Paint Industry 5h4j3r

INDUSTRY ANALYSIS REPORT ON

PAINT INDUSTRY SUBMITTED TO DEPARTMENT OF BUSINESS ISTRATION BY \G.SRINIVAS (08D31E0047)

INDUR INSTITUTE OF ENGINEERING & TECHNOLOGY (d to JNTU) Ponnala (V), Siddipet (M), Medak – 502277 AP (2008-2010)

CERTIFICATE

This is to certify that the Industry Analysis entitled “PAINT INDUSTRY,” submitted by G.SRINIVAS to Indur Institute of Engineering and Technology is a record of independent analysis report done during the Academic Year 2009-2010.

Head of the Department Mr.Dr.R.Suresh Kumar M.B.A (Professor)

Industry Analysis Guide Mr.Raviprakash M.B.A (Assistant Professor)

DECLARATION

I D.MANOJ GOUD, here by declare that the industry entitled PAINT INDUSTRY, submitted to INDUR INSTITUTE OF ENGINEERING AND TECHNOLOGY. Drafted by me is an original work of my own and has not been submitted to any college/university earlier. This industry analysis has been written & submitted by me under the guidance of RAVIPRAKASH, department of management Indur institute of Engineering and Technology, Ponnal, Siddipet, Medak Dist.

Place: SIDDIPET Date:

G.SRINIVAS (08D31E0047)

ACKNOWLEDGEMENT

For completing this Industry analysis, a few people have been very helpful. I would like to lay the word of gratitude for them imprinted. First of all I would like to thank sincerely to our H.O.D, Mr. Dr.R.Suresh Kumar for his encouragement, motivation and kind of help to complete this analysis. I would like to thank my college faculty, and internal guide RAVIPRAKASH for her guidance, suggestions, help, and encouragement. Finally I would like to extend my sincere thanks to my friends and relatives for their valuable help.

Place: SIDDIPET Date:

G.SRINIVAS (08D31E0047)

CONTENTS CHAPTER-I

PAGE NO. INTRODUCTION

Industry origin and growth CHAPTER-II

INDUSTRY ANALYSIS

Government rules and Regulations SWOT Analysis Industry present and future trends Major firms in an industry Firms or Company strategies CHAPTER-III

DESIGN OF THE STUDY

Objectives Scope Methods of data collection Data analysis Limitation of the study CHAPTER - IV Data analysis & interpretation CHAPTER-V Findings Suggestions Conclusions BIBLOGRAPHY

DATA ANALYSIS

CHAPTER-I •

INTRODUCTION Industry origin and growth:-

The earliest paint factory in India dates back to 1902, when Shalimar Paints, Colour & Varnish Company, A Pinchin Johnson unit, was established at Calcutta. Growing industrialization, expansion of the railways and introduction of electric power a couple of years earlier had all kept business confidence soaring high. However, this did not provide a ready and expanding market for the nascent paint industry then. Imports from Britain continued to swarm the market and raw materials were not easy to come by. The industry still consisting of one lone unit went through a rather prolonged period of infancy, till the World War II brought in dramatic opportunities. With the stoppage of imports owing to war conditions, the domestic market at last became almost the exclusive reserve of the domestic industry. European manufacturers, hitherto exporting to India, readily saw the advantages of setting up manufacturing facilities here. The period between the wars thus saw the greatest ever influx of foreign paint companies into India- Goodlass Wall (1918), Elphant Oil Mills (1917) in Bombay, and British Paints, Jenson & Nicholson and Macfarlances in Calcutta. Macfarlanes was brought over by the Poddars and became a completely Indian company, while the other three: Shalimar Paints (Pinchin Johnson), British Paints and Jenson Nicholson continued as British operated units. While talking about the post independent development of the Paint industry in India, mention must be made of Asian Paints, a completely Indian unit which started on a very small scale, grew so big and so beyond recognition over the years that it is today not only the largest unit in India but way ahead of the second largest, Kansai (Goodlass) Nerolac Paints Ltd., formerly a unit of Goodlass Wall (UK). Besides Asian Paints, numerous factories, wholly Indian in ownership and with rare exceptions in technology as well were set up in Calcutta, Kanpur and Bombay. The British units, though a few in number, were technically strong and financially sound and, with the active and patronage of the Government, controlled a vastly higher share of the market. The post independence period witnessed a steady growth in the paint industry. From a mere Rs.200 million turnover in 1950, the paint industry crossed the Rs.14000 million mark in 1990-91.

