INTRODUCTION

“The purpose of any business is to create a customer “.

This study incorporates within its scope an analysis of consumer preference

on Sherwin Williams paints.

The term “preferences” is used in a variety of related but not identical, ways
in the scientific literature. This makes it necessary to make explicit the sense in
which the term is used in different social sciences.

Consumer preference is the study of how people buy, what they buy, when
they buy and why they buy. It blends elements from psychology, sociology, socio-
psychology, anthropology and economics. It attempts to understand the buyer
decision-making process, both individually and in groups. It studies characteristics
of individual consumers such as demographics, psychographics, and behavioral
variables in an attempt to understand people's wants. It also tries to assess
influences on the consumer from groups such as family, friends, reference groups
and society in general.

The study and knowledge of consumer behavior helps firms and organizations to
improve their marketing strategies and product offerings. Following are the
important issues that have significant influence on consumer's psyche and their
ability to take decisions:
• The psychology of how consumers think, feel, reason, and select between
different alternatives (e.g., brands, products);
• The psychology of how the consumer is influenced by his or her environment
(e.g., culture, family, signs, media);
• The behavior of consumers while shopping or making other marketing decisions;
• Limitations in consumer knowledge or information processing abilities influence

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decisions and marketing outcome;
• How consumer motivation and decision strategies differ between products that
differ in their level of importance or interest that they entail for the consumer; and
• How marketers can adapt and improve their marketing campaigns and marketing
strategies to more effectively reach the consumer.
Business enterprise, which fails to satisfy the consumer of its products,
need not and cannot exist in the business field. Thus the very objective of the
business firm (i.e.) maximization of the profit is impossible without satisfying the
consumers. As a result, the activities of the business firm should be directed first to
find out what the consumer wants and then to satisfy them. To ascertain his wants
and desire, both qualitatively and quantitatively, market survey are to be made. The
service to consumer through their product and utmost satisfying them should be the
objective of all business units.

Descriptive study was conducted in Chennai with a sample size of 50. The
primary data was collected through questionnaire, which has both closed and open
ended questions.

This study is primarily conducted to know the consumer preference level,

with respect to price, brand attraction, appearance, service, and overall satisfaction
etc...

It also states the major influential source, which made them buy Sherwin
Williams paints, reasons for their buying over other brands and their expectation
about their service.

OBJECTIVES OF THE STUDY

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To analyze the general preference of consumers towards paints.

To study the level of consumer awareness towards Sherwin Williams paints.

To assess the opinion of the consumers about Sherwin Williams paints.

To know the buying pattern of the consumers of Sherwin Williams paints.

NEED AND SCOPE OF THE STUDY

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In order to satisfy consumers every company must try to find company’s
performance is the expectation of the customers. To know about feedback from
customers is very important. This study helps to improve the product and makes
the company to be successful in the market.

This study was conducted in various part of Chennai city. Data has been collected
from the consumers through personal interview and questionnaires.

This study would prove useful in knowing the satisfaction level and
awareness of the product to the organization.
This study attempts in gaining a better understanding of the mindset of
consumers towards the product.
To understand the general opinion of Sherwin Williams paints among
the customers.
This study would help the company to know where Sherwin Williams
paints stands and what factor played as most influential sources for
buying Sherwin Williams paints.

LIMITATIONS OF STUDY
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The following are the limitations of the study-

The sample size was restricted to 100 customers. This cannot interpret the
whole population.
The result obtained in the project cannot be generalized at all times in all the
areas and among all the users of Sherwin Williams paints.

Many of the respondents were not willing to fill the questionnaire.

Some people were not willing to respond and few of them who
responded were in hurry hence the active participation was lacking.

RESEARCH METHODOLOGY

This chapter deals with research methodology used in analysis and interpretation.
The purpose of methodology section is to describe the research procedure. This

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includes the overall research design, the data collection method and the types of
data used in the sampling design and sampling technique adopted.

DEFINITION OF RESEARCH:
The Advanced Learner’s Dictionary of Current English lays down the
meaning of research as “a careful investigation or inquiry especially through search
for new facts in any branch of knowledge.”
Redman and Mory define research as a “systematized effort to gain new
knowledge.”

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions; collecting, organizing
and evaluating data; making deductions and reaching conclusions; and at last
carefully testing the conclusions to determine whether they fit the formulating
hypothesis.

SOURCES OF DATA:
Primary data were used in the research. Primary data is gathered for a
specific purpose or for specific research project.

PRIMARY DATA:
Structure questionnaires were used and also an informal interaction with the
respondents to get first hand information was also resorted to for the study. The
questionnaire was fabricated keeping in mind of stated objective.

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QUESTIONNAIRE:
Collection of data is an important stage in the research. In fact the quality of
the data collected determines the quality of research. A questionnaire is a sheet or
sheets of paper containing question relating to certain specific aspects, regarding
which the researches collect the data. The questionnaire is given to the respondents
to be filled up.
120 questionnaires were distributed among customers out of whom only 112
customers responded to the questionnaire, in which 12 responded are incomplete in
answering question. Therefore only 100 questionnaires were considered for
analyzing and interpretation.

SAMPLE SIZE:
100 customers were surveyed during the study period of May – June 2010.

SAMPLING UNITS:
The sampling units are customers of Sherwin Williams paints.

METHOD OF SAMPLING:

Only non-probability sampling is adopted. Non-sampling methods are those,

which do not provide every item in the universe with a known chance of being
included in the sample. The selection process is partially subjective. In non-
probability sampling, Quota sampling method is used.

QUOTA SAMPLING:

In quota sampling the selection of the sample is made by the interviewer,

who has been given quotas to fill from specified sub-groups of the population.

The targeted group is on customers of Sherwin Williams paints only not that
to any customers who purchase paints.

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 They are similarities with stratified sampling, but in quota sampling the
selection of the sample is non-random. Anyone who has had the experience of
trying to interview people in the street knows how tempting it is to ask those who
look most helpful, hence it is not the most representative of samples, but extremely
useful.

TOOLS FOR DATA ANALYSIS:

The tool used for the purpose of analysis is percentage method.

PERCENTAGE METHOD:
Percentage method refers to a special kind of rates. Percentage method used
in making comparison between two or more series of data.

Percentage= No. of respondents x 100

Total no. of samples

DIAGRAMMATIC REPRESENTATION:
Diagrammatic representation of the complex data enables the researches to
delicate an attractive and clear picture of the complex data. It also facilitates an
easy understanding of the diverse and complex data.

SIMPLE BAR DIAGRAM:

A simple bar diagram can be drawn an either vertical or horizontal basis. A
simple bar diagram shows the average rate.

PIE DIAGRAM:
Pie diagram is a pictorial representation of a statistical data with several sub
divided in a circular form the pie diagram is more appealing to eyes for

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comparison. A pie diagram consists of a circle sub-divided into several sector by
radius the area of the sector is proportional to the value of the components.

LINE DIAGRAM:

In the experimental sciences, data collected from experiments are often visualized
through the use of a particular scatter graph that includes an overlaid mathematical
function that depicts the best-fit trend of the scattered data. This layer is referred to
as a best-fit layer and the graph containing this layer is often referred to as a line
graph.

DOUGHNUT CHART:

A doughnut chart displays value data as percentages of the whole. Categories are
represented by individual slices. Doughnut charts are functionally identical to pie
charts.

There are two types of doughnut charts:

1. Doughnut and

2. exploded doughnut.

DOUGHNUT

A doughnut chart displays category groups, series groups, and values series as
doughnut slices. The size of the slice is determined by the series value as a
percentage of the total of all values.

EXPLODED DOUGHNUT

An exploded doughnut chart is identical to a doughnut chart except that the slices
are moved away from the center of the doughnut. This results in space between the
doughnut slices.

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 THEORTICAL FRAMEWORK

The marketing concept is a consumer oriented backed up by integrated marketing

aimed at generating consumer preference as the key to satisfying organization
goals. – Philip kotler

MEANING OF CUSTOMER PREFERENCE:

Consumer preference for a product can make or break a company. If consumers

generally like a product, it can stay around for years and sell millions of copies.
However, if consumers do not like the product, it could disappear very quickly if
the company cannot figure out how to fix the problem.

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THE NEED TO UNDERSTAND CUSTOMER PREFERENCE:

Have you ever wondered why your company often loses relatively satisfied
customers? Why is it that customers will often indicate they are satisfied with how
they have been treated but then leave for a competitor at the first opportunity?
Why is customer defection often unrelated to price? The answers to these and other
related questions are found in coming to an understanding of customer
preference.

The idea that customers prefer one product or one service over another is not new.
The ability to identify and measure the elements of such preference decisions with
any accuracy and reliability has only recently become available.

