“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
EXECUTIVE SUMMARY
It is very important for any company to know how the customers perceive their products,
services or the organization as a whole. It is the customer’s perception which influences
the products and services of the organization. If the organizations makes an attempt to
find the customers perception then, it can alter its products accordingly and offer to its
customers. So understanding the customer’s perception is a very difficult and vital task
for the organizations.
Hence the study is conducted to understand the customer perception towards Permaweld
Company at Bangalore. The main objective of study is to know the customer perception
and awareness level towards Permaweld company and products. Also to know the
customer opinion about the price and to check satisfaction level towards permaweld
products. And to study which factors influenced them to purchase the permaweld
products.
By studying all these factors we can measure the satisfaction and perception of customers
towards Permaweld product.
The study includes questionnaire which consists of structured, both open and closed
ended questions. Face to face interview is conducted to collect the responses of the
respondents. For study purpose, the sample size for survey is taken as 100. After
collecting the responses the data is analysed through the SPSS software. Findings have
been made for the study. Based on these findings, suggestions are given to company to
improve the performance to enhance the customer satisfaction.
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General introduction about topic
Meaning
In simple terms, perception is understood as the act of seeing what is there to be
seen. But what is seen is influenced by the individual, the object and the situation. Any
definition of perception should contain these three elements.
Definitions:
“The study of perception is concerned with identifying the processes through
which we interpret and analyze sensory information to produce our conscious experience
of object and object relationship.”
“Perception is the process of receiving information about and making the sense of
the world around us. It involves deciding which information to notice, how to categorize
this information, and how to interpret it within the frame work of our exciting
knowledge.”
Perception includes all those processes by which an individual receives
information about the environment seeing, hearing feeling, tasting and smelling.
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The study of these perceptual processes shows their functioning is effected by the
three classes of variables: the object or the event to be perceived, the environment in
which the perception occurs, the individual doing and perceiving.
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Factors influencing perception
Situational factors
Physical setting Social setting Organizational setting
Perceiver’s characteristics Needs Experience Values Attitude Personality
Individual’s perception
Characteristics of perceiver. Nature Size appearance Location,e.t.c
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Perceptual process
Perception is a process of receiving and interpreting stimuli. This is shown in the
following figure.
Perception is a process of receiving and interpreting stimuli. The perceptual
process begins when stimuli are received through sensory organs. Most stimuli are
screened out; the rest are organized and interpreted based on various information-
processing activities. The outcomes of the process are covert and overt behaviors.
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Stimuli
External and internal stimuli
OrganizingOrganisms receive stimuli through 5 sensory organs, viz., tasting, smelling, seeing, hearing and touching
Selective attentionExternal InternalFactors factorsNature LearningLocation needsSize AgeContrast InternetMovement Paranoid Repetition PrecipitinNovelty andFormality
Ambiguous figuresFigure groundGroupingConstancy
InterpretingPerpetual setStereotypingHalo effectDefenseProjection
ResponseCovert OvertAttitude BehaviourMotivationFeelings
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
1. Receiving Stimuli
Living as we are in the world of objects, we are constantly bombarded with
various stimuli. These stimuli enter our organism through the sensory organs- vision,
hearing, smell, touch, taste, and kin aesthesis. Stimuli are received by us through these
organs. Sensory organs perceive not only physical objects; they also perceive events or
objects that have been repressed. We may not be able to report the existence of certain
stimuli, but our behaviour reveals that we are often subject to their influence. Similarly,
stimuli need not be external to us. They may be internal also. Examples of external
stimuli include light waves, sound waves, mechanical angry or pressure, and chemical
energy from objects that one can smell and taste. Internal stimuli include energy
generated by muscles, food passing through the digestive system, and glands secreting
behaviour influencing harmonies. External or internal, human beings continue beings
continue to receive stimuli. When deprived of sensory stimulation, people suffer from
disorientation, confusion and emotional disturbance, and are vulnerable to persuasion and
pressure. Under these circumstances, people tend to engage in warding off depression by
dwelling on past experiences.
2. Selecting Stimuli
Not all the stimuli received by the human organization are accepted by it. Some
stimuli are noticed and others are screened out. A girl may always need a transistor to be
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turned on while she is reading or writing. She happily concentrates on her lessons even as
the electronic device beside her blares film songs. A nurse working in a post operative
care might ignore the smell of recently disinfected instruments or the sounds of co-
workers talking nearby. Yet a small flashing red light on the nurse station console is
immediately noticed because it signals that a patient’s vita; signs are failing. The process
of filtering information received by our senses is called selecting stimuli or selective
attention. Several factors influence selective attention. Some of the external factors
influencing selection are
1. Nature
2. Location
3. Colour
4. Size
5. Contrast
6. Movement
7. Repetition
8. Familiarity.
9. Some of the internal factor influencing selection is as fallows.
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10. Learning
11. Psychological needs
12. Age difference
13. Interest
14. Ambivalence
15. Paranoid perception
3 Perceptual organizations
Perceptual organization is a process by which people group stimuli into
recognizable patterns. Selection gives way to organization, and stimuli selected for
attention now appear as a whole.
There is so much to learn about how human mind assembles, organizes, and
categories information. However, certain factors in perceptual organizations, such as
ambiguous figures, figure back ground, grouping, and constancy are helpful in
understanding perceptual organization.
Perceptual grouping.
Principle of grouping is first defined by Gestalt psychologist include similarity,
proximity, closure, continuity and area.
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The principle of similarity is exemplified when objects of similar shapes, sizes or
color tend to be grouped together. in an organization for an example all the employees
wear white color may be perceived as a common group ,when, in reality each worker is a
unique individual.
Principle of proximity underlines the tendency to perceive stimuli which are near
one another as belonging together. For examples, several workers working on a machine
are perceived to be one group and the group as a whole is held responsible for any failure
in the machine.
Perceptual Constancy
A more subtle part of perceptual organization is constancy, our ability to perceive
certain characteristics of object as remaining constant despite variations in the stimuli that
provide us with conflicting information. Such constancy amidst changing stimuli is
indispensable if we are to adjust to our world. There are several aspects of constancy.
4. The process of Interpreting
After the data have been received and organization the perceiving interprets
meaning to the information. If fact, perception is said to have taken place only after the
data have been interpreted, several factors contribute toward the interpretation of data.
More important amongst them are perceptual set, attribution, stereotyping, halo effect,
perceptual context, perceptual defense, implicit personality theory and projection.
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Perceptual set:
Previously-held beliefs about objects influence an individual’s perceptions of
similar objects. This is called perceptual set. For example, a manager may have
developed general beliefs and attitudes that workers are lazy and shirkers, and those they
want to gain whatever is possible from the organization without giving of their best to it.
His or her subsequent perceptions will be influenced by this set when he or she meets a
group of workers. The manger tends to interpret behaviour of the workers according to
his mental set.
Attribution:
Attribution refers to process by which the individual assigns causes to the
behaviour he or she conceives. People are interested on only in observing behaviour in
organization, for example, but in determine its causes. Their evaluation of and reactions
to others’ behaviour may be heavily influenced by their perception that the others are
responsible for their behaviour. When plant productivity increases, the manager
responsible will be evaluated. Less favorably if the increase I attributed to new machines
installed at order of the head office than if it is attributed to his or her handling of
employees. A nurse who drops a tray of medicine will be excused if the incident is
perceived as caused by a slippery floor, chastised if it is viewed to be caused by her
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clumsiness, and perhaps fired if it is viewed as a deliberate act. Attribution is discussed in
detail in the next section.
Stereotyping:
It is the tendency to assign attribution to someone solely on the basis of a category
of people to which that person belongs. The process of stereotyping helps individuals
assigns meaning to a mass of data.
Some examples of common stereotypes are women, doctors, professors, artists,
software engineers, executives, workers and the like. At a broader level, there are
Americans, Indians Britishers and Africans.
Stereotyping is not prejudice. A prejudice is a Stereotyping that refers to change
when presented with information indicating that the stereotype is inaccurate. Stereotypes
can be helpful; prejudice is never helpful.