But even in this period, paints were considered a luxury item. Only people with high incomes were expected to decorate their houses with the use of paints. Paints, as a protective element, were totally unheard of. The industrial segment, which was traditionally a low of paints, vis-à-vis its counterparts in the decorative segment, too contributed to this notion. In line with this misconceived notion, the government drastically increased duties on paints in the early nineties with an aim to bolster exchequer revenues. The result was obvious. This inevitably brought about a downturn in the fortunes of the industry. The products, which are highly price elastic, saw a negative growth rate of 20 % in 1991-92. The next year was also not good, ing a growth of only 2%, bringing it back to the 1990-91 level, thus corroborating the fact that the industry needed lower excise levels to grow. The industrial slowdown during that periodalso did not help matters. In line with the liberalized policies and the realization that paints are not necessarily a luxury item, duties were progressively reduced from 1993-94. This squared growth as most companies ed on duty reductions. Further, the entry of world majors in the automobile and white goods market in India since 1993 helped the market to expand. Demand for auto paints shot up suddenly. Form a modest 8% growth rate in 1993-94, paint demand touched 12% in 1995-96. Rapid industrialization and improvements in the infrastructure such as transport, energy and communication during the last decade gave a further fillip to the growth of the paint industry. Aided by Government’s liberal policy of technology import, the automotive and consumer durable segments expanded phenomenally, with a flurry of foreign collaboration. Increased demand for decorative, protective and functional coatings was a natural fall out, which brought, in its stride, a host of indigenous developments as well as the injection of new technology.

History:Paint has been used by mankind since its origin. The evidence can be found in the cave paintings. The Chinese are considered to be the pioneers of manufacturing paints thousands of years ago. In modern times paint is made artificially and is used in many different ways. There are three basic things required to make paint. You need a · Binder to hold the paint together ·

Pigment to get the exact color you want·

Thinner so that it can be applied easily.

Types of PaintsThere are different types of paints available today. Till the 19th century the word paint was used to describe oil-bound types only. The paints bound with glue were called distemper. For farmhouses and cottages an alternative was found and was called lime wash or color wash. Different things need different paints. The interior of the house is painted by different type of paint than the exterior of the house. Automobiles use different type of paint. The industrial paint is different than marine paint. Now colors are made by using different ingredients for specific surfaces. For example enamel paint, when dries it becomes especially hard and usually has glossy finish. The term enamel paint today means hard surfaced paint and usually it is used in reference to paint floor coatings of a gloss finish or spray paints. It can be used for concrete, stairs, porches and patios. Fast dry enamel is ideal for refrigerators, counters and other industrial finishes. High-temp enamel may be used for engines, brakes and exhaust. Enamel is also used on wood to make it water resistant. The Indian Paint IndustryIn India, Indian Paint industry’s total market size is US$1400 million. The organized sector of the industry is 55%. The 45% unorganized sector has about 2500 units. The big players and their market share-value of the organized sector are· Goodlass Nerolac 15.9% · Shalimar 4% · 70%·

Berger Paints 13.8% ·

ICI 11% ·

Jenson & Nicholson 5.7% ·

Others 12%The market segment is divided into two sectors.·

Industrial 30%The total volume of the market is 600,000 MT.

CHAPTER-II

Asian Paints 37% ·

INDUSTRY ANALYSIS

Architectural

Government rules and regulations

Govt take steps to resolve paint industry crisisDecember 11, 2008 (India) Government has announced several relief measures to the paint industry from time to time, which has been representing that paint exports have been affected by the global recession. Steps taken by Government to help and improve paint industry include the following: (i) The Technology Upgradation Fund Scheme (TUFS) was launched to facilitate the modernisation and upgradation of the paint industry both in the organised and unorganized sector. The Scheme has been further fine tuned to promote the rapid investments in the targeted subsectors of the paint industry. The cost of machinery has been further brought down by reducing the customs duty on imports. (ii) To provide the paint industry with world-class facilities for setting up their paints units, meeting international environmental and social standards, a Public-Private Partnership (PPP) based Scheme known as the “Scheme for Integrated paint (SIP)” has been introduced in August 2005. (iii) In 2004-05 Budget, the entire paint sector, except for man-made and filament yarn was provided optional exemption from excise duty. In 2005-06 Budget, Central Value-added Tax (CENVAT) on Polyester Filament Yarn has been reduced from 24% to 16%. These modifications in fiscal levies aim at attracting more investments for modernization of textile sector. (iv) To facilitate import of state of the art machinery to make our products internationally competitive in post quota regime, in 2005-06 Budget, the customs duty paint machinery has been brought down to 10% except for 23 machinery appearing in List 49, which attracts Basic Customs Duty (BCD) of 15%. The concessional duty of 5% continues to be at 5% on most of the machinery items. (v) Government has launched the Debt Restructuring Scheme w.e.f. Sept., 2003 with the principal objective to permit banks to lend to the paint sector at 8-9% rate of interest. (vi) Government has allowed 100% Foreign Direct Investment in the paint sector under automatic route.