Research into this area of consumer behavior has brought understanding to some of
the major issues with standard customer satisfaction research. Most importantly,
we have come to realize that high customer satisfaction does not assure continued
customer preference. Satisfaction research over the past fifteen years demonstrates
that high satisfaction scores, while a measure of corporate performance on a set of
important criteria, do not adequately explain the composition of preference
formation and therefore often serve as insufficient predictors of sustained
preference or what is normally referred to as customer loyalty.

Loyalty as a concept has also shown itself to be difficult to define. Like beauty,
loyalty is truly in the eye of the beholder. We understand there are different types
and degrees of loyalty and some of these are not appropriate in describing the
relationship between a consumer and a company. However, preference (defined as
The power or ability to choose one thing over another with the anticipation
that the choice will result in greater satisfaction, greater capability or

11
improved performance) has demonstrated the ability to be effectively measured
and to provide meaningful insight into the choices consumers make when selecting
one provider over another and when determining to continue a relationship over
time.

THE APPLICATION OF THE THEORY OF REASONED ACTION

MODEL

The theory of reasoned action represents a comprehensive integration of the

attitude components that ultimately are the building blocks of preference. The
model is designed to provide a better understanding of how consumer preference is
formed and, correspondingly, to provide the means to accurately predict consumer
preference behavior. Figure one provides an overview of customer preference
formation from the theory of reasoned action point of view

In order to understand preference we need to determine the functional or

performance demands involved in the purchase, the desired emotive outcomes, and
the subjective norms consumers use to determine their desire for one product or
service over another. The primary assumption of the model is that individuals
make considered purchases. In some cases the consideration may be minimal and
the purchase behavior almost habitual (as when deciding to buy a new comb while
standing in line at Target). In another the period of consideration (incubation) may
be extensive and each element of the consideration process carefully examined (as
when deciding to purchases a new home).

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 Conviction that the
Attitude toward the
choice leads to
behavior
certain desired
functional Evaluation of the
outcomes

Conviction that the

choice leads to
certain desired
emotive outcomes Preferenc
Intention
e
Conviction that the Behavior
choice is
considered correct
by others

Subjective
comparison norm

Motivation to comply
with the opinion of
others

Figure One – Basic Structural Model of Customer Preference Formation

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Consumer Behavior by Leon Schiffman and Leslie Kanuk

The important contribution of the reasoned action model is the realization that
consumers utilize the model in all purchase experiences to a lesser or greater
extent. Of equal importance is the realization that the components used to make a
preference decision are also the ones employed by a consumer to evaluate the
performance success of the product or service purchased and the company
responsible for them. Therefore, as the components of preference change, the
elements influencing satisfaction change accordingly. The relationship is dynamic
and fluid therefore static or predetermined satisfaction analytic packages often
miss the most important elements of preference and can create a false sense of
security on the part of companies who think that since their customer satisfaction
scores are high they must in turn have relatively loyal customers.

Let’s look at the last part of our definition of preference.

The power or ability to choose one thing over another with the
anticipation that the choice will result in greater satisfaction, greater
capability or improved performance.

The theory of reasoned action assumes a consequence for the action taken. We
prefer some product, someone, or some service because we determined the object
was best aligned with our performance and emotive requirements as judged
through our comparative norms. We evaluate the performance in light of how well
the product, person or service meets our preference expectations. Here is the
problem with most “preordained” customer satisfaction programs. Companies
tend to ask their customers about corporate performance on a predetermined set of
behavioral topics which may or may not align to the preference expectations of

14
those customers. This mistake is amplified when companies treat their customers
monolithically and assume that the preference drivers for one group of customers
are the same as that for another. It is essential, especially for companies
attempting to serve highly competitive markets with many product/service
offerings, to differentiate preference formation components and preference
expectations within “naturally forming” or emergent customer segments.

WITH-IN SEGMENT DEPLOYMENT OF CUSTOMER PREFERENCE

Customer preference analysis is really a call to action. By understanding the

preference formation components and the preference expectation evaluations by
group or segment of customers, companies can design response strategies that are
truly responsive to vital customer expectations and that differentiate in the
marketplace.

15
Figure Two – Delivering Performance at the Intersection of Preference and
Expectation

Within the framework customer satisfaction can begin to play a very important role
as a measure of a company’s ability to deliver and execute against preference
evaluation elements of a given customer segment. These expectations can now be
differentiated into expectants - basic, cost-of-entry preference expectations,
satisfiers - preference expectations that help to constrain abandonment or churn
and attractors - preference enhancements (often focused on the emotive
components) that attract new customers.

Exceed

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Figure Three – Customer Expectation across the Lifetime of a Single
Product/Service Experience

R.L. Oliver (1994) observed that customer satisfaction results from a process of
internal evaluation that actively compares expectations before purchase of a
product/service with perceived performance during and at the conclusion of a
purchase experience. The deployment of the theory of reasoned action as a model
for preference formation explains why such evaluation takes place. Satisfaction
is a product of the alignment between prescribed functional and emotive
performance elements and the ability of the company to meet the performance
expectations. Sustained preference is a product of meeting these requirements
over time.

What we have referred to as functional and emotive performance elements Oliver

defines as “evaluative elements” (expectants, satisfiers and attractors) that, in turn,
comprise a single product/service evaluative experience. Sustained preference can
be thought of as a series of experience interactions that are continuously being
modified as the components of preference are modified over time.

Exceed

Exceed

A
Exceed

Attractors
Expectations
pectations

Satisfiers
Met Customer ExpeG
17
Met
ions

Satisfiers
Expectants
Customer Expectations
 Time

Figure Four – Changing customer expectation experiences over time

An Example

Let’s consider an individual considering the purchase of a new automobile. This

is, for most people, a highly considered purchase. The potential automobile
customer may have a preference profile like the one below with a number of
emotive and functional components that must be met for preference to form.

Notice that the evaluation experience, to use Oliver’s words, is not simply focused
on the performance and reliability issues of the automobile; but also on how the
customer is treated and that the emotive elements of customer treatment can be as
clearly defined and measured as the functional components of the automobile.
However, just as different individuals want different types of automobiles with
different functional capabilities; different people have different emotive demands

18
as well. The key to understanding customer preference is to understand how many
evaluation experiences exist within a single market, what the mix of emotive and
functional attributes are with each experience, and which of the attributes provide
the greatest return on investment, that is, comprise a preference demand that is a
requirement within several of the identified customer segments. Such
understanding requires both qualitative and quantitative rigor.

How ICR accomplishes the analysis

Preference
TriggerFormation
Preference
Post-Purchase
Shopping
Incubation
Product / can include:
Choice of channel
Formation
Purchase
Expectations
Selection
Stage Stage
Choice of retailer

Conviction that the

Index
Choice
Stage of product feature
Choice of service level

choice leads to certa

desired functional
outcomes
If we overlay the theory of reason action with the stages of the purchase experience
we are able
Conviction that the
choice leads to certa
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To interpret the evaluation experiences in light of a given purchase journey.

Figure Five – Evaluation Purchase Experience – Utilization of the Reasoned

Action Model within Different Stages of the Purchase Journey

Each stage in the purchase journey contains emotive and performance preference
components. The resulting deliverables for an ICR client provide insight into
which components of the preference formation for an individual customer, segment
of customers or consumers in a specific marketplace are essential to a positive
preference decision. The determined relationships between the prominent
constructs comprise the issues of increased customer satisfaction and the required
relationships necessary for developing sustained customer preference.

ICR guides a client through the entire preference formation model development
process. Our research design formalizes the complicated decision making process
consumers employ and what is required of our clients to influence that decision-
making process to result in consumer preference for their product or service. The
ICR methodology requires the development of a research plan that includes the
development of a formal customer preference formation theory for either the entire
marketplace of determined customer segments depending upon the needs of our
client. The client-specific preference formation models have different analytical
requirements depending upon their organization and complexity. There is no such
thing as one design or a single statistical model that meets the needs of every client
or every market environment. The ICR methodology results in detailed customer
requirement information focused on our client’s market position and unique to the
client’s customer demands and expectations.

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ICR’s Preference Formation Model (PFM)

Preference is formed when the customer is bonded to your company through the
establishment of a mutual benefit. Successful companies therefore go beyond
delivery of a commodity or service; they pursue the development of a relationship
with their customers. This bonded relationship will be more likely to survive
competitive attacks than the mere purveying of goods or services or an over
reliance on aggressive pricing models.
One of the components of the Preference Formation Process is the development of
a Preference Formation Profile. This profile breaks out the required attributes of
each
Stage of preference formation.