Though stereotyping is understood as wrong or bad, this is not the case always. it
is a useful process that greatly increases one’s efficiency in making sense out of her or his
environment. Nonetheless, stereo-typing can lead to inaccuracies and negative
consequences. To the extent underutilization of human resources, they contribute to
ineffective and inefficiency.
Stereotyping is a four-step process. It begins by categorizing people into groups
according to various criteria such as age, sex, race and occupation. Next, we infer that all
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people within a particular category possess the same traits. Then we form expectations
others and interpret their behaviour according to our stereotypic. Finally, stereotypes are
maintained by
(i) overestimating the frequency of stereotypic behaviors exhibited by others,
(ii) Incorrectly explaining expected and unexpected behaviors and
(iii) Differentiating minority individuals from one.
Halo effect
the halo effect refers to the tendency of perceiving people in term of good and bad
and ascribing all good qualities to one who is liked and all bad qualities to another who
is disliked. A typical example of the halo effect is a professor awarding more marks to a
well- liked student. it is not so much a conscious bias on the professor’s likes the student.
it is not so much a conscious bias on the professor’s part, as that the professor likes the
student, he wants him to do well in the examination, and his perception about the
student’s examination are influenced by what he wants to see. A common phenomenon in
communication is the tendency for a receiver to evaluate information on the basis of its
source. Information emanating from a VIP tends to be overrated and the same coming
from an ordinary individual is likely to be discounted.
In organization, the halo effect often occurs when superior’s rate subordinates in
formal appraisal. in this context, a manager evaluating one of his employees on certain
dimensions may assume that someone who is good in one dimension must also be god at
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other things and rate the person highly correlations between the ratings given to people
on various dimensions. When this occurs, the resulting evaluations lack accuracy and the
quality of the resulting evaluation is compromised.
Perceptual Context:
The context in which an object is placed influences perception. The visual stimuli
by themselves are meaningless. Only when the doodles are placed in a verbal context do
they take on meaning and value for the perceiver.
Perceptual Defense:
According to principal of perceptual defense, an individual is likely to put up a
defense when confronted with conflicting, unacceptable, or treating stimuli. The defense
mechanism put up the perceiver may assume any of the four forms outright denial,
modification of the data received, change in perception but refusal to change in
perception itself. The four defense mechanisms have been culled from study involving
college students. The students were presented with the word ‘intelligent’ as a
characteristic of factory worker held by the students.
5. The process of checking
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After data have been received and interpreted, the perceiver tends to check
whether his interpretations are right or wrong. One way of checking is for the person
himself or herself to indulge in introspection. he or she perception about an individual or
object is correct or otherwise. Another way is to check the veracity about the
interpretation with other.
6. The process of reacting
The last phase in perception is the reaction. The perceiver will indulge in some
action relation to his or her perception. The action depends on whether the perception is
favorable or unfavorable: it is positive when the perception is favorable and negative
when the perception is unfavorable. A worker responds favorable. The response is
negative when his perception of the manager’s behaviour is unfavorable.
Managing the perceptual process
Successful mangers understand the important of perception as an influence factors
on behaviour and they act accordingly. They are aware of perceptual distortions and also
know that perceptual differences are likely to exist in any situation. As a result, they try
to make decision and take actions with a true understanding of the work situation as it
viewed by all persons concerned. A manager who is skilled in the perception process
will:
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1. Have a high level of self-awareness: Individual needs, experience, and
expectations can all affect perceptions. The successful manager knows this and is
able to identify when he or she is inappropriately distorting a situation because of
such perceptual tendencies.
2. Seek information from various sources to confirm or disconfirm personal
impressions of a decision situation: the successful manager minimizes the biases
of personal perceptions by seeking out the viewpoints of others. These insights
are used to gain additional perceptive on situations and the problems or
opportunities they represent.
3. Be empathetic that is able to see a situation as it is perceived by other people:
Different people will define the same situation somewhat differently. The
successful manager rises above personal impressions to understand problems as
seen by other people.
4. Influence perceptions of other people when they are drawing incorrect or
incomplete impressions of events in the work setting: people act in terms of their
perceptions. The successful manger is able to influence the perceptions of others
so that work events and situations are interpreted as accurately as possible and to
the advantage of all concerned.
5. Avoid common perceptual distortions that bias our views of people and situations:
these distortions include the use of stereotypes and halo effects, as well as
selective perception and projection. Successful mangers are self-disciplined and
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sufficiently self-aware so that the adverse impacts of these distortions are
minimized.
6. Avoid inappropriate attributions: Everyone has a tendency to try and explain why
events happened the way they did or why people behaved as they did. the
successful manager is careful to establish the real reasons why tings happen and
avoid quick or inappropriate attributions of casualty.
7. Diversity management programmes: As firms globalize themselves, diversity
management assumes greater relevance. the challenge for corporate executive is
to leverage the benefits of this diversity while minimizing the perceptual and
behavioral problems that tend to accompany heterogeneity
Organization Behaviour experts have designed diversity management
programmes. Typically, these training programmes serve two purposes. First, they
communicate the value of diversity. Second, these programmes help participants
become aware of their personal biases and give them more accurate information
about people with different backgrounds, thus avoiding perceptual distortions.
8. Know yourself: Apply the Johari window to know the real self. A powerful
way to minimize perceptual biases is to know and become more aware of one’s
values, beliefs and prejudice.
It is impossible to set up any yardstick for relationship between a buyer and a seller. No
two organizations can have similar set of rules for maintaining relationship. Even if on a
particular occasion a situation prompted a particular behavior, it is not necessary that a
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similar behavior is necessary on another occasion. The time, place and group of person
might be the same but behave in different way, though circumstances and situations
might be identical.
To a great extent relationship depends upon the: character of contracting parties. This is
thus a study of human behavior and forms part of the behavioral science. Here the
contracting parties do not mean only those who are in direct contact but also include
those who might be present around. No person is acting in isolation. Therefore, there is
always an influence of surroundings on human behavior.
A buyer is also a seller. A seller is also a buyer. Both could also be customers. To make
the point clear let us take the example of a trader who buys goods for resale or a buyer
who buys goods and then sells it after value addition. Therefore , you can not show same
behavior when you are in the role of a buyer as then your priorities are different then
when you are in the role of a seller.
Let us for some time consider our own behavior in our own house with our family
members. Are we at all times act in similar manner in a given set of situation? Perhaps
not! What are the factors that motivate our behavior?
It is my sincere opinion that our senses, mental state of mind and our capacity of physical
endurance to react to given situation play an important role in our behavior as seller,
buyer or customer. At no two given time perhaps we are in alike condition. Our behavior
will therefore, show different relationships. The relationship is product of our own
emotions. We may be have more or less in similar given condition if we can control our
emotions. This is very difficult if perhaps not impossible.
Looking purely from the viewpoint of a customer the relationship could be short time or
long time. It is Primarily dependent on the objective of the customer and the supplier or
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vendor.. A customer will always wish for a long term relationship with the vendor. The
vendor on the other hand has his own values and objectives. hThe whole talk about
customer satisfaction or customer delight turn meaningless when all over the place we
see customers not satisfied with the service level provided by the vendors. Wether it is
seller’s market or buyer’s market in India generally the customer is taken for graned and
his endurance is tested to breaking limit. We have live examples of customer taken for a
ride all around us. The voter is customer to the Government elected by him. In return he
is entitled for certain basic fulfillments of promises by the elected members of the
Government. This is the guarantee clause attached to the democratic system. But where
are we in customer satisfaction. What about a builder who has taken advance from
persons who booked the flats and then fails to provide the flats by scheduled dates? Or if
he has provided the flat then the work is not done as promised.
We talk of customer focused management. Who is the customer we are talking about? It
is the ultimate user of goods and services? It is an intermediate customer like trader or
value adder? Or it is the internal as also external customer? Perhaps we are referring to
the ultimate customer. Who so ever it may be, there is a foundation laid to build up or
develop relationship on business objectives. The business objectives are based on the
return on the investment. Speaking as a matter of fact no businessman will extend any
facility without charging the price to remain remunerative on the investment made. The
talk about the customer focus is a mere slogan and a jargon used by management pundits.
