78-5837 FERGUSON, Wade, 1941 - OhioLINK ETD Center

78-5837FERGUSON, Wade, 1941- AN EXAMINATION OF INDUSTRIAL BUYING BEHAVIOR DURING THE PUBLIC WAREHOUSE SELECTION PROCESS.

The Ohio State University, Ph.D., 1977 Marketing

University Microfilms International, Ann Arbor, Michigan 48ioe

© Copyright by Wade Ferguson

1977

AN EXAMINATION OF INDUSTRIAL BUYING BEHAVIOR DURING THE PUBLIC WAREHOUSE SELECTION PROCESS

DISSERTATION

Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate

School of The Ohio State University

3yWade Ferguson, B.S., M.B.A.

* * * * *

The Ohio State University 1977

Reading Committeet Dr. Bernard J. La Londe Dr. John R. Grabner Dr. Robert House

Approved By

Advisor Department of Marketing

ACKNOWLEDGEMENTS

The writer wishes to express his appreciation for the help and guidance of the dissertation committee chairman, Professor Bernard J. La Londe, and the committee members, Professors John R. Grabner and Robert G. House.

The financial support provided by the Logistics and Transportation Research Fund, The Ohio State University is acknowledged and greatly appreciated.

Special thanks are given to the warehousing executives who provided customer and prospect lists which were used in the development of a mailing list for the research questionnaire. The assistance and comments of the executives who participated in the pretesting interviews is gratefully acknowledged. Special recognition is also given to the many anonymous individuals who completed the lengthy questionnaire.

Finally, appreciation to my wife for her support is expressed.Her encouragement and assistance can never be sufficiently recognized.

ii

VITA

April 191 19^1........ Born - Harrison County, Missouri1965 . . . . ........ . Oklahoma State University,

Stillwater, Oklahoma1972 . ............. M.B.A., Oklahoma City University,

Oklahoma City, Oklahoma1975 - 1976 ........... Teaching Associate, Department of

Management Science, College of Administrative Science, The Ohio State University, Columbus, Ohio

1976 - 1977 ........... Research Associate, Department ofMarketing, College of Administrative Science, The Ohio State University,C olumbus, Ohio

PUBLICATIONS

"Computer Application in the Frozen Food Industry," The Frozen Food Journal (National Frozen Food Association, Inc.), Spring, 1977 (with Bernard J . La Londe)"A Comparison of Forecasting Methods," Proceedings, 1977 Midwest Regional Conference, American Institute for Decision Sciences,May, 1977.

FIELDS OF STUDY

Major Field! LogisticsMinor Field! Production and Operations Management

iii

TABLE OF CONTENTS

PAGEACKNOWLEDGEMENTS........................................... iiVITA....................................................... illLIST OF TABIES............................................. viiLIST OF FIGURES............................................ xvCHAPTER

I. INTRODUCTION...................................... 1Statement of the Problem. ..... 1Purpose of the Study ............ 1Justification for the Study. ...... 3The Conceptual Framework. ........ 6

Scope of the Study............ 6

Hypotheses......... 7Methodology ...... 8

Limitations of the Study ..... 9Potential Contributions of the Study............. 10Organization of the Dissertation........ 11

II- REVIEW OF THE LITERATURE.......................... 13Industrial and Organizational Purchasing......... 13The Industrial Buying Behavior Literature....... 17

Before 1970.................................. 17Conceptual Research Studies......... 19Elementary Model Development Studies...... 22First Generation Models.................. 27

iv

Summary of the Literature Before 1970..... 371970 to the Present .................... . JQ

Current Literature....................... 38Models ..................... 55

Summary of Industrial Buying Behavior Literature 73Warehousing......................... 75

Public Warehouse Selection ............. 754

Special Interests ..................... 78Services.......................... 35Summary of Warehousing Literature............... 89

III. RESEARCH DESIGN..................................... 90Conceptual Framework............... ............ 90Research Questions........ ................. . 92Research Methods ....................... 9^Respondent Selection...... ................. . 98Data Collection and Processing. ............. 100Statistical Analysis............................. 100Summary ................... 101

IV. STUDY RESULTS...................................... 103Evaluating the Sample ................ 103

Responding to the Study Questions ......... 105Why Public Warehousing Is Not Used.............. 116

Other Findings........................ 117Summary of the Study Results............... 126

V. CONCLUSIONS........................................ 127The Research Design and Methodology............... 128Results of the Analysis ..................... 129

Evaluation of the Hypotheses ................ 130Implications of the Research Findings ...... 138Suggestions for Future Research. ......... 1^6

APPENDIX A. Mail Questionnaire and Covering Letter........ 149APPENDIX B . Computer Program and Input Data................ 162

APPENDIX C . Tables of Study Results ................... 196

BIBLIOGRAPHY............................................... 345

vi.

LIST OF TABLES

TABLE12 3

k

5

6

789

1011

12

13Ik

PAGEResearchers of Applied Areas of IndustrialBuying Behavior .... 3

The Buygrid Analytic Framework for IndustrialBuying Situations ......... Jk

Classification and Examples of Variables Influencing Organizational Buying Decisions...... 57

A Comparison of Models .... 68

Suggested Sales Techniques................... 79Sales and Promotional Tools................. 80Buyphases Included in Each Buyclass........ 91Sections of the Questionnaire Used to Test theBuygrid Analytic Framework ..... 97

Geographic Breakdown of Potential Respondents.. 99Reasons Why Non-Users Would Use Public Ware

housing ......................... 118Reasons Some Firms Do Not Use Public WarehousingSources of Problem Recognition .... 119

Sources of Information About Public Warehouses 121Factors Important to Soliciting Bids for PublicWarehousing Services. .................... 121

vii

TABLE

1516

1718

19202122

2324

252627282930

313233343536

PAGE

Warehouse Selection Factors ................... 123Important Components of Order Processing andReporting Methods.......................... 125

Summary of Hypotheses Testing Results. .... 131Informal System Used in Changing from an Existing Supplier of Warehousing Servicesto a New Supplier ................ 143

Reduce Delivery Time to Customers....... 197

Space Constraints on Current Warehouses....... 198

Change in Production Methods or Processes 199

Reduce Shipping Costs by Increasing Size.. 200Entrance into New Markets or Sales Regions..... 201FDA Regulations.................. 202Sanitation....... 203

Hazardous Materials Regulations............... 204Minimize the Effects of Strikes or Slowdowns... 205Annual Review Before Contract Renegotiation.... 206

Changes in Transportation Rate Structure...... 207Sales Calls from Warehousing Salesmen*......... 208

Sales Calls from Carrier Salesmen............. 209Increase in Interest Rates ...... 210Personal Property Tax Variations ..... 211Building Up Inventories...................... 212To Obtain Quantity Purchase Discounts......... 213Store Raw Materials................ 214

viii

table page

37 Protect Against Projected Materials Shortages.. 21538 Insure Continuity of Supply................... 21639 Frequency of Visits to Public Warehouses...... 21740 Percentage of Visits (Unannounced)............ 21841 Percent of Visits to Solve Specific Problems... 21942 Number of On-Site Audits...................... 22043 Percent of Freight Bills Audited.............. 22144 Ways Used to Monitor Service................... 22245 Trade Journal Advertising..................... 22446 Distribution Worldwide Directory Advertising... 22547 AWA Directory. ........ 226

48 Other Trade Association Listings......... 22749 Telephone Directory Yellow Pages.............. 22850 Direct Mail Advertising....................... 22951 Recommendations from Major Customers........... 230

52 Recommendations from Associates............... 23153 Recommendations from Others................... 23254 Recommendations from Company Sales Force....... 233

55 Sales Calls from Warehouses................... 23456 Previous Dealings with Public Warehousemen..... 235

5 7 Recommendations from Common Carriers.......... 236

58 Trade Journal Advertising................... 237

59 Trade Association Directories............. 238

60 Previous or Current Experience.......... 239

61 Well-Known Name........... 240

ix

table page62 Advertising that Stresses Low Rates........ 24163 Warehouses Using Large Amounts of Advertising.. 24264 Minimizing Risk of Making a Bad Selection 24365 Storage Rates..................... 24466 Handling Rates .............. 24567 Clerical Rates......... 24668 Total Warehouse Charges.......... 24769 Transportation ...... 24870 Taxes......................................... 24971 Insurance............. 250

72 Other Products Stored in Facility.... 25173 Availability of Sprinkler System......... 25274 Cleanliness — General Housekeeping........... 25375 Infestation Control ........ 25476 Security Practices ......... 25577 Type of Handling Equipment.................... 25678 Size of Building.............................. 25779 Availability of Pallet Racks........ 258

80 Downtown Location................. 25981 Suburban Location .................. 260

82 Location Outside of Metropolitan Area.......... 261

83 Multi-City Warehouse Operator ..... 262

84 Member of Multi-City Marketing Group.......... 263

85 Lease of Specific Blocks of Space............. 26486 Pool Distribution............................. 265

87 Shipment Consolidation ..... 266

x

TABLE PAGE88 Humidity Control ....................... 2 6?89 Temperature Control.................. 268

'90 Availability of Refrigerated Space ...... 269

91 Availability of Freezer Space............ 27092 Special Handling Equipment .,........ 27193 Bulk Material Handling and Storage............ 2729 4 Packaging or Labeling........ 27395 Recouperage................... 27496 Handling Hazardous Materials ........ 27597 Good Independent Cartage Relationship.......... 276

98 Availability of Warehouse-Owned Cartage........ 27799 Location with Respect to Motor Carrier......... 278

100 Access to Good Rail Connections....... 279101 Direct Service by Specific Rail Line.......... 280

102 Availability of Computer Facilities........... 2 81103 Notification of Low Stock Levels............... 282

104 Shipment Routing....................... 283

105 Freight Bill Payment.......................... 284106 Inventory Reports at Specified Intervals....... 285

107 Fulfillment of Special Directions............. 286

108 Accurate Record-Keeping......... 287109 Employee Manners and Courtesy............. 288

110 On Time Shipments.................. 289

111 Loss and Damage Experience........... ....... . 290

xi

TABUS PAGE• 112 Shipping and Receiving Accuracy. ..... 291113 Order Response Time ......... 292114 Among Its Customers ....................... 293115 Among Its Competitors .............. 294116 Among Your Customers ............ 295

117 Among Common Carriers ..... 296

118 With Banlcs................ 297

119 Credit Rating................................. 298

120 With Trade Associations ........... 299

121 Speed of Response............................. 300

122 Real Time Computerized Inventory System....... 301

123 Daily Status Report hy Teleprinter.......... 302

.124 Orders Telephoned Directly to Warehouse....... 303

125 Orders Transmitted by Mail........... ........ 30k

126 Monthly Status Reports by Mail................ 305

127 Accuracy of Reports................ 306

128 Detail of Response ................... 307

129 Reduce Delivery Time to Customers.............. 308

130 Space Constraints on Current Warehouses........ 309

131 Change in Production Methods or Processes 310

13.2 Reduce Shipping Costs by Increasing Size. 311

133 Entrance into New Markets or Sales Regions..... 312

134 FDA Regulations........ 313

135 Sanitation........... 31^135 Hazardous Materials Regulations......... 315

xii

TABLE PAGE137 Minimize the Effects of Strikes or Slowdowns... 316

138 Annual Review Before Contract Renegotiation.... 317

139 Changes in Transportation Rate Structure...... 318

140 Sales Calls From Warehousing Salesmen.... 319

141 Sales Calls From Carrier Salesmen ............ 320

142 Increase in Interest Rates.................... 321

143 Personal Property Tax Variations.............. 322

144 Building Up Inventories to Meet Seasonal Demand 323

143 To Obtain Quantity Purchase Discounts ...... 324

146 Store Raw Materials ..... 325

147 Protect Against Projected Materials Shortages.. 326

148 Insure Continuity of Supply................... 327

149 Contract Not Renewed if Percent of Delivery.... 328

150 Contract Not Renewed if Loss or Damage........ 329

151 Contract Not Renewed if Transportation Error... 330

152 Contract Not Renewed if Paperwork Errors...... 331

153 Contract Not Renewed if Stockpicking Errors.... 332

154 No Contract if Average Response ......... 333

155 No Contract if Excessive Response............. 334

156 No Contract if Customer Complaints 333

157 No Contract if Average Response Time.......... 336

158 No Contract — Response to Special Shipment.... 337

159 Frequency of Visits to Public Warehouses....... 338

160 Percentage of Unannounced Visits.............. 339

xiii

TABLE PAGE161 Percent of Visits to Solve Specific Problems 3k0

162 Number of On-Site Audits..................... 3kl

163 Percent of Freight Bills Audited for Performance 3kZ

16k Nays Used to Monitor Service....... .......... 3k3

xiv

LIST OF FIGURES

FIGURE1 Transition to a Materials Management

Organization ........................2 The Cardozo Model ............... ....... ..3 Macro Flow of Industrial Buying Simulations....b Buyer-Seller Interpersonal Communications Model5 The Selection Process.........................6 A Model of Organizational Buying Behavior.....7 The Industrial Buying Decision: Purchasing a

Product New to the Company............... .8 The Industrial Buying Decision: Change in

Regular Supply ..................... .9 The Industrial Buying Decision: Repeat Purchase10 An Integrative Model of Industrial Buyer

Behavior............... ....... .11 Modal Selection Decision Model...............

xv

PAGE

162836U6

5258

60

6162

6567

CHAPTER I

INTRODUCTION

STATEMENT OF THE PROBLEM

The continuing interest in industrial buying behavior is promptedby the evidence that the objectives of many of the developmental, studieshave not been attained. According to Robinson and Faris, the objectivesfor studying industrial buying behavior are«

. . . to Improve the understanding of the industrial buying decisions and their determinants . . . to describe and analyze each step involved in the procurement of goods in various types of buying situations, assess the possible determinants of the buying decisions, and suggest some implications for industrial marketing decisions.

If these objectives could be met, marketers could isolate and predictthe outcome of each of the decisions which comprise the industrialbuying process. Once industrial buying behavior can be anticipated,'4products and services can be modified or developed to conform exactlyto the buyer's expectations.

PURPOSE OF THE STUDY

The purpose of this study is to examine industrial buying behavior as it relates to public warehousing. Most of the research investigating

^Patrick J. Robinson, and Charles Vf. Faris, Industrial Buying and Creative Marketing (Boston* Allyn and Bacon, Inc., 1967)* P» 6 .

1

industrial buying behavior has considered only the question, "Why is something done?" A question that may be equally important is* "Why isn*t something done?" The choice to do or not to do is often a strategic question as compared to the tactical questioni "How is something done?" This study considers both the strategic decision to use or not to use public warehousing and the tactical question of which warehouse to use*

The Strategic Decision

Company goals are translated into actions through strategic decisions* Upper management commits company resources in an effort to maximize profits within the limitations imposed by the business environment. Since deciding to use or not use public warehousing requires the commitment of resources, such a decision is a strategic decision. Once a strategic decision is made, the responsibility of implementing that decision is delegated to middle management. This study researches both the strategic decision — to use or not use public warehousing — to determine who actually makes the decision and his decision process; and the tactical decision — which public warehouse to use.

The Tactical Decision

The tactical decision is based upon the assumption that the strategic decision — to use public warehousing — has *” ready been made* The Buygrid Analytic Framework developed by Robinson and Farls (98) is statistically examined in this study to determine how well it actually

3describe the tactical decision process used in selecting a public warehouse.

JUSTIFICATION FOR THE STUDY

Researchers have sought to identify industrial buying behavior for both the general case and for specific areas of interest. Some special Interest research areas are shown in Table 1.

