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TheMarketingStrategiesofthePaint
Industry(ACaseStudyofSacluxPaints
Limited)Part2
ByARTICLES|Published:MAY21,2013

TheMarketingStrategiesofthePaintIndustry(ACase
StudyofSacluxPaintsLimited)Part2
Inthischaptermanyliteraturesbyeminentscholarsthatrelatetotheresearch
topicwerereviewed.Thisreviewoftheliteraturelooksattheconceptof
marketinganditseffectivenessasastrategiesofsacluxpaintindustry.The
literaturereviewprovidesthetheoreticalframeworkonwhichthewholestudy
stands,itisanexaminationofallrelevantissuesandvariablesrelatedorinherent
inthestudy.Thereviewalsotakestheresearchtopastrevelationsonfindingsby
previousscholars.
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THEMEANINGOFMARKETING
AccordingtoStantonW.J.(1975)Marketingisatotalsystemofbusiness
activitiesdesignedtoplan,pricepromoteanddistributewantsatisfyingproducts
andservicestopresentandpotentialcustomers,anothergroupseesitasthe
processofasocietybywhichthedemandstructureforeconomicgoodsand
servicesisanticipatedorenlargedthroughtheconception,promotion,exchange
andphysicaldistributionofsuchgoodsandservicesprideandferel(1985)
maintainthatmarketingconsistofindividualandorganizationalactivitiesaimed
atfacilitatingandexpeditingexchangewithinasetofdynamicenvironmental
factors.
TheAmericanmarketingassociationin1985definedthedisciplinethus:
Marketingistheprocessofplanningandexecutingtheconception,pricing,
promotionanddistributionofideals,goodsandservicestocreateexchangethat
satisfyindividualandorganizationalobjectives.
PhilipKotler(1988)andheseesmarkingasasocialandmanagerialprocess
bywhichindividualsandgroupsobtainwhattheywantandneedthrough
creatingandexchangingproductsandvalueswithothers.
BackhomeinNigeria,Udeagha(1993)maintainsthatmarketinginvolves
theuseofintellectuals,technical,managerialandspiritualskillsinthesolutionof
theessentialneedsofmaninprovidinghimwithallthegoodsandserviceshe
requirestosurvive,prosper,andtobehappyonearth.
Finally,forKalu(1998)marketingistheprocessofresearchinginto,and
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identifyingcustomerneedsandwantsforthepurposeofcreatinggoodsand
servicesandforfacilitatingtheirtransferintothehandsofcustomersthroughthe
specializedfunctionsofpricing,promotionanddistribution.
2.2MARKETINGMIXDEFINITION
PhilipKotlerseesthemarketingmixasthesetofcontrollablevariablesthatthe
formcanusetoinfluencethebuyerresponses.
McCarthy,onhispart,classifiedthevariablesintofourfactorscalledthefour
PSofmarketing:Product,Place,Promotion,andprice.Theimplicationhereis
thatbuyersareusuallyinfluencedbyvariable,relatedtotheproduct,andthe
place,promotion,andprice.
Everymarketingstrategymusthaveamarketingmix,aswellastargetmarket.
THEFOURPSELABORATED
Product
Qualifyfeatures
Andoptionsstyle
Brandname
packagingproduct
linewarranty
servicelevelother
services

Place
Distribution
Channels
Distribution
coverage
Outletlocation
salesterritory
Inventorylevels
andlocations
Transportation
carries.

Promotion
Advertising
Personalselling
sales
Promotion
publicity

Price
LevelDiscount
Andallowances
Paymentterms

ProductTheproductareaisconcernedwithdevelopingtherightproduct
forthetargetmarket.Thisproductmayinvolveaphysicalobjectand/orsome
combinationofservices.Thecruxofthematterintheproductareaareto
developsomethingthatwillsatisfysomecustomersneeds.Productorbrand
managersmayhandlethesemattersformanufacturers.Underproduct,
attentionshouldgotoproblemconnectedwithdevelopingproductsandproduct
lines.Considerationshouldalsobegiventothecharacteristicsofvariouskindsof
productwithaviewforwarddevelopinggeneralizationaboutproductclasses.
