TABLE OF CONTENTS:
Title
page
Approval
page
Certification
page
Acknowledgements
Dedication
Abstract
Table
of contents
Chapter One
Introduction
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Significance of the Study
1.5 Research Questions
1.6 Research Hypothesis
1.7 Scope and Limitation of the Study
Chapter Two
Literature
Review
2.1 An Overview of the concept of
Product
2.2 Concept of Customer Satisfaction
2.3 Components of product Development
2.4 Product Development Strategies
2.5 Concept of Product Differentiation
Strategy
2.6 Concept of Product Differentiation in
Enhancing Customer Satisfaction
Chapter
three
Research
Methodology
3.1 Research Design
3.2 Area of the Study
3.3 Population of the Study
3.4 Sources of Data Collection
3.5 Sampling Technique and Sample Size
Determination
3.6 Method of Data Analysis
3.7 Validity and Reliability of Instrument
3.8 Questionnaire
Chapter Four
Data
Presentation and Analysis
4.1 Data Presentation
4.2 Testing of Hypothesis
4.3 Discussion of Findings
Chapter Five
Summary
of Findings, Conclusion and Recommendations
5.1 Summary of Findings
5.2 Recommendations
References
CHAPTER ONE
INTRODUCTION
1.1 Background
of the Study
The aim of all productive and
marketing activities is to enhance increased customer satisfaction. Satisfaction
here covers such aspects as accommodating the choice of all class of customers
in a firms product line, ensuring that the firm’s products are of high quality
and also meet customers’ expectation. Thus, for Onah and Thomas (2005),
satisfaction is defined as a measure of how product and services supplied by a
company meet or surpass customers expectation.
Developing a product that can meet
the desires and quality need or expectation of customers requires an adequate
knowledge of the concept of product development strategies. This is because
every existing product in the market was once a new product and as such
companies must always look into the future to make their product immortal by
always updating its attributes. Hence, to achieve competitive competence and
promote the position of a product in the consumer market, a company must make
adequate use of such strategies as brand expansion, pricing strategies, product
differentiation strategies and product lien extension. According to Adirika, et
al, Ebue and Olakunori (2003:118), these strategies are the pattern of
decisions in a company that determines and reveals its objective or goals,
produce the principles, polices and plan for achieving those goals as well as
the nature of their economic contribution to its shareholders, employees,
customers etc.
Suffice it to say from the forgoing
identified product development strategies that product differentiation
influences choice and as such increases customers’ satisfaction. Product
differentiation gives the customer the opportunity to choose from the different
sizes, shapes, performances, qualities etc of a product. Product
differentiationalso afford customers the opportunity to have a product produced
in their desired pattern, shape, size etc. This underscores the fact that,
product differentiation enables a firm to customize a product to the choice of
the customers.
Kotler and Keller (2003) identified
design as an important means of differentiation. They succinctly argued that,
as competition intensities, design offers a patent way to differentiate and
position a company’s products and services. Design as an attribute of product
differentiation is the totality of features that affect how a product looks,
feels and functions in terms of customer requirements. Hence, product
differentiation as a factor often give a company its competitive edge. A
company can easily achieve customer satisfaction and achieve increased
profitability if it is able to differentiate its products in such a way that,
the different brands of their products have varieties which are able to
accommodate the choice of all their target customers and prospects.
Intecil soap industry Enugu, is one
of the newly established soap industries within Enugu metropolis. It was
established in 2004 and has its office at Emene, Enugu State. The industry
mainly produce laundary soap like Bull Bar Soap and Asda. The company also
customize its soap products to the size, shape, design and the quality the
customers may need them. it is therefore the believe of the researcher that, if
Intecil soap industry can make adequate use of product differentiation strategy
by producing both cosmetic soap, laundary soap, bathing and medicated soap that
the industry can increase the size of its market because, through the
effectives use of product differentiation strategy, it can produce different
brands, sizes, shapes, qualities and classes of soap that can influence the
choice of all class of soap consumers. However, this research with attempt to
evaluate the extent to which Intecil soap industry has used product
differentiation strategy to influence the choice of its target customers and
prospects.
1.2 Statement
of the Problem
Intercil Detergent Industry Emene Enugu has not
considered the importance of product differentiation in influencing customer’s
choice when producing their products. They do not consider the differences in
consumer’s income as well as their preferences for sizes, shapes, forms,
designs, style etc. of a product. They place their target customers on the same
level of income, choice and social status thereby limiting their products to
the choice of few consumers within their target market. They also failed to
realize that, a consumer may like a particular product line but because of the
price of that product, he may not patronize that product since he cannot spend
such an amount on that particular product. Producing a lower priced version of
the product might encourage the consumer to buy the product. In the same way,
one may like a product but its design, colour, shape or style might discourage
him from buying the product. For example, one may like ice cream but may not
like chocolate flavour for instance but prefer vanilla flavour, the absence of
vanilla flavour ice cream might discourage him from buying ice cream.