To explain the point precisely let us see some of the motives kept in mind to set
objectives for customer satisfaction.
1. Personal Gains : 0ne of the parties for it’s hidden desire of some personal gain
develops relationship by showing friendship, nearness and some advantage. The personal
gain is so intense that the party pretend to be a well wisher of the other. In more than 60%
cases innocent people fall prey to the cunnings of one party and repent later. There are
several cases in Indian industry where for personal gains deals have been finalized both
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in public and private sectors. Some have been termed as scams other as scandals. These
does nor require any further explanation.
2. Mutual Gains : The two parties In this situation joint together for mutual gain
irrespective of the fact that by their personal gains the organization they serve and the
ultimate customer is going to suffer. This involves a give and take policy. One is giving
advantage to the other for mutual gains at the cost of their organizational interest. Both
are cheats and form an unholy alliance. The organization should see through their game
plan and take corrective action in time lest loose the ultimate customers. Unfortunately
such mutual gain programmes are on rise in present day economic scene. Many a time
dealership is awarded on consideration of mutual gains. This is very common in large
variety of consumer durable, projects floated for investments in mutual funds, plantation
programme etc. Where every day we read in newspapers that customers are left with
hardly any avenue for relief. The principal party and agents just disappear in thin air.
Very little legal remedy is available against such unholy alliances. Many eminent
personalities have formed such unholy alliances for mutual gains to attract simple
customers.
3. Social Gains: Alliance formed for social gains are those where society at large is the
gainer. Nationalization of banks, petroleum companies, coal-mining industry are few
examples of alliances formed for social gain. The objective was to ensure proper and
planned growth of core, sector and save the customers and public at large from
exploitation. The story is however, different as desired objectives could not be reached
due to formation of alliances in Government and within organizations based on personal
or mutual gains. Nowhere the focus is on customer. Many of us have experienced rude
and unbearable treatment at nationalized banks while drawing our own money. We are
drawing our money and not begging. I have seen a senior citizen at the bank counter
virtually begging for hours to get his pension cheque encashed. It is an ordeal to get the
bank draft made at the banks. However, this are easy if one enters into unholy alliance for
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mutual and personal gains.
4. Organizational Gains : This is the area where we should have main thrust for long-term
benefit to customers. Customer focused management should be the only objective of
every organisation. It is at this place that buyer, seller and customer should form a
strategic alliance without taking advantage of one or the other. If they join hand and work
for all round gain then the result would be great. The theory of organizational gain in
many western nations, Japan and some other southeastern countries have already been
recognized. These countries have long back focused their business on customer
satisfaction and customer delight. Unfortunately, in India even alliance made with
industrial giants and premier brand names of these countries could not show the same
results. The only reason that come to my mind is that we as Indian do not have a sincere
desire or managerial attitude towards customer focused business or trade. The Indian
entrepreneurs perhaps still not aware of market volatility and the foreign partners have
studied the Indian business mentality. Unfortunately, the economic planners and their
mentor have not seen the plight of ultimate customer both in the industrial or domestic
consumables. There remains a gap in programmes and implementation. This is again due
to the relationship developed for personal or mutual gains. It is for this reason that Indian
economy is not able to reach to a level where it should be after 51 years of independence
and our rich heritage. None of our programmes and policies are really customer oriented.
It is therefore, right time that management at least in Indian industry try and focus
attention on the customers.
5. One Time Gains : There are situations where a relationship is made for one time gain.
Both the parties join together, fulfil the task expected from each and then depart with no
obligation what so ever on either side. All onetime contracts are example of such one
time gain. Once the deal is concluded the relationship is severed. But do we have such
one time gain contracts?
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6. Permanent Gains : Such alliances are made in business world for long time gain to
both the sides i.e., the buyer and seller. This is more or less lifetime alliance and
therefore, permanent in nature. The buyer or customer gets goods or services from a
supplier for a life time use. The seller on the other hand buildup a life time goodwill. This
is based on zero defect principle. The seller ensures that after sales service is provided to
the customer for the life time utility of the product, goods and services. The customer
receives maximum return on his investment. A satisfied customer is perhaps the best and
least costly advertiser. A dissatisfied customer is perhaps the worst enemy moving loose
in the cruel world of business. Recommendation of a delightful customer is having
stronger unpack on prospective customers than any amount of multimedia
advertisements. A goodwill build upon satisfied customers will be more potent for
growth in sales than any sales promotion gimmicks adopted by any smart salesman.
Several examples of customer’s delight are available for goods and services. A customer
makes sacrifice and in return he expect that he is relieved of after purchase headaches and
botherations. For the sacrifices made the customer expects sound sleep in the night.
7. Promotional Gains : Such alliances are formed at the time of launching of a new
products and or a company. Glorious future is projected to lure the prospective
customers. Alliance is made between the launcher and brokerage agency or advertising
agency. Both the partners to the alliance are gainers. The customer may or may not be the
gainer.
It is therefore, clear that objectively all relationships first of all have vested interest.
When we talk about the customer-focused management we implied to certain
predetermined objectives as narrated above. Organizational culture, the work
environment and the perception of seller about customer focus play a very important role
in setting up the objective for customer satisfaction. In the business world the relationship
are not platonically constructed. There has to be some motive! Holy or unholy.
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The management pundits in recent past in India have been quoting and advocating for
Japanese style of buyer and seller relationship. It is long lasting and rests on very well
established sense of trust. Above all both parties have real price in such long-term
relationship. Customer delight is there fore possible. Japan can boast about the national
culture and all citizens have great patriotism. This is reflected in there business dealings.
It is for this reason the war shattered country rose to a dominating economic and trading
force in about thirty years. Japan can today proudly say that it has best of alliances world
over. Other nationals look forward to enter in to business collaborations with Japan. India
is also one such nation! Over and above personal or mutual gains a Japanese concern
would also see the national and social gains. This is customer-focused management. Can
we in India have same perception and fix up out strategies for customer satisfaction and
elight? Unfortunately in India Japanese collaboration could not get same amount of
success due to attitude and outlook of their Indian Counterpart.
Opening of economy and liberalization in trade in the country brought a sea of change in
customer’s perception of buyer and seller relationship. The customer today is not only
very demanding but also likes to know the relationship between the supplier of goods and
services and its relationship with the manufacturer or principal and its antecedents. It is
on this relationship depends the guarantee and warranty terms to which the customer is
entitled. A customer expects trouble free service during the guarantee period. Thereafter
it is expected that a product will last to its full productive life with minimum down time
and the vendor will provide the required support service to ensure that customer is not put
to trouble.
What is the scene today? There has been a wide gap between the preaching and practice.
Very few organizations in the country with certainty can say that their main concern is
the customer, By and large even today customers are taken for granted. The objective
today also is same what it was yesterday! Just pass on the goods. Get the payment and
forget the customer. It is indeed surprising to see the cases pending before the consumer
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courts. Some of the TV channels have also started programmes to help customers and
provide some assistance in solving customer-related problems. To narrate some examples
of famous brand names and their customer oriented programmes I first refer to a
customer’s letter in a newspaper where after making advance payment a company could
not supply a well advertised cooking range for weeks. It is only after prolonged
correspondence and follow up the money was returned to the prospective customer
without any interest. A friend has some time back purchased a Samsung TV set from an
authorized dealer. The TV set developed some problem and it stopped showing picture.
Inspite of regular complaints the TV set is still not rectified as the dealer feel that
guarantee period is over and dealer’s responsibility is over. Beside, the service engineer
i& over worked attending long list of complaints. The famous AIWA brand of music
system came out with sales promotional scheme on its music system with supply of fifty
CDs free of cost. Many of the customers are still to get all the CDs. A local dealer of
computer came out with a sale promotional scheme of cash discount if an Ink Jet printer
and a scanner is taken as a package. I become a victim myself when the scanner was
collected back by the dealer for repairs after three days of delivery and only after
scanning four or five pictures. It is now more than three weeks that a brand new scanner
highly recommended by the dealer is not returned after repairs. Most-depressing part is
that neither the dealer nor the service center at Delhi could provide positive reply except
that they want me to bear some more time with them These are few examples of customer
oriented, customer focused management by International Brands. What return is there on
the investment made by the customer? The vendor is concerned with getting his money
and goes for all sorts of savings by remaining understaffed and under prepared for
immediately and promptly attending to the complaints.