TheproductareaisonlyoneofthefourPs,buthowpotentialcustomersviewthe
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producthasabearingonthemarketingmix.
Place(Distribution)Reachingthetargetaproductisnotmuchgoodto
acustomerifitisnotavailablewhenandwhereitiswanted.So,intheplace
area,considerationismadeofwhere,when,andwhomthegoodsandservices
aretobeofferforsale.Goodsandservicesdonotflowfromproducersto
consumersautomatically.Theymovethroughchannelsofdistributionwherea
gooddealofmarketingworkisdone.Anysequenceofmarketinginstitutions
fromproducertofinduserorconsumer,includinganynumberofmiddlemen,is
calledachannelofdistribution.Marketingmanagersworkisandthroughsuch
channelssoourstudyofplaceisveryimportanttomarketingstrategy,planning
manager,salesmanager,physicaldistributionmanagersandmanyspecialized
middlemendotheworkintheplaceare.
PRICE:Consideringpricing,managementmustdeterminetherightbasepriceof
itsproductsandthenestablishpoliciesfordealingwithdiscountsfright
paymentsandmanyotherpricerelatedsituationspricecanbedefinedasthe
amountofmoneyneededtoacquireagivenqualifyofgoodsandservices.
PROMOTION:Includesalltheactivitiesthecompanyundertakesto
communicateandpromoteitsproductstothetargetmarket.Asanelementof
themarketingmix,promotionisusedtoinformtheconsumers/usersregarding
afirmsproductand/orservices,andtopersuadethemmarketintobuying.
Themajorpromotionalactivitiesincludeadvertisingsalespromotion,and
personalselling.
Itisnoteworthythattheconceptofthemarketingmixisalsoapplicableto
nonbusinessand/ornonprofitmakingorganizations.
PRODUCTPOSITIONING:WilliamJ.Stantonishisbookfundamentalsof
marking,definesproductpositioningastheimagethattheproductprojectsin
relationto
(1)Competitiveproductand
(2)Otherproductsmarketedbythecompanyinquestion.
ADVERTISING:Accordingtotheinstituteofpractitionersinadverting,
advertisingisdefinedasthemostpersuasivepossiblesellingmessagetothe
rightprospectsfortheproductorservicesatthelowestpossiblecost.
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SALESPROMOTION:PhilipKotlerseessalespromotionasadiverse
collectionofincentivetools,mostlyshortterm,designedtostimulatequickeror
greaterpurchaseofparticularproductorservicesbyconsumersorthetrade
exampleincludes:
(i)Freesamples:Itoffersthegreatestchanceofgettingaconsumerto
equallytrytheproductfreesamplesmightbemarked,delivereddoortodooror
attachedtoorinsertedinanotherpackage.
(ii)Coupons:PhilipKotlersaysthesearecertificateswhichwhenpresented
forredemptionataretailstore,entitledthebearer(consumer)toastatedsavings
onthepurchaseofaspecificproduct.
(iii)Premiums:Areitemsofmerchandiseofferedfreeoratalowcostasa
bonustopurchasersofparticularproducts.Someoftheseare,inpack,onpack
andwarpackpremiumetc.
(iv)Logistics:Isdefinedasthemanagementofallactivitiesthatfacilitatethe
movementandcoordinationofsupplyanddemandinthecreationoftimeand
placeutilityingoodsandservices.
PhilipKotlerdefinesmarketlogisticsasInvolvesplanning,implementing
andcontrollingthephysicalflowsofmaterialsandfinalgoodsfrompointsof
origintopointstousetomeetcustomerrequirementsataprofit.
Strategy:Leanedetal(1965)forinstance,definesitasthepatternofobjectives,
purposeorgoalsandmajorpolicesandplansforachievingthesegoals,statesin
whichawayastodefinewhatbusinessthecompanyisinoristobeinandthe
kindofcompanyitisoristobe.Glueck(1976)definesitasaunified,
comprehensive,andintegratedplandesignedtoassurethatthebasicobjectives
oftheenterpriseareachieved.