TABLE 1

RESEARCHERS OF APPLIED AREAS OFINDUSTRIAL BUYING BEHAVIOR

RESEARCH AREA INVESTIGATORAir Freight Transportation Binkley (124)Freight Transportation Perreault and Russ (53)

Mallen and Pernotte (44) Stock (29)

Use of Private Carriage Department ofTransportation (lOl)

Transportation andDistribution Management (70)

Special Industrial Products Cardozo and Cagley (8)Sheth (6 9)Webster and Wind (?6) Wilson (7 8)

From the number of existing studies, it would seem that industrial buying behavior has been thoroughly investigated. However, a 1977 article by Zaltman and Bomona (8 2) presenting the highlights of a

two-day workshop on organizational buying behavior calls for additionalresearch into all areas of organizational buying behavior. Of the sixspecific areas cited as requiring further research, one is of particularinterest to this study*

Research is needed into research methods for trying to understand and predict organizational buying behavior .3

In addition to the need for more research into the general area oforganizational buying behavior, a survey of the current warehousingliterature indicates the need for research into industrial buyingbehavior for this special area.

Distribution warehousing has been portrayed as probably the greatest enigma associated with the field of business logistics. The underlying reason for the puzzlement concerning public warehousing is certainly not mystifying inasmuch as it is fairly obvious to anyone who has explored the literature related to this subject that there exists a rather gaping "data-gap."^

The only significant research attempting to fill this "data-gap” waspublished in 1973» almost concurrently with the preceeding statement.The La Londe, et al. study (3 8) was the first of a projected five-part

2The workshop was sponsored jointly by the Graduate School of Business, University of Pittsburgh and the American Marketing Association.

3Gerald Zaltman, and Thomas V . Bonoma, "Organizational Buying Behavior* Hypotheses' and Directions," Industrial Marketing Management.VI (1977). 6 0 .

Richard Jones, "Operational Characteristics Pertaining to Public Warehouses," Transportation Journal. (Spring, 1972), 23.

series, each of ■which was designed to answer a specific question.Although only the first question — "What factors are most important to users in their selection of public warehousing services?—

was published, significant information about industrial buying behavior was obtained. However, the stability of the 1972 economy as reflected in the low interest rates, inventory holding costs, construction costs and labor rates no longer exists in 1977* Since the appearance of the La Londe, et al. study, many of the conditions affecting the inventory deployment decision have changed. Industrial buying behavior as to the selection of public warehousing services has not been investigated since that study. A recent textbook on warehousing continues to indicate the need for additional research in this area.^

The objective of many of the special interest research studies identified in Table 1 was to develop a model of industrial buying behavior which defines the actual decision process. These models have been compared to other models to determine if the buying behavior changes when different products or services are considered. The model which has been most often cited for purposes of comparison is the Buygrid Analytic Framework developed by Robinson and Faris (9 8). However, the Buygrid Analytic Framework has never been statistically tested to determine its validity.

Bernard J. La Londe, John R. Grabner, Farouk Saleh, Max Densmore, and Jeffrey Karrenbauer, "The Public Warehousing Decision: An Interim Report," Warehousing Review. II (January-February, 1973), 2.

^Dimitris N. Chorafas, Warehousing (New Yorkt American Elsevier Publishing Co., Inc., 197*0.

6THE CONCEPTUAL FRAMEWORK

Rather than develop a model which is representative of industrial buying behavior when selecting a public warehouse, the Buygrid Analytic Framework is used as the conceptual framework. The Buygrid Framework is assumed to define the tactical decision process used in selecting a public warehouse. Specific hypotheses describing the buyphases of the Buygrid Analytic Framework are statistically tested for each of the buyclasses to provide answers to three questions:

1. How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the New-Task buyclass describe the decision process used in selecting public warehousing services for the first time?

2. How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Modified-Rebuy buyclass describe the decision process used when changing from a current supplier of warehousing services to a new supplier?

3- How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Straight-Rebuy buyclass describe the decision process used to obtain additional volumes of warehouse space or services or renegotiate existing warehousing contracts?

The answers to these three questions determine if the Buygrid AnalyticFramework accurately describes the decision process used in selectinga public warehouse.

SCOPE OF THE STUDY

This study separates public warehouse users into five product categories to examine their individual and collective approaches to

meeting their warehousing needs. Four categories (food products, chemicals and plastics, household appliances, and automotive products) comprise the industries which are the largest users of public warehousing space. All other users of public warehouses are grouped into a fifth area.

This study is nationwide in scope due to the manner of selecting7the individuals to be surveyed.

HYPOTHESES

Eighteen hypotheses have been formulated which are used to test the buyphases defined for the three buyclasses of the Buygrid Analytic Framework. The hypotheses are actually compound hypotheses. Each hypothesis is analyzed by examining the respondent's answers to specific questions in light of his company and product characteristics. These characteristics includet

1. Product Group2. Annual Sales3. Product Value4. Product Density

The purpose of checking each hypothesis using several characteristics is to look for consistency. Even though multiple characteristics are considered, no interdependence should be implied; each check .must be accepted or rejected individually. This procedure is followed in testing all hypotheses.

7'See Chapter III, page $8 for a discussion of the respondent selection.

METHODOLOGY8

A mail questionnaire Has constructed as the research instrument used to obtain the data analyzed in this study.

The Questionnaire

The mail questionnaire was comprised of four parts; however,Part III was outside the scope of this study.Part I Part I was constructed using the Buygrid Analytic Framework developed by Robinson and Faris (9 8) as the conceptual framework.Specific questions whose answers would prgyide data for testing each of the three buyclasses — New Task, Modified Rebuy, and Straight Rebuy - of the Buygrid Analytic Framework were formulated.Part II The questions in Part II of the questionnaire were designed to provide information about the strategic decision not to use public warehousing. The information desired can be categorized as<

1. Why don't you use public warehousing?2. Under what conditions would you consider public

warehousing?3* Who (what job title) would have to concur before

public warehousing could be used?The actual questions are open-ended or require descriptive answers.Part IV The questions contained in Part IV were designed to providecompany and demographic information.

The Analysis

The analysis used for evaluating the decision process used in selecting a public warehouse is much more complex than evaluating why

public warehousing is not used.The Decision Process The data obtained from Part I of the questionnaire is used to test the study hypotheses which are surrogates for the buyphases comprising the three buyclasses of the Buygrid Analytic Framework. Specific data from Part I of the questionnaire is crosstabulated with the company and demographic information obtained from Part IV. Each hypothesis is analyzed statistically using the Chi-Square test.Why Public Warehousing Is Not Used Since the data obtained using Part II of the questionnaire is descriptive information or answers to open-ended questions, the information obtained is merely accumulated to rank order the frequency of answers to the questions. Since the data is not really quantifiable, a statistical analysis would not provide any additional information.

Information concerning the respondent selection procedure and the research methodology is contained in Chapter III of this study.

LIMITATIONS OF THE STUDY

The limitations of this study center around the respondent selection. Since there is no comprehensive list of users and potential users of public warehousing, the respondent candidates are limited to organizational membership rosters and the current and potential customer lists maintained by public warehousemen. Individuals Included in these lists may not constitute a representative sample.

10A second limitation concerns the actual nailing. Since the

questionnaire was sent to 1000 people, it was not economically feasible to pre-screen the respondents selected through advance contacts by telephone.

Another limitation is imposed since the individual selected as a respondent nay route the questionnaire to an unqualified person for completion.

The desire to solicit a nationwide balanced response can be met (250 participants in each geographic region). Equal representation from each of the five industrial groups for each geographic region is impossible since the name lists do not contain 50 appliance or automotive companies in each of the four regions.

POTENTIAL CONTRIBUTIONS OF THE STUDY

The potential contributions of this study include advances in both basic and applied knowledge.

Basic Knowledge

The additions to the body of basic knowledge presented by this study includet

1. A review and evaluation of the literaturein the areas oft industrial buying behavior, purchasing, and warehousing which reveals the current level of development in each area.

2. The recognition of the sequential order between strategy decisions and tactical decisions.

3. The statistical analysis of the Buygrld Analytic Framework to determine if it actually defines the decision process used in selecting a public warehouse.

11Applied Knowledge

The contribution to applied knowledge advances the application of new management techniques by creating a framework of activities which enables.better procurement decisions to be made. Possible managerial contributions of this study include:

1. The reasons some companies do not use public warehousing.

2. The identification of both information needs and sources required in selecting a public warehouse.

3. The relative importance of each of the variables included in the warehouse selection process.

4. The relative importance of contributions made by purchasing agents, traffic and distribution managers, and other managerial participants in the decision process.

ORGANIZATION OF THE DISSERTATION

Chapter II contains a review and analysis of the literature in the areas of industrial purchasing, industrial buying behavior, and warehousing which are important to the design of the research presented in this study. This literature review is intended to be comprehensive in scope rather than exhaustive since its purpose is to trace the development, of the respective bodies of knowledge and identify the state-of-the-art for each pertinent area.

The research methodology used in defining the hypotheses, designing the questionnaire, selecting the respondents, and processing the data

is explained in Chapter III. The questionnaire used in obtaining the data is reproduced in Appendix A.

The results of the research are presented in Chapter IV.A summary of the methodology and results and the conclusions and

implications of the study results are discussed in Chapter V . Recommendations for additional research in industrial buying behavior indicated by the study results conclude the chapter.

CHAPTER II

REVIEW OF THE LITERATURE

The purpose of this study is to examine industrial buying behavior during the warehouse selection process* The literature containing developmental information pertinent to this research is drawn from three different functional areas ~ Industrial Marketing, Purchasing, and Warehousing. The pertinent industrial marketing literature is limited to studies of the industrial buying process or a single aspect of the industrial buying decision process. The purchasing literature relevant to this study is that concerned with the placement of the purchasing function within the organizational structure and the contributions of the purchasing agent to the decision process. The body of knowledge contained in the warehousing literature important to this study depicts the state-of-the-art in warehousing facilities and operating procedures as well as the perceived role of public warehousemen. This literature is presented in three sections: Industrial and Organizational Purchasing, Industrial Buying Behavior, and Warehousing.

INDUSTRIAL AND ORGANIZATIONAL PURCHASING

The industrial and organizational purchasing literature is considered separately from the industrial buying behavior literature

13

14since the purchasing literature emphasizes improving the purchasing function rather than the behavioral aspects of industrial purchasing.

IMPROVING THE PURCHASING FUNCTION

The literature pertaining to Materials Management was the primary body of purchasing literature used in this study. Since many companies' organization charts have been modified to include a materials management department, purchasing is no longer an Isolated middle management function reporting to the vice-president of production

gor finance.

The materials management concept advocates the assignment of all major functions of procurement to a materials management department. This means the assignment of all the primary responsibilities which are generally found in the purchasing department plus all other major procurement responsibilities, such as inventory control, traffic.^store- keeping, receiving, and inspection.

The preceeding quotation is somewhat overstated as are other purchasingarticles by Dodge (16), Harmon (23), and Bird (5) in that purchasingand many other functions have been consolidated under the materialsmanagement concept into a common department or functional area. Whilethe materials manager is on an equal level with the managers ofproduction, finance, and marketing, most of the purchasing function

8Monroe Murphy Bird, "The Industrial Purchasing Decision from the Marketer's Viewpoint," Proceedings for the 1975 Conference of the American Marketing Association. (Chicago), p. 276.

oLamar Lee, Jr. and Donald W. Dobler, Purchasing and Materials Management — Text and Cases (2nd ed.s New Yorki McGraw-Hill, 1971)» p. 13.

15remains a part of middle management*®* ** as indicated by Figure 1 . Nonetheless, purchasing people consider the change very significant in that they have a more direct access to top management. This change in concept and the perceived Increase in status for the purchasing function may have been one of the reasons the Journal of Purchasing was changed in 1974 to the Journal of Purchasing and Materials Management.

Summary

The effect that this organizational change will have on industrialbuying behavior is uncertain. Since purchasing goals are often considered

12 1*5in conflict with those of other departments, * reporting to a managerwho is not responsible for production or finance may enable the purchasinggoals to receive more consideration than they have in the past. Possibly,the buyer's position would tend to be filled by individuals who arebetter-educated, use more quantitative skills, and strive for professional

14status and recognition. A change of this magnitude would cause a change

*®J. H. Westing, I. V. Fine, and Gary Joseph Zenz, Purchasing Management (4th ed.) New York: John Wiley and Sons, Inc., 1976), p. 43.

**Stuart F. Heinritz and Paul V, Farrell, Purchasing: Principles and A-p-pli cat ions (5th ed.; Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1971)• p * 6 3 .

12Ronald H. Gorman, "Role Conception and Purchasing Behavior,'1 Journal of Purchasing. (February, 1971), 6 5 .

1*jGeorge M. Harmon, "Purchasing and Logistics Management," Journal of Purchasing (February, 1966), 39*

*^Monroe Murphy Bird, p. 276.

16

A. CONVENTIONAL PATTERN

3. AFTERREORGANIZATION

TRAFFIC

OTHER MAJOR FUNCTIONSMANUFACTURING

OTHER THIR0- LSVEL FUNCTIONS

MATERIAISMANAGEMENT

PRESIDENT OR GENERAL MANAGER

PRESIDENT OR GENERAL MANAGER

SOURCE« O.S. Aamer, "Materials Management as a Profit Caatar," Harvard Buaiaaaa Raviaw (January-February, 19^9) •

Figure 1 Transition to a Materials Management Organization

in industrial buying behavior since studies indicate that better-educated buyers tend to solicit more competitive bids and handle risk

15better. ^ This study evaluates purchasing's contribution to the decision process to determine if the change to the materials management concept has increased the role of purchasing.

THE INDUSTRIAL BUYING BEHAVIOR LITERATURE

The industrial buying behavior literature can be realistically divided into two groups — before 1970 and 1970 to the present — due to the shift in emphasis from single component studies to the model or decision process concept.

BEFORE 1970

Webster reviewed the industrial buying behavior literature in 1969

and provided a state-of-the-art appraisal of the then-current literature. He identified eight hypotheses for further testing which he felt summarized the existing knowledge of industrial buying behavior.

1. Industrial buying decision making is an organizational process involving several individuals and several roles including users, influencers, deciders, and buyers.

2. The professional buyer, the purchasing agent, is often not the most important factor in the decision process, although he may exercise considerable influence as a "gatekeeper" controlling the flow of information into the buying organization.

^Richard N. Cardozo and James W, Cagley, "Experimental Study of Industrial Buyer Behavior," Journal of Marketing Research. VIII (August, I971), 323.

3* There are classes of buying decisions which can be defined by position on a continuum from simple and routine decisions (habitual behavior and automatic reordering) to complex decision making characterized by large amounts of money and significant change from previous practice.

4. There are stages in the buying decision process from initial awareness through to final buying action, and the behavior of individuals and of the buying group as a whole is significantly different according to the stage of the buying decision. One way of describing these stages is awareness, interest, trial, and full- scale use, although there are other classificationsof equal validity.

5. Buyers' reliance upon and preferences for information sources vary according to the stage in the buying decision process and in relationship to other factors (such as class of buying decision and degree of perceived risk) that are not well defined.

6 . Industrial buying decision makers are motivated by a combination of individual needs and organizational needs. While it is wrong to characterize industrial buying decisions as completely "rational" or "non- emOtional" it is probably true that industrial buying decisions are motivated by economic considerationsand the search for a relative advantage over competitors.

7. Procedures for gathering information and identifying alternative courses of action are "simple minded" in that there is a tendency to rely upon the familiar and to try sources that have been worked before.

8 . Individual decision makers in industrial buying decisions show responses to communication similar to those that have been found in other areas of communication research. These responses include the existence of source effect and the processes of selective attention, perception, and retention.

Webster also cited four major shortcomings of this body of knowledge.

Frederick Webster, "Industrial Buyer Behavior," Proceedings of the 1969 Conference of the American Marketing Association. (Chicago). p. 2 5 6.

1* None of the studies has been or can be replicated. The data is obtained through unstructured interviews and is subjectively interpreted.