Conviction that the

choice leads to certain
desired functional
Incubation
outcomes
Stage
Conviction that the
choice leads to certain
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The profile further differentiates the required attributes of preference into emotive
or functional attributes and defines EACH as attractor, satisfier or expectant. The
PFM results in a likelihood of preference formation index (PFI) which represents
the strength of preference for a given product/service. We have found that the
preference formation index (a standardized score ranging from one to one hundred)
can range dramatically given the market and population under consideration.
When the index is weak (seventy-five or below) it means that while the elements
of preference are “in play” there is a reasonable amount of indifference toward the
preference target. For example, the preference drivers for breakfast cereals may
not drive to a prominent index due to the fact that many consumers are relatively
indifferent to many of the considered preference drivers and focus on price and
availability almost exclusively. A strong index (one hundred and fifteen or above)
indicates there is a prominent panoply of formation drivers that, in combination
and often in some sequence, are required for a declared preference to be formed.
An excellent example is a preference for a financial provider. Price and
availability may still be considerations but now many other attributes are required.
These attributes will be both functional and emotive because of the complex nature
of preference development for a financial advisor.

The PFI and the overall PFM model represent both a global assessment and a
diagnostic examination of the developmental requirements of customer preference
for a particular product or service. When used in concert with a brand audit for a
particular company or organization the end result is a strategic roadmap of how to
develop loyal customers (defined operationally as those who identify that

22
organization with their preference), attract new customers (determine market or
segment specific PFM models), and retard customer departure (by focusing on
preference attributes where corporate performance is weak).

INDUSTRY PROFILE

HOW PAINTS ARE MADE-MANUFACTURE, MAKING, USED AND

COMPONENTS

Paint is a term used to describe a number of substances that consist of a pigment

suspended in a liquid or paste vehicle such as oil or water. With a brush, a roller, or
a spray gun, paint is applied in a thin coat to various surfaces such as wood, metal,
or stone. Although it’s primary purpose is to protect the surface to which it is
applied, paint also provides decoration.

Samples of the first known paintings, made between 20,000 and 25,000 years ago,
survive in caves in France and Spain. Primitive paintings tended to depict humans
and animals, and diagrams have also been found. Early artists relied on easily
available natural substances to make paint, such as natural earth pigments,
charcoal, berry juice, lard, blood, and milkweed sap. Later, the ancient Chinese,
Egyptians, Hebrews, Greeks, and Romans used more sophisticated materials to
produce paints for limited decoration, such as painting walls. Oils were used as
varnishes, and pigments such as yellow and red ochres, chalk, arsenic sulfide
yellow, and malachite green were mixed with binders such as gum arabic, lime,
egg albumen, and beeswax.

Paint was first used as a protective coating by the Egyptians and Hebrews, who
applied pitches and balsams to the exposed wood of their ships. During the middle
Ages, some inland wood also received protective coatings of paint, but due to the
scarcity of paint, this practice was generally limited to store fronts and signs.
Around the same time, artists began to boil resin with oil to obtain highly miscible
(mixable) paints, and artists of the fifteenth century were the first to add drying oils
23
to paint, thereby hastening evaporation. They also adopted a new solvent, linseed
oil, which remained the most commonly used solvent until synthetics replaced it
during the twentieth century.

In Boston around 1700, Thomas Child built the earliest American paint mill, a
granite trough within which a 1.6 foot (.5 meter) granite ball rolled, grinding the
pigment. The first paint patent was issued for a product that improved whitewash, a
water-slaked lime often used during the early days of the United States. In 1865 D.
P. Flinn obtained a patent for a water-based paint that also contained zinc oxide,
potassium hydroxide, resin, milk, and lin-seed oil. The first commercial paint mills
replaced Child's granite ball with a burrstone wheel, but these mills continued the
practice of grinding only pigment (individual customers would then blend it with a
vehicle at home). It wasn't until 1867 that manufacturers began mixing the vehicle
and the pigment for consumers.

The twentieth century has seen the most changes in paint composition and
manufacture. Today, synthetic pigments and stabilizers are commonly used to
mass produce uniform batches of paint. New synthetic vehicles developed from
polymers such as polyurethane and styrene-butadiene emerged during the 1940s.
Alkyd resins were synthesized, and they have dominated production since. Before
1930, pigment was ground with stone mills, and these were later replaced by steel
balls. Today, sand mills and high-speed dispersion mixers are used to grind easily
dispersible pigments.

Perhaps the greatest paint-related advancement has been its proliferation. While
some wooden houses, stores, bridges, and signs

24
The first step in making paint involves mixing the pigment with resin, solvents,
and additives to form a paste. If the paint is to be for industrial use, it usually is
then routed into a sand mill, a large cylinder that agitates tiny particles of sand or
silica to grind the pigment particles, making them smaller and dispersing them
throughout the mixture. In contrast, most commercial-use point is processed in a
high-speed dispersion tank, in which a circular, toothed blade attached to a rotating
shaft agitates the mixture and blends the pigment into the solvent.

Were painted as early as the eighteenth century, it wasn't until recently that mass
production rendered a wide variety of paints universally indispensable. Today,
paints are used for interior and exterior house painting, boats, automobiles, planes,
appliances, furniture, and many other places where protection and appeal are
desired.

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RAW MATERIALS

Paint is composed of pigments, solvents, resins, and various additives. The

pigments give the paint color; solvents make it easier to apply; resins help it dry;
and additives serve as everything from fillers to antifungicidal agents. Hundreds of
different pigments, both natural and synthetic, exist. The basic white pigment is
titanium dioxide, selected for its excellent concealing properties, and black
pigment is commonly made from carbon black. Other pigments used to make paint
include iron oxide and cadmium sulfide for reds, metallic salts for yellows and
oranges, and iron blue and chrome yellows for blues and greens.

Solvents are various low viscosities, volatile liquids. They include petroleum
mineral spirits and aromatic solvents such as benzol, alcohols, esters, ketones, and
acetone. The natural resins most commonly used are lin-seed, coconut, and
soybean oil, while alkyds, acrylics, epoxies, and polyurethanes number among the
most popular synthetic resins. Additives serve many purposes. Some, like calcium
carbonate and aluminum silicate, are simply fillers that give the paint body and
substance without changing its properties. Other additives produce certain desired
characteristics

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Paint canning is a completely automated process. For the standard 8 pint paint can
available to consumers, empty cans are first rolled horizontally onto labels, then set
upright so that the point can be pumped into them. One machine places lids onto
the filled cans while a second machine presses on the lids to seal the cons. From
wire that is fed into it from coils, a bailometer cuts and shapes the handles before
hooking them into holes precut in the cans.

In paint, such as the thixotropic agents that give paint its smooth texture, driers,
anti-settling agents, anti-skinning agents, defoamers, and a host of others that
enable paint to cover well and last long.

DESIGN

Paint is generally custom-made to fit the needs of industrial customers. For

example, one might be especially interested in a fast-drying paint, while another
might desire a paint that supplies good coverage over a long lifetime. Paint

27
intended for the consumer can also be custom-made. Paint manufacturers provide
such a wide range of colors that it is impossible to keep large quantities of each on
hand. To meet a request for "aquamarine," "canary yellow," or "maroon," the
manufacturer will select a base that is appropriate for the deepness of color
required. (Pastel paint bases will have high amounts of titanium dioxide, the white
pigment, while darker tones will have less.) Then, according to a predetermined
formula, the manufacturer can introduce various pigments from calibrated
cylinders to obtain the proper color.

THE MANUFACTURING PROCESS

MAKING THE PASTE

• 1 Pigment manufacturers send bags of fine grain pigments to paint plants.

There, the pigment is premixed with resin (a wetting agent that assists in
moistening the pigment), one or more solvents, and additives to form a
paste.

DISPERSING THE PIGMENT

• 2 The paste mixture for most industrial and some consumer paints is now
routed into a sand mill, a large cylinder that agitates tiny particles of sand or
silica to grind the pigment particles, making them smaller and dispersing
them throughout the mixture. The mixture is then filtered to remove the sand
particles.

• 3 Instead of being processed in sand mills, up to 90 percent of the water-

based latex paints designed for use by individual homeowners are instead
processed in a high-speed dispersion tank. There, the premixed paste is
subjected to high-speed agitation by a circular, toothed blade attached to a
rotating shaft. This process blends the pigment into the solvent.

28
THINNING THE PASTE

• 4 Whether created by a sand mill or a dispersion tank, the paste must now be
thinned to produce the final product. Transferred to large kettles, it is
agitated with the proper amount of solvent for the type of paint desired.