Again, these people adopt product
differentiation strategy without effectively relating quality to quantity. Most
times, in the process of differentiating a product to effect the choice of
consumers in terms of size, shapes, colour or style. They do not maintain
quality orientation. They tend to associate quality with how much a consumer
can afford.
They fail to understand that through
insistence on high quality orientation and reducing the size of a product to
reflect consumers income, they can increase customers patronage of a product.
Also, they concentrate on performance than other features of a product like
style, fashion, shapes, forms and designs. For example, a detergent may wash
clothes very clean but has bad odour or smell or may not reflect the various
forms of fragrance that the consumers may like.
The above identified problems have
negative implications on the marketing of Intercil Detergent product. Low
emphasis on product differentiation strategy limit customers patronage of a
particular product, because it has poor impact on consumers choice. It also
negatively affect a firm’s profitability and competitiveness. To avoid some of
these negative impacts of poor emphasis on product differentiation, the
industry must carryout adequate marketing research in order to understand the
taste, fashion and choice of the consumers. They must expand its product line
in order to accommodate the choice of all classes of consumers. In
differentiating a product, and making sure that the quality of the product is
reflective of the different sizes, shapes, forms, and designs of the target
market.
1.3 Objectives
of the Study
The general objective of this study
is to determine the influence of product differentiation in promoting customer
satisfaction in the marketing of detergent products made by Intecil detergent
industry Enugu. Specific objectives are enunciated below:
i. To find out the extent to which the
product differentiation strategies adopted
by Intecil detergent industry has satisfied consumers preferences for sizes, shapes, designs and quality of
detergent products.
ii. To determine the extent to which the
product differentiation strategies
employed by Intecil detergent industry have satisfied both high and low income earners in terms of affordability.
iii. To find out the extent to which Intecil detergent
industry has used product
differentiation strategies to extent its product line in order to satisfy consumers.
1.4 Significance
of the Study
This research will be relevant or beneficial in the
following ways:
i. The research will help the management
and of Intecil detergent industry
and other detergent industry within the South East to come up with product development strategies that will help to promote customer satisfaction and
increase the industry’s market share.
ii. The research will help Intecil
detergent industry to understand the impacts
of effective differentiation strategy in enhancing customer satisfaction.
iii. The research will contribute to what
scholars have written on the concept
of product differentiation and its impacts in promoting customer satisfaction.
iv. The research will serve as an educative material to the members of the general public
and those in the academic world. It
will serve as a reference source to undergraduate
students in marketing and other related disciplines.
1.5 Research
Questions
The following are the research questions of this
study:
i. To what extent has the product
differentiation strategies adopted by
Intecil detergent industry satisfied consumers preferences for sizes, shapes, designs and quality of
detergent products?
ii. To what degree has the product
differentiation strategy employed by Intecil
detergent industry stratified both high and low income earners interms of affordability?
iii. To what extent has Intecil detergent
industry used product differentiation
strategy to extent its product lines in order to satisfy consumers.
1.6 Research
Hypotheses
The following are the research
hypothesis of this study:
Hypothesis 1
H0: The product differentiation strategy
adopted by Intecil detergent I industry
has not satisfied consumers preferences for sizes, shapes, designs and quality of detergent products.
H1: The
product differentiation strategy adopted by Intecil detergent industry had satisfied consumer’s
preferences for sizes, shapes, designs
and quality of detergent products.
Hypothesis II
H0: The product differentiation strategy employed
by Intecil detergent industry has not
satisfied both high and low income earners interms
of affordability.
H1: The product differentiation strategy
employed by Intecil detergent industry
has satisfied both high and low income earners interms of affordability.
Hypothesis III
H0: Intecil detergent industry has not used
product differentiation strategy
to extend its product lines in order to satisfy, consumers.
H1: Intecil detergent industry has used
product differentiation strategy to
extent its product lines in order to satisfy consumers.
1.7 Scope
and Limitation of the Study
The concept of product, product development and
customer satisfaction are wide areas of study. An indepth study of all the
strategies involved in achieving product development and customer satisfaction
might lose the scope of this research, hence, the research focused on product
differentiation strategy as an aspect of product development. The research also
examined the extent to which product differentiation as product development
strategy would help to promote customer satisfaction.
Some factors posed challenges to
this research. They include:
i. Financial constraints: The research
was affected by lack of finance for
carrying out the research and this delayed the completion
of the work.
ii. Distance: The risk and cost of
traveling from Abakaliki to Enugu to gather
the needed data from the staff of Intecil detergent industry was also very tasking.
iii. Respondents: Some of the respondents
hesitated to co-operate with the
researcher by not showing interest in answering the questions in the questionnaire, again some of them were
not found on seat when the researcher
wanted to collect the completed questionnaire.
CHAPTER TWO
LITERATURE REVIEW
2.1 An
Overview of the Concept of Product
A product may be defined as a bundle of physical and
psychological satisfaction that a buyer receives from purchase. It includes not
only the tangible objects, but also supportive elements as packaging
convenience of purchase, post purchase service and others that buyers value.