(vii) Government has de-reserved the readymade garments, hosiery and knitwear from SSI sector so that large-scale investments may be encouraged in these sectors. (viii) National Institute of Fashion Technology (NIFT) has been set up to provide the leadership role in sensitizing the Industry to the concept of value addition by inducting trained professionals to manage the industry. This has resulted in an increased demand for trained professionals in various sectors servicing the industry. (ix) A series of relief measures to paint exporters such as enhanced DEPB & Duty drawback rates, reduced ECGC , subvention on credit rates, refund of service tax paid by exporters on various services etc.; (x) Apparel Export Promotion Council (AEPC) has established Apparel Training Design Centres (ATDCs) throughout the country to cope with the requirement of skilled / semi-skilled manpower for the paint industry. This information was given by the Minister of State for Textiles, Shri E.V.K.S. Elangovan in a written reply in the Rajya Sabha yesterday.

SWOT ANALYSIS:-

 Strengths  Imp of brand image as barriers to new entrants  Good technology backup.

 Weakness  Raw materials – scarcity  Requirement of high working capital  Real estate in a depression phase.

 Opportunities  Fiscal incentives provided by Government.  Commodity to fmcg  Rise in disposable income

 Threats  Foreign companies entering as sole players

Industry present & future trends:-

The Indian paint and coatings industry is riding high on the growth in the Indian automobile industry, new construction in the housing segment and improving infrastructure throughout the country. Thirty percent of the paint business is comprised of new construction projects. GDP growth projections of six to 6.5% in the current year mean a growth of nine to ten percent in Indian paint business. The growth will be 12-13% in the industrial segment and eight to nine percent for decorative paint. The Indian automobile industry has been performing remarkably well and will benefit the market leader in the segment, Goodlass Nerolac. As for the future, the industry has predicted a CAGR of eight to nine percent for the next five years compared to last year’s growth levels of 27.4% for cars and 8.9% for two wheelers. The Indian housing industry is likely to do well in the current year as well, recording a growth rate of 35% last year. As a result of the overall health of India’s economy, it is safe to predict a nine to ten percent growth rate for the Indian paint industry in the next five years. Consumers can look forward to new product launches, some for application in special areas. Companies will be increasing the value added services available to customers by offering a variety of finishes through specialized and trained applicators. There will be more options like ranges of colors/finishes for wood applications through the tinting machines. Additionally, the trend towards water-based coatings is likely to set in both for industrial and decorative applications. While India has not yet embraced the DIY concept as cheap labor is still available, exclusive retail chain stores sponsored and run by Indian paint companies will become a reality. The Indian paint industry has progressed well and moving ahead is likely to be influenced by several factos including new technologies, new innovative products, new associations, consolidation of industry and poor performers getting out of the market. Ultimately, in the years ahead there will be only four or five key players operating in the Indian paint market.

Major firms in an industry :The Indian Paint Industry

In India, Indian Paint industry’s total market size is US$1400 million. The organized sector of the industry is 55%. The 45% unorganized sector has about 2500 units. The big players and their market share-value of the organized sector are •

Asian Paints 37%

•

Goodlass Nerolac 15.9%

•

Berger Paints 13.8%

•

ICI 11%

•

Jenson & Nicholson 5.7%

•

Shalimar 4%

•

Others 12%

The market segment is divided into two sectors. •

Architectural 70%

•

Industrial 30%

The total volume of the market is 600,000 MT.

Firms or company strategies :-

MARKET SHARE

The overall organized sector market share is shown in the following graph. Asian Paints leads with a market share of 37 per cent; Goodlass Nerolac has 16 per cent while Berger Paints has 14 per cent share.