Strategyisacomprehensivedescriptionofanorganizationsmasterplanfor
achievingitsobjectivesandpurpose.Itaddressestheissueofhowthedesired
resultsaretobeaccomplished.Itisameanstoanend,theoutlineofhowthings
aretobedone.StrategyisderivedfromtheGreekword(stratego)meaning
general.Chrandler(1962)definesitasthedeterminationofthebasiclongrange
goalsofanorganization.
GeneralElectric,apioneerofstrategicmanagementtechniques,Once
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definedstrategyasastatementofhow,whatresourcesaregoingtobeusedto
takeadvantageofwhichopportunitiestominimize,whichthreatstoproducea
desiredresult.Thisdefinitionpointstowardstheissuesthat
(a)Howtorespondtochangingconditionsspecifically,whattodoabout
shiftingcustomersneedandemergingindustrytrends,whichnewopportunities
topursue,howtodefendagainstcompetitivepressuresandotherexternally
imposedthreats.
(b)Howtoallocateresourcesovertheorganizationvariousbusinessunits,
divisionsandfunctionalvariousbusinessunits,divisionsandfunctional
departments.
(c)Howtocompeteineachoneoftheindustriesinwhichtheorganization
participates,decisionsabouthowtodevelopcustomersappeal,topositionthe
firmagainstrivaletc.
(d)Whatactivitiesandapproachestotakeineachofthemajorfunctionalarea
andoperatingdepartmentsinordertocreateaunifiedandmorepowerful
strategiceffortthroughouttheunit.
Nnedu(1996)maintainsthatstrategypointsoutthewaytoachieve
corporategoalsandisdesignedwiththosegoalsinmind.
2.3THECONCEPTANDTRENDOFSTRATEGYFORMULATION
Theconceptandtrendofstrategyformulationhasnodefinitepattern.Okeafor
(1996)arguesthatstrategyformulationvariesfromonecompanytoanother,
dependingonthesize,products,servicesandmarketsserved.Itisan
organizationsintendprocessfromwhichfactorsandprogrammersofactionare
developed.
Onedifficultyistheexistenceofverymanylevelsofstrategiesrangingfrom
operatingstrategy,cooperatestrategy,lineofbusinessstrategy,functional
strategymarketingstrategyetc.Thougheachlevelofstrategyhasitsown
distinctivefactors,thereis,however,asimilarapproachtostrategyformulation.
Nnedu(1996)stressedthatwhiledeterminantsfromthebasisforand/or
influenceandaffectthemakeupoforganizationsstrategy,thechallengeof
actuallyformulatingthestrategiesstillremainsacrucialpartoftop
managementsresponsibility.BridgesandBarlull(1977)likenedthestrategy
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formulationprocesstoaproblemsolvingexercisethatcanbedoneinsixsteps.
Theirapproachpresupposestheexistenceofsomestrategiesinanorganization
inwhichnewstrategiesarecalledforthesixstepsinclude:
(1)Identifyandrecordcurrentstrategy:Thishastodowithidentificationof
existingstrategieswithintheorganizationalnetworkandtryingtoseeifthese
strategieswillenablethemachievedesiredobjectives.
(2)Identifytheproblems:Thecurrentstrategyshouldnextbeexaminedtosee
ifithasproblemsthatwillsignificantlyaffecttheoperationsoftheorganization.
Thepresentstrategyshouldbeanalyzedagainstitsabilitytocopewiththe
demandsoftheexternalandinternalenvironments.Significantweaknesseshave
tobenotedandevaluated.
(3)Discoverthecoreelements:Iftheevaluationsandreappraisalsabove
indicatetheexistenceofproblems,theorganizationhastoidentifythecoreofthe
problems.Therealproblemscantakemanyformsandtheirimplicationson
futureoperationsshouldbedetermined.
(4)Formulatealternativestrategies:Havingidentifiedtheweaknessesofthe
currentstrategies,thenmanagementcanproceedtodevelopalternative
strategies.Thesemustequallybedonewiththeobjectivesoftheorganizationin
mind.Therefore,allpossibilitiesthatofferchancesforsolvingtheproblem
shouldbethoroughlyexaminedandconsidered.
(5)Evaluatethealternatives:Managementshouldnextexaminethe
advantagesofthevariousalternativestrategiesdevelopedinstageiv.Thepolicy
implicationofthesestrategiesshouldbeevaluated.Considerationshouldfocus
ontherelativecompetitiveadvantage,managementpreferenceandethical
consideration.