2. The studies lack a clearly-stated hypothesis( careful data collection, and an unambiguous criteria for accepting or rejecting the hypothesis.

3* All of the evaluated studies are independent in that they are not integrated with other studies.

17The number of studies is very very small.In his concluding arguments Webster called for the creation of "areasonably comprehensive and generalizable model of industrial buying

18behavior (a decision process model)." This statement indicates that Webster believed that such a model or decision process did not exist prior to 1 9 7 0.

In the following sections, the pre-1970 literature is separated into three groups which indicate conceptual research studies, elementary model development studies, and first generation models.

Conceptual Research Studies

Articles which are grouped under conceptual research studies present a study which considers only one phase of the Industrial buying process or indicates the lack of a defined decision process.

20Feldman and Cardozo (18) stated that the current (1969) conception ofindustrial buying behavior was to extend the classical or simplisticmodel (industrial buying was based entirely upon economic rationality)

19to include some correction for emotional factors. After appraisingthe classical model and this extension, Feldman and Cardozo presentedtheir "consumeristic" model which "provides a framework for understanding

20'emotional', 'social', and other 'non-rational' behavior." In their model the purchasing agent was elevated to top management and given the new title. Procurement Manager. As a member of top management, he was involved in the procurement decision earlier and exerted more influence on the purchasing decision.Harding (22) reported the findings of a study of 181 executives in ten companies which investigated how purchasing decisions were made. After retracing the paths of three specific purchase orders — automotive engine test stands, carpeting, and a computer — from the conception of need to the final purchase, he concluded that the industrial buying process varied so drastically with each different item purchased that generalizations were meaningless. Harding also found that upper management did not participate in the purchasing decision except to automatically

21approve middle management's selection.

^Wallace Feldman and Richard Cardozo, "The "Industrial Revolution1 and Models of Buyer Behavior," Journal of Purchasing. (November, I9 6 9), 78.

20Ibid., 81.21Murray Harding, "Who Really Makes the Purchasing Decision?"

Industrial Marketing. September, 1966, p. 79.

21Levitt (95) examined the Influence that a well-known company might have over a competitor who was less well-known and the buyer's reactions to sales presentations which varied in quality. The results indicated that the well-known company had to make a good presentation to capitalize onits reputation and a less well-known company could overcome its relative

22anonymity by making a good presentation.Paris (112) presented the concept of market segmentation based upon the type of buying situation. He divided the marketing effort into three types of buying situations — new task, modified rebuy, and straight rebuy. His basic premise was that both the presentation and information presented by the marketer were different for each of the three buying categories.Keman and Sommers (29) developed a behavioral matrix which sought to identify the buyer's role type, the institution's role type, and the interaction between the two. Once these roles were defined, the marketer could present to the buyer that portion of his product line which coincided with the perceived objectives.Webster (7 5) transferred some of the principles used in communication theory to the information-seeking part of industrial buying behavior.The primary emphasis of his paper was to reiterate the need for more integrated research to determine the characteristics of sources, messages, and receivers that influenced response to industrial marketing communications .

22Theodore Levitt, Industrial Purchasing Behavior (Boston: Harvard University, 1965)* P« 164.

22Analysis of Conceptual Research Studies The articles reviewed in the proceeding section tended to validate Webster's initial conclusions as to the state-of-the-art of the industrial buying literature. The classical, modified classical, or consumeristic model as discussed in the Feldman and Cardozo article did not appear to meet the standards for a model of industrial buying behavior as defined by Webster.

Harding indicated that a composite decision process model which depicted the buying behavior used in purchasing each of the three items in his study could not be identified. The studies by Levitt, Keman and Sommers, and Webster only considered single segments in the industrial buying process without identifying their location in the complete decision process model. Each of these articles tended to confirm Webster's statement that no consistent scientific approach existed for studying industrial buying behavior prior to 1970.

Elementary Model Development Studies

The articles included in this topic indicated or led to the development of a decision process model of industrial buying behavior. The meaning of the words, "led to,” includes such considerations as segmenting the industrial buying process into steps taken by one person — the buyer — or a group of consultants or decision makers. Platten (97) made the first Scientific American study of industrial buying in 1950. The findings of the study were expressed in seven statements, of which the first six were primarily concerned with the roles of various individuals or groups in the buying process. The seventh statement indicated that a broad outline of industrial buying

23behavior which varied somewhat from industry to industry could be

23constructed. J The outline defined the roles of purchasing, engineering, and operations management in the buying process. Cross-classifications of the steps in the industrial buying process and the groups or individual participants in the buying decision appeared to support the outline presented.Alexander. Cross and Hill (8 3) defined the buying process in the following termsx

1 . Recognition of Needa. Issue Purchase Requisitionb. Define Specifications

2 . Decision Regarding Means and Sourcesa. Make or Buyb. Lease or Buy

3* Gather Informationa. Competitive Bidsb . Negotiations

4. Selecting the Alternativesa. Characteristics of a Good Supplierb. Information Sources

5• Closing the Transactiona. Placing the Ordejjb. Order Follow-up

In addition to this basic outline of the purchasing process, considerable attention was given to multiple influences in buying decisions. Theseinfluences and decisions of engineering, research, production, and top

25management were defined as they affected the buying process.

^John H, Platten, How Industry Buys (New York* Scientific American, 1950), p. 7.

ohRalph S. Alexander, James S, Cross, and Richard M. Hill, Industrial Marketing (3rd ed.j Homewood, Illinois: Richard D. Irwin, Inc., 1967)t PP* 6 9-8 3 .

^Ibid., p. 86.

2b

Shoaf (100) studied the buying behavior of a metal working manager in 1959 and discovered that many of the purchasing decisions were based on emotional or irrational factors. The results of his study were that:

1. The industrial buyer is more human in his buying habits than industrial marketers realize.

2. While administrative, production, engineering and purchasing managers differ functionally, they all have common management interests*

3. To the extent that products and services become more objectively alike, the buyers' final decisions are based more and more on subjective emotional factors.2°

In addition to emphasizing the non-rational suspects of the buying process,Shoaf also investigated the importance of source loyalty, the importanceof certain information sources, and the characteristics of goodsuppliers. .Webster (7*0 presented a four-part descriptive model of the industrialbuying process which he developed from data obtained by interviewing

27135 individuals in 75 companies. The model is as follows:1 . Problem Recognition

a. Dissatisfied with Present Productb. New Process or End Product

2. Assignment of Buying Authoritya. Function of Technical Complexity

of the Productb. Its Importance (Products)c. Individual's Centrality in the

Production Process

^Robert F. Shoaf, Emotional Factors Underlying Industrial Purchases (Cleveland: Steel/Penton, 1959)» pp. 9-10.

27'Frederick E. Webster, Jr., "Modeling the Industrial Buying Process," Journal of Marketing Research. II (November, 1965)» 370.

3. The Search Processa. Vendor Evaluationb. Identification of Alternative Products

4. The Choice Processa. Relationship of Price, Quality, and

Serviceb. Influence of Priorities Assigned to

Each28Webster indicated that this model was only an attempt to structure the buying process in a manner which suggested additional research needs. Buckner (8 5) conducted a survey of British industry in 196? which he presented identically to the previously-discussed Scientific American study by Platten in 1950. Nine specific conclusions which confirmed the findings of other studies were drawn. Buckner concluded that upper management was involved in the purchasing decision even though they acquired no information from sales engineers. Buckner may be overstating management’s involvement by reading more than an automatic approval into their signature on a purchase requisition.Analysis of Elementary Model Development Studies Each of the studies in this section included more than a single phase of industrial buying behavior. The studies by Platten and later by Buckner identified the roles of the participants in the buying decision process. The roles were defined in a manner which traced the usual time flow of the decision process by sequencing the participants according to their order of input. This sequencing was a decision process model in the sense that all of the participants and their contributions were identified. In addition, the fact that Buckner's and Platten’s studies were

28Ibld.. 371-5.

26so similar in form and results indicated that the experiment could be reproduced.

Alexander, Gross and Hill defined the industrial buying process using five steps which were almost directly comparable to Webster's four-part descriptive model. The major difference is that Alexander, Cross and Hill included a step which considered other possibilities before automatically deciding to purchase the needed object.

The only significantly different contribution to this body of knowledge was the study by Shoaf. As indicated by most of the pre- 1970 literature, little research was done to identify the effects of emotional or irrational factors on buying behavior. One possible reason

for their omission was the feeling that emotional factors were inconsistent and could be neither predicted nor modeled.

In reviewing the shortcomings Webster cited in his state-of-the-art29appraisal, items one and three could not be supported in that some of

the studies did produce the same results even though’ different data wasused. These studies supported each other's findings even though they

30were conducted independently. Items two and fomrappeared to be valid criticisms; there were only a few studies and their data was collected before their research objectives were formulated.

^Refer to page 19 for a review of the shortcomings Webster cited.

27First Generation Models

The term, "first generation models" is used to describe the early models of buying behavior constructed from data obtained during unstructured interviews and then subjectively interpreted. These studies were conceptual rather than scientifically developed in that they lacked a clearly-defined hypothesis, careful data collection, and an established criteria for accepting or rejecting the hypothesis.The Cardozo Model (109) was based upon the concept of market segmentation as normally applied to consumer purchasing. The industrial buyer was viewed in the same light as the consumer. The actual structure of the model is shown in Figure 2. The model was comprised of five internal segments and one external segment. The criteria for choosing a supplier was defined using the five internal segments before possible suppliers were examined to determine which supplier best conformed to the established criteria. Cardozo stated that:

supplier choice is directly related to (l) the profiles of suppliers available, and (2 ) the strategies used to choose among those suppliers.The strategies, in turn, depended on (l) individual characteristics of buyers, and (2) the problems and risks which the buyer perceives.31

Supplier Profile The supplier's profile detailed all information known about him. It included past experience with him, conditions of sale, credit policy, performance ratings, and customer service records.

Richard N. Cardozo, "Segmenting the Industrial Market," in Marketing and the New Science of Planning, ed. by Robert L. King (Chicago* American Marketing Association, 1968), p. ^3^.

SUPPLIERPROFIIESENVIRONMENTAL

FORCESAFFECTING FIRM AND BUYER

PROBABLESUPPLIERCHOICE

PURCHASEREQUISITION

PROBLEMS ANDRISKSPERCEIVED

INDIVIDUAL CHARACTERISTICS OF BUYER

INFORMATION-PROCESSINGANDPURCHASINGSTRATEGIES

Sources Richard N. Cardozo, "Segmenting the Industrial Market," in Marketing and the New Science of Planning, ed. by Robert L. King (Chicagoi American Marketing Association, 1968),p. 434.

Figure 2 The Cardozo Model

Purchasing Strategies Cardozo indicated that most industrial buyers used only one or two strategies which could be defined as simultaneous scanning and sequential evaluation. The buyer selected the strategy to use as followst

Simultaneous Scanning Sequential EvaluationStrategy Employed When* Strategy Employed When*-- Total Dollar Expenditure Total Dollar Expenditure

High Low— Probability of Suppliers' Probability of Suppliers'

Not Meeting Specifications Falling to Meet Specifi-Moderate to High cations Low

— Major Risk Perceived is Major Risk Perceived isPaying a Premium Price Interruption of Supply

— More Management Resources Management ResourcesAvailable Available to Choose

Supplier Very Limited*The Simultaneous Scanning Strategy considered all available suppliers and products at the same time. The Sequential Evaluation Strategy considered a list of suppliers one at a time until an acceptable supplier was found.

Individual Characteristics Individual characteristics which appeared to be important included*

1. Individual Risk Tolerancea. Buyers’ tolerance for uncertainty.b. Buyers' perception of risks in

particular situations.c. Buyers' confidence in handling

certain types of risks.2. Individual Role Type3. Individual Cognitive Style^

30Problems and Risks Perceived The Industrial buyer faced a wide

range of problems. The degree of risk was often the major segment of each problem. The amount of risk varied from high to low. In general risk was perceived as high when:

1. The dollar amount to be committed was large.2. The commodity to be purchased was complex.3. The value added was considerable.4. High probability of making a wrong choice.5. The purchase might substantially influence the

market for that commodity.3^Purchase Requisition Cardozo stated that the purchase requisition

represented an individual "purchasing profile" similar to the supplier”profile previously discussed. The purchase order was merely a statementof the number of items to be ordered and the specifications each item

35had to meet.Environmental Factors The environmental factors were both internal

and external in nature. Internal factors included:1. The institutional role type.2. The working relationships between purchasing

and other departments.3 . The individual buyer's workload.

External factors included*1. Type of business (SIC classification).2. The end market served.3 . Value added through purchasing.

^Ibid., pp. 437-8. 35Ibid., p. 4 3 8 . 36Ibid.. pp. 4 3 8-9 .

314. Profit margin and changes in it.

375. The firm’s competitive advantage.Analyzing the Cardozo Model As indicated previously, the Cardozo

model was based on market segmentation concepts usually applied to consumer behavior. The difference between consumer behavior and industrial buying behavior must be considered before the transfer of technology can be assumed to be valid. In consumer behavior, the buyer has a different position in the analysis: (l) he supplies the resources for the purchase, (2) his tastes are a major part of the decision criteria, (3 ) he makes the ultimate purchasing decision, and (4) his purchasing decision is not reviewed by others who control his source of income. Cardozo's model considered these basic criteria to be the same for the industrial buyer. They are not. In actual practice, the industrial buyer is spending someone else's money to provide goods and services which will increase someone else's earnings or net worth. The buyer seldom makes a purchasing decision without first obtaining the end user's agreement on the actual item to be purchased.

This model omitted some of the steps in the buying process contained in some of the other models. The information-gathering step was omitted; only the purchase requisition was used to define the item to be purchased. The specified item was often based on a particular supplier's specifications or specific product as Cardozo acknowledged; yet his description of the purchase requisition was a detailed profile of the specifications.

38Ibid., pp. 439-40.

32The feedback or evaluation as to how well the purchased item actually met the need was omitted* There was one more glaring error. Since this study was only exploratory in nature, no indication was given as to how a marketing program could be developed using this segmentation model.The Buygrld Analytic Framework developed by Robinson and Faris (9 8) in1967 was the result of their research objective to understand theindustrial buying process and to develop a framework that could beused for analysis. The research design was to interview everyoneinvolved in the industrial buying procedure. The interviews weresubjective and informal in nature. The result of the study was theBuygrid Analytic Framework.

The BUYGRID conceptual framework for the analysis of industrial buying situations incorporates three buyclasses and eight buyphases. It provides the frame of reference within which the procurement situations are designed to be general enough to apply to all procurements, yet specific enough to have operational relevance to the individual marketer.39

The Buygrid Framework segmented the buying process into three distinct buyclasses — New Task, Modified Rebuy, and Straight Rebuy — which were defined as*

New Task* A requirement or problem that has not arisen before. There is little or no relevant past buying experience to draw upon.Modified Rebuy* A change has occurred which requires new sources to be considered as possible suppliers. The change may be due to price, quality, service influences, or change in the end product.

39•^Patrick J. Robinson and Charles W. Faris, Industrial Buying and Creative Marketing (Boston* Allyn and Bacon, Inc., 1967)» p. 13*

Straight Rebuy: An automatic purchase from anapproved supplier. There may be variations but the changes cannot entail reevaluation of the purchasing alternatives or changes in the procurement process.^

The entire Buygrid Framework is reproduced in Table 2 .Analyzing the Buygrid Framework The model was the end result of a

two-year study of the purchasing records of three corporations andinterviews with all of their people involved in the industrial buyingdecision. The model was created to provide a framework for understandingthe industrial buying process. Since much of the data was obtained frominformal interviews, the study lacked pre-planning to determine what datashould be collected. Therefore, this study did not meet the criteriacited by Webster for scientific research.