The situation in large number of big and small public and private sectors is still worse as
far as purely Indian market is concerned. What we are now witnessing is an era of
takeovers, mergers and business adjustments. Survivals first than the customer is buzz
word. In such a situation the customer is out of focus. Commitment is lacking and
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generally there is an air of doubt and mistrust. Delayed deliveries, cost-over run projects,
untimely payments frequent rejections are the consequences. MNCs entry in the local
market has created an atmosphere of uncertainty. Top it all the ‘Swadeshi’ slogan led to a
situation of panic and every surviving industry small or big want to make a quick-buck
and run away leaving the customer marooned. Be it power supply, railway amenities, air
services or public distribution system, what is customer level of satisfaction compared to
the price paid? How the international customer rates us in global scene? We have to
admire the patience of Indian customer that against all the adverse conditions he is
surving. The deaf ear given by the seller is not motivating the buyer but some how he is
compelled to tag along with the market conditions hoping to get better days. We leave lot
of things to luck and destiny while making financial investments. If it works we are
lucky. It is destiny if things do not work. If issues relating to complaint are followed up
the customer is a naggingone.
For adopting Japanese management or for customer oriented management we should first
have the willingness and a determination much above the petty personal gains. It needs
an attitudinal change. Looking towards present socioeconomic and political conditions
such change is not foreseen in immediate future. Market forces will have to play the
game with only customer in mind if India has to make global presence. There is little
time in hand as we are having challenges from all sides. Small nations like Korea,
Taiwan, Singapore etc. have already surpassed us. These nations are working on a vision
and resultant plans. It is the right time for market players to pamper the customer. As the
saying goes, the four deadly sins of corporate management-complacency, blindness,
megalomania, and greed. The Chinese know the rule but Japanese observed it that
business go where it is invited and stays where it is well treated. Customer is the Boss.
The price is what customer pays for goods; the goodwill is what vendor receives from the
customer for the value he receives from the goods. It is the value part of the goods that is
very important. That is why it is said that customer is the profit everything else is
overhead!.
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Industry profile
Definition
An industry comprised of companies that primarily earn revenue through providing
intangible products and services. Service industry companies are involved in retail,
transport, distribution, food services, as well as other service-dominated businesses.
Also called service sector, tertiary sector of industry. See also primary industry,
secondary industry
an industry in that part of the economy that creates services rather than tangible objects.
Economists divide all economic activity into two broad categories, goods and services.
Goods-producing industries are agriculture, mining, manufacturing, and construction;
each of them creates some kind of tangible object. Service industries include everything
else: banking, communications, wholesale and retail trade, all professional services such
as engineering, computer software development, and medicine, nonprofit economic
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activity, all consumer services, and all government services, including defense and
administration of justice. A services-dominated economy is characteristic of developed
countries. In less-developed countries most people are employed in primary activities
such as agriculture and mining.
The proportion of the world economy devoted to services grew steadily during the 20th
century. In the United States, for example, the service sector accounted for more than
half the gross domestic product (GDP) in 1929, two-thirds in 1978, and more than
three-quarters in 1993. In the early 21st century, service industries accounted for more
than three-fifths of the global GDP and employed more than one-third of the labour
force worldwide.
The simplest explanation for the growth of service industries is that goods production has
become increasingly mechanized. Because machines allow a smaller workforce to
produce more tangible goods, the service functions of distribution, management, finance,
and sales become relatively more important. Growth in the service sector also results
from a large increase in government employment
An industry in that part of the economy that creates services rather than tangible objects.
Economists divide all economic activity into two broad categories, goods and services.
Goods-producing industries are agriculture, mining, manufacturing, and construction;
each of them creates some kind of tangible object. Service industries include everything
else: banking, communications, wholesale and retail trade, all professional services such
as engineering, computer software development, and medicine, nonprofit economic
activity, all consumer services, and all government services, including defense and
administration of justice. A services-dominated economy is characteristic of developed
countries. In less-developed countries most people are employed in primary activities
such as agriculture and mining.
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The proportion of the world economy devoted to services grew steadily during the 20th
century. In the United States, for example, the service sector accounted for more than half
the gross domestic product (GDP) in 1929, two-thirds in 1978, and more than three-
quarters in 1993. In the early 21st century, service industries accounted for more than
three-fifths of the global GDP and employed more than one-third of the labour force
worldwide. explanation for the growth of service industries is that goods production has
become increasingly mechanized. Because machines allow a smaller workforce to
produce more tangible goods, the service functions of distribution, management, finance,
and sales become relatively more important. Growth in the service sector also results
from a large increase in government employment.
Service Sector in India
Service Sector in India today accounts for more than half of India's GDP. According to
data for the financial year 2006-2007, the share of services, industry, and agriculture in
India's GDP is 55.1 per cent, 26.4 per cent, and 18.5 per cent respectively. The fact that
the service sector now accounts for more than half the GDP marks a watershed in the
evolution of the Indian economy and takes it closer to the fundamentals of a developed
economy.
Services or the "tertiary sector" of the economy covers a wide gamut of activities like
trading, banking & finance, infotainment, real estate, transportation, security,
management & technical consultancy among several others
The boom in the services sector has been relatively "jobless". The rise in services share in
GDP has not accompanied by proportionate increase in the sector's share of national
employment. Some economists have also cautioned that service sector growth must be
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supported by proportionate growth of the industrial sector, otherwise the service sector
grown will not be sustainable. In the current economic scenario it looks that the boom in
the services sector is here to stay as India is fast emerging as global services hub.
Service quality is not one-dimensional; it encompasses numerous factors that are
important to customer satisfaction. Satisfaction basically is related to expectations and
perceived delivery on these dimensions and as shown by the equation given below.
The quality of service delivery results in customer satisfaction & their retention as it
reinforces the perception that the value of the service received is grater than the price
paid for it.
Quality is defined as the ability of the service provider to satisfy customer needs.
Customer perception, service quality & profitability are interdependent variable.
Even in the case of products, quality is difficult to define because it is highly dependent
upon customer perception. The task is made more complicated in the case of service
because of the intengible nature of service & the variation in services offered to different
customers.
There are several reasons why customers must be given quality service. Most important
of them are
1. Industry has become so competitive that customers now have variety of alternatives. If
the customers are lost, it can be extremely difficult to win back the individual.
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2. Most customers do not complain when they experience problems, these customers
simply opt out & take their business elsewhere
Dimensions of Service Quality:
Barasuramm, Barry and Zenithal listed various aspects that a customer expects from
different services.
1. Reliability: This refers to the ability of the company to perform the promised service
dependably and accurately. Reliability is probably the single most important dimension
of quality. Customers expect that companies will do what they say and they will do when
they say they will do it.
2. Tangibles: This refers to the appearance of the physical facilities, equipment,
personnel, and communication materials. As services are intangible, the tangibles give an
impression to the customers about the quality of service they can expect from a firm. A
bank in a shabby building will make the customer wonder whether their money will be
safe in such a bank.
3. Responsiveness: This refers to the willingness of the employees to help customers and
provide prompt service. When you go to a bank the minimum that you expect is that the
employees would attend to you rather than chit-chat amongst themselves.
4. Assurance: This factor is linked to several minor factors such as competence, courtesy,
credibility and security. Competence depends on the service provider's possession of the
required skills and knowledge to perform the service. The politeness, respect,
consideration, and friendliness of the service providers can be bundled into the term
courtesy. Credibility refers to the perceived trustworthiness, believability, and honesty of
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the service provider. Security refers to the fact that the service should be free from
danger, risk, and doubt. In sum, the assurance factor refers to the knowledge and courtesy
of employees and their ability to inspire trust and confidence.
