

Adding Social Benefits:

Company personnel work on increasingly social bonds with customers by

individually and personalizing customer relationships. Customers may be nameless to the

institution, but eliminated cannot be nameless. Customers are served as a part of larger

segments. Clients are served by individual basis. Customers are served by anyone who

happen to be available, who know to explain the details of the product or service.

Adding Structural Benefits:

Company can supply customers with special equipments or computer linkages that

help customer manage orders, payroll and inventory.

54

People can be loyal to their country, family and beliefs bur less to their toothpaste,

soap or even better. The marketer should aim at increasing the consumer’s productivity to

repurchase the company’s brands.

Rationale Of The Study:

Customer satisfaction is one of the most important functions of marketing. In the

present globalization era, it is very important for any organization. So, effective

maintenance of customer satisfaction is needed for every organization. Thus Nagarjuna

Fertilizers and Chemicals Limited., should follow the best methods of customer satisfaction

to increase their sales as well as brand image in the market.

For every organization maintaining best customer satisfaction is the first step. If this

foundation is strong then there is a lot of chance for the organization to increase

theireffectiveness at key points. So, finally customer satisfaction becomes heart of particular

organization.

So, studying is made to understand the customer satisfaction activities in the

organization and to know what extent their activities have been successful in organization

development.

55

DATA ANALYSIS & INTERPRETATION

1. Duration of Cultivation

Table 4.1:

S.No Parameters No. Of Respondents % Of Respondents

1 <2 years 7 7

2 >2<4 years 17 17

3 >4<6 years 25 25

4 More than 6 years 51 51

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 7 members i.e. 7%

of the respondents were cultivating for less than two years, 17 members i.e. 17% of the

respondents were cultivating for more than two years and less than 4 years, 25 members i.e.

25% of the respondents were cultivating for more than 4 years and less than 6 years and 51

members i.e. 51% of the respondents were cultivating for more than 6 years.

56

Graph 4.1:

Duration Of Cultivation

<2 years >2<4 years >4<6 years More than 6

years

0

10

20

30

40

50

60

NO.OF RESPONDENTS

57

2. Time Duration Of Using Nagarjuna Fertilizers and Chemicals Limited

Table 4.2:

S.No Parameters No. Of Respondents % Of Respondents

1 <1year 5 5

2 >1<3 years 22 22

3 >3<5 years 56 56

4 More than 5 years 17 17

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 5 members i.e. 5%

of the respondents were using Nagarjuna Fertilizers and Chemicals Limited products for

less than 1 year, 22 members i.e. 22% of the respondents were using Nagarjuna Fertilizers

and Chemicals Limited products for more than 1 year and less than 3 years, 56 members i.e.

56% of the respondents were using Nagarjuna Fertilizers and Chemicals Limited products

for more 3 years and less than 5 years and 17 members i.e. 17% of the respondents were

using Nagarjuna Fertilizers and Chemicals Limited products for more than 5 years.

58

Graph 4.2:

Time Duration Of Using Nagarjuna Fertilizers and Chemicals Limited

<1year >1<3 years >3<5 years More than 5

years

0

10

20

30

40

50

60

NO.OF RESPONDENTS

3. Awareness Of About The Company Fertilizers and Chemicals

59

Table 4.3:

S.No Parameters No. Of Respondents % Of Respondents

1 Advertising 34 34

2 Distributors 50 55

3 Friends & relatives 10 10

4 Others 6 6

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 34 members i.e.

34% of the respondents came to know Nagarjuna Fertilizers and Chemicals Limited through

advertising, 50 members i.e. 50% of the respondents came to know about Nagarjuna

Fertilizers and Chemicals Limited through distributors, 10 members i.e. 10% of the

respondents came to know about Nagarjuna Fertilizers and Chemicals Limited through

friends and relatives and 6 members i.e. 06% of the respondents came to know about

Nagarjuna Fertilizers and Chemicals Limited through others.

Graph 4.3:

60

Awareness Of About The Company Fertilizers and Chemicals

Advertising Distributors Friends & relatives Others0

10

20

30

40

50

60

NO.OF RESPONDENTS

4. Satisfaction About Company Prices

61

Table 4.4:

S.No Parameters No. Of Respondents % Of Respondents

1 Highly satisfied 76 76

2 Satisfied 14 14

3 Neutral 10 10

4 Dissatisfied 0 0

5 Highly Dissatisfied 0 0

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 76 members i.e.

96% of the respondents were highly satisfied with the Nagarjuna Fertilizers and Chemicals

company’s price and 14 members i.e. 14% of the respondents were satisfied with the

Nagarjuna Fertilizers and Chemicals company’s price,10 members i.e 10% of the

respondents were neutral with the Nagarjuna Fertilizers and Chemicals company’s prices,o

% members i.e 0% of the respondents were dissatisfied with the Nagarjuna Fertilizers and

Chemicals company’s prices,0 members i.e 0% of the respondents were highly dissatisfied

with the Nagarjuna Fertilizers and Chemicals company’s prices.