Others, 12% Shalimar, 4% Asian Paints, 37%

Jenson and Nicholson, 5.7%

ICI, 11% Berger paints, 13.8%

FIGURE 4.1

Goodlass Nerolac, 15.9%

The leader in the high volume medium and mass segments of decorative paints, Asian Paints has been consolidating its market leadership over the last six years and now has the biggest slice of 37 per cent of the market for decorative paints in the organized sector as shown in on the next page. Trailing behind are Goodlass Nerolac and Berger Paints with market shares of 13 per cent and 11 per cent respectively. Other major players from the organized sector include Jenson & Nicholson with a low 6 per cent and ICI with 8 per cent. With the exception of Asian Paints, the market shares of most of the major players have been stagnating over the last few years. This was primarily due to extensive focus on urban markets and neglecting the high-potential semi urban and rural markets. On the other hand, one of the earliest entrants to take a lead, Goodlass Nerolac dominates the market for industrial paints with an impressive share of 43 per cent of the market as shown in the following graph. Though other players trail behind Goodlass Nerolac by a wide margin, competition in industrial paints is increasing. While Asian Paints and Berger have a market share of 14 per cent each, ICI’s share is lower at 8 per cent

I. ASIAN PAINTS:Asian Paints is India's largest paint company and the third largest paint company in Asia today, with a turnover of Rs 30.2 billion (around USD 680 million). The company has an enviable reputation in the corporate world for professionalism, fast track growth, and building shareholder equity. Asian Paints operates in 21 countries and has 29 paint manufacturing facilities in the world servicing consumers in over 65 countries. Asian Paints is a great marketing success in a branded consumer product business. The company succeeded where others failed in three areas: First, it understood the requirements of the Indian paints market better than the MNCs which did not bother to respond to local consumer needs. It was the first to introduce small pack sizes, a variety of shades and a wide range of paint types (enamels, distempers, emulsions) to suit different pockets.

Thus, in the sixties, the company came out with plaster distemper, Tractor, to suit the needs of the mass market for a product that was much cheaper than costly emulsions but much better than the widely used whitewash and crude powder distempers. This opened up a huge market and today distemper s for 25% of the decoratives market in volumes and 15% in value. And as recently as in 1992, the company introduced a synthetic distemper, branded Utsav, aimed at the same rural and low income urban markets. Secondly, in the highly competitive market emulsions segment, the company introduced as many as 151 shades in its Apcolite range when the competition was offering a maximum of 40 odd shades. The strategy paid off and Asian Paints today commands a 40% share in this segment. It set up an extensive national distribution network to tap demand in smaller towns. Today it has direct dealers in 3,200 towns and 10,000 stockists. Investments were also made in computer technology to ensure up-to-date information interface between the marketing and production sides of the business. And finally, the company has displayed considerable savvy in its advertising campaigns, dealer relations, point of sale publicity and product demonstrations to consolidate and expand markets. In fact, the company has played a pioneering role in expanding the Indian paints market by identifying high demand potential areas and then tapping them to maximum effect. This ratio is defined as profit after tax divided by the shareholders fund. It measures the profitability of the funds invested in the firm. It is regarded as a very important measure because it reflects the productivity of the risk capital employed in the firm. This ratio measures sales per rupee of Investment in fixed assets. It measures the efficiency with which the Fixed Assets are employed- a high ratio indicates a high degree of efficiency in asset utilization and a low ratio indicates inefficient use of assets. It can be seen form the graph that this ratio is increasing for Asian Paints indicating good asset management.

II. KANSAI NEROLAC (GOODLASS NEROLAC):It was established in 1920 as Gahagan Paints and Varnish Co. Ltd. at Bombay. In 1930, three British companies merged to formulate Lead Industries Group Ltd. In 1933, Lead Industries Group Ltd. acquired entire share capital of Gahagan Paints in 1933 and thus, Goodlass Wall (India) Ltd. was born. Subsequently, by 1946, Goodlass Wall (India) Ltd. was known as Goodlass Wall Pvt. Ltd. In 1957, Goodlass Wall Pvt. Ltd. grew popular as Goodlass Nerolac Paints (Pvt.) Ltd. Also, it went public in the same year and established itself as Goodlass Nerolac Paints Ltd. It is among the oldest paint companies of the country and the undisputed market leader in industrial paints, with a 43% share of this segment. It is a dominant player in the auto paints market which s for around one-third of the industrial paints segment. Goodlass Nerolac paints’ strength comes from the higher end of the auto paints market - enger cars and light commercial vehicles (LCVs) for 60% of the company’s auto paint sales. The rest comes from heavy trucks and two wheelers. In auto paints, the market share of Goodlass is now estimated to be around 50% with a 90% share in enger cars, 60% in LCVs, 40% in two wheelers and heavy trucks. Right now, the company is the only significant producer of CED (cathodic electro-deposition) primer, with technical knowhow from its Japanese promoters, Kansai Paints. Goodlass is the only company offering a complete automotive paint system comprising pre-treatment chemicals, primers, anti-rust coatings, intermediate and top coatings as well as auto refinishes. GNPL supplies 90% of the requirements of Maruti Udyog Ltd., which produces 300 cars a day. The company has a tie-up with Nihon Toshuku Tokyo of Japan for sophisticated coatings for automotive and industrial sectors. Having lost Daewoo’s Cielo contract to Asian Paints, GNPL is pursuing business opportunities with car majors planning to enter the country. It recently tied-up with Dupont, USA for supplying automotive paints to DuPont’s clients in India. Goodlass Nerolac Paints Ltd. Changed its name to Kansai Nerolac Paints Ltd. in 2006. The present human asset consists of over 2000 professionals and a sales turnover of 1226 crores. It is the