• . . Studies have not been well-planned in the sense of having a clearly-stated hypothesis, a careful plan for the collection of data, and unambiguous criteria for accepting or rejecting the hypothesis according to rigorous analysis of the data.^l

The model framework indicated that each of the buyphases was clearly defined, but there was some overlap in both time and work tasks. The cause and effect relationships between buyphases were not explained.The model could be used to analyze the buying process, but it could not be used to predict the supplier who would be chosen except when the purchase was a straight rebuy.

^°Ibld.. pp. 28-3 1 .£j,lWebster, "Industrial Buyer Behavior," pp. 256-7.

3TABLE 2

THE BUYGRID ANALYTIC FRAMEWORK FOR INDUSTRIAL BUYING SITUATIONS

BUYCLASSES

New Modified StraightTask_____ Rebuy________ Rebuy

1. Anticipation or Recognition of a

B Problem (Need)and a General Solution

U2 . Determination of

Characteristics andY Quantity of Needed

ItemP 3« Description of

Characteristics and Quality of

H Needed Itemh m Search for and

A Qualification ofpotential Sources

S 5* Acquisition andAnalysis of Proposals

E 6 . Evaluation ofProposals and Selection of Suppliers

S?. Selection of an Order

Routine8 . Performance Feedback

and Evaluation

Source: Patrick J. Robinson and Charles W. Faris, Industrial Buying and Creative Marketing (Boston: Allyn and Bacon, Inc., 1967), p. 14.

35Even with the shortcomings cited previously, this model has

served as a reference point for most studies of buying behavior since its appearance in 196?• The model did accomplish the stated objective of the research project which was to develop a framework that could be used to analyze industrial buying behavior.Simulation Wind and Robinson (123) constructed a computerized simulationmodel of the industrial buying process. The Buygrid Analytic Frameworkwas used as the basis for the model.

. . . The primary objective of this subject is to prepare a dynamic decision model of industrial buying processes which cam be tested and manipulated by industrial marketers to better understand and plan the industrial marketing mix (goods, services, formation, promotion, and distribution) under a variety of industrial buying conditions.^2

A flowchart of the model is shown in Figure 3 . As indicated in theflowchart, the starting point of the simulation was the fourth buyphase.The information gathered in buyphases one through three was used asinput data for the simulation. This input data contained the sameinformation as a purchase requisition as to specifications of the itemto be ordered. Upon receipt of the purchase requisition, the simulationclassified the purchase as a New Task, Modified Rebuy, or Straight Rebuyand proceeded through the appropriate steps until the buy was completed.

Analysis of the Simulation The development of a macro simulation of industrial buying behavior would be very helpful to buyers but not necessarily to marketers. This simulation was in a generalized form, but it

42Yoram Wind and Patrick J. Robinson, "Simulating the Industrial Buying Process," Proceedings of the 1968 Fall Conference of the American Marketing Association. (Chicago), v. 44-1.

36PURCHASE REQUISITION

yes noIS IT A wREBUY .

'''ARE THEREN PREASSIGNED ^SUPPLIERS,'

✓ARE THEREN PREASSIGNED ^SUPPLIERS/ noyes yes no

CAN THEIS MEET

iquirement

CAN THEYSmeet

IQUIREMENT! no no

yes yes CONSIDERPOSSIBLESUPPLIERS

CHECK LAST SUPPLIERBUY -UY

DECIDE ON A FEASIBLE SET OF SUPPLIERS✓CAN HEN.

MEETIQUIREMENTS

GO TOMODIFIER__REBUY

CAN THEYvmeet

IQUIREMENT!no

yes

yescommunication

SELECT THE " PREFERRED

SOURCEMAPPheuristic

BUY

Sources Yoram Wind and Patrick J. Robinson, "Simulating the Industrial Buying Process," in Marketing and the New Science of Planning, ed. by Robert L. King (Chicago! American Marketing Association, 1968), p . 446.

Figure 3 Macro Flow of Industrial Buying Simulation

37indicated that specific simulations could be constructed for a given industry. The advantages of a simulation used by buyers would be the removal of some of the risk inherent in industrial buying; there would be fewer inconsistent or irrational purchases made, and the modified rebuy could be used instead of a straight rebuy under predetermined conditions.

The industrial marketer might be faced with a more competitive environment since the number of straight rebuys would probably decrease and modified rebuys increase.

A simulation cannot be evaluated using the criteria for scientific research suggested by Webster. The concepts of hypotheses, data collection, and testing hypothese are applicable to the way a simulation model is used but not to its development. The simulation is actually a tool which is independent of the research study.

Summary of the Literature Before 1970

The significance of the pre-1970 literature to this research study is the developmental concepts provided by the studies reviewed. These concepts were expanded and inter-relationships established by the elementary model development studies. The first generation models sequenced these concepts into general models of industrial buying behavior which defined the decision process for more than a single product. One specific model, the Buygrid Analytic Framework, is of special interest to this study in that it provides the conceptual framework.

38None of the pre-1970 studies met the criteria cited by Webster as

essential to qualify as scientific research. Particular deficiencies included the lack of pre-planning, the lack of stated objectives or hypotheses which identified the data requirements of the study, the lack of a pre-determined basis for evaluating the hypotheses, and the lack of any theoretical framework from which the hypotheses could be inferred. Most of the studies appeared to be exploratory in nature in that the attainable objectives were unknown when the study was initiated.

1970 TO THE PRESENT

The literature published after 1969 is separated into two classifications: Current Literature and Models.

Current Literature

This classification includes all of the current literature except that which presents models related to industrial buying behavior. The subsections of this area are Techniques, Information, Decision Making, Buyer Behavior, and Summary.Techniques All of the literature included in this section presented methodological concepts which provided insight into the industrial buying process. Specific topics included: Price Competition, Market Segmentation, GERT Modeling, and Conjoint Measurement.

Price Competition Mason (46) reassessed the effect of price competition in industrial markets and stated four hypotheses which have often been used to justify price inflexibility.

1. Firms do not wish to initiate price changes for fear of starting a possible price war.

2. A competitive price, while important, is never in fact a real determinant of industrial sales.

3. The buyer looks for price stability.4. The industrial goods supplier is production-

oriented rather than market-oriented and his pricing policy reflects this fact.43

The material Mason presented indicated that hypotheses one, two, andfour cited above cannot be supported based upon Buckner1s research (196?)•Hypothesis three appears to be valid. Since the effects of price alonewere not quantifiable for the general case, the emphasis when identifyingnew market opportunities was placed on determining the principal demand,supply, and structural factors. The ultimate objective was to determinethe overall competitive nature of markets; price stability might onlydisguise collusion or reciprocal trade a g r e e m e n t s I n the absence ofsuch agreements, market pricing rather than cost pricing might be theprincipal element of competition. "In many markets, price is in factthe most important determinant of choice of supplier, and the principal

45element of competition between suppliers."Analysis. The impact of price may be understated since it

possesses one of the few fixed quantities that influences the decision process. Such criteria as delivery, service, and quality are subjective evaluations of the decision maker; price is not.

^Roger S. Mason, "Price Competition in Industrial Markets," Industrial Marketing Management. Ill (1974), 276-?.

^Ibid., 283. ^Ibld.

40Market Segmentation The concept of market segmentation was

established in the early sixties. It gained wide acceptance for developing consumer marketing strategies, but did not receive wide acceptance in industrial marketing. Wind and Cardozo (8l) showed how the technique could be applied to industrial marketing. They examined particular applications of single-stage segmentation and two-stage segmentation.

Single-Stage Segmentation. Single-stage segmentation separated the firm's customers into two groups — large firms and small firms.Since the large firms tended to adopt a new method or product more readily, sales and promotional efforts were concentrated on the larger firms. Once the product was proven at the large firms, the smaller firms became potential customers.

Two-Stage Segmentation. The first stage of a two-stage segmentation separated the customers into two groups, large and small firms, for each standard industrial code. The second stage separated the large firms between those who always sought competitive bids and those who merely telephoned previous suppliers until the desired product and delivery dates had been obtained. In this particular example, the marketer had been historically more successful with companies who didnot seek competitive bids; therefore, he directed his sales and support

46efforts to this group.Analysis. The concept of market segmentation was much more

difficult to apply to the industrial buying process than to consumer

^ioram Wind and Richard Cardozo, "Industrial Market Segmentation," Industrial Marketing Management. Ill (1974), 160.

41marketing, This technique, although widely-accepted in consumer behavior is not necessarily applicable to industrial marketing. The example of two-stage marketing segmentation did not explain how a concentrated effort could induce customers to solicit their services. Once again,Wind and Cardozo attempted to apply consumer behavior principles to industrial marketing without clearly establishing their validity.

GERT Modeling In an article by Bird, Clayton, and Miller (5),GERT modeling was used to plan contract negotiations which involved theselection of a source for a year's supply of a whole class of items orraw materials. GERT is similar to PERT in that both techniques arebased upon network analysis. A GERT branch represents the probabilitythat an activity will be performed. The major difference is that thenodes in a GERT diagram can be realized once or several times. Fixed andvariable costs of negotiating activities are accumulated. "Fixed costsare incurred each time an activity is started, while variable costs are

47accumulated over the period of time required to complete activities.This particular application of GERT modeling attempted to determine

the best method for negotiating a contract for pipe wrenches and related material. Initially, 24 possible suppliers were identified and entered into the GERT III program. The average cost of negotiating with all 24 suppliers was $9088 with a 100 percent probability of placing the contract. The GERT III program developed the least cost solution of $2719 by interviewing companies two at a time until the contract was placed.

47Monroe M. Bird, Edward R. Clayton and Laurence J. Moore, "Industrial Buying: A Method of Planning for Contract Negotiations," Journal of Economics and Business. XXVI (Spring, 1974), 209*

42An average of 3»i companies were interviewed before a national contract

48was placed. By using GERT, a sizable cost savings was obtained viasimulation to establish decision rules.

Analysis. This modeling procedure provided an estimate oftotal negotiating cost based upon estimates of probability that anevent would occur. If any estimate were unrealistic, the decision ruledeveloped and the associated cost would not provide the best solution.Since confidence intervals were established, no real problem should becreated. No costs were established for developing the model or obtainingthe input information required. The development of the GERT model mightbe more difficult than the actual negotiations.

Con .joint Measurement The use of conjoint measurement was proposedby Wind (122) to determine the relative importance of the various criteriawhich affected the specific buying situation. "As the name suggests,conjoint measurement is concerned with measuring the joint effect of two

49or more independent variables on the ordering of a dependent variable.”The respondent was presented with a set of multi-attribute alternatives which he was asked to rate or rank based upon some defined response scale. The dependent variable was plotted as interval values along one axis and interval values were determined for the independent variables which reflected their relative importance. A linear regression model was then constructed as a model of the dependent variable.

48Ibid.. 211.49Yoram Wind, "Recent Approaches to the Study of Organizational

Buying Behavior," Proceedings of the 1973 Conference of the American Marketing Association. (Chicago), p. 204.

Analysis. The process described by Wind is identical to the method used by Stiles (128) to model industrial buying behavior. Wind described this study as a "pilot example illustrating the use of conjoint measurement technique in the study of organizational buyers' purchase d e c i s i o n s . T h e paper contained none of the figures discussed which made the contents difficult to evaluate. Additional consideration of this technique is contained in the review of the model developed by Stiles in the following section.Information The literature included in this section provided insight into the role of information in the industrial buying process. This literature is examined in sub-sections titled* Information Processing and A Communications Model.

Information Processing Luffman (4l) presented a flow chart of information processing by industrial buyers. This information processing activity was separated into three distinct phases* Search for Information, Evaluation of Information, and the Formation of an Attitude (towards the suppliers considered).

Search for Information. In this first phase, information as to the manufacturer of the needed product was obtained. The most important sources of information identified in order of importance were*

1. Supplier Representatives 3* Magazines2. Trade Directories 4. Direct Mail^*

5°Ibid., p. 205

“ George Luffman, "The Processing of Information by Industrial Buyers," Industrial Marketing Management. Ill (1974), 368-9•

44Many suppliers were rejected if the trade directory did not record the needed service. Prior knowledge, probably the most important source of information, did not appear because the author did not include it in his instrument. Another study of the industrial search process by Dempsey (110) confirmed Luffman1s ranking of information sources in that the same sources and ranking were provided.

Evaluation of Information. This phase was: initiated by requesting quotations from those suppliers who survived phase one.Price was considered to be the most important category followed closely by delivery and test facilities (consistency of quality). If the buyer had had success dealing with one of the possible suppliers at this point, that supplier would probably get the order. If not, phase three began.

Formation of an Attitude. The supplier evaluation phase was used to develop a final understanding of the supplier's capabilities which usually resulted in a trip to the factory by purchasing, quality control, or engineering personnel.

Analysis. The three-stage buying process identified by Luffman was very informative to marketers. The use of trade directories to determine which possible suppliers would be included in the bid solicitation process indicated the importance of not only being listed in the directory but identifying all possible products or services as well. The article was simplistic, informativej but somewhat verbose.

A Communication Model Sweitzer (119) developed a model which was used to indicate the amount of communication that occurred between buyer and seller. A buyer weighed the importance of information

45received and filtered it inversely proportional to its weight#"Information from a salesman which exceeds the buyer's importancecriteria receives the buyer's attention; otherwise, the information is

52attentuated. This filtering mechanism was comprised of two parts; the importance or relevance of the information to the specific purchasing decision and the value of the information source. Only relevant information from valuable sources could pass through this two-phase filtering process. "A perfectly relevant message would be one whose actual content corresponded exactly to the purchasing criteria of the buyer." 53

Analysis. The test data using this model indicated that the study was valid. A study by Capon, Holbrook and Hulbert (7) which reappraised the results of the Levitt study (95) indicated that a poor presentation by the salesman would be attenuated by the buyer. The

buyer would be unable to look upon the salesman as a credible source. Decision Making The decision making stage in the industrial buying process is the goal toward which all previous efforts of the buying group and the markets have been directed. In this section, two aspects of decision making are reviewed. The first aspect involves the use of buying games to determine how individual buyers react to specific situations. The second aspect involves the examination of the roles of each of the members involved in the group buying decisions.

52Robert W. Sweitzer, "Interpersonal Information Processing of Industrial Buyers," Proceedings of the 1976 Conference of the American Marketing Association. (Chicago), p. T34.

53Ibid.. p. 335.

r

SAIESMAN ACTUAL f

(messagesource) MESSAGE &1/

PURCHASINGCRITERIA

BUYERS

FILTERINGPROCESS

EVALUATIONOF

SALESMAN

PERCEIVED TRAITS OF SALESMAN

INTENTIONTO

PURCHASE

PERCEIVINGREIEVANTMESSAGE

FEEDBACK

Source» Robert W. Sweitzer, "Interpersonal Information Processing of Industrial Buyers," Proceedings of the 1976 Conference of the American Marketing Association.(Chicago). p. 335-

Figure k Buyer-Seller Interpersonal Communications Model

it?

Buying Games There are many buying games which are used to simulate the role of the industrial buyer, two of which are considered here. The first game seeks to understand the buyer's reaction to the amount and type of risk perceived. The second game studies three decision-making styles of industrial buyers.

Cardozo and Cagley (8 ). established three hypotheses to be tested using a buying garnet

1. Procurement managers prefer well-known firms as bidders over unfamiliar firms. This preference is greater in high-risk than low-risk purchase situations.

2. Procurement managers prefer bidders whose advertisements provide more information about themselves to firms whose ads provide less. This preference would be greater for high-risk situations.