According to Onuoha (1997) a product is a set of tangible and intangible
attributes, including packaging, colour, price, manufacturers prestige,
retailers services, which the buyer may accept as offering want satisfaction.
Also, Nwokoye (2000) stated that a
product is anything that can be offered to customers (actual or potential) to
arrest their attention for their acquisition, use, consumption and satisfaction
of needs or wants. This can be tangible (physical) or intangible (immaterial).
The most important thing about a product is its ability to satisfy a real need
or want to customers. What satisfies needs of a customer in products are their
attributes. These attributes may be physical or intangible. The important thing
is that they must be real or adequately meaningful to arrest the attention of
customers and be so important or of value that they will be ready to pay to
acquire or use it for the satisfaction of their needs. It is to this end that Olakunori
(2003) stated that, a product can be defined as what a seller has to sell and
what a buyer has to buy. When a product is tangible or has physical nature it
is called a good. Products that are immaterial or intangible are called
services. A good or service meant for the product of other products is called
an industrial product (good or service). Other names for a product are “offer”,
‘package’, ‘value’, bundle’ and ‘commodity’ among’ others.
It follows from the foregoing that,
those products which ultimate users buyer for their final consumption are
called consumer product, while those bought for resale or for producing other
items intended for sale are industrial products. A product can be both a
consumer and industrial good under different circumstances. A chair or a biro
pen which a consumer buys for household use is a consumer good. But if a
business man buys them in his office, they are industrial products.
2.2 Concept
of Customer Satisfaction
Thus according to Kotler (2007)
customer satisfaction is 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. A customer get adequate
satisfaction from a firms product if the different assortments of the firm’s
products accommodate the choice and preference of the customer. Hence, the
willingness of a customer to identify, select and buy a particular product
instead of another is informed by the satisfaction which that customer gets
from that product. Ejionueme and Olakunori (2000) agreed to the above views
when they argue, that, the decision of a buyer to buy or not to buy a
particular product will be influenced in one way or the other by some of the
characteristics possessed or not possessed by the product concerned. The most
prominent among the factors or characteristics of products which are of
interest to buyers are the product’s features, styling, options, quality,
packaging, brand name, image, conformity to specification or standards, price,
promotion and availability.
Specifically speaking, customer
satisfaction is a measure of how products and services supplied by a company
meet or surpass customer expectations. Customer satisfaction is seen as a key
performance indicator within business and is often part of a balanced score
card. In a competitive market place where businesses compete for customers,
customer satisfaction is seen as a key differentiator and increasingly has
become a key element of business strategy.
It is essential for businesses to
effectively manage customer satisfaction. To be able to do this, firms need
reliable and comprehensive measures of satisfaction. In researching
satisfaction, firms generally ask customers whether their product or service
has met or exceeded expectations. Thus when expectations and the reality falls
short, they will be disappointed and will likely rate their experience as less
than satisfying.
It suffice to say from the foregoing
that, customers or buyers of a particular product chooses or become loyal to
that product interms of purchase because of some of the features, attributes or
qualities which the product possess. Hence, for a company to maintain market
leadership and increased market share, it must diversify its products and have
different product assortments which can accommodate the different choices of
their customers and even prospects. Thus, Onah J. and Thomas M. (1999) stated
that, the heart beat of marketing is the satisfaction of customers. The
adoption of customer orientation entails having to study customers in order to
be able to properly identify and satisfy their needs.
2.3 Component
of Product Strategies
A typical marketing strategies
contains the following elements. Executive summary, background assessment,
marketing objectives, marketing strategy, marketing programme, financial
documents, monitors and controls. These components will be discussed below
citing the views marketing who have contributed in the respective areas.
Executive
Summary
This is a summary of the main thrust of the plan
including facts, objectives, strategies and expected financial performance
(Onah J. and Thomas M 2003). It helps the company to have a quick revision of
the major elements of that plan and easy comparison between products, plans and
between present and fast growing marketing plans.
Background
Assessment
This is also called situational analysis. It tries to
spell out the current stand of the organization on the plan that should be
built. It also goes background by making a historical appraisal to identify
long term trends and short term changes in the market. According to Olakunori
and Ejionueme (1997) background assessment contains the following constitute
analysis of the business current situation.
(a) Sales
Analysis: This is an intensive study of brand sales records. This analysis reveals unhealthy
developments that may be initially seen
as positive and desirable. For example, the total sales may be increasing while sales of a specific brand
are fast dropping.
(b) Industry
Attractiveness: This identifies factors that can be used to assess the attractiveness of an industry
in which a firm is competing at a
given point in time. The overall attractiveness of an industry for participating firms change over time as a
result of changes in its
constituent factors such as dynamic nature of markets,
competitors, technology etc.