5. Empathy: Empathy refers to the caring, individualized attention the firm provides to its
customers. It includes access, communication and understanding. Access refers to the
approachability and ease with which the customer can contact the firm. Communication
refers to keeping the customer informed in the language they can understand and
listening to them. Understanding has to do with the efforts made by the service provider
to know customers and their needs.
The Service Quality Gaps:
Gaps between perceived & expected levels of service quality delivery result in the failure
of the service provider. The servqual instrument designed by Parasuraman, Berry and
Zeithaml can be adapted to most of the services and can be used to measure service
quality. This basically will give the gap between customer's expectations and the
perceived delivery of service. The same authors have also suggested a gap model, which
describes four more gaps. The First gap does not know what customers expect. The
second gap is between what the customer expects and what the management understands
as the customers' expectation from the company. The third gap is with reference to the
management's understanding of the customer expectations and the service quality
standards set by the management. The fourth gap is between the quality specifications
and actual service delivery. The fifth gap is between what is communicated to customers
and what is actually delivered. It is possible to measure the gaps and take corrective
actions to fill them to the extent possible. The most difficult gap to fill is the one between
customer expectations and the perceived service delivery. The expectation of the
customers keeps rising with every good experience. When a customer visits the service
organization, he/she expects a better service than what was experienced in the last
encounter
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Customer Retention:
Customer retention and relationship marketing (Berry 1983 & Gronroos 1990) concepts
have also come to be accepted in product marketing. It basically stresses the fact that it is
more economical to retain a customer than to get a new customer. This was primarily
practiced in banking to get existing customers to use more services of the same bank
relationship marketing recognizes the value of current customers and the need to provide
continuing services to existing customers so that they remain loyal. Basically, trust and
relationship commitments lead to satisfaction and customer loyalty. While product and
service quality are becoming the minimum requirements, the quality of relationship with
the customers is emerging as a proper measure of success. The new marketer will gauge
success of marketing programmers by the increase or decrease in a customer's future
value to the company.
While it is common to both the manufactured goods and services that customer retention
brings more revenues than running after new customers, the approach to customer
retention are very different. In the case of manufactured goods, it is the zero-defect
quality that matters while in services it is the service quality that matters most. In the case
of manufactured good, it is possible to build quality into the product so that there is very
little necessity for after sales service and human interaction, whereas in the case of
services like credit cards, banks and beauty parlous, it is the quality of interaction that the
service provider has with the customer that matters.
Role of Internal Marketing in Customer Retention:
Internal Marketing means that the service firm must efficiently train & motivate its
customer contact employees & supporting service people to work as a team to provide
customer satisfaction. Internal marketing was originally proposed as an approach to
service management, which entailed the application of traditional marketing concepts
within the organization in order to improve corporate effectiveness. A related concept
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called internal customer suggests that the employees be treated as customers in order to
improve the quality of service offered to external customers. The approach basically
inverts the organizational pyramid and puts customers on top and divides the employees
into two categories, viz., (i) those who serve customers and (ii) those who serve those
serving the external customers. Hence, the front-line employees became internal
customers to the back-office support service staff, supervisors and management.
Internal marketing is supposed to build a market-oriented and customer-focused culture
in an organization that facilitates the following:
1. Enable the organization to build customer focus into the corporate mission and make
every employee (Whether in operations, marketing, finance or personnel) understand the
importance of customer satisfaction and play a direct/indirect role in providing the same.
2. Treat the front-line employees as internal customers and keep their morale and
motivation high.
3. Create an environment where customer contact personnel feel empowered to deliver
high quality service to customers and do not feel threatened to give feed back to the
management on the negative moments-of-truth experienced by customers.
4. Streamline service delivery systems (including the back-office support systems and
procedures) in order to suit customer needs regardless of internal conveniences.
Major Issues in Service Quality
Issues such as individual customer satisfaction versus meeting the corporate objectives
have been debated at length in marketing literature. Additionally, employees are bound
by the rules and regulations of the organization, whereas the relationships with customers
are not tightly governed by rules. Of course when a customer voluntarily enters the
premises of an organization to avail its services, he/she will be governed by its rules. For
example, a customer entering a McDonald's outlet cannot ask for waiter service.
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However, the organizational relationships are much more complex. Though to some
extent we may find parallels in customer relationships, the relationship between one
employee and another is much more complex as it is governed by past behaviour and
other situational factors. Many times, people have hidden agendas and they use
organizational issues to settle scores with each other. As the hierarchy is involved, people
can use positional power to play polities to achieve their end objectives. These are not
going to be very pronounced in the case of customers.
Service can be broadly classified into high-tech, low-touch and low-tech, high touch
services. A customer using an ATM to withdraw cash has no human much at all. It is
basically a high-tech, low-touch service. On the other hand, if you enter a beauty par-lour
for hairdressing the service- provider understands the individual customer's needs and
customizes the service accordingly. This is an example of a low-tech, high-touch service.
The service delivery systems are designed to suit the specific services. Companies are
trying to move in the direction of high-tech, low-touch, as it is easier to manager. Federal
Express has developed a package tracking- system, which can be accessed through the
Internet by its customers. This has greatly reduced customer calls wanting to know
whether their packages have been delivered or nor.
The most important thing in blueprinting of a customer service is to look at the processes
from the customer's perspective. Companies should move out of their internal divisions
and conveniences to devise delivery systems ideally suited to the consumers. Bank
timings are fixed by taking into consideration the convenience of the employees. Some
banks have now started the practice of keeping the banks open on Sundays and during
late hours. Similarly, a loan applicant will be make to run from section to section to know
the status of his application. This is where it makes sense to create a single window
clearance system.
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The service sector now accounts for more than half of India's GDP: 51.16 per
cent in 1998-99. This sector has gained at the expense of both the agricultural
and industrial sectors through the 1990s. The rise in the service sector's share in
GDP marks a structural shift in the Indian economy and takes it closer to the
fundamentals of a developed economy (in the developed economies, the
industrial and service sectors contribute a major share in GDP while agriculture
accounts for a relatively lower share).
The service sector's share has grown from 43.69 per cent in 1990-91 to 51.16 per
cent in 1998-99. In contrast, the industrial sector's share in GDP has declined
from 25.38 per cent to 22.01 per cent in 1990-91 and 1998-99 respectively. The
agricultural sector's share has fallen from 30.93 per cent to 26.83 per cent in the
respective years.
Some economists caution that if the service sector bypasses the industrial sector,
economic growth can be distorted. They say that service sector growth must be
supported by proportionate growth of the industrial sector, otherwise the service
sector grown will not be sustainable. It is true that, in India, the service sector's
contribution in GDP has sharply risen and that of industry has fallen (as shown
above). But, it is equally true that the industrial sector too has grown, and grown
quite impressively through the 1990s (except in 1998-99). Three times between
1993-94 and 1998-99, industry surpassed the growth rate of GDP. Thus, the
service sector has grown at a higher rate than industry which too has grown
more or less in tandem. The rise of the service sector therefore does not distort
the economy.
Within the services sector, the share of trade, hotels and restaurants increased
from 12.52 per cent in 1990-91 to 15.68 per cent in 1998-99. The share of
transport, storage and communications has grown from 5.26 per cent to 7.61 per
cent in the years under reference. The share of construction has remained nearly
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the same during the period while that of financing, insurance, real estate and
business services has risen from 10.22 per cent to 11.44 per cent.
The fact that the service sector now accounts for more than half the GDP
probably marks a watershed in the evolution of the Indian economy.
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Company profile
Started in : 1988
Headquarter: Bangalore
Managing director is Mr. UDAY PASRICHA
INDUSTRY: service industry
Branches: Bombay, Chennai, Hyderabad
Competitors: SPM, Instrument Hyderabad, SKF INDIA LTD
PERMAWELD PVT LTD is an ISO 9001:2000 certified company. We have pioneered
the concept of making “MAINTENANCE A PROFIT CENTRE” for the past 20 years
by providing SPECIALITY MAINTENANCE SOLUTIONS on products and services
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for critical applications. The objective at all times being to extend the productive life of
Assets, components and machines.