3. Procurement managers would solicit more bids in high-risk than low-risk situations.

The results of the game indicated that the order of importance forselecting bidders wast

Percentage ofCharacteristic All Bids"In" Supplier 62.4#Well-known Name 6 2 .2#Stressed Low Price 55*7#High Information 55 *3#

The implications were that a buyer desired at least some minimal

5+Richard Cardozo and James W. Cagley, "An Experimental Study of Industrial Buyer Behavior," Journal of Marketing Research. VIII (August, 1971), 329*

k8knowledge about the firm before soliciting a bid and when the perceived

55risk was low, the firms advertising a low price were asked to bid.The buyer responded to risk in that the bids solicited were from firms believed to reduce the risk. Even price concession was unlikely to produce sales if the risk were a function of delivery dates and quality standards. More bids were solicited for high-risk than low- risk situations.

Analysis: The results from playing this buying gameindicated that the game could be used to simulate reality. The industrial market could be segmented based upon the buyer's background and his perceived risk. The problem then became one of assessing the buyer to determine what he needed to be induced to purchase a particular product. The game verified the differences in buyers which was a foregone conclusion. Perhaps a better use of the game would be to educate the industrial buyer by comparing the results of his decisions to other possible decisions. The only marketing strategy defined was: (l) be am "in" supplier; (2) have a well-known name; (3) provide more information than competitors; and (b) stress low price.^

Wilson (7 8). This article identified three decision-making styles: the need for certainty, generalized self-confidence, and needto achieve. The individuals selected for this gaune were pretested to determine which of the three decision-making styles they would use based on standardized tests: Jackson's Personality Review Form andWinding's modification of the Javis amd Field test. Each purchasing

55Ibid., 331* 56Ibid., 332.

agent's choices in five simulated purchasing problems were compared with his personality traits. The findings tended to support the author's hypotheses but not by a sufficient margin as to be statistically significant.

Analysis* The need for certainty might indeed be a good predictor of decision-making styles, but this need for certainty might be difficult to identify without the standardized tests. Since the conclusions could not be validated statistically, additional testing was necessary.

Role Differentiation The concept of role differentiation was the result of the conflict which arose between the members of the buygroup due to fundamental differences in individual goals and the perception of reality.^ McMillan (11?) and Pingry (127) discussed this interaction of buygroup members.

McMillan. McMillan considered the buying process to be the result of the firm members in the "buying center." He defined "buying center" as being composed of a purchasing agent, a manager, and a scientist. Seventy-five firms were investigated to determine how much influence each member of the buying center actually exerted. By asking each member to evaluate his own involvement and that of the other two members, the actual involvement or influence of each member was determined. The results indicated that each member perceived his own

^Ronald H. Gorman, "Role Conception and Purchasing Behavior," Journal of Purchasing. (February, I9?l)» 60.

50CQinfluence to be greater than it actually appeared. Based upon the

judgment of all participants, the scientist exerted the most influence and Has given the most responsibility. The research also indicated that specific self-confidence was a surrogate indicator of the influence a buying center member exerted. Of the three roles the manager perceived the greatest risk. The highest risk perception was toward the salesman in that he was not considered to be a credible information source.

Analysis: The method used to measure specific self-confidencewas not included in the explanation of the study. If specific self- confidence were used as a surrogate indicator of the influence each buying center member exerted, some method for measuring the surrogate indicator must be established which is easier to use than measuring the true influence.

Plngrv. Pingry used the Buygrid Analytic Framework to examine the buying procedure used in selecting specific industrial products —

hydraulic equipment. His study included only the New Task and Straight Rebuy purchasing situations. The primary emphasis was to better understand the roles played by purchasing and engineering during the buying procedure. His results indicated that engineering personnel were responsible for testing prospective equipment and making the actual decision as to which item would be purchased for each new task purchase. The purchasing department was responsible for all of the mechanics and paperwork necessary to the buying process. Almost all straight rebuys were handled by purchasing.

^Jaroes R. McMillan, "Role Differentiation in Industrial Buying Decisions," Proceedings for the 1973 Conference of the American Marketing Association. (Chicago), p. 210.

51Analysis: This study indicated that the Buygrid Framework

was applicable to the purchase of a specific industrial product. Additional knowledge of the buying group process was obtained. The interaction and responsibility of both purchasing and engineering were illuminated.Buyer Behavior Industrial buying behavior was investigated with regardto the selection of public warehousing and reported in papers by La Londe,et al. (3 8), La Londe (33)1 and Grabner, et al.(ll^) in paragraphs titled:Warehouse Decision, New Marketing Strategies, and Industrial Service.

Warehouse Decision The paper by La Londe, et al. studied thequestion, "What factors are most important to users in their selectionof public warehousing services?" In addition to providing informationabout the public warehouse selection process, the research was designedto study buyer evaluation of a public warehouse and the Information feed-

59back process. The actual results were presented in tabular form, but their implications were:

The reasons for using a public warehouse were:1. Reduce delivery time to customers.2 . Reduce total distribution costs.3 . Reduce transportation costs.4. Reduce warehousing costs.^

59■"Bernard J. La Londe, et al. "The Public Warehouse Decision: An Interim Report," 2.

60Ibid., 3.

52Sources of information about public warehouses were:1. Recommendations from associates in other companies.2. Trade associations.

6 l3. Directory advertising.Attitudes toward public warehousing services werei1 . Rates were important but quality of service

was more important.2. Many users perceived the warehouseman as selling

space rather than solving distribution problems.3* Consistency and reliability were^often more

important than speed of service.

New Marketing Strategies This study by La Londe expanded the research presented in the above article to include analysis of the decision process, the difference in attitude between warehousemen and users of public warehousing as related to the warehouse selection process, and future requirements of the public warehousing industry.^ The warehouse selection process was defined as shown in Figure 5 .

PROBLEM > RECOGNITION

CHOICEPROCESS

INFORMATIONSEARCH

EVALUATION OF ALTERNATIVES

EVALUATION OF PERFORMANCE AND FEEDBACK

Figure 5 The Selection Process

6 lIbid.. 5 . 6 2Ibid.. 6 .^Bernard J. La Londe, "The Public Warehouse Selection Decision and

New Marketing Strategies," Distribution Worldwide. May, 197^, pp. 38-9*

53The study indicated that there was a difference between the way

public warehousemen viewed themselves and the way their customers 64viewed them.

A major emphasis of this study centered around future requirementsof the public warehousing industry (the decade of the 1970*s). The

6*5predictions of the future included*1. Increase in number and kind of services offered.2. Pressure to provide accurate, effective, and

timely communications.3. Bulk shipping and onsite packaging will become

common practices.4. The warehouseman must help customers solve

distribution problems.Industrial Service This study of industrial service by Grabner,

et al. was based upon a continuation of the research used in the twopreceeding articles. The scope of the study was to test four hypotheseswhich could be summarized as:

1. Is there a difference in the reasons for using public warehousing which is product related?

2. Does the reason for using public warehousing vary by industry?

3 . Are the same information sources used by all industries?

4. Do all users require the same services?The results of the study indicated*

6^Ibid., 1-7 .

1. All industries used public warehousing for the same reasons.

2 . The most important information sources were people within the company and their counterparts in other companies.

3. Most users were more concerned with housekeeping gg and stock protection than with physical facilities.

Analysis All three papers used the same data base; however, the studies were not integrated in that they were not cross-referenced or serialized. The study by Grabner, et al. used the Kruskal-Wallis one-way layout to statistically test the data. The usual application of this test is to run the same experiment a fixed number of times recording the results from each run, changing only one factor in the experiment and rerunning the experiment. This process is continued until all the changes have been made. For this data, the five categories — from very important to very unimportant — were not replications of the same test which violated the condition of independence. Once the condition of independence no longer existed, the test significance became uncertain.

These papers considered many of the same questions included in Chapter I of this study. However, there was a significant difference between these papers and this study. Each paper was exploratory in nature in that only specific parts of industrial buying behavior were investigated. Taken together, these papers did not present a comprehensive explanation of industrial buying behavior as related to the warehouse selection process.

^John Grabner, Max C. Densmore, and Farouk A. Saleh, "Selected Attributes of the Decision Process for an Industrial Service," Proceedings of the Third Annual Transportation and Logistics Educators Conference. October.' 1973. (Saii Frajidlsco). on. 299-300. —

Summary The industrial "buying behavior literature has changed drastically since 1970. Prior to 1970 most studies were the result of informal interviews which attempted to define the buying process. As indicated by Webster (120), none of the studies met the criteria of scientific research. Many of the studies published since 1970 contained stated hypotheses, data collection plans, and established criteria for accepting or rejecting the hypotheses. Few studies were independent of previous or contemporary research. The intentions were usually to provide additional knowledge in a related area or transfer new technology to new product categories or services.

Models

The models of industrial buying behavior which were published after 1969 are considered separately from the other industrial marketing literature because the research intent was different. The industrial marketing literature considered only one or two aspects of the industrial buying process. As such, the isolation of a single aspect of the buying process often enlarged one aspect at the expense of the others. The result was the distortion of the total buying process due to the lack of a macro viewpoint.

The models reviewed in this study include both general purpose and regression models.General Purpose Models The models which are classified as general purpose models include those presented by Webster and Wind (102),Sheth (6 9), and Stock (129) •

56The Webster and Wind Model Webster and Wind expressed their

understanding of industrial buying behavior ass. , . organizational buying is a decision-making process carried out by individuals in interaction with other people in the context of a formal organization. The organization, in turn, is influenced by a variety of forces in the environment. Thus, the four classes of variables determining organizational buying behavior are individual, social, organizational. and environmental.Within each class, there are two broad categories of variables: those directly related to the buying problem,called task variables; and those that extend beyond the buying problem, called nontask variables.67

This variable classification system is reproduced in Table 3 and illustrated by the flow chart in Figure 6 .

Analysis. The model of organizational buying behavior presented by Webster and Wind was not necessarily supported in the descriptive material discussed. For example, the specific tasks that had to beperformed to solve the buying problem were excerpted from a bookwritten by Robinson and Faris:

1. Identification of need.2. Establishment of specifications.3. Identification of alternatives.

Selection of suppliers.These four dimensions were immediately broken down into five separate

68stages, none of which was included in the model diagram. Parts I andII of the model were supported; Parts III and IV were not.

^Frederick E, Webster Jr. and Yoram Wind, "A General Model for Understanding Organizational Buying Behavior," Journal of Marketing. XXXVI (April, 1972), 13.

^Patrick J. Robinson and Charles W. Faris, Industrial Buying and Creative Marketing (Bostons Allyn and Bacon, Inc., 1967), p. 13*

57

TABLE 3

CLASSIFICATION AND EXAMPLES OF VARIABLES INFLUENCING ORGANIZATIONAL BUYING DECISIONS

Task Non Task

Individual

Social

Organizational

Environmental

Desire to obtain lowest priceMeetings to set specificationsPolicy regarding local supplier preferenceAnticipated changes in prices

Personal values and needsInformal, off-the- job interactionsMethods ofpersonnelevaluationPolitical climate in an election year

Sourcei Frederick E. Webster Jr. and Yoram Wind, "A General Model for Understanding Organizational Buying Behavior," Journal of Marketing. XXXVI (April, 1972), 13.

58

I THF E N V I R O N M E N T 1 1 n v i r o nme n t . i l d r Mr rmi n . mf s o M u i y i n g Iwh. iv ior »-

[ nvT n . hi >fjl f. i Iv Pi )l1 tlL.jl F M V Cnllur.H f nv

G overnm en t T rade A ssociations

Suppliers Labor U nions ProfessionalG roups

C ustom ers O th er Business F irm s

O th e r Social In s titu tio n s

Info rm ation a b o u t Suppliers (M arketing C om m unications)

A vailab ility of G oods a nd Services

G eneral BusinessC on d itio n s

v a lu e s a n d N orm s

II. T HE Q R G AN I Z A T I O N ( Or g a n i z a t i o n a l d e t e r m i n a n t s o f b u y i n g b eh a v i o r )

TMt O l H i A M / A n c : \ A l Cl i V A T f P MVS K. Ai . T M . mN O t. OGI C A L. I C O N O M I C . C U L T U R A L

O R G A N IZ A T IO N A L G O A LS & TA SK S

O RGA N IZA TIO N A L TECHNOLOGY

O R G A N IZ A T IO N A L ST R U C T U R E

O R G A N IZ A T IO N A L A C TO R S

O R G A N IZ A T IO N OF THE BU YIN G CEN

T E R A ND TH E PU R C H A SIN G FU N C TIO N

TECH N O LO G Y RELEV A N T FOR

PURCHASING

M EM BERS O F TH E BUYING C EN TE RBUYING TA SKS

T echnological M em berC o n stra in ts & C harac teris ticsTechnologyAvailable to Leadership

th e G ro u p

A CTIV ITIES IN T ER A CT IO N S SEN TIM EN TS A C TIV IT IE S IN T E R A C T IO N S SE N T IM E N T S

G R O U P PHOCE S m S

IV TH l I N D I V I D U A L P A R T I C I P A N T

Mot-va<ion Cogni!«*i* sf»m p,. ,Pc i s on j l i I / L I' .trrt.urj Iir P f ' f '•«**'<J roll s

B U Y I N G D E C I S I O N S

2 G roup Decision M aking U nit

t. Individual D ecision M aking U n it

BUYING DECISION PROCESS

Source: Frederick E. Webster, Jr. and Yoram Wind, "A General Model forUnderstanding Organizational Buying Behavior," Journal of Ma.-rfcpt.lng, 36 (April, 1972), p. 15-

Figure 6 A Model of Organizational Buying Behavior

The Brand Models Brand considered three specific buying situations which he defined as (l) purchasing for the first tine, (2 ) changing from a regular to a new supplier, and (3) routine repurchases. The research indicated that a task approach was used which had a high degree of uniformity for solving each of the three types of purchasing problems. The three buying classes were almost identical to those represented using the Buygrid Framework developed by Robinson and Faris (9 8) —New Task, Modified Rebuy, and Straight Rebuy. "In the new purchase

69decision . . . the key decisionsare made . . . by technical personnel. Potential suppliers and buyers were largely absent from the decisionmaking process until a technical solution to the problem had been

70found. The first-time purchase process is shown in Figure 7 .While the purchasing agent or buyer was the only one of many

contributors to the new purchase decision, the research findings indi-%cated that the buyer was the major contributor when changing from a

regular supplier to a new supplier (Modified Rebuy). The search forpotential suppliers was usually motivated by cost-saving objectives

71and limited only to well-known companies. The decision process forchanging from a regular to a new supplier is shown in Figure 8 .

The routine re-purchase decision process (Straight Rebuy) washandled by assistant buyers or clerks. The procedure was automatic and

72virtually unaffected by outside influences. The model of the routine repurchase procedure is shown in Figure 9 ,

^Gordon T, Bjaad, The Industrial Buying Decision (London; Cassell/ Associated Business Progammes, 1972), p. 26. ~

7°Ibld. 71Ibid.t pp. 5 9-6 0 . 72Ibld«. p. 6^.

EXTERNALstimulus

DEVELOPMENT IN COMPANYMARKET

ROBLSM OGNITIO

BOARD DIRECTION TAKEN TO SOLVE PHOBIEM

■ronsrw

NEW PRODUCT REQUIRED

TECHNICAL TECHNICALSfltUTIGit a? TEPB OFPROBLEM 31 PRODUCTPURCHASE REQUEUED

PREVIOUSCONTACTSRECOMMENDATIONPROMOTION

TECHNICAL TECHNICAL PURCHASINGSCREENING OF SUPPLIERS

RECOMMENDEDSUPPLIER(S)

COMMERCIALSCREENING

U W u . UUKGES u* UHNATTDW

TECHNICAL ANDPURCHASING /BOARD OR\ ALL DEPARTMANTSg H G 55 9 / budget I /order A FEEDBACK ON

PERFORMANCESUPPLIER ^approval J ^PLACED J

Source* Gordon T. Brand, The Industrial Buying Decision (London* Cassell/Associated Business Programmes, 1972), p. W.