(6)Choosethenewstrategy:Anewstrategyisthuschosen.Thechosen
strategyshouldhelpreduceorminimizeotherproblems.Topmanagement
shouldequallybecommittedtoimplementingthesestrategiesandallfurther
organizationalprioritiesshouldbebuiltroundthepreferredstrategies.
However,therecanexistsituationswherenostrategyexisted.Theseinclude
conditionswhenorganizationsarenewandmayrequireanentirelynew
strategy.Thestrategistherewouldhavetoformulatestartupstrategyforthe
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neworganization.Theapproachfromtheonsetwouldbetoidentifythe
organizationsmissionsandobjectivesfromthefoundersandownersofbusiness
anddesignstrategiesthatcouldhelpaccomplishthesetargets.Theproposed
strategyformulationstepssuggestedbyBridgesandBarlullcouldbemodifiedto
provideameaningfuldirectiontothestrategist.
2.4MARKETINGSTRATEGIES
Kotler(2000)comparedmarketingstrategytogameplanrequiredto
accomplishstatedobjectives.Anyanwu(1999)sawmarketingstrategyasskillful
plansbymarketingpractitionertotakeadvantageofcompetitionsinthemarket
place.Marketingstrategy:includedistributionstrategies,promotionstrategyto
enhanceimageandcreatebrandinsistence.Theproductsubstrategyshould
includestrategiesregardingquality,quantity,rawmaterialratiosetc.Porteralso
definesstrategyasthecreationofauniqueandvaluablepositioninvolvinga
differentsetofactivities.
MARKETINGSTRATEGY,Michaelporterhascondensedthenintothree
genericgroups:
(1)Overallcostleadership:Herethebusinessworkshardtoachievethelowest
productionanddistributioncostsothatitcanpricelowerthanitscompetitions
andwinalargemarketshare.
(2)Differentiation:Herethebusinessconcentratesachievingsuperior
performanceinanimportantcustomerbenefitareavaluedbyalargepartofthe
market.Itcanstrivetobetheserviceleader,thestyleleader.
(3)Focus:Havethebusinessfocusesononeormorenarrowmarketsegments.
Thefirmgetstoknowthesesegmentsintimatelyandpursueeithercost
leadershipordifferentiationwithinthetargetsegment.
2.5TYPESOFMARKETINGSTRATEGIES
(1)DIFFERENTIATIONSTRATEGY
Adifferentiationstrategyisoneinwhichaproductofferingisdifferentfrom
thatofoneormorecompetitorsinawaythatisvaluedbycustomers.Thevalue
addedshouldaffectcustomerchoiceandultimatesatisfaction.
(2)COMPETITIVEMARKETSTRATEGIES
Amarketplaceislikeabattlefieldwithfirmsdesigningtheirvarious
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strategieswithaviewtoremainingdominantinthemarket.
ThompsonandStrickland(1981)discussedanumberofstrategicoptions
thatanorganizationcanusetocompeteeffectivelyinitsownmarket.Theuseor
adoptionofthesestrategiesishoweverdependentonthelevelofmarketshare
thebusinessisenjoying.
Someofthesestrategiesare:
(a)StrategiesforLowmarketsharebusiness.
Alowmarketsharebusinessisonewhosemarketshareisbelowtheshareof
themarketleaders.Thesebusinessescanoperateeffectivelyiftheyadoptanyof
thefollowingstrategies.
(i)TheunsatisfiednichestrategyThiscallsforthetargetingofmarket
segmentsthathavenotbeenattendedtobytheindustrysplayers.
(ii)SpecialiststrategyThisstrategyadvocatestheconcentrationofbusiness
onaparticularproduct/servicesothatthefirmwillimproveandserve.Its
marketsmoreefficiently.Otheroptionsincludechannelinnovationsand
distinctiveimagestrategy.
(B)Strategiesforthedominantbusiness
Thesearebusinessthatenjoyrelativehighmarketshareintheindustry.
Strategicoptionsopentothesebusinessesare:
(i)Offensivestrategy:Thisstrategypreachescontinuousinnovationand
creativitytoremaindominantinthemarketplace.