PERMAWELD. has over its past 20 years, conceptualized with ease in maintainability by
periodic health monitoring of plant machinery, Leak audits, Thermography and predictive
maintenance requirements, pre-empting unscheduled shut-downs and thus loss of
productivity besides, avoiding un-necessary repairs.
PERMAWELD is an ‘Single point vendor’ for Predictive maintenance based on our 10
years experience of vertical focus, we are well qualified to take up any specific or
customized maintenance contract as required by customer,leading industries like, HPCL,
BPCL,IOCL and RELIANCE etc..
TECHNIQUES
ULTRASOUND
VIBRATION MONITORING
THERMAL IMAGING
TEMPERATURE MONITORING
ULTRASOUND TECHNIQUE
The concept of predictive maintenance by ultrasound is based on exploiting the very fact
that any mechanism shall generate a certain level of ultrasound directly depending on its
health condition while operating.
Condition Monitoring and Predictive Maintenance has traditionally been
performed through Vibration Analysis, Infrared and other technologies. Ultrasonic
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technology is often ignored but is an excellent option especially for organizations with
lower budgets. Ultrasonic detectors are capable of accurately interpreting the sound of
under lubrication, over lubrication and early signs of internal wear conditions. The right
ultrasonic technology is a fast and effective means of determining such conditions in
moving, mechanical components such as Bearings, Gearboxes, Motors, Compressors, etc.
There is a direct correlation between Ultrasound generated by an object and condition of
that object. Ultrasonic carries information about the internal process and condition of the
component or assembly activity in and around the object & assist in predictive
maintenance based on early detection, though it does not provide a conventional
measurement. Thus Ultrasound monitoring aids in detecting a problem LONG BEFORE
it can be discovered through conventional monitoring.
Ultrasound is distinguished technique due to its characteristics of
Higher frequency and thus shorter wavelength.
Capability to attenuate more quickly than sound waves
Easily shielded thus isolating surrounding noise.
Directional travel thus aiding localized detection.
The above tool with characteristics can be used for following diagnosis.
Leak Audits – Compressed Air leaks, Vacuum leaks and other Gases leaks.
Survey of Faulty Steam Traps
Detection of Passing of Valves
Condition Monitoring of Rotary Equipments like Bearings, Gear box etc..
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CONDITION MONITORING - CONCEPT
Continuous or regular measurement of health signals from different machines in a
plant.
This indicates the variation of condition of machines or their components based
on exposure to the operating and services environment.
Once the trends of the machine are established, it will help us to create NEW
AND ACCURATE maintenance intervals. Then we know when it is safe to
continue operating the machine and when safe to interrupt their operation for
maintenance.
For those machines where trend monitoring indicates a deteriorating pattern,
based on regular checking, we suggest early intervention.
We also offer product-based solution to enhance reliability and extend current
maintenance intervals.
THERMAL IMAGING/ TEMPERATURE SCANNING
THERMAL IMAGER can provide early warning in ‘Real Time’ predicting much before
the equipment could fail. It is Convenient, Non-Invasive, In-Situ and Two-Dimensional.
The THERMAL IMAGER is used to detect Hot Spots and their origin in
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Electrical loose connection in Distribution panel.
Faulty Fuses
Improper cable crimping.
Load unbalancing.
Improper cable selection and over heating.
UPS Battery bank.
Thermal scanning allows us to create component performance classification with in
the scope of condition monitoring. It provides faster non – contact investigation
means of large areas.
“Temperature” is considered as the best indicators of health of a component.
The magnitude and distribution of the temperature indicates departure from normal /
acceptable performance.
We employ infrared non - contact type thermal gun to indicate the temperature of
bearing and other components.
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We, thus, facilitate-
EASE IN PREDICTING HEALTH CONDITION OF A COMPONENT
MINIMISING DOWNTIME
REVISE MAINTENANCE SCHEDULES
PRIORITISING REPAIRS
AVOIDANCE OF UN-NECESSARY REPAIRS
PROVIDING MAINTENANCE SOLUTIONS
ORGANIZATION CHART
Managing Director
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Marketing GM Business development HR/Accounting
GM GM
ASST Manager Sr MDE SM Sr A/C A/C
Manager
AE MDE ASST ASST MDE
Manager Manager
Sr A/C ASST ASST
A/C
AE MDE AE
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In permaweld there are different products are there those are
1) CTRL UL-101 Ultrasound Diagnostic deviceA low cost, money saving, efficient diagnostic tool for equipment health monitoring,
troubleshooting & leak detection.
CTRL means you have control
OPERATING PRINCIPLE
CTRL tool UL-101 operates on the principle of Ultrasound i.e. audible frequencies
beyond human perceivable range [20 Hz – 20,000 Hz] since UL-101 tool operates at
frequency of 40,000 Hz.
Sound is the movement of pressure variation through a medium [solid, liquid or gas].
Sound gets created when there is -
Impact
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Turbulence
Friction
Electric arcing or Corona discharge
THE FUNDAMENTALS OF SOUND:
Types of Sound
Infrasound (0-20Hz)
Audible Sound (20 Hz – 20 KHz)
Ultrasound (20 KHz and above)
CTRL UL-101 Tool – What can it do?
In Contact mode, diagnose health of -
- Bearings
- Gears
- Solenoid valves
- Hydraulic cylinders
- Valves
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- Pumps
- Compressors
- Fuel Injectors
- Leaks through Seals & Gaskets
Using the specialized CTRL UL 101 ULTRASOUND DEVICE, VIBRATION
ANALYSIS, and THERMOGRAPHY; Permaweld provides to Industry plant, surveys
and maintenance consultancy to improve productivity and reduce energy losses. This is
based on taking up Predictive Maintenance & Condition Monitoring Contracts that
drastically reduce energy losses through the highly sensitive CTRL ultrasound device that
can “hear and detect from a distance” compressed air or gas leaks and abnormal sound
above 30,000 hz which enables “early prediction and pin pointing problem areas. WE
also identify vacuum leaks, take up steam trap surveys and identify valve passing.
Additionally with early identification of potential component failure in mechanical
equipment, we reduce the risk of unscheduled break downs of critical equipments like HT
Motors, Gear Boxes, bearings and other rotating equipment.
With the CTRL Ultrasound device we are able to hear leaks that are inaudible to the
human ear and would not be detected by conventional tests. The CTRL Ultrasound
device is very versatile and can also identify electrical arcing, corona discharge. Besides
the above mentioned uses, its usage is limited only by a lack of imagination. We offer a
demonstration of CTRL Ultrasound device for purchase by industry AND we help create
“new maintenance standards and schedules based on its usage for day to day prevention
and audits” . It can be supplied with a handheld computer and data recording software.
The CTRL Ultrasound device has unique applications in conjunction with the
ULTRASOUND UL101 transmitter for QC and checking for the integrity of vessels and
tanks, and as an alternate to pressure testing for aircraft cabins or shower testing for
vehicle cabins
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2)MERUS
Introducing the GREEN Enviro-Friendly, energy saving technology that removes and
then prevents scaling, corrosion in pipelines, boilers, heat exchangers and insures long
term retention of pressure in fluid flow systems
Industry can now eliminate pipeline scaling, prevent pipeline corrosion even at high
temperatures, and prevent build up of algae, Bacterial contamination within water cooling
systems and water loops with MERUS installations.
A MERUS installation is a Comprehensive NON INVASIVE solution that requires NO
energy, NO chemicals, No Magnets and NO day to day maintenance for industry
BECAUSE we are responsible and undertake TOTAL MAINTENANCE of the installed
system as a long term solution.
MERUS offers this GREEN technology for Corrosion, Lime scale, Biofilms, that provide
long term savings. This is a unique and revolutionary, non traditional device that over
comes the negative effects caused by solids in water. The installation is suitable for oil
and viscous flow, effluent, and offers long term protection for Industrial Heat
Exchangers, Industrial Cooling towers, Water Distribution Systems, Steam Generators,
Boiler and high temperature areas where solids must be kept in a flowing state to prevent
deposition.
3) Megna
Weld Repair Consultancy, Salvage services & speciality Product Recommendation.