Figure ? The Industrial Buying Decision* Purchasing a Product Net* to the Company.

61

EXTERNALSTIMULUS

POORDELIVERYPRICEINCREASEQUALITYREDUCTION

ecognitio of Problem

PROBLEMSOLVEDPURCHASING

CONTACTS — >SUPPLIER PROBLEM

NOT SOLVED

BUYER INFORMS TECHNICAL PERSONNEL OF PROPOSED CHANGE

PURCHASINGSEARCH FOR ALTERNATIVE SUPPLIER

'PREVIOUSCONTACT

TRADECONTACTS

BY NEW SUPPLIERCREATIVEMARKETING

J l

POTENTIALSUPPLIEROFFERS PRODUCT OF EQUIVALENT STANDARD

APPROVAL GIVEN BY TECHNICAL PERSONNEL

PURCHASING PURCHASINGCOMMERCIALEVALUATION

SELECTION OF SUPPLIER

ALL DEPARTMENTSFEEDBACK ON PERFORMANCE

Source: Gordon T. Brand, The Industrial Buying Decision (London: Cassell/Associated Business Programmes, 1972},p. 58.

Figure 8 The Industrial Buying Decision: Change in RegularSupply.

62

PURCHASE CLERK STOCK CONTROLLEERE-ORDER

SYSTEMPERMITTEDMINIMUM

INTERNALSTIMULUS Recognitioi

of problemCHECKPREFERREDSUPPLIERSLISTED

STOCK LEVEL

CONTACT WITH SUPPLIERS

REGULAR >VISITS BY REPRESENTATIVE

TELEPHONE

PURCHASING STOCK-CONTROL> NEW SUPPLIES

RECORDEDORDERPLACED

Sources Gordon T, Brand, The Industrial Buying Decision (London: Cassell/Associated Business Programmes, 1972),p. 6 5 .

Figure 9 The Industrial Buying Decision: Repeat Purchase.

63Analysis. The contributions of Brand's research were twofold.*

(l) models of the three different buying categories were constructed from independent research to support the Buygrid Analytic Framework; (2) the industrial buying behavior was reviewed in the context of an organizational structure based upon the materials manager concept.

The results of Brand's research not only integrated the study of industrial buying with previous research, but validated the three buyclass concept of market segmentation developed by Robinson and Faris. The models of each buyclass provided an independent analysis of each segment included in the decision process for each buying situation.

The marketing and industrial buying literature has not fully determined what effect the change in organizational structure to include the materials manager concept will have on industrial buying behavior.While Brand provided no expansion of the current knowledge, he did

73indicate the increase in the status of purchasing.The Sheth Model Sheth presented a general model which attempted to

describe and explain all types of industrial buying decisions. Thebasis of his model for understanding industrial buying behavior consistedof three aspects* (l) the psychological world of the individualsinvolved in decision making, (2) conditions which precipitate jointdecisions among these individuals, and (3 ) the process of joint decision

7bmaking through conflict and resolution of conflict. The actual model

^Ibid., p. 7 9 .^Jagdish N. Sheth, "A Model of Industrial Buyer Behavior," Journal

of Marketing. XXXVII (October, 1973). 52.

64reproduced in Figure 10 was "based upon research in consumer andsocial psychology; several different aspects of the psychology of the

75decision makers are included in the model.'Analysis. Sheth assumed that consumer behavior research

technology could be transferred to industrial buying behavior without clearly establishing the assumed relationship. The paper contained several statements which indicated that the author lacked understanding of the industrial organizational structure and how the various departments interact. He assumed that the decision-making group was

76comprised of purchasing, quality control and manufacturing. In thestudies conducted by Brand, the quality control department was never

77shown as participating in the buying decision. The normal functionof quality control was to inspect incoming materials and reject theshipment if it did not meet the specifications established byManufacturing Engineering. Sheth also stated:

The organization typically rewards each individual for excellent performance in his specialized skills, so the purchasing agent is rewarded for economy, the engineer for quality control, and the production personnel for efficient scheduling.?®

Once again, he seemed to err on all three counts. The purchasing agentis not rewarded for economy because often he is the only person who

79knows how much money is saved. In any organization, the tendency

?5Ibid. 76Ibid.77Gordon Brand, The Industrial Buying Decision, pp. 14-7.7®Jagdish Sheth, "A Model of Industrial Buyer Behavior," 53*7^Victor H. Pooler, "Measuring the Purchasing Man : TREND," Journal

of Purchasing. (November, 1973)» 6 8 .

Information Sources

SalesmenExhibitions anc Trade ShowsDirect MailPress ReleasesJournalAdvertisingProfessional and Technical ConferencesTrade NewsVI or d- of - MouthOthers

TimePressure

Specialized Role Life SituationalEducation Orientation Style Factors* * - .-."V"

ActiveSearch

Background Satisfactionof the with <-

Individuals purchase

1.2 .3.4.

I_LExpectations

ofPurchasing Agents Engineers Users Others

AutonomousDecisions

Supplier or Brand Choice

IndustrialBuyingProcess

------->1'Joint

DecisionsConflictResolution

1. Problem Solving2. Persuasion3. Bargaining4. Pollticing_____

Perceptual Product-Specific C ompany-Specif icDistortion Factors factors

IPerceivedRisk

Type of Purchase

OrganizationOrientation

OrganizationSize

Degree of Centralization

Sources Jagdish N. Sheth, "A Model of Industrial Buying Behavior," Journal of Marketing. XXXVII (October, 1973), p. 51.

O sVnFigure 10 An Integrative Model of Industrial Buyer Behavior

66Is to reward an individual for services beyond what are considered to be his expected or assigned job. The other two statements were also incorrect in that most engineers are rewarded for cost reduction, inventions, and new processes which usually have little to no relationship to quality control. Production personnel almost never schedule production; production planning usually makes the schedules. Production control seldom reports to the production manager (see Figure i).Since Sheth demonstrated his lack of understanding of the industrial organization and the resulting interrelationships, the model proposed in his paper was of questionable value.

The Stock Model The Stock study investigated industrial buying behavior as applied to transportation mode selection. A model of the modal selection decision process is shown in Figure 1 1 , Stock also compared his model with the model of industrial buying behavior developed by Robinson and Faris (9 8). This comparison is reproduced in Table it-.

Analysis. The Stock model supported the findings of Robinson and Faris in developing their Buygrid Analytic Framework. The BUYGRID model was used to explain industrial buying behavior as related to the problem of transportation mode selection with some deviations. The possible exceptions included steps c and g. The specific description of the item needed as denoted by c in Table k was redundant with step b.Step g must become a separate step in Stock's decision process model since establishing an order routine was not a part of the choice process.

Summary After reviewing the current general models of industrial buying behavior, the most significant contributions appear to be the models developed by Brand based upon the Buygrid Analytic Framework.

>

no

PastExperience

Carrier'3 Salesmen

no

TradeDirectories

OtherDistribution and Traffic Managers

i___

Performance Measures

Distribution Cost Studies or Audits

Analysis ofCustomerComplaints

Re vie u ofOn-timeFlckupandand/orDeliverySorvico

Ship Ordor by Mode Selected

Oder Hi.':elvLng and froccualnc

SelectSpecificCarrierWithin

Mode

o

V

eD rE aC 1I 1S

I c0 0N r

PE 0N rV aX tR e0

H 0K bE

JM 0T c

t

1

V

e

s

Sources James R. Stock, "An Analysis and Evaluation of the distribution Mode Selection Decision," (unpublished Ph.D. dissertation, Ohio State University, 1975), p. 161.

Figure 11 Modal Selection Decision Model

68

TABLE 4

A COMPARISON OF MODELS

Modal Selection Decision Model

1 . Problem Recognition

2 . Search Process

3. Choice Process

4. Post Choice Evaluation

BUYGRID Model

a. Anticipation or recognition of a problem or need.

b. Determination of the quality and characteristics of the needed item.

c . Specific description of the item.

d. Search for potential sources for this item.

e. Sources are examined, leading to a decisionon how the item is to be purchased.

f . Supplier is selected.g. Order routine is established.h. Evaluation of performance

feedback.

The Brand models expanded the original decision process by actually constructing separate models for each of the three different buying situations. The Stock model applied the same decision process to the service sector for the new task buying situation.

Any possible contributions of the models by Webster and Wind, and Sheth to the knowledge of industrial buying behavior was not readily apparent. Specific contributions to the knowledge of industrial buying behavior of the models by Brand included the development of separate models for each of the three buyclasses of the Buygrid Analytic Framework. This study expands the research by applying Brand's three models to the service sector.Regression Models Regression analysis is used to develop models of specific aspects of buying behavior. The models included in this study were developed by Wind (122) and Stiles (128).

The Wind Model Wind used regression analysis to develop a model of industrial source loyalty. Six specific measures of source loyalty were examined, two of which were deleted since their results were consistent with the other four measures. Forty-five independent variables were used in developing the four regression equations. Each of the independent variables was included in the equation and omitted if the level of significance were below the predetermined point. "Elevenindependent variables were found to compose the best regression equation

finfor three measures of source loyalty and nine for the fourth equation." u

80Yoram Wind, "Industrial Source Loyalty," Journal of Marketing Research. VII (November, 1970)» ^52.

70The independent variables included in the resulting four equations were

81analyzed to determine which ones had the most explanatory power and why.Analysis. This study cannot be adequately analyzed since only

the results were presented. The methodology as stated appears to be within the scope of regression and discriminate analysis. The second conclusion included specific aspects as to when a buyer will or will not change sources. This conclusion was exogenous to the study as there was no substantiation for it.

The Stiles Model Stiles limited his investigation of industrial buying behavior to information processing by the industrial buyer. The isolation of the buyer — Stiles' context viewpoint — in effect reducedthe buyer to a mini-computer who perceived commands from management (thepurchase requisition), demands from engineers and other production employees in terms of specifications, offers from suppliers in terms of quotations and some input of extraneous or unexplained behavior. Within this context, Stiles hypothesized a performance model based on a human information processing model developed by Schroder, Diver, and

82Streufert (99) • Stiles' expanded regression model was stated ass

Sij = "*68° + *210Tjl + 633s + *2^0 pju “ •°°3Ril + •237r12Wheret S is the level of information processing performed

J by buyer i on task j.

81For additional information concerning the regression models, the reader is referred to pages 455 through 457 of the article, "Industrial Source Loyalty.”

8?Gerald William Stiles, "An Information Processing Model of. Industrial Buying Behavior," (unpublished Ph.D. dissertation, University of Minnesota, 1972), p. 101.

T i s the relative spread in price between lowest and J and highest offer considered by buyer i.

S is buyer i's conceptual complexity.P^u is buyer i's workload (number of days per week).R . 2 is buyer i's success in obtaining information from the

users he serves.A summary of the results of this study isi

The major findings indicate that industrial buyers in making "modified rebuys" or "new task buys": (l) respond positively to differences in specific task complexity by processing information at a level commensurate with the level of the task; (2) exhibit individual differences in their general ability to process information; (3) process information at levels which are inversely related to their workload; (4-) process information at levels proportionate to their success in establishing good communications with the users they serve; (5 ) process information at.levels proportionate to the number of users who actually participate in the decision process.^3Analysis. The objective of this research was to develop a model

which could be used „to determine the level of information processing performed by the buyer. The benefits from making this determination are questionable. What is the meaning to the marketer if a buyer performs a high or low level of information processing? This question was left unanswered by the study. A review of each independent variable in the Stiles model is in order.

1. The number of offers considered, T is self- explanatory . J

2 . The relative spread in price, T has a positive value. The implication is thatJ as the spread increases, the level of information processing based on price variation also increases.

3. A marketer would have no way of assessing S , the buyer's conceptual complexity.

724. The actual effect of the information

processing level required by the buyer as the number of participants from the user department, P. , increases is uncertain.One or any nulSber of participants could direct that a specific item be purchased, thereby negating this variance entirely.

5. The buyer's workload, R., might have a positive influence at some level. It is difficult to understand how the buyer's workload would reduce his level of information processing until that workload exceeded some minimal value.

6. indicates that as more information is received from the user, the amount of information to be processed by the buyer increases.

After considering each separate variable in the model it seems unlikely that the true level of information processing performed by the buyer for any given task could be accurately determined.

Summary The use of regression analysis to model industrial buying behavior distorts the time phasing of the decision process. In che two models considered, Wind developed a model which was purported to explain industrial source loyalty; but, due to insufficient information, the experiment cannot be duplicated to verify the contentions. The Stiles model isolated the buyer as the decision maker based upon his ability to process information. The buyer became a data processing computer which matched requirements and sources with some allowance for irrational or emotional behavior. These regression models did not appear to advance the knowledge of industrial buying behavior.

73SUMMARY OF INDUSTRIAL BUYING BEHAVIOR LITERATURE

The current literature indicates that most of the studies of buying behavior conformed to the criteria Webster (120) cited for scientific research in that hypotheses were established, data collection procedures were defined, and a basis for accepting or rejecting the hypotheses was identified. Most of the research fell into one of three categories:

1. Research into the overall industrial buying process (macro analysis).

2 . Research into only a part of the industrial buying process (micro analysis).

3. Applying the principles of consumer behavior to the industrial buying process.

Macro Analysis

Most of the studies which considered entire industrial buyingprocedures were based — either directly or indirectly — on theBuygrid Analytic Framework. The basic objectives usually involvedthe construction of a model which was based upon data from a singleor special interest area. The model was defined and compared topreviously-developed models. The deviations between models were thenexplained based upon environmental differences.

The model development literature often cited the Buygrid AnalyticFramework for comparative purposes; yet the Buygrid Framework has

84never been tested using the criteria cited by Webster.

84-See pages 17 through 19 of this study.

74Micro Analysis

The literature emphasizing only one part of the industrial buying procedure provided insight into specific aspects of industrial buying.For example, the article by Sweitzer (119)» examined the communication that actually occurred between the salesman and buyer and the conditions necessary to improve such communication. Additional similar research is needed for each of the buyphases included in the Buygrid Framework.

Consumer Behavior

Several articles indicated that the principles defined for consumer behavior were directly applicable to the industrial buying decision process. The current literature did not include any research which justified this assumption. A significant research project could be developed to investigate the similarity and differences between consumer behavior and industrial buying behavior.

Relevance to this Study

The development of the industrial buying behavior literature from conceptualization to the formulation of the Buygrid Analytic Framework and the models constructed by Brand provides a. firm foundation for this research study. The continuation of research into industrial buying behavior can be facilitated by statistically testing the Buygrid Analytic Framework to determine how well it defines the actual decision process. A statistical analysis of the selection process used to procure both services and products is needed. This study statistically tests

75the Buygrid Analytic Framework to determine how well it defines the actual decision process used in selecting a public warehouse.

WAREHOUSING

Oven two hundred years ago Sir William Blackstone defined the responsibilities of a public warehouseman as: "if he undertakes specially to keep the goods safely, he is bound to take care of them

QCas a prudent man would take care of his own." This statement delineates to a large extent the business relationship between the public warehouseman and his customers. Once the lines of responsibility were drawn, certain timeless questions regarding facilities and services appeared. These questions included: What type of facilities arerequired? How is inventory controlled? What services should be offered? After two hundred years, these basic questions remain constant but the answers continue to change. The current literature is a reflection of this phenomenon as it provides insight into today's answers to these questions.

The warehousing literature which is important to this study is divided into three sections: Public Warehouse Selection, SpecialInterests, Services, and Summary of Warehousing Literature.

PUBLIC WAREHOUSE SELECTION

Since this study emphasizes industrial buying behavior during the public warehouse selection process, the warehousing literature which

^James D, Kennedy, Jr. "How to Get Off on the Right Foot With A Public Warehouseman," Transportation and Distribution Management. August, 1972, p. 27.

indicates why and how a warehouse should be selected is of special interest. The current literature concerning public warehouse selection emphasizes either operational or marketing aspects of this topic.