(c) Customers
Analysis: This attempt to find out and also identify the customers’ orientation that is crucial to the success
of the product. It is necessary to
understand not only who the customers are, but also
how they behave and why they behave the way they do.
(d) Competitive Analysis: According to
Udeagha (2003) competitive analysis
addresses the question, what are the competitors in the market likely to do in the future? Competitors’ analysis
is very necessary because all market
are competitive and dynamic.
(e) Resources
Analysis: This is the analysis of various brands to chose the one in which
efforts and funds would be channeled most effectively. The strengths and
weakness of the brand of interest should be compared fully with those of
alternatives before a final decision is made. Thus, according to Stanton (1999)
another aspect of background assessment is resources analysis, this has been
termed homework part of the plan which is necessary for the formulation of
marketing objectives and strategies.
Marketing Objective
This section is concerned with spelling out the
direction of movement. The background assessment answer the question where we?
Marketing objectives answer the question where do we want to be? We have levels
of goals and objectives. At the top, the corporate objective is defined and
departments down are expected to formulate their sectional objectives in line
with the corporate objectives. Igbafen (2004) observed that, it is important to
mention objectives and goals should be stated in quantifiable, measurable
objective (rather than subjective) terms at this helps to appraisal possible
and relevant.
Marketing
Strategy
At this stage, the planner is expected to formulate
the formular for achieving the state objective. This section answers the
question - how do we get to our desired destination? It is recommended that
managers develop alternative strategies from which a choice of the best is
made. The strategy is supposed to be statement indicating where major efforts
should be directed in order to attain the goals in developing strategies, the
planner is expected to solicit the opinion and suggestions of some co-managers
whose inputs would ensure a better plan, for instance, he may consult the
purchasing managers ascertaining the possibility of obtaining targeted raw
materials, the production manager opinion is needed to ensure availability of
needed manpower and technology to product the planned value.
Marketing Programmes
According to Kotler (2003) while the strategy
statement represents the broad outline of how the managers hopes to accomplish
the stated goals, specific actions should be highlighted to guide the manager
in delegating responsibilities towards the boards goals with specific styles,
tactic strategies etc to be adopted. The overall action plan could tackle the
form of a matrix spanning the planning period with various marketing activities
itemized against specific periods.
2.4 Product
Development Strategies
In the process of developing a new product and
marketing the product to gain customers’ patronage and market leadership.
Certain strategies are use to increase customers evaluation and rating of a
product among its competitors in the market. Hence, the following are some of
the product among its competitors in the market. Hence, the following are some
of the product development strategies. Firstly, there most be high quality
orientation which a company must maintain in order to stimulate customers’
patronage. An industry that is known for high quality orientation will always
create brands that will always induce customer’s patronage. Thus, for Kotler
(2003), product and service quality, customer satisfaction, and company
profitability are intimately connected. Higher levels of product quality result
in higher levels of customer satisfaction. It suffice to say therefore that,
high quality orientation is first among all the product development strategies
because it helps to make sure that the customers achieve or realize the
satisfaction they have in mind for patronizing the product.
Secondary, there must be product
line extension; this means that, for a company to achieve increased customers
patronage through their numerous products; each of their products must have
line extensions that satisfy the choice of different customers or consumers.
For example, in the brewery industry, a firm that produces alcoholic drinks
should be able to produce different brands and each of these brands must have
different flavours, tastes, quality (size), colour etc. this difference in
shape size, form and quality as well as contents is one of the means through
which customers choice and satisfaction are influenced. Thus, Nwokoye (2007)
stated that, a company should be wise to measure customer satisfaction
regularly, because one key to customer retention is customer satisfaction. A
highly satisfied customer generally stay loyal, longer, buys more as the
company introduces new products and upgrades existing products.
Thirdly, for a firm to maintain
market leadership through its products, there must be what goronos (2000)
referred to as “new to the world” that is, a company should introduce products
that are new to the world. This is normally achieved through idea creation,
developing product concept and developing the product. When a firm carries out
an adequate study of customers’ needs, they should be able to create or produce
a product that is new to the world. With this, they will not only promote
customers’ satisfaction, they will also maintain market leadership. It is to
this end that, Okechukwu I. (2006) stated that, customer- perceived value is a
useful frame work that applies to many situations that involves customer
satisfaction.
2.5 Concepts
of Product Differentiation Strategy:
Product differentiation according to Adirika (2003)
involves producing products that are the same and secure the same purpose but
with slight differences either in terms of size, shape, colour, design,
packaging etc. it involves creating goods and services with peculiar features
that distinguish them from other products that perform the same function. Product
differentiation takes different forms including form, features, customization,
and performance quality, style, durability, design etc. The essence of adopting
any of these differentiation strategies is to promote customer satisfaction in
the purchase of a product.