We use and recommend World famous specialty MAGNA WELDING ALLOYS which
are unique and specifically engineered only for critical salvage and maintenance.
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PERMAWELD provides weld solutions that result in Reliable and Risk Free weld joints
for almost all KNOWN and unknown base metals and extreme operating environments.
When using MAGNA ALLOYS industry is assured of “Long lasting repairs for difficult
to weld components and machinery of varied, old, contaminated and unknown base
metals”. Our experienced and certified welders offer specialized structural chassis and
component repair for heavy construction and mining machinery, Industrial Press tools
and dies for greater productivity
4) Omega
Permaweld's Lubrication Consultancy
We have 20 years of experience with OMEGA lubrication in critical applications with
MOST industry who are market leaders (some of our customers) in India. Omega
Lubricants have repeatedly proved that they are vastly superior in performance and
MAXIMIZE maintenance intervals, the life of valuable machinery and critical
components. OMEGA lubricants are recommended by PERMAWELD as the “solution”
for critical areas with “result based study and data” that prove savings, extension of life
of specific components, enhancement of machine performance, reduction in operating
temperature and vibration levels. The substantial extension of lubrication intervals
compared to current industrial norms assure improvement in productivity and lowering of
final costs
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Topic: customer perception towards permaweld
Objectives
1) To study the perception of consumers towards the permaweld
Ltd
2) To check awareness level regarding permaweld products.
3) To know the customer perception towards price of permaweld products.
4) To find out customer satisfaction toward permaweld products.
5) To determine which factors influence the customers to purchase permaweld products I.e. omega, megna, CTRL, merus.
Research methodology
Primary Data : Questionnaire and
Personal Interaction
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Secondary Data: Company manual
Company book lets
Organization Guide
Internet.
2. Sampling
Sampling Method : Convenient Random Sampling.
Sample Population : Various customers in Bangalore city..
Sample Size : 100.
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Data Analysis
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
FrequenciesAre you aware of permaweld pvt limited company?
Analysis:from the above graph out of 100 respondents 100% respondents are aware of permaweld company
Babasabpatilfreepptmba.com Page 51
1000
ValidMissing
N
100 100.0 100.0 100.0yesValidFrequency Percent Valid Percent
CumulativePercent
Are you aware of permaweld pvt limited company?
100.0%
yes
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Interpertation:majority of respondents are aware of permaweld company.
Frequencies
Are you aware of permaweld company product?
Frequency Percent Valid Percent Cumulative Percent
Valid Yes 88 88.0 88.0 88.0No 12 12.0 12.0 100.0Total 100 100.0 100.0
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1000
ValidMissing
N
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis:from the above graph out 100% respondents 88% respondents are aware of permaweld product and 12% respondents are not aware of permaweld Products
Interpertation: majority of all respondents are aware of premaweld products .
How much you are aware of permaweld company product?
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Frequency Percent Valid Percent Cumulative Percent
Valid
Highly aware about it 88 88.0 88.0 88.0
Some what heared 3 3.0 3.0 91.0
Not aware of it 9 9.0 9.0 100.0
Total 100 100.0 100.0
Analysis:from the above graph out of 100 respondents 88% respondents highly aware about the premaweld products and 9% respondents are and not aware of permaweld products and 3% respondents are some what heard about it.
Interpertation:majority of respondents are highly aware about premaweld product.
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1000
ValidMissing
N
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
FrequenciesWhat you think about permaweld pvt ltd company?
Analysis: From the above graph out of 100 respondents 37% respondents said average and 27% respondents are said very good and 26 respondents are said good and only 10% respondents are said not good.
Interpertation:majority of respondents are think average of permaweld private company.
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1000
ValidMissing
N
Not goodAverageGoodVery good
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
FrequenciesWhat will comes in your mind by hearing permaweld pvt ltd company?
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1000
ValidMissing
N
1 1.0 1.0 1.0
9 9.0 9.0 10.0
48 48.0 48.0 58.0
30 30.0 30.0 88.0
12 12.0 12.0 100.0100 100.0 100.0
Environmental friendlyProducts manufacturerName for good serviceName for good productEnergy saverName for cost reducerTotal
ValidFrequency Percent Valid Percent
CumulativePercent
Name for cost reduce
Name for good product
Name for good service
Environmental friend
60
50
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis:from the above graph of out of 100 respondents 48% respondents are said name for good service 30% respondents are said name for good product energy saver and 12% respondents are said name for cost reducer and lastly 9% respondents are said environmental friendely products manfacture by hearing premaweld private company.
Interpretation:majority of respondents are name for good service comes in mind by hearing premaweld product .
Frequencies
What do you think about price of permaweld products?
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1000
ValidMissing
N
18 18.0 18.0 18.025 25.0 25.0 43.041 41.0 41.0 84.014 14.0 14.0 98.02 2.0 2.0 100.0
100 100.0 100.0
Very highHighModerateLowVery lowTotal
ValidFrequency Percent Valid Percent
CumulativePercent
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis:from the above graph out of 100% respondents 41% respondents are said the price of premaweld company products is moderate and 25% respondents are said High and 18% respondents are said very high and 14% respondents are said low and 2% respondents are said the price of premaweld product is very low.
Interpretation: majority of respondents are said the price of premaweld company product is moderate.
Frequencies
Which are the factors influenced you to purchase permaweld products?
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Very lowLowModerateHighVery high
50
40
30
20
10
0
1000
ValidMissing
N
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis:from the above graph of 100% 41% respondents are said quality has influencedto purchase premaweld product and 27% respondents are said pricing and 20% respondents are said advertisement and 7% of respondents are said pre and post purchaseservices has infiuenced and 5% respondents are company image.
Interpertation:majority of respondents are said quality has influenced to purchase premaweld product
FrequenciesAre you satisfied with the permaweld products?
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27 27.0 27.0 27.041 41.0 41.0 68.020 20.0 20.0 88.0
7 7.0 7.0 95.0
5 5.0 5.0 100.0100 100.0 100.0
PricingQualityAdvertisementsPre and postPurchase serviceCompany imageTotal
ValidFrequency Percent Valid Percent
CumulativePercent
Company image
pre and post purchase
Advertisements
Quality
Pricing
50
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis:from above graph out of 100% respondents 92% respondents are satisfied premaweld product and 8% respondents are said not satisfied .
Interpertation:majority of respondents are satisfied premaweld product.
Frequencies
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1000
ValidMissing
N
92 92.0 92.0 92.08 8.0 8.0 100.0
100 100.0 100.0
YesNoTotal
ValidFrequency Percent Valid Percent
CumulativePercent
8.0%
92.0%
No
Yes
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
To what extent you satisfied with permaweld products?
Analysis: out of 100 respondents 51 respondents said avg has permaweld product,17 respondents are highly satisfied with perweld product ,16% respondents are satisfied & 16% respondents are dissatisfied with permaweld products.
Iterpretation. Majority of respondents said avg as permaweld product.
FrequenciesBabasabpatilfreepptmba.com Page 61
1000
ValidMissing
N
17 17.0 17.0 17.016 16.0 16.0 33.051 51.0 51.0 84.016 16.0 16.0 100.0
100 100.0 100.0
Highly satisfied SatisfiedaveragedissatisfiedTotal
ValidFrequency Percent Valid Percent
CumulativePercent
dissatisfiedaverageSatisfiedHighly satisfied
60
50
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Do you think sales and service of permaweld company effective?
Analysis; from the above graph 100% respondents 78 respondents are said sales & sevice of per weld company is effective & 22respondents are said sales & sevice of permaweld product is ineffective.
Intepretation; majority of respondents are said sales & service of permaweld company is effective.
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1000
ValidMissing
N
78 78.0 78.0 78.022 22.0 22.0 100.0
100 100.0 100.0
yesnoTotal
ValidFrequency Percent Valid Percent
CumulativePercent
Do you think sales and service of permaweld company effective?
22.0%
78.0%
no
yes
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Frequencies
Do you recommend to others to purchase permaweld products?
Do you recommend others to purchase permaweld product?