CANNING THE PAINT

• 5 The finished paint product is then pumped into the canning room. For the
standard 8 pint (3.78 liter) paint can available to consumers, empty cans are
first rolled horizontally onto labels, then set upright so that the paint can be
pumped into them. A machine places lids onto the filled cans, and a second
machine presses on the lids to seal them. From wire that is fed into it from
coils, a bailometer cuts and shapes the handles before hooking them into
holes precut in the cans. A certain number of cans (usually four) are then
boxed and stacked before being sent to the warehouse.

QUALITY CONTROL

Paint manufacturers utilize an extensive array of quality control measures. The

ingredients and the manufacturing process undergo stringent tests, and the finished
product is checked to insure that it is of high quality. A finished paint is inspected
for its density, fineness of grind, dispersion, and viscosity. Paint is then applied to
a surface and studied for bleed resistance, rate of drying, and texture.

In terms of the paint's aesthetic components, color is checked by an experienced

observer and by spectral analysis to see if it matches a standard desired color.
Resistance of the color to fading caused by the elements is determined by exposing
a portion of a painted surface to an arc light and comparing the amount of fading to
a painted surface that was not so exposed. The paint's hiding power is measured by
painting it over a black surface and a white surface. The ratio of coverage on the
black surface to coverage on the white surface is then determined, with .98 being

29
high-quality paint. Gloss is measured by determining the amount of reflected light
given off a painted surface.

Tests to measure the paint's more functional qualities include one for mar
resistance, which entails scratching or abrading a dried coat of paint. Adhesion is
tested by making a crosshatch, calibrated to .07 inch (2 millimeters), on a dried
paint surface. A piece of tape is applied to the crosshatch, and then pulled off; good
paint will remain on the surface. Scrub ability is tested by a machine that rubs a
soapy brush over the paint's surface. A system also exists to rate settling. An
excellent paint can sit for six months with no settling and rate a ten. Poor paint,
however, will settle into an immiscible lump of pigment on the bottom of the can
and rate a zero. Weathering is tested by exposing the paint to outdoor conditions.
Artificial weathering exposes a painted surface to sun, water, extreme temperature,
humidity, or sulfuric gases. Fire retardancy is checked by burning the paint and
determining its weight loss. If the amount lost is more than 10 percent, the paint is
not considered fire-resistant.

BYPRODUCTS/WASTE

A recent regulation (California Rule 66) concerning the emission of volatile

organic compounds (VOCs) affects the paint industry, especially manufacturers of
industrial oil-based paints. It is estimated that all coatings, including stains and
varnishes, are responsible for 1.8 percent of the 2.3 million metric tons of VOCs
released per year. The new regulation permits each liter of paint to contain no more
than 250 grams (8.75 ounces) of solvent. Paint manufacturers can replace the
solvents with pigment, fillers, or other solids inherent to the basic paint formula.
This method produces thicker paints that are harder to apply, and it is not yet
known if such paints are long lasting. Other solutions include using paint powder
coatings that use no solvents, applying paint in closed systems from which VOCs
can be retrieved, using water as a solvent, or using acrylics that dry under

30
ultraviolet light or heat. A consumer with some unused paint on hand can return it
to the point of purchase for proper treatment.

A large paint manufacturer will have an in-house wastewater treatment facility that
treats all liquids generated on-site, even storm water run-off. The facility is
monitored 24 hours a day, and the Environmental Protection Agency (EPA) does
periodic records and systems check of all paint facilities. The liquid portion of the
waste is treated on-site to the standards of the local publicly owned wastewater
treatment facility; it can be used to make low-quality paint. Latex sludge can be
retrieved and used as fillers in other industrial products. Waste solvents can be
recovered and used as fuels for other industries. A clean paint container can be
reused or sent to the local landfill.

HISTORY OF SHERWIN WILLIAMS PAINTS

The Sherwin-Williams Company began in 1866, when Henry Sherwin used his life
savings of $2,000 to buy a partnership in the Truman Dunham Company of Ohio.
The firm was a distributor of pigments, painting supplies, oils, and glass. In four
years, this original partnership was dissolved, and Sherwin organized a paint
business with new partners, Edward P. Williams and A. T. Osborn. The new
business was called Sherwin-Williams & Company. In 1873 the company

31
purchased its first factory, on the Cuyahoga River in Cleveland, Ohio. The factory
manufactured paste paints, oil colors, and putty. The company's first manufactured
product, Guaranteed Strictly Pure Raw Umber in Oil, came off the line in that year.
In the paint industry in the 1870s, painters had to buy the
ingredients and mix their own paint each day. At this time prepared paints--paints
that were ready-mixed--were concocted and sold by individual dealers who mixed
a few popular colors. These premixed paints were available only during the busy
spring painting season. Moreover, in those days, oil and pigment had to be ground
together into a paste. The paste was then thinned with more oil, thinners, and
dryers. Customers brought their own containers to stores and filled them as needed.
Paints had to be stirred continuously to prevent the pigment from sinking to the
bottom of the container. In addition, the paint had to be used quickly or it dried out.
For these reasons, paints were seldom shipped far from where they were made. The
first patent for ready-mixed paint was taken out in 1867 by D.R. Averill of
Newburg, Ohio, improving upon the existing mixing processes.
In 1877, Sherwin-Williams & Company developed the first
patented reclosable paint can. This revolutionized the way paint could be used, and
more importantly, reused over a period of time. During the 1880s the company
continued to develop new products for the paint industry. At the beginning of the
decade it improved its liquid paint formula. After two years of test marketing under
the Osborn label, it introduced SWP--Sherwin-Williams Paint--the first mixed
paint to receive considerable public acceptance.
In 1884 the partnership was dissolved and Sherwin and
Williams incorporated as The Sherwin-Williams Company. In the same year,
Inside Floor Paint was introduced. This new product encouraged the notion that
specific paints should be used for specific purposes. During 1884, Percy Neyman
was hired by Sherwin-Williams as the first paint chemist in the industry. Neyman

32
contributed greatly to Sherwin-Williams research and development of new
products for the paint industry.
Sherwin-Williams had always been committed to finding and developing new
markets for paint products. In 1888, the company saw the possibility of marketing
paints and coatings to the railroad industry. It opened a manufacturing facility in
Chicago to serve the Pullman Company, and to better serve the farm-implement
and carriage industries. In those days, Pullman required as many as 20 coats of
high quality finishes for the elaborate interiors of the Pullman cars. Sherwin hired
George A. Martin, an ambitious young man, to run the new facility. Martin later
served as the third president of the company.
Marketing and advertising quickly became critical to the
growing company. Seeing the need to make people aware of its products, in 1890
the company formed a department devoted exclusively to advertising and to
publicizing Sherwin-Williams and its products. George Ford was hired to head the
department. A year later, a sales agency was opened in Worcester, Massachusetts,
which was the model for the company's successful concept of the "company store."
In 1905, the "Cover the Earth" trademark was first introduced.
Walter H. Cottingham became the second president of the
company in 1909. Sherwin then became chairman of the board of directors.
Cottingham strove throughout his career to inspire his workers to attain their
maximum potential. Cottingham was adept at launching successful sales
campaigns. He was also known as a writer and orator and wrote a collection of
"inspirational" editorials and papers on a variety of subjects.
In the early part of the 20th century Sherwin-Williams began acquiring other
companies to meet the increasing demand for a variety of different paints and
related products. In 1917, under Cottingham's guidance, the company bought the
Martin-Senour Company, of Chicago. Three years later, in 1920, the company
went public, selling $15 million in preferred stock. Proceeds from the sale were

33
used to purchase the Acme Quality Paint Company, of Detroit; a new plant in
Oakland, California; and to expand various existing facilities.
When Cottingham retired in 1922, Martin--who had become
vice-president and general manager in 1920&mdashøok over the leadership of the
company. During Martin's tenure as president, Sherwin-Williams developed nitro-
cellulose lacquer and synthetic enamel. These products made possible the brilliant
finishes that covered cars during the 1920s. Such products also reduced from 21
days to a few hours the drying time of newly painted cars.
George A. Martin, like Cottingham, believed in strong
advertising for his company and its products. He sponsored the "Metropolitan
Opera Auditions of the Air," a successful radio program that ran for years. Also
during Martin's presidency, Sherwin-Williams bought several other high-qualities,
nationally known companies. Among them were The Lowe Brothers Company, of
Dayton, Ohio, and The John Lucas Company, of Philadelphia. Both were
innovative companies.
Martin's vision focused on finding ways to expand the company
and increase its profits. He believed that Latin Americans would respond favorably
to high-quality paint products. In 1929 Sherwin-Williams bought the Bredell Paint
Company of Havana and enlarged it. Martin expanded the company's
manufacturing facilities and established plants in Buenos Aires and Sao Paulo.
For Sherwin-Williams, the early 1940s brought an opportunity to
participate heavily in America's World War II effort. Sherwin-Williams, along
with other paint companies, supplied camouflage paints for the armed forces, and it
was said that the U.S. invasion of North Africa was delayed while waiting for the
delivery of camouflage paints with which to provide proper field cover. The
company also received a commission to load shells, anti-tank mines, and aerial
bombs. To meet this demand, the company constructed and managed a plant in
Carbondale, Illinois.