Graph 4.4:

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Satisfaction About Company Prices

High

ly sati

sfied

Satisfied

Neutra

l

Dissati

sfied

Highly D

issati

sfied

0

10

20

30

40

50

60

70

80

NO.OF RESPONDENTS

5. Satisfaction With The Quality Of The Fertilizers and Chemicals

63

Table 4.5:

S.No Parameters No. Of Respondents % Of Respondents

1 Highly satisfied 85 85

2 Satisfied 10 10

3 Neutral 5 5

4 Dissatisfied 0 0

5 Highly Dissatisfied 0 0

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 85 members i.e.

85% of the respondents were highly satisfied with the quality of Nagarjuna Fertilizers and

Chemicals and 10 members i.e. 10% of the respondents were satisfied with the quality of

Nagarjuna Fertilizers and Chemicals,5 members i.e. 5% of the respondents were neutral

with the quality of Nagarjuna Fertilizers and Chemicals, 0 members i.e. 0% of the

respondents were dissatisfied with the quality of Nagarjuna Fertilizers and Chemicals,

0members i.e. 0% of the respondents were highly dissatisfied with the quality of Nagarjuna

Fertilizers and Chemicals.

Graph 4.5:

64

Satisfaction With The Quality Of The Fertilizers and Chemicals

High

ly sati

sfied

Satisfied

Neutra

l

Dissati

sfied

Highly D

issati

sfied

0

10

20

30

40

50

60

70

80

90

NO.OF RESPONDENTS

65

6. Information Provided By Company About Using Of Fertilizers and Chemicals

Table 4.6:

S.No Parameters No. Of Respondents % Of Respondents

1 Yes 95 95

2 No 5 5

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents’ 95 members i.e.

95% of the respondents felt that the company is providing information regarding the use of

Fertilizers and Chemicals and 5 members i.e. 5% of the respondents felt that the company is

not providing any information regarding the use of Fertilizers and Chemicals.

66

Graph 4.6:

Information Provided By Company About Using Of Fertilizers and Chemicals

67

7. Relationship With The Dealer

Table 4.7:

S.No Parameters No. Of Respondents % Of Respondents

1 Very good 23 23

2 Good 45 45

3 Average 22 22

4 Poor 10 10

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 23 members i.e.

23% of the respondents rated the availability of the Nagarjuna Fertilizers and Chemicals

verygood, 45members i.e. 45% of the respondents rated the availability of the Nagarjuna

Fertilizers and Chemicals good, 22 members i.e. 22% of the respondents rated the

availability of the Nagarjuna Fertilizers and Chemicals average and 10 members i.e. 10% of

the respondents rated the availability of the Nagarjuna Fertilizers and Chemicals poor.

68

Graph 4.7:

Relationship With The Dealer

Very good Good Average Poor0

5

10

15

20

25

30

35

40

45

50

NO.OF RESPONDENTS

69

8. Availability Of Fertilizers and Chemicalss Of The Company

Table 4.8:

S.No Parameters No. Of Respondents % Of Respondents

1 Highly satisfied 10 10

2 Satisfied 38 38

3 Neutral 35 35

4 Dissatisfied 8 8

5 Highly Dissatisfied 9 9

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 10 members i.e.

10% of the respondents were highly satisfied with the availability of Nagarjuna Fertilizers

and Chemicals and 38 members i.e. 38% of the respondents were satisfied with the

availability of Nagarjuna Fertilizers and Chemicals,35 members i.e. 35% of the respondents

were neutral with the availability of Nagarjuna Fertilizers and Chemicals, 8 members i.e.

8% of the respondents were dissatisfied with the availability of Nagarjuna Fertilizers and

Chemicals, 9members i.e. 9% of the respondents were highly dissatisfied with the

availability of Nagarjuna Fertilizers and Chemicals.

70

Graph 4.8:

Availability Of Fertilizers and Chemicalss Of The Company

High

ly sati

sfied

Satisfied

Neutra

l

Dissati

sfied

Highly D

issati

sfied

0

5

10

15

20

25

30

35

40

NO.OF RESPONDENTS

71

9. Reaction Related To The Complaint

Table 4.9

S.No Parameters No. Of Respondents % Of Respondents

1 Quickly respond 45 45

2 Respond 30 30

3 Neutral 20 20

4 Does no respond 5 5

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 45 members i.e.

45% of the respondents rated the company reaction related to the complaint is quickly

respond, 30 members i.e. 30% of the respondents rated the company reaction related to the

complaint is respond, 20 members i.e. 20% of the respondents rated the company reaction

related to the complaint is neutral, 5 members i.e. 5% of the respondents rated the company

reaction related to the complaint is does no respond.