An essential aspect of
differentiation that have greatly influenced customer satisfaction. Discussing
this as a form of product differentiation, Kotler (2003) added that, most
products are established at one of four performance levels: low, average, high
or superior. Performance quality according to Kotler is the level at which the
product’s primary characteristic operate. Quality is an increasingly important
dimension for differentiation because, most companies provide higher quality for
higher price y. It is in view of this that most firms produce goods that have
different performance quality in order to accommodate the choice of different
income earners in the society. A customer who can not afford higher price may
prefer those goods that have average or low performance quality in so far as
they perform the same function with those that have high performance quality.
To this end, pride and Ferrel (2002) advised that, the manufacturer must design
a performance level appropriate to the target market and competitors’ performance
levels. A company must also manage performance quality through time.
Continuously improving the product can produce high returns and market share,
failing to do so can have negative consequences.
It is also important to say here
that style is another important form of differentiation that needs to be
discussed here. This is because, style describes the products look and feel to
the buyer, some consumers, especially the old people may not want to go by what
is common for the youth. Hence, a firm will ensure proper customer satisfaction
if it takes into consideration the style of the different target market or
customers. For want of space and the scope of this research, other forms of
differentiation such as reparability, durability, reliability etc. may not be
discussed in this review. But, the point here is that, product differentiation
promotes customers satisfaction and also helps to increase a company’s sales
volume and profitability.
2.6 The
Role of Product Differentiation in Enhancing Customers’ Satisfaction
It is clear from the above views that product
differentiation is very imperative in promoting customers’ satisfaction. It
enables a customer to have assess to his or her favourite in terms of quality,
style, form, durability and even price. It presents for market different
assortments of a particular brand and as such promotes customers’ satisfaction.
Thus, Kotler (2003) stated that, to the customer, a well design product is one
that is pleasant to look at and easy to open, install, use, repair and dispose
of. The manufacture must take all these factors into account. The arguments for
good differentiation are particularly compelling for smaller consumer products
companies and start ups that do not have big advertising dollars.
Also, product differentiation
enables a customer to satisfy immediate need with the available resources. This
is obtainable mainly were performance quality as a form of product development
strategies is adopted because, the customer may declare out of his or her
present financial status to go for the product that has low performance quality
or durability in so far as they will satisfy his or her immediate need. Again,
product differentiation enables a customer to get his or her style of a product
in the market. This is because, a firm that adopts product differentiation
always take into consideration the style as well as the fashion of the
different customers or consumers they target to have.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research
Design/ Method
The researcher employs descriptive research design. It
carried out a descriptive survey of the views and opinion of respondents on the
influence of product differentiation in promoting customer satisfaction in Intecil
detergent industry.
3.2 Area
of Study
The area of this study is Enugu metropolis which
comprises Abakpa, New Heaven, Trans-Ekulu, Emene, Independent Layout etc. The
research was based on the above mentioned areas, for easy study and analysis.
3.3 Population
of the Study
The population of this study is the
inhabitants of Enugu metropolis. According to the 2006 population census, the
population of Enugu metropolis is 722, 664. However, since the number of those
who buy or use Intecil detergents is unknown, the researcher will make use of
pilot survey of 100 consumers selected
within the above selected areas in Enugu
metropolis in determining the sample size of the study. Also, the researcher
studied the 15 staff of Intecil detergent industry.
3.4 Sampling
Technique
The researcher made use of the
non-probability sampling technique in selecting the number of respondents for
the research. The available studied population will be used to arrive at a
conclusion on behalf of the targeted population. The researcher adopted this
technique because, it will be very difficult to study the entire population of
the inhabitants of Enugu metropolis who buy or use Intecil detergent.
3.5 Sample
Size Determination
Because, the population of consumers
who buy or use Intecil detergent in Enugu metropolis is unknown, the researcher
carried out a pilot survey of 100 respondents while 80 persons indicated yes
that they use and use Intecil detergent, 20 persons indicated no, that they do not
use Intecil detergent. The 80% represent 0.80 while the 20% represent 0.20.
Hence, the researcher used topman formular to determine the sample size of the
study. The formular is given below.
n = Z2PQ
(e)2
n = Sample Size
Z2 = Confidence
interval
P = Proportion that use Intecil soap
Q = Proportion that do not use Intecil
soap
(e)2 = Estimated error margin
Substituting figures, we have
n = (1.96)2 x 0.80 x 0.20
(0.05)2
n = 3.8416 x 0.80 x 0.20
0.0025
n = 0.614656
0.0025
n = 245.8 = 246
3.6 Sources
of Data Collection
The researcher made use of two
sources of data collection, the primary and secondary sources of data
collection. The primary source of data collection involved the use of structured
questionnaire to gather facts and data from the respondents while the secondary
source of data collection involves the use of books, articles, journals and
internet sources whose authors have written on the concept of product
differentiation and its impacts in promoting customer satisfaction.
3.7 Instrument
of data Analysis
The research will make use of
frequency distribution tables, simple percentage and the chi-square statistical
tools in the analysis of the facts, data and information gathered from the
respondents.