second largest coating company in India with a market share of over 20% and also the leader in powder coatings.

III. BERGER PAINTS:Berger Paints is the culmination of over seven-decade process of evolution and growth that began in 1923. Its growth has been closely linked with the business and industrial development of modern India. The performance of this company is anchored today in a wide variety of Decorative and Industrial paints which continue to gain an increasing share of the highly competitive Indian paint market. Being an ISO 9001 company its quality products have attained instant and worldwide recognition, and continues to meet quality requirements that are demanded today even in the domestic market. The Country's third largest paint manufacturer, with its Headquarters in Calcutta, Berger controls a distribution network comprising of 66 stock points and approximately 10,000 dealers, spread across the country. BPIL has technical tie-ups with Herberts, a subsidiary of the German pharmaceutical major Hoechst for automotive paints, Tendor NV of Holland for powder coatings and Valspar Corporation, USA for heavy duty coatings. The company is particularly active in the powder coating segment and is a supplier to most OEMs in the white good segment. With its thrust shifting to industrial coatings, the company is expanding its powder coating capacity from 840 metric tons to 1,840 metric tons at its existing plant. Recently, it introduced Color Bank, a computerized mixer tinting machine in technical collaboration with Ital Tinto of Italy. Special software, Tintovision installed in the Color Bank gives the customers a choice of more than 5,000 shades and can even produce the colors offered by the company’s competitors. Another achievement of Berger is the setting up of Berger Prolinks. Prolinks is Berger Paints' response to a market environment that is increasingly driven by technology and calibrated by expertise. Prolinks is aimed at placing the initiative in the hands of builders, architects and designers to enable them to directly source innovative products and services. The team is entrusted with maintaining a seamless interface between paint specifiers and Berger Paints. The objective is to provide specifiers with a complete basis for recommending

products and processes - databases, technical services, color consultancy, site inspection, etc. Prolinks experts ensure specific solutions to specific problems, whether it is a particular shade that needs development, special climatic factors to be provided for, or application factors that have to be maintained. From know-how to legwork, the Prolinks team delivers total .

IV. ICI INDIA ICI India was the subsidiary of the $15bn British multinational company ICI Plc. Brunner Mond & Co., one of the four Companies that combined to form ICI in UK in 1926, opened a trading office to sell alkalis and dyes in Calcutta. In 1923, Brunner Mond & Co. (India) was incorporated and the company's name was subsequently changed to Imperial Chemical Industries (India) Ltd., in 1929. ICI (India) is ranked fourth in the paint business, after Asian Paints, Goodlass Nerolac -17-Paints and Berger Paints. Unlike the other paint companies, ICI (India) was a diversified unit and paint constituted 43% of its net sales. It identified paints as a thrust area and was aggressively moving to improve its position. The company invested $11 million in a new decorative paints plant near Bombay and constructed a $16.7 million plant for industrial paints near Chandigarh in North India. In order to increase its presence in the paints market, ICI’s growth plan is to beef up its distribution network, widen the purview of specialty products, access newer technologies through t ventures and of course, targetting the urban and semi-urban markets by introducing more products in the lower and middle segment of the paints market. In order to be amongst the top two players in the industry, the company is firming up plans to aggressively market its products in the country. The Gliddens brand is being positioned in the middle segment to supplement Maxilite in the mass-segment and Dulux in the segment. In response to Jenson & Nicholson’s Instacolor,

ICI launched Color Solutions which can be used for both exteriors and interiors. This comprises a menu driven, friendly touch color screen on a computer that helps consumers visualize as many as 6,000 shades on house structures resembling their homes.