Operational Aspects

The reasons for using public warehousing were many and varied.Lynch (43) cited eight grounds on which the decision to use public warehousing could be based.

1. No capital investment required.2. No obsolescence problem.3. Hedge against business losses, due to strikes

by production workers.4. Flexibility of location.5. Availability of additional space to meet

business fluctuations.6. Retail distribution to all markets within

one day.8 (s7. Labor flexibility.

These advantages are believed to outweigh any of the additional costsJenkins reported. Jenkins (9 1) indicated that the cost differential forlarge private warehouses should be ten to twenty-five percent less than

87equivalent public warehouses. He maintained there are other advantages

Clifford F. Lynch, "A Case for Public Warehousing," Distribution Worldwide. January, 1972, pp. 44-6.

87Creed H. Jenkins, Modern Warehouse Management (New Yorks McGraw- Hill, 1968), p. 38.

77to private warehouses besides cost; when the decision is made to use public warehousing, the buyer loses several benefits.

1. The liason between production, warehousing, and sales is lost.

2. Control of product is lost.3* Regional office facilities are lost.

884. Base for private carriage fleet is lost.As with most business decisions, the choice between using public or private warehousing depends on the situation. There is no clear division as to when one distribution method is preferable to another. Additional studies by Kennedy (28), Schorr (6 7), Chorafas (86), and others provide further discussion on the subject, but the same basic argument presented above still prevails.

Marketing Aspects

The problems associated with marketing public warehousing services are unique in that the difficulty is in "attracting distant customers to

Q q

consume a 'local' service." A survey by Jones (2 6) indicated that over 50 percent of the warehouseman's business comes from manufacturers over 750 miles away. By using a local warehouse, the delivery time from the wardiouse to the customer cam be reduced to one day or less for 75 percent of all shipments.

As most public warehousemen are small businessmen without sales offices located nationally, the problem of marketing their services

88Ibid., pp. 38-9.8^J. Richard Jones, "Operational Characteristics Pertaining to

Public Warehouses," Transportation Journal. (Spring, 1972), 25.

to unknown potential customers who are usually located in excess of 750 miles away is a real dilemma. James Scanlon (6 6), President of Lord's Warehouse in Chicago, related his experiences in marketing warehousing services as shown in Table 5 , The results of a survey conducted in 1977 by La Londe and Tucker are shown in Table 6 .The lack of agreement between these tables as to the most successful sales and promotional tools implies that none of the techniques used is satisfactory.

The sales techniques which can be used to reach distant prospective customers were judged to be of little use. The majority of the suggestedsales techniques were restricted to the local area which comprised only

90 91 / \15 percent of the business volume. ’ Articles by Blanding (6 )and Carr (10) also failed to provide a successful comprehensive marketingplan. The major marketing effort appeared to be advertising in tradejournals and directories and then waiting for inquiries. Once aninquiry was made, the follow-up effort was critical in obtaining anew customer.

SPECIAL INTERESTS

The warehousing literature reviewed in this section includes papers which are concerned with a single or limited number of warehousing Interests. Topics are discussed under the areas of Facilities and Services.

^Ibid.^Bernard J. La Londe and Frances Tucker, "Profile 177** An Industry

Perspective," Warehousing Review. VI (May-June, 1977),

TABLE 5

SUGGESTED SALES TECHNIQUES

TechniquesMedia Publications

a. Distribution Worldwideb. Yellow Pages

Company Brochures

Direct Mailings

Personal. Sales Calls (Cold)

Customer Recommendations

Social Contacts

Results

Some Response

Low Response «

Low Response

Not Effective

Very Good Source

Fair to Good

Community and Other Association Affairs Best Source of New Accounts

Sources James Scanlon, "Sales Approaches for Public Warehousemen, Warehousing Review. V (September-October, 1976), *4—5*

80

TABIE 6

SALES AND PROMOTIONAL TOOLS

Methods

Directory (Trade)AdvertisingTelephone Yellow Page ListingTrade Magazine Advertising Direct Mail Local Other

Source: Bernard J. La Londe and Frances Tucker, "Profile '77' AnIndustrial Perspective," Warehousing Review. VI (May-June, 1977), 2-6 .

% of Respondents Using Method

93% 60% 5 &

1 &

18%

Effectiveness (Ranked 1 to 5)

3-3

3-02.92.32.0

81Facilities

As one would anticipate, there have been many articles published concerning warehouse facilities. There are three aspects of warehouse facilities, however, which are of interest when studying industrial buying behavior: Automation, Information Processing, and Types ofStructure.Automation Unsigned articles appearing in Distribution Worldwide (5 6 ), (6 3) and a paper by Ralston (6 0) indicated that automation was perceived to be the way of the future in 1970 and 1 9 7 3* -he definition of an automated warehouse at that time was a warehouse where the use of labor for materials handling was minimized. The ultimate in automated warehousing was described as:

Full automation of almost all the functions can be achieved by connecting optical scanners and automatic materials-handling devices directly to a central control computer that is capable of performing all the information-handling functions — and controlling the equipment that performs the rest.92

Even though automation is believed to be the answer to warehousingproblems by many, other articles indicated that some problems remained.The advantages of flexibility and variable-volume capacity were lost

93with pure automation. These difficulties and the investment required have forced some warehousing companies, who ill-advisedly

92Edward L. Ralston, "Automation in Warehousing," Distribution Worldwide. October, 1970, p. 64.

93^"The Public Approach to Automation," Transport at 1 on and Distribution Management. February, 1971, p. 2 8 .

8294automated, into bankruptcy.

The literature since 1973 seemed to deemphasize automation. Thelarge capital outlays caused many warehousemen to reconsider automationin the light of high interest rates and uncertain market conditions.Information Processing There is a strong overlap between automationand information processing due to their mutual dependence on thecomputer as the central vehicle. The use of real-time inventory control

95 96has gained rapid acceptance in private warehousing. * 7 Its growth inpublic warehousing has developed more slowly. An article in DistributionWorldwide (6 3) described an extensive real-time computer order entrysystem linking the head, office, the warehouses, and service centers fora large manufacturer of automotive parts. The system was not unusual formany large U. S. corporations today. Similar systems have been used byWhirlpool, Browning, Black and Decker, and many other companies. Thesuccess in private warehousing is due to the single operating system.Public warehousing is often confronted with the necessity of having a

97different system for each customer. A real-time inventory system is relatively expensive and is often a duplication of the user's inventory control system.

^Ibid.. p. 2 9 .^"Real-Time EDP, Automation Move 65 Million Units in U.K.,"

Distribution Worldwide. February, 1973» P- 33*^^Edward F. Moherek, "Cost Control by Computer," Transportation and

Distribution Management. February, 1971» pp. 33-5*97James Dixon, "How Public Warehousemen Use Computers," Distribution

Worldwide. July, 1972, p. 25.

Even though initial usage of computers by public warehousemen wasslow, by the early 1 9 7 0's many computer programs for warehouse controlwere available. By 19751 35 percent of the warehousemen had at least

98inventory control or data processing equipment. These programsranged in complexity from simple operational controls to manage ware-

99housing costs to complex systems which maintained real-time inventory control, prepared and controlled documents, notified customers of trans-. actions, produced all reports, determined profitability of servicing a new customer, and reduced required manpower by 60 p e r c e n t M o s t of the articles dealing with computer applications for public warehousing cited examples using large modern warehouses. There was little information available as to the size and volume required before the computer could be justified using some form of cost benefit analysis.Types of Structures The normally-accepted warehouse structure is single story construction with a clear stacking height in excess of 20 feet.The articles which dealt with exceptions to this norm usually related to areas where land costs are very high, such as Hong Kong, Japan,Hawaii, or New York City. Ray (62) developed the cost per square foot for a 2 0 0 ,0 0 0 square foot facility when land cost changed from onedollar to ten dollars per square foot. The cost per square foot went

101from $1 2 .5 0 to $2 6 .0 0 for the same warehouse,

on7 Sanford H. Salz, "Changes in Public Warehousing During the Next

Decade," Warehousing Review. VI (November-December, 1975) 2.^Edward F, Moherek, "Cost Control by Computer," p. 35*^■^James Dixon, "How Public Warehousemen Use Computers," p. 27.^ % o n Ray, "Is the Multi-Story Warehouse Obsolete?" Distribution

Worldwide. February, 197^, p. *H.

Sit-

One answer to this problem appeared to be the high cube warehouse but many products cannot withstand the static loading to use a 30 foot clear stacking height. One proposed solution was a multi-story warehouse with outside access to each floor by way of an 8 0 ,0 0 0 pound crane that moved across the face of the building. Van containers were movedto the desired floor, then moved laterally into position for loading

102or unloading.Other less exotic ideas provided some form of high rack storage

which was accessed by monorail stacker cranes or fork lifts. Severalvariations of this idea exist: flow racks which are loaded from thesides by cranes or forklifts and accessed from the center using astacker cranej roller pallets which are stored in stationary racks;and TRIAX, which is a fully automatic storage and retrieval system

103using a computer controlled stacker crane.Coppel (3) presented the formula

S = (B + C) T + DWhere S is total storage cost:

B is pro-rated cost of floor space for the load.C is prorated cost of handling equipment.T is time the load remains in storage.

104D is operating cost for storing and retrieving the load.

102Ibid.^•%ichard L. Bickerton, "The Many Faces of Automated Warehousing,"

Distribution Worldwide. February, 1971, p. 24.104Bruce Barger, "Is Our Focus Wrong on High-Rise Storage?"

Warehousing Review. II (July-August, 1973),

which can he used to provide cost benefit analysis of high-rack storage against conventional storage methods. The most important factor is T. Rapid turnover of stock significantly reduces the storage cost. Specific operating characteristics can he entered in the equation to determine the indifference point (the point where either systBm produced the same costs).Summary Warehousemen are concerned with facilities almost to the point of preoccupation. The literature ahout automation, computerization, and storage facilities and equipment tended to emphasize the new and different rather than the more traditional warehousing concepts. Little consideration was given to actual cost benefit analysis of the exotic materials handling systems and facilities. The literature tended to emphasize modernizing for the status of having the latest in technology rather than for sound business reasons..

Services

In addition to the previous discussion of inventory status reports and other customer services produced by the computer, specific services are considered in this section: Consolidation, Security, and CustomerService.Consolidation The purpose of consolidation is to reduce freight rates by combining several small shipments which share the truckload or carload rate rather than pay less-than-truckload or carload rates for each shipment. Consolidation is primarily used by the grocery products industry at the present time. The grocery companies ship their products to a local warehouse for consolidation with the products of other

86shippers prior to the line haul. If all the shipments go to the same consignee, no break-bulk warehouse is required. If not, the line haul terminates at a public warehouse for local delivery. The economies obtained from consolidation offset the higher cost of public warehousing (over private warehousing) .

There are some problems with consolidation services. Once the activities extend beyond certain bounds, the legal question of separating consolidation and freight forwarding can become a problem. There is no clear separation between the two. Some legal questions must be resolved to obtain firm guidelines.Security The subject of warehouse security can be divided into two areas: legal liability and methods or measures which reduce theft.

Legal Liability wis discussed in articles by Conklin (ll) and Horton (2^). The Uniform Commercial Code requires the warehouseman to exercise reasonable care of consigned goods, but otherwise absolves him of liability unless another agreement exists. The general concern is the increasing attempt to establish greater liability through customer- required contracts. The question then becomes one of additional insurance by the owner of warehoused goods, or by the warehouseman with the cost of the insurance reflected in the handling costs.

Theft Reduction Methods Doggett (i7) and Ray (6 2) discussed the methods used to reduce loss due to theft which varied with the value

105"13, Lee Mallory, "Consolidation — A Joint Approach," Warehousing Review. II (Special. Issue, 1973)» 3«

^^William Towle, "Consolidation," Warehousing Review. II (September- October, 1973), 3.

87of the goods stored and the warehouse location. The traditional security methods of watchmen and patrol routes are being replaced by electrical security devices. These devices include door monitors which indicate when a door has been opened, even if it has been opened deliberately. Most warehousemen recommended that a minimum security system

107should include window contact warning systems. Additional effortsto render the warehouse secure from rocks, firebombs, and forced entryare also necessary. All windows and non-metal or solid wood doors

108should be covered with heavy wire mesh screening. Physical barrierssuch as a fence (seven foot minimum with three strands of barbed wire)should encircle the entire building and separate the employees' parking

109lot and the visitors' parking lot from the warehouse. Perimeter lighting when a guard is on duty was recommended by many warehousemen and adamantly opposed by many others. However, all warehousemen tended to agree that the best security program involved the screening of employees before they were hired. The employees themselves were the most important part of any security system.Customer Service The customer service issue was raised by Horton (2^), Kennedy (28), and La Londe and Levy (3^)• "For the public warehouseman, customer service may be defined in terms of the breadth and depth of

"^John Doggett, "Security in Warehousing," Warehousing Review.V (July-August, 1976), 3*

^®Ron Ray, "Rx for Distribution Center Security," Distribution Worldwide. June, 1970, p. 55*

109Ibld.. p. 56.

88110services provided. The customer defines his service requirements

and expects the warehouseman to respond to these needs. When the expectations are not clearly defined and understood hy both customer and warehouseman, problems result. Some typical problems can be defined:

1. A lack of clear definition of service standards due to poor communication.

2. A failure to establish actual cost relationships to the level of service provided.

3. Failure to recognize seasonal or periodic shifts in customer service requirements.

4. The lack of performance evaluation against the service objectives set with the customer.m

The relationships between customers and warehousemen appeared to bebased upon increased negotiation and definitions of the services to beperformed; the costs assigned were then based upon the servicesrequired.Analysis The whole area of services appeared to be in a state of fluctuation. Since 1970 the types of facilities, inventory control systems, security methods, and customer services offered and demanded have changed significantly. The effects of these changes on industrial buying behavior have not been established in the current literature. Consequently, public warehousemen want the selection process investigated to help them meet the selection criteria used by their customers. In the light of these and other currently-existing data gaps, .the reason for their concern is readily apparent.

110Bernard J. La Londe and Michael Levy, "Profile *76: An Industry Perspective," Warehousing Review. V (June-July, 1976), 6 .

89SUMMARY OF THE WAREHOUSING LITERATURE

As previously indicated, this study is concerned with some aspects of the timeless questions! What type of facilities axe required?How should inventory he controlled? What services should be offered? The warehousing literature examined in the preceeding section has been used to give the reader an understanding of the state-of-the-art of warehousing technology rather than to provide specific answers to the above questions. This study is designed around the three models developed by Brand from the Buygrid Analytic Framework. The results of the statistical analysis of these models to determine how well they actually depict the warehouse selection process will provide answers to the basic facility and operational questions cited earlier in this section.

CHAPTER III

RESEARCH DESIGN

The objective of this study is to expand the body of knowledge of industrial buying behavior by determining the decision process used in selecting a public warehouse. Rather than duplicate previous research efforts by developing a special purpose model, the Buygrid Analytic Framework formulated by Robinson and Faris (9 8) is used as the conceptual framework. The actual research design is explained in a logical sequence comprised of: Conceptual Framework, Research Questions,Research Methods, Respondent Selection, Data Collection and Processing, Statistical Analysis, and Summary.

CONCEPTUAL FRAMEWORK

Brand (84) constructed three models which depict the three buyclasses comprising the Buygrid Analytic Framework. These models are used to examine the three research questions defined in this study to determine if they actually explain the decision process used in selecting a public warehouse. The buyphases included in each buyclass are shown in Table ?. In order to answer the research questions, hypotheses were constructed for testing each buyphase to determine if all of the buyphases were needed to model the decision process used in selecting a public warehouse. The hypotheses are tested instead of testing the actual buyphases.