3.8 Validity
and Reliability of Instrument
The instruments used in the research were validated by
experts who have profound knowledge in marketing research and other academic
research. Also, the researcher distributed the questionnaires personally to the
respondents and approach them directly for oral interview.
Name of University Here,
Marketing Department,
P. M. B.
Date Here
Dear
Respondents,
I am a graduating student of
Marketing Department of …………….. University, carrying out a research on the
topic titled “Influence of Product Differentiation in Promoting Customer
Satisfaction in the detergent industry. A study of Intecil detergent industry,
Enugu” in partial fulfillment of the requirements for the award of Bachelors of
Science Degree, B.Sc (Hons) in marketing of ………………….. University.
I therefore, humbly solicit your
views in responding to the questions in the questionnaire below as your views
will provide the information needed for the achievement of the goals of this research.
Be rest assured that, your views and
answers to the questions will be used for academic purpose only.
Thanks for your cooperation.
Yours
faithfully,
……………………
QUESTIONNAIRE FOR THE STAFF, MANAGEMENT
AND CONSUMERS OF INTECIL DETERGENT
Please tick ( √ ) where necessary
SECTION A: PERSONAL DATA ) FOR STAFF AND
MANAGEMENT
1. Sex: (a)
male (b) female
2. Position in office
(a) Marketer
(b) Personnel officer
(c) Distributing officer
(d) Production
officer
(e) managerial staff
3. Number of years in service
(a) 1 – 5years
(b) 6 – 10 years
(c) 11 – 15 years
(d) 15 years and above
SECTION B: (FOR ALL RESPONDENTS) TICK
EITHER A, SA, DA, SD OR UC WHERE NECESSARY.
A = Agree , SA = Strongly Agree DA =
Disagree, SD = Strongly Disagree, UC = uncertain
|
S/N
|
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A
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SA
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DA
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SD
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UC
|
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5.
|
Intecil
detergent industry adopt product differentiation strategy
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6.
|
Intecil
detergent industry has not extended its product line
|
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7.
|
Intecil
detergent industry often carryout marketing research in order to identify the
wants, needs and choice of its target market
|
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|
|
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8.
|
Intecil
detergent industry has used product differentiation to influence customers
satisfaction
|
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|
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9.
|
The
use of product differentiation strategy has helped Intecil detergent industry
to achieve increased sales volume and profitability
|
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10.
|
Through
product differentiation strategy Intecil detergent industry has produced new
products that have promoted customer satisfaction
|
|
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11.
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By
employing product differentiation strategy Intecil detergent industry has
increased its market coverage.
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12.
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Intecil
detergent industry considers the fashion and style of consumers before
differentiating its products.
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13.
|
The
use of product differentiation strategy has helped Intecil detergent industry
to compete with other detergent industries in the market.
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14.
|
The
product differentiation strategy adopted by Intecil detergent industry
accommodate the income distribution of the consumers.
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15.
|
Intecil
detergent industry do not loss sight of qualify in the process
differentiating its products.
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16.
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The
prices of products set up by Intecil detergent industry as a result of
product differentiation accommodate all class of consumers.
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Data
Presentation and Analysis
The presentation and analysis of data gathered from
the respondents were presented and analyzed in the following order:
Table 4.1 Distribution of Respondents Based on Gender
|
Responses
|
No. of Respondents
|
Percentage
|
|
Male
|
175
|
76.08
|
|
Female
|
55
|
24
|
|
Total
|
230
|
100
|
The table above shows that, 76.08%
of the respondents are male while 24% of the respondents are female.
Table 4.2 Respondents positions in office
|
Responses
|
No. of Respondents
|
Percentage
|
|
Marketer
|
90
|
39.1
|
|
Personnel
officer
|
30
|
13.04
|
|
Distributing
officer
|
25
|
10.9
|
|
Production
officer
|
70
|
30.4
|
|
Managerial
staff
|
15
|
6.5
|
|
Total
|
230
|
100
|
The above table shows that 39.1% of
the respondents are marketers, 13.04% of the respondents are personnel
officers, 10.9% of the respondents are distribution officers, 30.4% of the
respondents are production officers while 6.5% of the respondents are
managerial staff.
Table 4.3 Respondents number of years in service
|
Responses
|
No. of Respondents
|
Percentage
|
|
1-5
years
|
50
|
21.7
|
|
6-10
years
|
80
|
34.8
|
|
11-15
years
|
100
|
43.5
|
|
15
years and above
|
0
|
0
|
|
Total
|
230
|
100
|
The above table shows that 21.7% of the respondents
indicated that, they have worked with Intecil detergent industry within 1-5years,
34.8% of the respondents indicated 6-10 years in service while 43.55 of the
respondents indicated that they have being in service within 11-15 years.