34
 In 1940, Arthur W. Steudel, a Cleveland native, succeeded Martin
as president. Steudel worked his way up in the company through the dye, chemical,
and color division. He had many visionary ideas about paint retailing and
merchandising, and the company's profits increased under Steudel. He served as
president until 1961, at which time he became chairman and chief executive
officer.
Sherwin-Williams continued to introduce new products to the
consumer during this time. Kem-Tone, the first emulsion-based, fast-drying paint
for the do-it-yourself market was introduced in 1941 and met with remarkable
success. Kem-Tone helped deal with the raw material shortage that the nation
faced after the war. That same year, the company introduced the Roller-Koater, the
first applicator that was not a brush and was later developed and refined into the
paint roller commonly used today. Soon thereafter, the company introduced Kem-
Glo, a porcelain-like enamel and Super Kem-Tone, a high-quality interior paint
that had synthetic rubber content. The prefix "Kem" indicated that the paints were
"chemically involved materials." Product development, crucial to the expansion
and success of the company, continued into the 1960s, as the company gained a
new president, E. Colin Baldwin, and was listed for the first time on the New York
Stock Exchange in 1964. In 1971 Sherwin-Williams introduced POLANE, a
coating designed to efficiently cover metal surfaces but found to work exceedingly
well on plastics as well.
In the 1970s, however, the company began to experience substantial
losses. In 1977, on revenues of $1 billion, Sherwin-Williams reported a loss of
$8.2 million. Dividends were suspended, and the company's borrowings increased
dramatically during this time. In the period from 1967 through 1978, in fact,
Sherwin-Williams's long-term debt increased from zero to $242 million. In
addition, by 1978 Gulf & Western Industries held 13.47 percent of Sherwin-
Williams' outstanding stock, and rumors of a takeover loomed.

35
 Shifts in management also occurred. Walter O. Spencer, CEO since
1971, resigned in 1978 and was replaced, on an interim basis, by William C. Fine.
The company found a new permanent leader in January 1979, when John G. Breen,
formerly an executive vice-president for Gould Inc., a Minneapolis battery
manufacturer, became president and CEO. In a short time, Breen managed to bring
the company back to financial stability and avert the threatened Gulf & Western
takeover. Breen first persuaded Gulf & Western Chairman Charles Bludhorn to sell
his company's Sherwin-Williams shares, convincing Bludhorn that Gulf &
Western's holdings were a liability and that Sherwin-Williams would be unable to
recover financially while the threat of takeover loomed. Bludhorn was likely
swayed to a greater extent by the fact that his Sherwin-Williams shares were no
longer a sound investment. Next, Breen reshuffled Sherwin-Williams management,
replacing several vice-presidents, decentralizing responsibility, and discontinuing
about 1,000 slow-selling products. Breen also cut the company's long-term debt. In
the first half of 1980, Breen's policies yielded a 57 percent improvement in
earnings over the same period the year before. In 1979, Sherwin-Williams sales
were $1.19 billion, and by 1985 they had reached $2.17 billion. Moreover, net
income rose from six cents to $1.60 per share between 1978 and 1985. Breen
served as president until 1986, when he became chairman, retaining the office of
CEO. Thomas A. Commes became president.
Acquisitions in the 1980s included the popular Dutch Boy
line of paints and its manufacturing facilities, as well as Dupli-Color Products
Company, which specialized in automotive paints. In 1984, to reach markets
outside the continental United States, the company entered into a partnership
known as BAPCO with C-I-L, Inc. of Canada, a subsidiary of England's Imperial
Chemical Industries PLC. The new concern was eventually acquired in its entirety
by C-I-L, as Sherwin-Williams gradually divested its chemical operations.

36
 During this time, sales of house paints decreased, due largely to
the use of alternative surface finishes, such as pre-finished aluminum and plastic
surfaces, in the construction of homes. Sherwin-Williams responded to this trend
by going after market share and substantially increasing its advertising budget from
$4 million in 1989 to $125 million in 1990. This strategy was well-timed, as
increasingly popular discount and home decorating chains that catered to the do-it-
yourself market preferred to rely on one or two major suppliers that sold national
brands and provided national distribution, rather than hundreds of smaller, local
paint companies.
Moreover, in 1990 Sherwin-Williams added the well-known Krylon and
Illinois Bronze lines of aerosol paints to its holdings. And with the 1990 purchase
of the architectural coatings business of DeSoto, Inc., Sherwin-Williams gained its
biggest chunk of market share. It paid $67 million for the business, which traced its
roots back to 1910 and eventually became as one of the largest paint manufacturers
in the country, supplying private label paints for such chains as Sears and Home
Depot. The addition of DeSoto made Sherwin-Williams the world's largest supplier
of custom paints for the private-label market. The following year, the company
purchased the Cuprinol brand name of premium stains, liquid sealers, and other
coatings products from the Darworth Company of Connecticut, as well as two
coatings business units from Cook Paint and Varnish Company.

To support the company's growth and keep its operations running at top
performance, Sherwin-Williams had a software designer help develop an
automated control system for its distribution centers. Known as the Automated
Warehouse Control System (AWCS), the system became fully operational in all its
distribution centers in 1994. Using bar-code technology and portable radio
frequency, it significantly improved the efficiency and accuracy of processing
orders. For example, workers received electronic orders via a hand-held machine

37
incorporating a radio, a computer terminal, and a scanner. The computer sent
orders ranking each tasks priority and recalculated the list each time a task was
completed. When trucks were unloading at the warehouse, the computer
determined where to put the goods based on what space was free at that moment,
eliminating the need to hold a particular slot empty until a truck was unloaded.
The early and mid-1990s saw a decline in new housing starts and thus proved
challenging to the construction and building materials industries. Sherwin-
Williams, along with most companies competing in that business sector, felt the
effects in the form of reduced stock prices. Nevertheless, Sherwin-Williams
remained in a strong financial position; having avoided long-term debt and gained
market share, the company was able to respond effectively to the shifting economic
environment and was still intent on serving as "America's Paint Company."

SHERWIN WILLIAMS COMPANY PROFILE:

The Sherwin-Williams Company engages in the development, manufacture,

distribution, and sale of paints, coatings, and related products to professional,
industrial, commercial, and retail customers in North and South America, the
United Kingdom, Europe, China, and India. It operates in three segments: Paint
Stores, Consumer, and Global. The Paint Stores segment sells paint, coatings, and
related products to end-use customers. This segment markets and sells Sherwin-
Williams branded architectural paints and coatings, industrial and marine products,
and original equipment manufacturer product finishes and related items.

Sherwin-Williams Company (NYSE:SHW) is the largest U.S. producer of

architectural coatings (house paint) by revenue. The company also produces paint
and finishes for automobiles and planes. SHW sells its products domestically and

38
internationally through its own retail stores and through third party distributors.
Store expansion has played an important role in SHW's revenue growth over the
past few years. In fiscal 2009, SHW opened 18 new branches in the world, totaling
to 539 company-operated branches.[1]

SHW sells premium (e.g. high priced) paints to professional painters and has
benefited from the growth of its core market as homeowners have increasingly
moved away from do-it-yourself paint jobs, in favor of hiring professional painters.
Conversely, the company remains exposed to fluctuations in the U.S. housing
market. Existing home sales are directly correlated with home improvements,
including paint jobs. The housing slump which started in 2007 and continued to be
stagnant going into 2010 has led to decreased paint sales, causing revenue and net
income to fall. For example, in FY2009, revenues fell from 7,979.73 million in
FY2008 to 7,094.25 million, an approximate 11% drop in sales.

39
The coverage trust in coating for supported network:
1. Prompt availability and fast delivery
2. Product specification, color matching and on-site advice
3. The largest available network of service and technical support through over
3,300 company-operated stores that are near job sites
4. Over 1,600 representatives on hand to answer the needs of architects,
specifiers, engineers, facility managers and contractors
5. Uniform product performance, pricing, and colors from site to site, project to
project

40
 INTERIOR PAINTS

1. DURATION HOME® INTERIOR ACRYLIC LATEX

➢ Outperforms leading brands in wash ability and stain resistance

according to independent lab testing
➢ Features patented technology for unsurpassed durability
➢ Low-Odor, Low-VOC environmentally responsible formula
➢ Contains anti-microbial properties to resist mildew
➢ Recommended for high traffic areas and throughout the home

2. HARMONY® INTERIOR ACRYLIC LATEX

➢ Environmentally responsible Zero-VOC formula

➢ Virtually odor free, can be applied in occupied areas
➢ Durable finish withstands frequent washings
➢ Contains anti-microbial properties to resist mildew.