(ii)Fortificationstrategy:Thisstrategyenjoinsthefirmtoprotectitschief
productswithpatents,andgenerallymakeentryintoitsmarketdifficultforthe
smallones.
(iii)Maintenancestrategy:thisisthestrategythatencouragesthemarket
leadertomaintainitscurrentlevelofmarketingactivities.
2.6THEIMPORTANCEOFMARKETINGSTRATEGY
Therearemanybasisandcogentreasonsfordevotingtimeandenergytostudy
marketingstrategy.
Organizationsarenevercompletelystatic.Theyareincontinuousinteraction
withexternalforceschangingconsumerattitudesandtastes,government
legislationsandnewtechnologies,allactsintheorganizationtomakeitchange
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oradapttocurrentsituation.Facedwiththisphenomenon,everyorganization
shouldcontinuouslytakestrategicdecisionsineveryaspectofitsoperationsto
achieveitsultimategoals.Marketingstrategy,therefore,putastoptodrifting
overpolicesanddecisionsinorganizations.
Withitsconcepts,modelsandmethodologies,marketingstrategyoffersgreat
assistancetocriticalanalysisanddifficultstrategicdecisions.
Itprovidesthebasisformanagingandcontrollingabusinessstrategically.Italso
providesameanstocommunicate,coordinateproblemsandproposedstrategies
bothhorizontallyandverticallywithintheorganization.
Insummarystrategicmarketingmanagementhasasamissionthedevelopment
ofstrategiesthatareexternallyoriented,proactive,timely,entrepreneurial,
global,implementableandappropriateforalongtimehorizon.(Aaker1998)
furthermore,itsimportanceisequallycriticizedfromthefactthatitprovidesan
approachtoraisingandaddressingstrategiesissuesandmanagingcomplex
organizationsinacontextofrapidlychangingandincreasinglyunpredictable
externalpressuresandthreats.
2.7ADVANTAGESOFMARKETINGSTRATEGY
(1)Themarketingstrategystandsattheheartofthemarketingplanasthe
basicstatementofhowthevariouscontrollablemarketingvariableswillbeused
toachievemarketingobjectives.
(2)Marketingstrategyisthefirstrealtestofthecompetenceofthemarketing
plannerwho,uptothispoint,hasanalyzedthecurrentsituationandset
objectives.
(3)Itisthetestthatbringstogetherunderstanding,imaginationvision,and
decisivenesstogivedirectiontotheentiremarketingeffort.
(4)Marketingstrategyprovidestheframeworkwithinwhichspecificstrategies
andplansaredevelopedforeachareaofmarketingactivities.Animportantpart
ofthisframeworkistheclarificationoftheinterrelationshipsbetweenthevarious
elementsofthemarketingmixbetweenadvertisingandsalespromotionbetween
distributionandpricing,betweenproductandpackaging.Finallymarketing
strategiesprovideonlyageneraldirection.
3.1RESEARCHMETHODOLOGY
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Itispopularlysaidthatinformationisthelifebloodofanyorganization.Many
organizationandindividualsuseddatafortheirdaytodaysoperationand/or
livingvariousapproachesaboundfromwhichdatacanbeextracted.
Informationisnecessaryinaprojectwork.Thetechniquesofobtainingthe
desireddataarenumerous.However,theycanbeclassifiedintotwobroad
groupsnamely:primaryandsecondarysourcesofdata.
3.2THEPRIMARYSOURCEOFDATA
Thesearetheoriginalsourcescreatedandutilizedtocollectfactsandissues
relevanttoasubject,topicorprojectbeinginvestigatedorstudiesasopposedto
existingsources.Itisinformationobtaineddirectlyfromitssource.Theessential
thingisthatitismostspecifictotheworktobedoneinthat,itsdesignis
executedwiththeaimsofdirectingtheinformationobtainedtomeetingthe
problem(s)inquestion.Itinvolvesdata,whicharenotavailableinpublished
formorincompanyrecords.Thesourcesofthiskindofresearchinformation
cannotbeaseasilyidentifiedasthesourcesofsecondarydata.Actually,the
identificationofpossiblesourcesisalogicalstepbeyondthedeterminationof
purpose(s)andscopeofthestudy.Herethreemethodsweretakeninto
considerationofthepurpose(s)andscopeofthestudy.Theyarequestionnaire,
oralinterviewandobservation.Thesearetheprimarysourcesofdata.