Table 4.4 Intecil detergent industry and
the adoption of product differentiation strategy
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
80
|
34.8
|
|
Strongly
Agree
|
125
|
54.3
|
|
Disagree
|
5
|
2.2
|
|
Strongly
disagree
|
0
|
0
|
|
Uncertain
|
20
|
8.7
|
|
Total
|
230
|
100
|
The table above shows that, 34.8% of
the respondents agree that Intecil detergent industry adopt product
differentiation strategy, 54.3% of the respondents strongly agree, 2.2% of the
respondents disagree that Intecil detergent industry adopt product
differentiation strategy while 8.7% of the respondents were uncertain.
Table 4.5 extension of product lines by Intecil
detergent industry
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
70
|
30.4
|
|
Strongly
Agree
|
120
|
52.2
|
|
Disagree
|
10
|
4.3
|
|
Strongly
Disagree
|
20
|
8.7
|
|
Uncertain
|
10
|
4.3
|
|
Total
|
230
|
100
|
The above table shows that, 30.4% of
the respondents agree that, Intecil detergent industry has extended product
line, 52.2% of the respondents strongly agree, 4.3% of the respondents disagree
that Intecil detergent industry has extended product line, 8.7% of the
respondents strongly disagree while 4.3% of the respondents were uncertain.
Table 4.5 the practice of marketing
research by Intecil detergent industry in identifying wants, needs, and
choice of its target market
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
65
|
28.3
|
|
Strongly
Agree
|
125
|
54.31
|
|
Disagree
|
5
|
2.2
|
|
Strongly
Disagree
|
0
|
0
|
|
Uncertain
|
35
|
15.2
|
|
Total
|
230
|
100
|
The table above shows that28.3% of
the respondents agree that Intecil detergent industry carryout marketing
research in identifying the wants, needs and choice of its target market, 54.3%
of the respondents strongly agree, 2.2% of the respondents disagree while 15.2%
of the respondents were uncertain.
Table 4.5 the use of product
differentiation to influence customer satisfaction
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
90
|
39.1
|
|
Strongly
agree
|
120
|
52.2
|
|
Disagree
|
5
|
2.2
|
|
Strongly
Disagree
|
15
|
6.5
|
|
Uncertain
|
0
|
0
|
|
Total
|
230
|
100
|
The table above shows that 39.1% of
the respondents agree that Intecil detergent industry use product
differentiation to influence customer satisfaction, 52.2% of the respondents
strongly agree, 2.2% of the respondents disagree while 6.5% of the respondents
strongly disagree.
Table 4.7 the use of product
differentiation strategy has helped Intecil detergent industry to achieve
increase sales volume and profitability
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
80
|
34.8
|
|
Strongly
agree
|
100
|
43.5
|
|
Disagree
|
30
|
13.04
|
|
Strongly
Disagree
|
0
|
0
|
|
Uncertain
|
20
|
8.7
|
|
Total
|
230
|
100
|
The above table shows that 34.8% of the
respondents agree that, Intecil detergent industry uses product differentiation
strategy has helped Intecil detergent industry to achieve increase sales volume
and profitability. 43.5% of the respondents strongly agree, 13.04% of the
respondents disagree and 8.7% of the respondents were uncertain.
Table
4.8 Whether Intecil detergent industry use product differentiation strategy to
produce new products that satisfy customers.
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
70
|
30.4
|
|
Strongly
agree
|
90
|
39.1
|
|
Disagree
|
40
|
17.4
|
|
Strongly
Disagree
|
20
|
8.7
|
|
Uncertain
|
10
|
4.3
|
|
Total
|
230
|
100
|
The table above that, 30.4% of the
respondents agree that Intecil detergent industry has used product
differentiation strategy to produce new products that promote customer
satisfaction; 39.1% of the respondents were uncertain.
Table 4.9 product differentiation and
the increase of market coverage by Intecil detergent industry
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
80
|
34.8
|
|
Strongly
agree
|
110
|
47.8
|
|
Disagree
|
10
|
4.3
|
|
Strongly
Disagree
|
10
|
4.3
|
|
Uncertain
|
20
|
8.7
|
|
Total
|
230
|
100
|
The table above shows that 34.8% of the respondents
agree that, by employing product differentiation strategy Intecil detergent
industry has increased its market coverage 47.8% of the respondents strongly
agree; 4.3% of the respondents disagree, another 4.3% of the respondents
strongly disagree while 8.7% of the respondents were uncertain.
Table 4.10 Intecil product
differentiation strategy and the respect for customers fashion and style
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
60
|
26.1
|
|
Strongly
agree
|
100
|
43.5
|
|
Disagree
|
40
|
17.4
|
|
Strongly
Disagree
|
20
|
8.7
|
|
Uncertain
|
10
|
4.3
|
|
Total
|
230
|
100
|
The above table shows that 26.1% of the respondents
agree that Intecil detergent industry considers the fashion and style of
consumers before differentiating its products, 43.5% strongly agree, 17.4% of
the respondents.