3. CASHMERE® INTERIOR ACRYLIC LATEX

➢ Buttery smooth, beautifully rich finish

➢ Self - leveling formula eliminates brush and roller marks
➢ Easily glides off the brush and roller for effortless application

4. SUPERPAINT® INTERIOR ACRYLIC LATEX

41
 ➢ Dependable high-hiding and self-priming performance
➢ Easy to apply
➢ Consistent, uniform finish across a wide variety of surfaces.

5. PROCLASSIC® INTERIOR ACRYLIC LATEX

➢ Smooth and elegant finish for trim, cabinets and doors

➢ Superior flow and leveling highlights curves and details
➢ Tough and durable enamel for high-touch surfaces
➢ Will not cause doors and windows to stick

6. PROCLASSIC® INTERIOR WATERBASED ACRYLIC-ALKYD

Achieve durable, smooth, high-performance finishes with minimal

environmental impact.

7. PROCLASSIC® ALKYD INTERIOR ENAMEL

Beauty, speed and environmental compliance in one amazing

alkyd.

8. CLASSIC 99® CEILING PAINT

Flat finish hides ceiling imperfections.

42
9. BRILLIANCE® HIGH PERFORMANCE CEILING PAINT

Ceiling paint that delivers effortless one-coat coverage, timesaving

self-priming performance and a bright white finish.

10. CLASSIC 99® INTERIOR ACRYLIC LATEX

➢ Proven, cost-effective performance

➢ Available in latex and oil-based formulas
➢ Low VOC formula now available

INTERIOR PRIMER

1. PREMIUM WALL & WOOD PRIMER

➢ Assures professional results on wood trim, doors and walls

➢ Provides the smoothest finish on decorative surfaces like crown
molding and window and door casings
➢ Our top-of-the-line high-hiding interior primer

2. MULTI-PURPOSE LATEX PRIMER

➢ Adheres tightly to glossy paint and paneling, and difficult surfaces

like PVC piping, wall laminate and galvanized metal

43
 ➢ Effectively blocks solvent-sensitive stains – such as tar, grease
and ink
➢ Achieves a consistent finish and dries quickly for top coating

3. MULTI-PURPOSE OIL-BASED PRIMER

➢ Can be used on many interior surfaces – including wood,

hardboard, cured plaster, paneling and ceiling tiles
➢ Seals out odors and great at blocking stains – especially wood
tannin stains and water-based stains

4. DRYWALL PRIMER

➢ A great choice for basic priming at an affordable price

➢ Well-suited for priming under flat topcoats
➢ Performs on drywall, wood and plywood

5. HARMONY® WALL PRIMER

➢ Made with an exclusive zero-VOC, low-odor technology.

➢ Meets the most stringent environmental standards
➢ The virtually odor-free formula makes it ideal for priming in
occupied areas

6. PRE-WALLCOVERING PRIMER

44
 ➢ Primes, seals and sizes in one coat
➢ Promotes wallpaper adhesion and dries in two hours
➢ Protects walls from damage during wall covering removal

7. DRYWALL CONDITIONER

➢ Seals and conditions drywall that has been severely scraped,

scratched, punctured or gouged
➢ Clear, low-odor formula creates a sound base for drywall patching
and eliminates bubbling

8. ADHESION PRIMER

Designed for coating hard, slick, glossy surfaces with minimal

surface preparation.

9. WHITE PIGMENTED SHELLAC PRIMER

➢ Provides excellent adhesion to virtually any interior surface –

from previously painted surfaces, wood and paneling, to cured
plaster and ceiling tiles
➢ Can be used as a spot primer for exterior applications
➢ Also effective for spot priming knots and severe stains
45
10. LOXON® CONCRETE & MASONRY PRIMER

➢ Specifically engineered for interior and exterior, above-grade,

masonry surfaces requiring high performance protection.
➢ Primes and seals concrete for uniform look and long-lasting
finish.

WOOD STAINS, SEALERS & CLEAR TOPCOATS

1. WOOD CLASSICS® 250 VOC INTERIOR OIL STAIN

➢ Oil based wood stain

➢ Provides a variety of wood tone and specialty colors.

2. WOOD CLASSICS® INTERIOR OIL STAIN

Designed for use on interior wood surfaces - fixtures, furniture,

cabinets and more.

3. WOOD CLASSICS® WATERBORNE POLYURETHANE VARNISH

Protective polyurethane with excellent clarity that dries to a clear

non-yellowing finish.
46
4. WOOD CLASSICS® POLYURETHANE VARNISH

Provides a rich, even finish with excellent durability, abrasion resistance, and
resistance too many household spills. Dries to the touch in 15 minutes and can
be sanded and re-coated in 4 hours.

5. WOOD CLASSICS® FASTDRY SANDING SEALER

An excellent alternative to the first coat of varnish

EXTERIOR PAINTS

1. DURATION® EXTERIOR ACRYLIC LATEX

➢ Patented PermaLast™ Technology delivers the longest-lasting

coating on the market.
➢ Provides a thicker, more flexible coating for extreme resistance to
cracking and peeling
➢ True one-coat coverage for easy color changes
➢ Self priming to bare wood, vinyl and other surfaces
➢ One-Coat Lifetime Warranty on previously painted surfaces
47
2. RESILIENCE™ EXTERIOR ACRYLIC LATEX

➢ Moisture Guard™ Technology provides resistance to moisture

50% faster, so you can paint late in the day with less concern
about dew or impending rain
➢ Excellent hide and coverage
➢ Applies quickly and evenly

3. SUPERPAINT® EXTERIOR ACRYLIC LATEX

➢ Advanced Acrylic Resin Technology provides enhanced overall

performance
➢ Easy application

4. A-100® EXTERIOR ACRYLIC LATEX

Dependable performance beyond comparably priced products

5. SWP® EXTERIOR OIL

Best quality oil base house and trim coating.

6. PORCH & FLOOR ENAMEL

48
 Ideal for interior & exterior wood and concrete floors; laundry room
floors, patios, stairs & basements. Superior wash ability and durability - floors
keep their clean appearance longer.

7. ALL SURFACE ENAMEL LATEX BASE

Designed for interior and exterior wood, metal, drywall, and other
surfaces. This high quality coating provides excellent resistance and exceptional
durability.

8. ALL SURFACE ENAMEL OIL BASE

Designed for interior and exterior wood, metal, drywall, and other
surfaces. This high quality coating provides excellent resistance and exceptional
durability.

EXTERIOR PRIMERS

1. EXTERIOR OIL-BASED WOOD PRIMER

➢ Penetrates and seals bare wood for strong adhesion and a long
lasting finish
➢ Resists mildew
2. EXTERIOR LATEX WOOD PRIMER

49
 ➢ Penetrates and seals bare wood for strong adhesion and a long
lasting finish
➢ Resists mildew

3. ALL SURFACE ENAMEL OIL PRIMER

➢ Exceptionally durable - perfect for doors, trim, windows and other

areas that get hard wear
➢ Perfect for a wide variety of surfaces, including aluminum,
drywall, masonry, plaster, steel, galvanized steel and wood.

4. ALL SURFACE ENAMEL LATEX PRIMER

➢ Exceptionally durable - perfect for doors, trim, windows and other

areas that get hard wear
➢ Perfect for a wide variety of surfaces, including aluminum,
drywall, masonry, plaster, steel, galvanized steel and wood

5. LOXON® CONCRETE & MASONRY PRIMER

➢ Specifically engineered for interior and exterior, above-grade,

masonry surfaces requiring high performance protection.
➢ Primes and seals concrete for uniform look and long-lasting
finish.

50
6. WHITE PIGMENTED SHELLAC PRIMER

➢ Provides excellent adhesion to virtually any interior surface –

from previously painted surfaces, wood and paneling, to cured
plaster and ceiling tiles
➢ Can be used as a spot primer for exterior applications
➢ Also effective for spot priming knots and severe stains

7. MULTI-PURPOSE LATEX PRIMER

➢ Adheres tightly to glossy paint and paneling, and difficult surfaces

like PVC piping, wall laminate and galvanized metal
➢ Effectively blocks solvent-sensitive stains – such as tar, grease
and ink
➢ Achieves a consistent finish and dries quickly for top coating.

8. LOXON® CONDITIONER

➢ 100% acrylic emulsion conditioner penetrates and seals new or

previously painted interior and exterior surfaces.
➢ Excellent topcoat adhesion.