QUESTIONNAIRE:Forthefactthatquestionnairecontainingbothstructural
andunstructuredquestionswerepreparedanddistributedtomarketersand
salespersonnelorsomepaintindustriesinUmuahia.Itwassostructuredto
generatedetailedinformationfromthecompanyandalsofromdistributors.
Thequestionsweresuchthatattemptedtocoverthefundamentalareasof
marketingproduct,pricepromotion,placeandpackage,includingothersocio
economicandpoliticalproblems.
OBSERVATION:Thiswasgreatlyextensivelyemployedtocomplement
informationgathered.TheteamObservationinresearchhasbeendefinedas
theactofrecognizingthenothingfactsoroccurrence.Duringhercallstothese
formsdealers,theresearcherwasverycarefultonotewhatwasgoingon,the
reactionsofbothsellersandbuyers,thesocialclassofthebuyersasdepictedby
theirdressingetc.
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ORALINTERVIEW:Thiswasextensivelyemployedtocomplement
informationgatheredfromthequestionnaire.Infact,muchoftheinformation
collectedwasthroughthisapproach,becausemostfirmstowhomquestionnaire,
weresenttodidnotanswerallthequestionsbutbyinterviewingthem,much
datawascollected.
Thoseinterviewedincludemanagerproduction,andsalesofficerinsaclux
paintsatAmauzokwuUmuahia,salesofficercloverpaintUmuahiadepotand
somedistributorsinUmuahiaandOwerri.Theoralinterviewwasmostfruitful
asmanyrespondentswereresistantwhenitcomestounitingthingsdown
especiallyamongdistributions.
3.3THESECONDARYSOURCESDATA
Secondarydataisinformationthathasbeencollectedbypersonsoragenciesfor
purposesotherthanthesolutionoftheproblemathand.Thefederal
governmentcollectsandpublishesinformationonthenumbersoffamilies,family
formation,income,andsalesvolumeofretailstores,allbygeographicarea.
Tradejournalsarevaluablesourceofsecondaryinformation,theyarespecial
studiesdonebyotheradvertisingmedia.Theyprovideageneralanduseful
insightintothesubjectmatterandveryvitalasthesourceofinformation.More
examplesofsecondarydataincludesjournals,magazines,newspaper,
encyclopedia,dictionariesaresomeoftheexamplesofsecondarysourceofdata.
3.4APPROACHESOFGATHERINGDATA
Theapproachesusedhavebeenhighlightedabove,torestatethat
questionnairesweredesignedandsentouttorespondents.Thesewerepersonally
deliveredandresponsecollectedinterviewsconductedwerebasedinthecontent
ofthequestionnaireswiththeviewofexpandingtheinformationreceived.Some
oftheinterviewswereconductedoutsidethebusinesspremisesasthestudent
hadtotrackdowntherespondentintheirhomesandplacesofrelaxation.The
observationsmadewerediscussedduringtheinterviews.
ThedeskresearchwassystematicallydonetocoverallexistingsourcesthatI
foundmyselfwithintheenvironIcarriedouttheresearch.
3.5REASONSFORTHEMETHODSUSED
Variousalternativemethodsexistfromwhichdatacanbecollectedforthestudy
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ofthisnature.
However,thetechniquesadoptedhaveensuredsavingsincostsandtime,
adequateprovisionofreliableandrelevantinformationthatfacilitatedthe
presentationandanalysisofoutcomes,andfinallyenablethedemandofthis
studytobesatisfiedbyprovidingawiderangeofinformation.
3.6POPULATIONOFTHESTUDY
Thepopulationofthestudywasmadeupof100staffofSacluxPaintUmuahia
AbiaState.Andthis100wasmadeupoftheproduces,marketer,consumers
andthenproducersofpaints.
3.7SAMPLESOFTHESTUDY
Thisisunitorproportionoftheentirepopulation,selectedforobservation,
interviewingandanalysiswithaviewthattheproportionrepresentstheentire
population.Thesamplesizeis62.

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