4.11 Product differentiation strategy
and Intecil industry’s competitiveness
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
70
|
30.4
|
|
Strongly
agree
|
120
|
52.2
|
|
Disagree
|
10
|
4.3
|
|
Strongly
Disagree
|
30
|
13.04
|
|
Uncertain
|
0
|
0
|
|
Total
|
230
|
100
|
The table above shows that 30.4% of
the respondents agree that, the use of product differentiation strategy has
helped Intecil detergent industry to compete with other detergent industries in
the market; 52.2% of the respondents strongly agree, 4.3% of the respondents
disagree and 1304% of the respondents strongly disagree.
Table 4.12 product differentiation
strategy and the accommodation of the income distribution of customers
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
80
|
34.8
|
|
Strongly
agree
|
100
|
43.5
|
|
Disagree
|
20
|
8.7
|
|
Strongly
Disagree
|
20
|
8.7
|
|
Uncertain
|
10
|
4.3
|
|
Total
|
230
|
100
|
The table above shows that 34.8% of
the respondents agree that the product differentiation strategy adopted by Intecil
the income distribution of customers; 43.5% of the respondents strongly agree,
8.7% of the respondents disagree another 8.7% of the respondents strongly
disagree and 4.3% of the respondent were uncertain.
Table 4.13 product differentiation and
quality orientation by Intecil detergent industry
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
50
|
2.17
|
|
Strongly
agree
|
90
|
39.1
|
|
Disagree
|
40
|
17.4
|
|
Strongly
Disagree
|
30
|
13.04
|
|
Uncertain
|
20
|
8.7
|
|
Total
|
230
|
100
|
The above table shows that, 21.7% of
the respondents agree that Intecil detergent industry do not lose sight of
quality in differentiating its products, 39.1% of the respondents strongly
agree, 17.4% of the respondent disagree, 13.04% of the respondents strongly
disagree while 8.7% of the respondents were uncertain.
Table 4.14 product differentiation and
the prices of Intecil detergent products
|
Responses
|
No. of Respondents
|
Percentage
|
|
Agree
|
70
|
30.4
|
|
Strongly
agree
|
120
|
52.2
|
|
Disagree
|
10
|
4.3
|
|
Strongly
Disagree
|
30
|
13.04
|
|
Uncertain
|
0
|
0
|
|
Total
|
230
|
100
|
The above table shows that 30.4% of the respondents
agree that the agree that the prices of products set up by Intecil detergent
industry as a result of product differentiation accommodate all class of
customers; 52.2% of the respondents strongly agree, 4.3% of the respondents
disagree while 13.04% of the respondents strongly disagree.
4.2 Testing
of Research Questions
The three research questions stated
in the chapter one of this research was tested here.
Research Question 1
To what extent has the product
differentiation strategies adopted by Intecil detergent industry satisfied
customers preferences for size, shapes, designs and quality of detergent
products? In testing the above research question the researcher made references
to the presentation and analysis of data above. In table 4.10, 69.6% of the
respondents agree that, Intecil detergent industry considers the fashion and
style of customers before differentiating its products, in table 4.8 69.5% of
the respondents agree that, Intecil detergent industry has used product
differentiation strategy to produce new products promote customer satisfaction.
Hence, the researcher concluded that, it is to a large extent that the product
differentiation strategies adopted by Intecil detergent industry have satisfied
customers preferences for size, shapes, designs and quality of detergent
products.
Research Question II
To what degree has the product
differentiation strategy employed by Intecil detergent industry satisfied both
high and low income earners interms of affordability? In testing the above
research question, the researcher also made reference to the table of data
presentation and analysis. In table 4.12 about strategy adopted by Intecil
detergent industry accommodate the income distribution of customers. Also in
table 4.14 82.6% of the respondents agree that the prices of products set up by
Intecil detergent industry as a result of product differentiation accommodate all
class of customers. Based on the above data collected, the researcher concluded
that, the product differentiation strategies employed by Intecil detergent
industry have satisfied both high and low income earners in terms of
affordability.
Research Question III
To what extent has Intecil detergent
industry product differentiation strategy to extend its product lines in order
to satisfy customers? In the same way, the researcher made references to the
tables above in testing the research question stated. In table 4.5 89.1% of the
respondents agree that Intecil detergent industry has extended its product line
through product differentiation strategies in order to satisfy customers. In
table 4.6 91.3% of the respondents agree that Intecil detergent industry use
product differentiation strategy to influence customer satisfaction. Hence, the
researcher concluded that, it is to a large extent that Intecil detergent
industry has used product differentiation strategy to extend its product lines
in order to satisfy customers.
4.3 Discuss
of Findings
At the end of the research, the
following findings were arrived at:
(i) It is to a large extent that, product
differentiation strategy adopted by Intecil
detergent industry has satisfied customers preferences for size, shapes, designs and quality of detergent products.
This conclusion was arrived at
because, majority of the respondents attested
to the above views.
(ii) The product differentiation strategies
employed by Intecil detergent industry
have satisfied both high and low income earners interms of affordability.
(iii) It is
to a large extent that Intecil detergent industry has used product differentiation strategy to extend its
product lines in order to satisfy
customers.