9. FAST DRYING PRIMER

➢ Gets the job done quickly - allowing for topcoats in one hour

51
 ➢ Alkyd formula blocks stains and can be used on both interiors and
exteriors
➢ Ideal for cold-weather priming - even in temperatures down to
40°f

DECK STAINS & SUPPLIES

1. FINISHES

From stains to clear sealers, for wood or composite, we have a

complete line of deck products that make it easy for you to achieve beautiful
results.

2. SURFACE PREPARATION/CLEAN-UP

Sherwin-Williams carry a full line of surface preparation and

cleanup supplies to help complete your deck project.

3. APPLICATORS

Whether you're working on the deck railing or the floor, we carry the
right brushes and rollers for your deck from start to finish.

4. WOODSCAPES® EXTERIOR ACRYLIC SOLID COLOR HOUSE

STAIN

Provides a long lasting, mildew resistant coating for protecting most

vertical exterior wood surfaces.

52
5. WOODSCAPES® EXTERIOR POLYURETHANE SEMI-
TRANSPARENT HOUSE STAIN

Provides a long lasting, mildew resistant coating for protecting most

exterior wood surfaces.

MASONRY & CONCRETE PRODUCTS

1. H&C® SHIELD-CRETE® EPOXY CONCRETE FLOOR COATING

A 2-part epoxy kit that is durable as it is beautiful. A unique

formulation requires minimal surface prep while providing excellent resistance
to hot-tire pick up.

2. H&C® SHIELD-CRETE® ACRYLIC CLEAR GLAZE

A low VOC, clear waterborne acrylic sealer designed to lock

in the flakes of Shield-Crete® Epoxy Concrete Garage Floor Coating. The can
is filled to cover a 2 1/2 car garage, or 400 square feet, this easy to apply; low
odor product will provide superior protection and added gloss.

3. H&C® BASEMENT & MASONRY WATERPROOFER

Fast-drying, light textured latex water proofer with superior sealing

properties for long-lasting beauty. It provides more than twice the level of
protection required by industry standards against water damage and seepage.

53
4. H&C® CONCRETE STAIN SOLID COLOR WATER-BASED

A low odor, water-based stain that provides long-lasting, durable

and a decorative finish to interior or exterior concrete and masonry surfaces.
H&C® Concrete Stain Solid Color Water-based are highly resistant to pool
chemicals.

5. H&C® CONCRETE SEALER SOLID COLOR SOLVENT-BASED

An opaque, waterproofing sealer formulated to bond with concrete or

masonry surfaces. It provides a long-lasting yet decorative finish. This
product is to be used on exterior surfaces only.

6. H&C® CONCRETE SEALER WET LOOK WATER-BASED

A premium quality 100% clear acrylic sealer that will enhance and
protect previously coated, bare concrete, and other masonry surfaces. It is a
single component, VOC compliant sealer that can be applied to either
interior or exterior applications.

54
7. H&C® CONCRETE SEALER CLEAR GLOSS OIL-BASED

A solvent-based sealer formulated with a silicone acrylic resin. It's

an excellent top coat to H&C® Concrete Sealer Solid Color Solvent-based, it
adds durability and a high gloss finish to your project.

8. H&C® PAVER SEALER

Enhances the beauty of your pavers while locking in the joint sand.
This single component, water-based sealer is VOC compliant and very easy to
use. Apply Paver Sealer Gloss over the Paver Sealer Natural for an ideal
system.

9. H&C® CONCRETE ETCHING SOLUTION

A phosphoric acid-based solution that opens the pores in the concrete

so H&C® Concrete Stains and sealers can bond properly with the substrate.

10. H&C® CONCRETE MASONRY WATERPROOFING SEALER

A clear, water-based acrylic sealer that protects against the

damaging effects of rain, snow and ice. It is economical yet durable. It is not
recommended for vehicular traffic.

55
Table no: 4.1

BRAND PREFERENCE ON PAINTS

56
 perc
Brand name No of respondents entage

Asian paints 33 33%

Berger paints 32 32%

Sherwin Williams paints 30 30%

Nerolac paints 3 3%

Sheenlac paints 2 2%
Total 100 100%

The above table helps to find the number of respondents who use different brands
of paints and their preference to a particular brand.

57
 33% of the respondents are using Asian paints followed by Berger paints
32% and Sherwin William’s paints 30%. Thus Sherwin William’s paints are in
third position.

Figure 4.1

No of years No of respondents percentage

Less than 2 years 3 10%

2 to 5 years 15 50%

5 to 10 years 8 27%
Table no: 4.2
Above 10 years 4 13%

Total 30 100%
USAGE
PATTERN
OF SHERWIN WILLIAMS

58
 50% of the respondents are using Sherwin Williams paints nearly 2 to 5
years and 27% of them for 5 to 10 years and 13% of them above 10 years.

Therefore the usage pattern of Sherwin Williams paints is high.

Figure 4.2

Table no: 4.3

BRAND USED BEFORE SHIFTING TO SHERWIN WILLIAMS

59
 The above table helps us to find out the number of respondents who used
different brands of paints before shifting to Sherwin Williams paints.

The majority of the respondent used different brands of paints before and
only few of them never used any other brands before using Sherwin Williams.

perc
Brand used No of respondents entage

Yes 27 90%

No 3 10%

Total 30 100%

The reasons for shifting to Sherwin Williams are explained in the table 4.4.

Figure 4.3

60
Table: 4.4

REASONS FOR SHIFTING TO SHERWIN WILLIAMS

perce
Reasons No of respondents ntage

Reasonable Price 12 40%

High Quality 10 33%

Good Service 2 7%

Reputation 2 7%

Wider choice of 4 13%

Colour
Total 30 100%

The reasons for shifting from other brand to Sherwin Williams paints are
mainly due to price. Price has occupied the highest percentage (40%) in the choice

61
for Sherwin Williams paints, followed by quality (33%) and colour availability
(13%)

Figure: 4.4

Table: 4.5

INFLUENCING FACTORS

Influencing p
No of respondents ercentage
factors

62
Self 5 17%

advertisement 2 7%

Recommended by 10 33%
friends and relatives

Recommended by
13 43%
dealer
30 100%
Total

Majority of the respondents were influenced by dealer (43%) and (33%) of the
respondents brought Sherwin Williams as recommended by friends & relatives. It
is also understood that advertisement are not that influential in persuading the
prospective buyers.

Figure: 4.5

63
Table no: 4.6

FACTORS INFLUENCING THE SELECTION OF PAINTS

Att perce
ributes No of respondents ntage

High Quality 9 30%

Moderate Price 12 40%

Good Service 3 10%

Wider choice of 6 20%

Colour
Total 30 100%

The table 4.6 shows that the reasons for buying Sherwin Williams paints is price
(40%), quality with (30%), wider choice of colour with (20%) and service with
(10%).

64
 Therefore price is dominant factors which influencing the people to prefer
Sherwin Williams paints.

Figure: 4.6

Table no: 4.7

OPINION ON PRICING

Perce
Price No of respondents ntage

65
Very costly 3 10%

Costly 3 10%

Moderate 15 50%

Cheap 7 23%

Very cheap 2 7%

Total 30 100%

50% of the respondents feel that Sherwin Williams paints price is moderate
and 23% of respondents have expressed that the Sherwin Williams paints price is
available at cheaper price.

Whereas only 10% of the respondents state that it is very costly.

Figure 4.7:

66
Table no: 4.8

SATISFACTION LEVEL OF QUANTITY AVAILABLE

Perc
Quantity available No of respondents entage

Highly satisfied 13 43%

Satisfied 9 30%

Neutral 3 10%

Dissatisfied 3 10%

Highly dissatisfied 2 7%
Total 30 100%

Majority of the respondents are highly satisfied with quantity available, as it is

available in varying quantity to suit the requirements of consumers. Therefore the
satisfaction level with regards to quantity available is high.

67
Figure: 4.8

Table: 4.9

OPINION ON PACKAGING

68
 Perce
Packaging No of respondents ntage

Very attractive 14 47%

Attractive 8 27%

Moderately attractive 5 17%

Un attractive 2 7%

Highly unattractive 1 3%
Total 30 100%

69
Majority of the respondents have found that the packaging is very attractive as they
are available in reusable containers. Therefore the attraction level of packaging
towards Sherwin Williams paints is high.

Figure 4.9

TABLE: 4.10

OPINION REGARDING ON-LINE SERVICES

Perc
Service No of respondents entage

70
 Highly satisfied 12 40%

Satisfied 8 26%

neutral 5 17%

Dissatisfied 3 10%

Highly dissatisfied 2 7%
Total 30 100%

Online services are provided to select the right type of interior or exterior paints
and online paint calculator is available through which we can find how much
paints to buy. we have opportunity to upload the photo of our house and select the
colour and see which colour suits.