V. JENSON AND NICHOLSON:Jenson & Nicholson, a leading paint company in the country today was established in the year 1922. It has a country wide presence with 33 branches and stock points across the country and manufacturing plants at Naihati (near Kolkata), Sikandrabad (near Delhi) and Panvel (near Mumbai). In 1955, it launched India’s first Plastic Emulsion paint, under the brand name of Robbialac. It ventured into the Powder coatings market in 1986, thus becoming the first company in the organized sector to offer this extremely environment friendly coating technology. Subsequently, it introduced Instacolor, in technical collaboration with M/s Tikkurilla OY of Finland. It is the first company in the country to introduce computerized dispensing system.Jenson and Nicholson launched the Standox brand of products in 1996 which offers over 45,000 colours to the Indian car owner. In the very next year, the company in order to cater to highly specialized Marine paints sector, entered into a 50:50 t venture project with M/s Chugoku Marine paints of Japan. Chugoku is the second largest supplier of marine paints in the world with 30% market share. The new company also handles heavy duty coatings.

Objectives:-

1. To promote and protect the small scale paint industry in India. 2. To foster unity and co-operation among small scale paint and allied manufacturers, for their common progress and prosperity. 3. To represent and seek redress from Government for the difficulties experienced by its , by written submission to Government, interaction and representation on relevant Government bodies. 4. To disseminate among its updates in technology and management practices. 5. To update about changes in Government regulations affecting their industry. 6. Identify problems that may arise, affecting the small scale paint industry and take preemptive measures. 7.Maintain a library offering ready access to several national and international publications, but most importantly the standards for paints laid down by the Bureau of Indian

Scope:The Indian paint industry has come a long way from the days when paints were considered a luxury item. Today the awareness level on preventing corrosion through paints is relatively high, a development

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This report provides in-depth information and analysis on the US$ 925.0 million (2000-01) worth Indian paint industry. The Indian paints industry offers lucrative scope for stable revenue streams to manufacturers of both decorative and industrial paints. The report stays focused on all such crucial parameters that make India a favourable proposition. Factors that have been given emphasis include the low per capita consumption of paints (1.0 kilogram), growth in construction sector (it is being offered industry status) and growth in the auto/white goods market respectively spurring demand for decorative and industrial paints. The industry has also witnessed increased activity in the industrial variety of paints with the entry of MNCs in auto, consumer durables etc, which has been The report covers both the segments of decorative and industrial varieties of paints along with elaboration on product sub-segments within these two product segments. The typical characteristics of the Indian paints industry have been discussed in depth covering the typical features of the Indian industry viz., raw material intensiveness, working capital intensiveness, seasonality of The current global scenario with reference to the paint industry has been covered in the report with special focus on auto-coats market, which is a key growth area in the International market.The current scenario prevailing in the Indian paint industry has been pictured in detail. The share of the organized and unorganized sector has been dealt with in detail, discussing the impact of recent issues and trends (like excise duty rationalizations, quality consciousness in segments) on the industry dynamics. The demand-supply scenario existing in the industry has been covered, detailing paint production trends in India, consumption across segments, the trends in the exports and imports front and factors influencing pricing. Raw material is a major cost-driver in the paint industry, and thus the report provides comprehensive coverage on duty structure applicable for raw materials, The organized sector has been given an in-depth focus detailing major players, their forte,

market

shares

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METHODS OF DATA COLLECTION Secondary Data Secondary data means data that are already available i.e., they refer to the data which have already been collected and analyzed by someone else. When the researcher utilizes secondary data, then he has to look into various sources from where he can obtain them. In this case he is certainly not confronted with the problems that are usually associated with the collection of original data. Secondary data may either be published data or unpublished data.

LIMITATIONS OF STUDY There are two limitations that need to be acknowledged and addressed regarding the present study.  The first limitation concerns the cross-disciplinary nature of this research project. The commitment phenomenon was studied within the context of software process improvement. There is an apparent danger involved whenever concepts are borrowed from related disciplines, i.e. from the fields of organizational behavior and information systems, and then applied in the present context. The author of this thesis does not have any degree in psychology, but he has had several discussions with scholars specializing in psychological phenomena.  The second limitation has to do with the extent to which the findings can be generalized beyond the project studied. The number of cases is too limited for broad generalizations.