72

Graph 4.9:

Reaction Related To The Complain

Quickly respond Respond Neutral Does no

respond

0

5

10

15

20

25

30

35

40

45

50

NO.OF RESPONDENTS

73

10. Continue With The Nagarjuna Fertilizers and Chemicalss

Table 4.10:

S.No Parameters No. Of Respondents % Of Respondents

1 Yes 86 86

2 No 14 14

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 86 members i.e.

86% of the respondents felt that Nagarjuna Fertilizers and Chemicals Limited is maintaining

good standards in production and 14 members i.e. 14% of the respondents felt that

Nagarjuna Fertilizers and Chemicals Limited doesn’t maintain good standards in

production.

74

Graph 4.10:

Continue With The Nagarjuna Fertilizers and Chemicalss

75

11. Opinion About Distributor Make You Force To Buy Only The Nagarjuna Fertilizers and Chemicalss

Table 4.11:

S.No Parameters No. Of Respondents % Of Respondents

1 Yes 16 16

2 No 84 84

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 16 members i.e.

16% of the respondents felt that the distributer make you force to buy only the Nagarjuna

Fertilizers and Chemicals and 84 members i.e. 84% of the respondents felt that the

distributer make you not force to buy only the Nagarjuna Fertilizers and Chemicals

76

Graph 4.11:

Opinion About Distributor Make You Force To Buy Only The

Nagarjuna Fertilizers and Chemicals

77

\

12. Factors Which Motivate The Using Of Nagarjuna Fertilizers and Chemicals

Table 4.12:

S.No Parameters No. Of Respondents % Of Respondents

1 Quality 83 83

2 Price 7 7

3 Brand 8 8

4 Others 2 2

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 83% of the

respondents using Nagarjuna Fertilizers and Chemicals on the basis of quality, 8% of the

respondents using Nagarjuna Fertilizers and Chemicals for brand image, 7% for price and

remaining 2% of the respondents using Nagarjuna Fertilizers and Chemicals on the others

basis.

78

Graph 4.12:

Factors Which Motivate The Using Of Nagarjuna Fertilizers and Chemicals

Quality Price Brand Others0

10

20

30

40

50

60

70

80

90

NO. OF RESPONDENTS

79

13. No Of Persons Used Other Company Fertilizers and Chemicalss Before Using Nagarjuna Fertilizers and Chemicals

Table 4.13:

S.No Parameters No. Of Respondents % Of Respondents

1 Yes 45 45

2 No 55 55

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 55% of the

respondents are using only Nagarjuna Fertilizers and Chemicals products and the remaining

45% of the respondents using other company Fertilizers and Chemicalss before using

Nagarjuna Fertilizers and Chemicals.

80

Graph 4.13:

No Of Persons Used Other Company Fertilizers and Chemicalss Before Using Nagarjuna Fertilizers and Chemicalss

81

14. Difference Identify By The Respondents After Using Nagarjuna Fertilizers and Chemicals

Table 4.14:

S.No Parameters No. Of Respondents % Of Respondents

1 More yield 75 75

2 Quality of output 18 18

3 Nothing identified 4 4

4 Other 3 3

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents most of the

respondents identify the difference that Nagarjuna Fertilizers and Chemicals are giving

more yield compare with the company Fertilizers and Chemicalss i.e 75%, 18% of the

respondents identify Nagarjuna Fertilizers and Chemicals giving quality of output and

someone does not identify any difference after using Nagarjuna Fertilizers and Chemicals

products.

82

Graph 4.14:

Difference Identify By The Respondents After Using Nagarjuna Fertilizers and Chemicals

83

More yield Quality of output Nothing identified Other0

10

20

30

40

50

60

70

80

NO. OF RESPONDENTS

15. Time Duration For Yield

Table 4.15:

S.No Parameters No. Of Respondents % Of Respondents

1 3 months 33 33

2 3 months 10 days 26 26

3 3 months 20 days 27 27

4 4 months 14 14

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 33% of the

respondents get yield within 3 months, 27% of the respondents get yield within 3 months 20

days,26% of the respondents get yield within 3 months 10 days and remaining got yield

after 4 months from Nagarjuna Fertilizers and Chemicals.

84

Graph 4.15:

Time Duration For Yield

3 months 3 months 10

days3 months 20

days4 months

0

5

10

15

20

25

30

35

NO. OF RESPONDENTS

85

16.Suggessions To The Company

a) Table 4.16a:

S.No Parameters No. Of Respondents % Of Respondents

1 Yes 3 3

2 No 97 97

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 3 members i.e. 3%

of the respondents offered suggestions and 97 members i.e. 97% of the respondents didn’t

offer any suggestions.