40% of the customers are highly satisfied with the online services provided by
Sherwin Williams paints. Only 7% of the customers are highly dissatisfied due to a
delay in delivery of photos.

Figure 4.10

71
Table 4.11

SATISFACTION LEVEL ON AVAILABILITY OF COLOURS

Perce
Colour availability No of respondents ntage

Highly satisfied 13 43%

Satisfied 7 23%

neutral 5 17%

Dissatisfied 3 10%

Highly dissatisfied 2 7%

Total 30 100%

72
 From the above 43% of the respondents are highly satisfied with the variety
of colours offered by the Sherwin Williams paints and only 7% of the respondents
are highly dissatisfied with the colours available in the Sherwin Williams paints.

Therefore the attraction level towards colour availability is high.

Figure 4.11

73
TABLE 4.12

CUSTOMER AWARENESS ON SHERWIN WILLIAMS BRANDS

Perce
Knowledge of No of respondents ntage
Sherwin Williams
paints brands

All brands 16 53%

Few brands 10 33%

Very few brands 4 13%

Total 30 100%

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The analysis of above table depicts that the awareness level of Sherwin Williams
paints is high at 53% and only 13% of them are unaware of only very few brands
of Sherwin Williams paints.

FIGURE 4.12

Table 4.13

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 OVERALL SATISFACTION LEVEL ON SHERWIN WILLIAMS

perce
Satisfaction level No of respondents ntage

Highly satisfied 14 47%

Satisfied 7 23%

neutral 4 13%

Dissatisfied 3 10%

Hi 2 7%
gh
Total 30 100%
ly
di
ss
ati
The satisfaction level on Sherwin Williams paints are highly satisfied with 47%
sfi
and dissatisfaction level on Sherwin Williams paints are 7% only.
ed

Figure 4.13

76
 Brand loyalty No of respondents Percentage

Will buy 24 80%

Will not buy 6 20%

Total 30 100%

Table 4.14

TEST FOR BRAND LOYALTY

77
Customers are willing to buy the same brand due to price, quantity, colour
availability and online services rendered by Sherwin Williams.

80% of the respondents are loyal to the Sherwin Williams paints brands.
Whereas only 20% of the respondents have expressed that they are dissatisfied
with the products as for as quantity, colour availability and online services
rendered by Sherwin Williams paints.

Figure 4.14

Table 4.15

RECOMMENDATION TO OTHERS

78
 Recom
mendation No of respondents Percentage

Will recommend 21 70%

Will not recommend 9 30%

Total 30 100%

The customers will recommend to others about the brand, when they are very
much satisfied on the services made by the Sherwin Williams paints.

70% of the respondents say that they will recommend Sherwin Williams
paints to others, whereas 30% of the respondents are against it.

Figure 4.15

79
 FINDING OF THE STUDY

From the data collected following findings were made:

 Majority of the customers use Asian paints, Berger paints and Sherwin
William’s paints followed it.

 Sherwin William’s paints are preferred for their quality and price.

 Most of the customers expressed that price is moderate and colour available
are pleasant and suit to their different needs.

 Respondents are highly satisfied with the packaging and the quantity
available in Sherwin Williams paints.

80
 Majority of the customers expressed their interest in continuing with
Sherwin Williams paints.

 Majority of the customers would recommend Sherwin Williams paints to

others.

 Majority of the customers are aware of all brands in Sherwin Williams

paints.

 Majority of the customers are highly satisfied with online services regarding
Sherwin William’s paints.

 Majority of the customers are satisfied with the packaging of Sherwin

Williams paints.

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 SUGGESTION

Regular feedback should be obtained from the customer regarding

their expectation and experience towards the purchase of Sherwin
Williams paints.
The company must advertise the product through radio, television,
newspaper etc.
The customers should be given detailed information about Sherwin
William’s paints and their new schemes.
Majority of the customers have some suggestions to improve the
service, so the company can take some effective measures to retain
there customers.

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 CONCLUSION

“Make your customer the center of your culture”

-John chambers CEO of CISCO System

Peter F.Drucker, talks about consumers in the following words,

“It is the consumer who determines what a business is, what the consider
value is decision. It determines what a business is”.

A customer is the most important person, he is not dependent on us, we are

dependent on him / she is the purpose of it. He is doing us a favour by giving us
the opportunity to do so.

From the survey made and data collected following conclusions are drawn:

Sherwin Williams paint turned out to be the most popular brand in the paint
market in USA. Whereas, in India Sherwin Williams paint is the upcoming brand
in market. The Sherwin Williams paints customers are satisfied with its price,
quality, quantity, service, packaging and colour availability. The customers ask for
83
Sherwin Williams paints and purchase it even without comparing it with other
brands. The overall satisfaction of customers had made them to buy in future also
and to recommend others to buy Sherwin Williams paints.

This study was conducted to determine the consumer preference on Sherwin

Williams paints. In order to become the market leader in this paint market, the
concentration should be on consumer preferences.

The need for achieving consumer preferences is increasing day by day. The
reason is modern world is competitive and consumers occupy a pivotal position.
All business activities are directed towards him in such a manner that the customer
satisfaction can be achieved. In the modern world, products are produced and
services are rendered as per the taste, preferences and needs of the target customers
otherwise goods/services will be left unsold.

As products had good market presence and consumer preferences and

also the trust and affection the brand is enjoying among the customers. The
company has decided to achieve growth by continuously offering unique products
and services that would give consumer satisfaction and there by a role model.
However they are hopeful that the company will be able to beat the competitors by
launching the innovative products and harnessing its strength in distribution more
efficiently and effectively.

84
 BIBLIOGRAPHY

1) Madigan, Kathleen, "Masters of the Game: CEOs Who Succeed in Business

When Times are Really Trying," Business Week, October 12, 1992, pp. 110--16.

2) Schlenberg, Fred, "Cleveland, Part I: 'Not Just Great, But the

Greatest'," American Paint & Coatings Journal, January 5, 1987.

3)"Cleveland, Part II: Sherwin, Williams ... and Fenn," American Paint &
Coatings
Journal, January 19, 1987.

4) "Cleveland, Part III: Era of the Empire Builders," American Paint & Coatings
Journal, February 2, 1987.

5) Bell, J. (1993). Doing your research project: a guide for first-time researchers in
education and social science

6) Bausell, R.B. (1991). Advanced research methodology: an annotated guide to

sources. Metuchen, N.J.: Scarecrow Press.

85
 Questionnaire

1) Which brand of paint do you use?

a) Asian paints,
b) Berger paints,
c) Sherwin Williams paints,
d) Nerolac paints,
e) Sheenlac paints.
2) How long have you been using Sherwin Williams paints?
a) >2yrs
b) 2-5 yrs
c) 5-10 yrs
d) <10 yrs
3) Did you use any other brand before trying Sherwin Williams paints?
a) Yes
b) No
If yes which brand ------------
4) What is the reason you switched over from other paints to Sherwin Williams paints?
a) Reasonable Price
b) High Quality
c) Good Service
d) Reputation
e) Wider choice of Colour
5) Through which medium did you come to know about Sherwin Williams paints?
a) Self
b) Advertisement
c) Recommended by friends and relatives

86
 d) Recommended by dealers

6) What is your opinion regarding online services on Sherwin Williams paints?

a) Highly satisfied
b) Satisfied
c) neutral
d) Dissatisfied
e) Highly dissatisfied
7) What are the factors influencing the selection of Sherwin Williams paints?
a) High Quality
b) Moderate Price
c) Good Service
d) Wider choice of Colour
8) What is your opinion about price?
a) Very costly
b) Costly
c) Moderate
d) Cheap
e) Very cheap
9) Is the quantity available in market satisfactory?
a) Highly satisfied
b) Satisfied
c) neutral
d) Dissatisfied
e) Highly dissatisfied
10) Please rate your satisfaction level for the following features:
I) PACKAGING
a) Very attractive b) attractive c) moderately attractive d) unattractive e) highly unattractive
I) SERVICE
a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied
I) COLOURS AVAILABILITY

87
 a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied

11) Are you aware of all the paints available in Sherwin Williams paints?

a) All brands

b) Few brands

c) Very few brands

12) Are you satisfied with Sherwin Williams paints?

a) Yes

b) No

13) Will you prefer to buy Sherwin Williams paints in future?

a) Yes

b) No

14) Would you recommend Sherwin Williams paints in future?

a) Yes

a) No

15) Your suggestions for improvement.

PERSONAL DETAILS

NAME:

SEX: MALE/FEMALE

RESIDENTIAL AREA:

ANNUAL INCOME: a) <50000, b) 50000-100000, c) 100000-300000, and d) < 300000

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