37.0%
63.0%
no
yes
Analysis: From the above graph 63% respondents are said they are recommended to others to purchase permaweld product & 37% respondents are not recommended to others.
Interpretation: majority of respondents said they are recommended to others to buy permaweld product.
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1000
ValidMissing
N
63 63.0 63.0 63.037 37.0 37.0 100.0
100 100.0 100.0
yesnoTotal
ValidFrequency Percent Valid Percent
CumulativePercent
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Frequencies
Do you need any financial assistance while purchase permaweld product?
Do you need any financial assistance while purchase permaweld product?
27.0%
73.0%
no
yes
Analysis: from the above graph 73% of respondents need financial assistance while purchasing permaweld product 27% respondents not in need of any financial assistance while purchasing permaweld product.
Babasabpatilfreepptmba.com Page 64
1000
ValidMissing
N
73 73.0 73.0 73.027 27.0 27.0 100.0
100 100.0 100.0
yesnoTotal
ValidFrequency Percent Valid Percent
CumulativePercent
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Interpretation: majority of respondents are need financial assistance while purchasing permaweld products.
Frequencies
From the following which factor do you consider while purchasing permaweld product?
Analysis: from the above graph 50% respondents are consider low price loan while purchasing permaweld product 28% respondents are consider credit facilities &22% respondents are consider others.
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1000
ValidMissing
N
28 28.0 28.0 28.050 50.0 50.0 78.022 22.0 22.0 100.0
100 100.0 100.0
credit facilitylow price loanothersTotal
ValidFrequency Percent Valid Percent
CumulativePercent
otherslow price loancredit facility
60
50
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Interpretation: majority of respondents are consider loan while purchasing permaweld product.
Frequencies
Is discount is one of major factor you purchase permaweld product?
Is discount is one of major factor you purchase permaweld product?
30.0%
70.0%
no
yes
Analysis; From the above graph 70% respondents said yes as discount is the major while purchasing permaweld product 30%. said no.
Interpretation: Majority of respondents Said yes as discount as permaweld product.
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1000
ValidMissing
N
70 70.0 70.0 70.030 30.0 30.0 100.0
100 100.0 100.0
yesnoTotal
ValidFrequency Percent Valid Percent
CumulativePercent
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
FrequenciesAre you satisfied with price paid to the permaweld product?
Babasabpatilfreepptmba.com Page 67
1000
ValidMissing
N
31 31.0 31.0 31.061 61.0 61.0 92.08 8.0 8.0 100.0
100 100.0 100.0
stongly agreeagreedsagreeTotal
ValidFrequency Percent Valid Percent
CumulativePercent
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Analysis: From the above graph 61% respondents agree with price provided by permaweld 31% strongly agree with price provided by permaweld & 8% respondents disagree with price provided by permaweld.
Interpretation: majority of respondents agree with price provided by permaweld.
Hypothesis:
The hypothesis is tested with the help of questionnaire the Ho states that more than 85% respondents are told that they are satisfied with Permaweld’s company’s products, as per data collected 92 out of 100 respondents told that they are satisfied with Permaweld’s company’s products
Babasabpatilfreepptmba.com Page 68
dsagreeagreestongly agree
70
60
50
40
30
20
10
0
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
H0= more than 90% respondents said that they are satisfied with Permaweld’s company’s productsH1= less than90% respondents said that they are satisfied with Permaweld’s company’s products Using Z test can prove this.P= 0.90n = sample size 100a (alpha)= 5% level of confidenceZ= 1.64 (referring table)
S= P (1-P) n-1 =
0.90(1-90) 100-1
S= 0.03015Po=92/100=0.92
Zcal= Po-P/SE = 0.92-0.90/0-03015Zcal= 0.6634
Conclusion: Accept Ho. As it falls under the confidence level i.e.1.64
Findings Babasabpatilfreepptmba.com Page 69
“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
1) According to survey 100% respondents are aware of permaweld company
2) By the survey we came to know that 88% respondents are aware of permaweld
company product.and 12% respondents are not aware of it
3) In 88% respondents are highly awaere about premaweld products
& only very less respondents are not aware of permaweld products.
4) By the survey we came to know that most of the respondents said permaweld Pvt
ltd company is average & some respondents said permaweld Pvt ltd company not
. good.
5) In 100 respondents most of them said name for good service & only few of them said
environmental friendly products manufacturer.
6) By the survey we can say that 41% of respondents said price of premaweld company
products is moderate & 2% respondents are said the price of premaweld product is very
low.
7) According to the survey more no of respondents said quality factor has influenced &
Very less respondents are company image.
8) In 100 respondents respondents 92% respondents are satisfied premaweld product
& 8% respondents are said not satisfied.
9) By the survey we can say that more no of respondents said avg has permaweld
product & very less respondents are dissatisfied with permaweld products.
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
10) By the survey we come to know that more no of people said sales & sevice of
permaweld is effective.
11) By the survey we come to know that most of the respondents recommend others to
buy parmaweld products.
12) In 100 respondents 73% respondents need financial assistance & 27%
respondents not in need of any financial assistance.
13) According to the survey more no of respondents consider low price loan while
purchasing permaweld product while only few said others factor .
14) In 100 respondents respondents 70% respondents said yes as discount is the
major while purchasing permaweld product 30%. said no.
15) By the survey we come to know that most of the respondents agree with the price &
less respondents disagree
Suggestion:
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
1) In the survey 100% respondents said that they were aware of permaweld company
. but still some people were not aware of its products. So try to make some
product awareness activities or promotions which helps in increasing the
awareness of its products.
2) By the survey it is clear that maximum respondents influenced by the factor
Quality. So it is suggested they increase and maintain the quality of products.
CONCLUSION
In the study of “customer perception towards permweld product
sales”, I have experienced that customer perception plays a vital role in the success of a
permaweld product.
Nothing is of a greater importance for a marketer than perception. Perception is actually
more important than reality in many cases.
In Bangalore city customers are having good perception towards permaweld
product except some factors like, material and quailty. The awareness levels of perm
weld products are also good. Even though it is facing tough competition with skf it is
good product in India.
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
In the world of business, particularly marketing and advertising, perception is
reality. . How do consumers perceive the brand, the product, how do they perceive
competitors - that all determines how successful the product will be on the market.
Dear Sir/Madam,
Personal information
NAME __________________________
AGE: 18-25, 26-35, 46-above
QUALIFICATION:___________________
INCOME BELOW 10, 10-20, 20-30, 30-40, 40-ABOVE
PHONE:________________ MOBILE:_______________
ADRESS:_______________________________________
Questionnaire
1) Are you aware of permaweld pvt ltd company? Yes No
2) Are you aware of Permaweld company product?
Yes No
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
3) How much you are aware of Permaweld Company’s product?
a) Highly aware about it
b) Some what heard
c) Not aware of it
4) What do you think about permaweld Pvt ltd Company?
Very good good average not good very bad
5) What will comes in your mind by hearing permaweld pvt ltd company?
Environmental friendly products manufacturer
Name for good service
Name for good productsEnergy saver
Name for cost reducer
6) What do you think about price of permaweld products?
Very high
High
Moderate
Low
Very low
7) Which are the factors influenced you to purchase permaweld products?
Pricing
Quality
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Advertisements
Pre and post purchase services
Company Image
8) Are you satisfied with the permaweld products?
Yes No
If yes continue else go to question number 10
9) To what extent you satisfied with permaweld products?
Highly satisfied average dissatisfied highly
Satisfied dissatisfied
10) Do you think sales and service of Permaweld product effective?
Yes No
11) Do you recommend others to purchase permaweld product?
Yes No
12) Do you need any financial assistance while purchase Permaweld Product?
Yes No
13) From following which factor do you consider while purchasing permaweld
Product
Credit facilities low price loan others
14) is Discount is one of major factor you purchase permaweld product?
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“CUSTOMER PERCEPTION TOWARDS PERMAWALD PVT LTD., BANGALORE”
Yes No
15) Are you satisfied with price paid to the permaweld product?
Strongly agree agree neither agree or Disagree
16) Any suggestion would you like to give for improvements
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
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