86

Graph 4.16a:

Suggestions To The Company

87

b)If Yes What Suggestion

Table 4.16b:

S.No Parameters No. Of Respondents % Of Respondents

1 R&D 33 33

2 Quality 0 0

3 Price 0 0

4 All the above 67 67

Total 100 100

Interpretation:

From the above table it is interpreted that out of 100 respondents 33 respondents i.e.

33% felt that the Research and Development has to be improved and 67 respondents i.e.

67% felt that all the above i.e. Research and Development, Quality and Price has to be

improved.

88

Graph 4.16b:

If Yes What Suggestion

89

R&D Quality Price All the above0

10

20

30

40

50

60

70

80

NO. OF RESPONDENTS

FINDINGS

The majority of the dealers deal with Nagarjuna Fertilizers and Chemicals.

It was found that Nagarjuna is the fastest moving brand as given by dealers.

The large majority of dealers are getting the 10 – 15 % of profit.

The majority of dealers preferred print media is the best media for advertising.

The majority of dealers getting more discounts from Nagarjuna Fertilizers and Chemicals company.

It was found that farmers are major customers.

It was found that dealers feel that excellent towards quality of Nagarjuna Fertilizers and Chemicals.  

It was found that most of the customers are giving first preference to buy Nagarjuna Fertilizers and Chemicals.

Majority of the customers of Nagarjuna Fertilizers and Chemicals states that the

future Fertilizers and Chemicals industry would be good.

 

 

90

 

SUGGESTIONS

The company has to give priority to satisfy the customer’s requirements continuously.

The company has to provide information about the changes and other information to the customers.

Company has to distribute according to the demand of the product in the market.

Company has to put some attractive offers to attract dealers and customers.

Credit period must be expanded and give consideration to the customers.

It is necessary to avoid high stock to remove under sale pricing.

To asses the improvement and services by external parameters of customer satisfaction level and services by external agencies on regular period.

Marketing officials are paying more attention on big distributors/dealers only. They should realize that cost of acquiring new customer is four times more than retaining the existing customers.

91

CONCLUSION

It is very essential and important activity for the company to maintain Quality

according to the standards. Company has to satisfy as well as consumers by offering Quality

products to the users. Company has to participate in social activities by taking the support of

the government to save the society in better way.

 

92

QUESTIONNAIRE

Name:

Address:

Mobileno:

Cultivation Land:

1. From how many years you have been cultivating?

a) <2 years b) >2<4 years

b) c) >4 <6 years d) More than 6 years

2. From how many years you have been using Nagarjuna Fertilizers and Chemicals Pvt. Ltd products?

a) <1year b) >1<3 years

c) >3<5 years d) More than 5 years

3. How do you know about the company Fertilizers and Chemicalss?

a) Through advertising b) Through others

c) Through distributors d) through any other way

93

4. Are you satisfied with the company’s prices?

a) Highly satisfied b) Satisfied

c) Neutral d) Dissatisfied

e) Highly dissatisfied

5. Are you satisfied with the quality of the Fertilizers and Chemicalss?

a) Highly satisfied b) Satisfied

c) Neutral d) Dissatisfied

e) Highly dissatisfied

6. Is the company giving any information related to the using of Fertilizers and Chemicalss?

a) Yes b) No

7. How was the relationship with dealer?

a) Very good b) Good

c) Average d) Poor

8. Are you satisfied with the availability of Fertilizers and Chemicalss of the company?

a) Highly satisfied b) Satisfied

c) Neutral d) Dissatisfied

e) Highly dissatisfied

9. What was company’s reaction elated to the complaint?

94

a) Quickly respond b) Respond

c) Does not respond d) through any other

10. Do you continue which the company Fertilizers and Chemicalss?

a) Yes b) No

11. Is the distributor make you force to buy only the Nagarjuna Fertilizers and Chemicalss?

a) Yes b) No

12. On what basis you are using the Nagarjuna Fertilizers and Chemicalss?

a) Quality b) Price

c) Brand d) Other

13. Have you been tried any other company Fertilizers and Chemicalss before using Nagarjuna Fertilizers and Chemicals?

a) Yes b) No

14. After using the Nagarjuna Fertilizers and Chemicals what was the difference you identified?

a) More yield b) Quality of output

c) Nothing identified d) other

15. How many months will you wait to get yield from the Fertilizers and Chemicalss?

a) 3 months b) 3 months 10 days

95

c) 3 months 20 days d) 4 months

16. a) Do you offer any suggestions to the company?

a) Yes b) No

b) If yes, what you suggest?

A) R&D b) Quality

c) Price d) All the above

BIBILOGRAPHY

 

Marketing Management: Philip Kotler

Marketing Management: Ramaswamy & Ramakumary

Marketing Management: G.S.Beri

Research Methodology: C.R.Kothari

 

 

Websites:

www.google.com

www.Fertilizers and Chemicalsindustry.com

www.nagarjuanfertilizers and Chemicalss.com

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