90

91TABLE 7

BUYPHASES INCLUDED IN EACH BUYCLASS

BuyclassesModifiedRebuy

StraightRebuv

X

* —

* *

* __

* *

X X

BuyphasesNewTask

A. Anticipation or recognitionof a problem Xor need.

B. Determination of the quality and characteristics X of the needed item.

C . Specific descriptionof the item. X

D. Search for potential sources for this item. X

E. Sources are examined, leading to a decisionon how the item is to X be purchased.

F . Supplier is selected. XG. Order routine is

established. XH. Evaluation of

performance feedback. X

* This buyphase is not contained in this buyclass.

92RESEARCH QUESTIONS

The research questions and their appropriate hypotheses are grouped and sequenced in accordance with the Brand models shown in Table 7 ,

Question One

How well does the Buygrid Analytic Ftamework for Industrial Buying Situations as defined for the New-Task buyclass describe the decision process used in selecting public warehousing services for the first time? Hypothesis 1.1 The anticipation or recognition of a problem (need) for warehousing services does not vary with product lines and company characteristics.Hypothesis 1.2 The methods used to determine the amount of warehouse space and the type of warehousing services required are invariant with product lines or company characteristics.Hypothesis 1.3 The methods used to describe the characteristics and quality of public warehousing services required do not change with product lines and company characteristics.Hypothesis 1.4 The search for and the qualification of potential sources for supplying public warehousing services do not change with product lines or company characteristics.Hypothesis 1.5 The methods used to solicit bids for warehousing services do not change with product lines or company characteristics. Hypothesis 1.6 The criteria used for selecting one warehouse over another are invariant with product lines or company characteristics.

93Hypothesis 1.7 The criteria used in order processing and reporting methods is consistent for all product lines or company characteristics. Hypothesis 1.8 The methods used by shippers to measure quality of service received from public warehousemen do not change with product lines or company characteristics.

Question Two

How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Modified-Rebuy buyclass describe the decision process used when changing from a current supplier of warehousing services to a new supplier?Hypothesis 2.1 The anticipation or recognition of a problem (need) for warehousing services does not vary with product lines and company characteristics.Hypothesis 2 .2 The search for and the qualification of potential sources for supplying public warehousing services do not change with product lines or company characteristics.Hypothesis 2.3 The methods used to solicit bids for warehousing services do not change with product lines or company characteristics.Hypothesis 2 . The criteria used for selecting one warehouse over another are invariant with product lines or company characteristics. Hypothesis 2.5 The criteria used in selecting order processing and reporting methods does not change with product lines or company characteristics.Hypothesis 2 .6 The methods used by shippers to measure quality of service received from public warehousemen do not change with product lines or company characteristics.

Question Three94

How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Straight-Rebuy buyclass describe the decision process used to obtain additional volumes of warehouse space or services or to renegotiate existing warehousing contracts?Hypothesis 3 .1 The anticipation or recognition of a problem (need) for warehousing services does not vary with product lines or company characteristics.Hypothesis 3.2 The criteria used for evaluating proposals for renewing or rejecting a proposed warehousing contract does not vary with product lines or company characteristics.Hypothesis 3.3 The methods used by shippers to measure quality of service received from public warehousemen do not change with product lines or company characteristics.

RESEARCH METHODS

The data collection method employed in this study was a mail questionnaire. Part I of the questionnaire contained statements and questions about the warehouse selection process to be evaluated by the respondent. A weighting factor which reflected the relative importance or agreement with each statement, or multiple choice answers for each question was selected by the respondent. The questions were constructed using previous research studies, suggestions from people used to pretest the questionnaire, and advice from the faculty of- the Ohio State University who are specialists in warehousing technology.

95

Every effort was made to include all possible pertinent responses, even to the point of asking the respondents to supply other possible responses which were omitted by oversight. Since few additional questions were entered by the respondents, the questions provided were assumed as adequately defining the hypotheses.

Part II of the questionnaire contained questions about the policy decision not to use public warehousing. These questions were open- ended to probe the decision process and the basis used to make the decision. The respondent answered the question by expressing his views in short paragraphs. Since the answers could not be quantified, the information obtained was not tested statistically. The remaining parts of the questionnaire provided information about the individual completing the questionnaire and the company for which he works.

The first page of the questionnaire required the respondent to rate his own knowledge of selecting public and/or private warehousing. This selection process identified how the data obtained from each respondent could be used. If the respondent indicated that he had no warehouse selection experience, he was directed to skip over to Part II since he had been identified as a potential customer of public warehousing through prescreening. If the respondent indicated that he had recently selected a public warehouse for the first time, his answers to sections A and G through I of Part I were used as data for testing the New-Task buyclass of the Buygrid Analytic Framework.

As indicated in the studies by Robinson and Faris (9 8), and Brand (84), there are fewer buyphases in the decision process used during a Modified Rebuy or a Straight Rebuy than the eight buyphases

defined for a New-Task "buy. Therefore, the respondent who indicated he had changed from one public warehouse to another could provide data for testing the Modified-Rebuy buyclass of the Buygrid Analytic Framework. Only his answers to sections A and G through G of Part I were used as input data. Similarly, the respondent who indicated he had renewed an existing contract for public warehousing could provide data for testing the Straight-Rebuy buyclass of the Buygrid Analytic Framework. This data was obtained from sections A, B, and C of Part I only. A respondent could provide meaningful data for testing both the Straight- Rebuy and the Modified-Rebuy buyclasses.

A graphic representation of the information used to test the buyphases of each buyclass is shown in Table 8 .

The questionnaire was pretested to insure that the questions were unambiguous and stated in a manner that clearly expressed the information sought. Particular attention was given to insure that redundancies were minimized and that the level of the questions neither insulted nor exceeded the reasoning powers of the respondents. The methods used to pretest the questionnaire were to solicit the opinions of people in academia familiar with questionnaire construction and development. The questionnaire was also submitted to distribution executives in the Columbus, Ohio area during personal interviews to ascertain the sensitivity of specific questions. All suggestions and comments were considered and the questionnaire was redesigned to incorporate these suggestions. The data obtained during pretesting procedures was not included in the study. The final form of both the cover letter and the questionnaire is reproduced in Appendix A.

TABLE 8

SECTIONS OF THE QUESTIONNAIRE USED TO TEST THE BUYGRID ANALYTIC FRAMEWORK

BuyclassBuvohase

New Task Buy Part I Section

Modified Rebuy Part I Section

Anticipation Aor recognition of need (l)Determination of Hquality and characteristics of need.(2)Specific descrip- Ition of needed item (3 )Search for poten- Dtial sources for this item ( )Sources are examined E leading to a decision on how the item is to be purchased (5)Supplier isselected (6) FOrder routine is established (?)Evaluation of performance feedback (8)

GC

*

*

D

E

GC

* This buyphase is not contained in this buyclass

Straight Rebuy Part I Section

A

*

*

*

B

*

C

98RESPONDENT SELECTION

The people selected as resource persons for this study are either members of the national Council of Physical Distribution Management (NCPDM), recommended by NCPDM members, or recommended by warehousemen. Some of the respondents were selected from present or potential customer rosters maintained by public warehousemen. The objective of the selection process for this study was to obtain 250 potential respondents from each of four geographical regions defined as:

Northeastern States North Central StatesSouthern States Western States

The preferred selection procedure would be to further subdivide the 250 potential respondents from each of the four regions by selecting 50 from each of the five industrial groups. However, an insufficient number of potential respondents prevented such a division. The actual composition of the potential respondents for each of the four geographic regions is shown in Table 9 . Where potential respondents could not be identified for some industrial groups, the deflciences were filled for each geographic region by random selection of respondents from the other industrial groups.

As indicated in Table 9» 'the total number of people included in this survey was 1000. A response rate of thirteen percent equally divided between the three buyclasses of the Buygrid Analytic Framework was necessary in order to be within ten percent of the true value 95 percent of the time.

99

TABLE 9

GEOGRAPHIC BREAKDOWN OF POTENTIAL RESPONDENTS

Eastern North Central Western SouthernAutomotive 7 50 10 7Appliance 26 42 35 13Chemical 50 50 50 50Food. 50 50 50 50Other 50 50 50 50Random 67 8 55 80

Total: 250 250 250 250

100DATA COLLECTION AND PROCESSING

Each of the 1000 selected respondents was mailed a cover letter addressed, "Dear Distribution Executive," as the first page of the questionnaire booklet which explained the. purpose of the study and assurance of confidentiality of each response, A pre-stamped, self- addressed envelope was included with each questionnaire. Upon receipt, each questionnaire was examined for completeness and prepared for computer analysis.

The data obtained from Part I of the questionnaire was crosstabulated with the company and product information contained in Part VI. This information included:

1. Product Group2. Annual Sales3. Product Value4. Product Density

STATISTICAL ANALYSISThe Statistical Package for the Social Sciences (SPSS) was used

to analyze the data by cross-tabulating the input data obtained from the questionnaire. Significance tests were performed for each hypothesis using the Chi-Square Test. The Chi-Square Test was selected because:

1. It is the most commonly-used and understood test to determine if any statistical interdependence exists between two variables.

2. The assumption of a normal distribution of the responses is not required.

101

3. It is especially applicable to ordinal type data obtained from the questionnaire.

It, The Chi-Square Test is contained in the SPSS computer package used to prepare the crosstabulations . 112

Each hypothesis was accepted or rejected independently of every other hypothesis or part thereof.

A confidence level of 90 percent was selected since a Type I error (the rejection of the null hypothesis when it is in fact true) would tend to cause an erroneous omission of information about industrial buying behavior as related to the selection of a public warehouse. Accepting the null hypothesis when it was in fact false (Type II error) would tend to add irrelevant material when testing the Buygrid Framework. (Some of the buyphases might be erroneously included in the decision process). This condition was judged to be'less serious since each buyphase was analyzed using the results from testing multiple hypotheses. The inclusion of a buyphase based upon testing one hypothesis would tend to conflict with the results from testing the other hypotheses. While •9 was used in the study to test the hypotheses, the exact probability values axe shown for each of the tables contained in Appendix G to facilitate alternative interpretations by other researchers.

SUMMARY

The basic methodology used in this study was:

112Norman H. Nie, et al.. Statistical Package for the Social Sciences (New Yorks McGraw-Hill, 1975)» P« 223.

102

1. The first part of the questionnaire was used to obtain data for testing the three buyclasses (New Task, Modified Rebuy, and Straight Rebuy) of the Buygrid Analytic Framework developed by Robinson and Faris.to determine if they defined the actual decision process used in selecting a public warehouse. Gross-tabulation procedures and statistical tests were used in the analysis.

2. Insight into the reasons why some companies do not use public warehousing was obtained from open-ended and exploratory questions.

CHAPTER IV

STUDY RESULTS

The study results are presented in four sections: l) Evaluating the Sample, 2) Responding to the Study Questions, 3 ) Why Public Warehousing is Not Used, and Other Findings. The classification of respondents and evaluation of the sample axe discussed in section one. The second section contains the evaluation of the three research questions presented in Chapters I and III based upon the results from testing the hypotheses defined in Chapter III, The reasons some companies do not use public warehousing are evaluated in section three. The final section of this chapter contains a discussion of some of the information obtained from the questionnaire that the hypotheses did not define.

EVALUATING THE SAMPLE

The respondents from the five industrial groups — appliance, automotive, chemical, foods, and other — evaluated their own experience and knowledge of selecting a public warehouse by checking the appropriate experience category or categories listed in page 1 of the questionnaire. Maiy of the respondents who indicated they had changed from one public warehouse to another (Modified Rebuy) had also renewed an existing contract (Straight Rebuy). Respondents who had never selected a public warehouse, or had selected a public warehouse for

103

104the first time during the previous twelve months could not provide information about any of the other warehouse selection procedures.The percentage of respondents included in each expereince category was:

Never Used Public Warehousing 15%

New Task J%

Modified Rebuy 68%

Straight Rebuy ?0%

The percentages did not sum to one hundred since many respondents had experience with both the modified rebuy and straight rebuy; a few of the questionnaires were incomplete and not classified. The total response rate for the 1000 questionnaires was 164 or 16.4 percent.

The questions were not numbered in the attempt to de-emphasize the length of the questionnaire; they are referred to by section and number in the following pages. C8 is the eighth question in Group C; QF4 is the fourth question under the subheading, Quality Factors. The entire questionnaire is reproduced in Appendix A.

Four company and/or product characteristics — product density, product value, industry group, and annual sales — for each question were cross-tabulated. The cross-tabulations using industry group provided more comparative information than the cross-tabulations using the other descriptors. Due to the large volume of tables generated, only those tables developed by using industry group as the dependent variable were presented in Appendix C .

The statistical examination employed the Chi-Square test to determine if a systematic relationship existed between two variables as discussed in Chapter III. This test was used to evaluate all of

105the study hypotheses. If the Chi-Square test indicated that a systematic relationship existed "between two variables, the author planned to apply other tests to study that relationship. Since the significance level of the Chi-Square test was insufficient to establish the existence of a relationship between two variables, the application of other tests was meaningless.

RESPONDING TO THE STUDY QUESTIONS

Each of the three study questions was considered separately to identify how well the Buygrid Analytic Framework defined the decision process used in selecting a public warehouse. The three buyclasses of the Buygrid Analytic Framework must describe the decision process used in selecting a public warehouse for all possible buying situations before it can be established as a general model of industrial buying behavior.

Question One

How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the New-Task buyclass describe the decision process used in selecting public warehousing services for the first time?

Only five of the respondents reported selecting a public warehouse for the first time during the previous twelve months. This number of responses was inadequate to test the hypotheses generated from the first research question. This low response was somewhat anticipated based on three indicators:

1061. A previous study "by Stock (129) developed a

decision process model in which the New Task and Modified Rebuy buyclasses of the Buygrid Analytic Framework were combined.

2. The lists used to develop the actual mailing list were comprised primarily of experienced distribution executives who would not be selecting a public warehouse for the first time during the preceeding twelve months. There is no data file which identifies first-time users of public warehouses.

3. During the pretesting interviews, it was learned that selecting a public warehouse was considered a very important part of establishing a distribution system; too important to rely on an inexperienced clerk or assistant. An assistant only helps a distribution executive who makes the actual warehouse selection. As a result, most decision-makers become' experienced before they have the authority and responsibility for making distribution decisions.

The low response rate was consistent with the results from otherstudies (8 9) and the expectations of distribution executivesDue to the fact that most users of public warehousing services wereexperienced in selecting a public warehouse, an answer to QuestionOne seems somewhat less significant than answers to Questions Twoand Three.

Question Two

How well does the Buygrid Analytic Framework for Industrial Buying Situations as de .fined for the Modified-Rebuy buyclass describe the decision process used when changing from a current supplier of warehousing services to a new supplier?

This statement was based on information obtained during the pretesting interviews with distribution executives and academic faculty.

107Hypothesis 2.1 The anticipation or recognition of a problem (need) for warehousing services is independent of product lines or company characteristics.

Hypothesis 2.1 was tested by cross-tabulating Part I, Section A of the questionnaire with the four company and product characteristics. The cross-tabulations using industry group are shown in Tables 19 through 38 in Appendix C.

An examination of Tables 19 through 38 provided insight into the process of identifying the need for public warehousing services. The appliance industry used public warehousing when it recognized the need to* l) reduce delivery time to customers, 2) eliminate warehouse space constraints, 3 ) reduce shipping costs, and 4) minimize personal property taxes. The automotive industry often identified the need for public warehousing to: l) eliminate warehouse space constraints, 2) protect against material shortages and assure continuity of supply, and 3 ) minimize the effects of strikes or work slowdowns. The chemical industry used public warehousing to reduce delivery time to customers. The food industry sought public warehousing services to: l) reduce delivery time, 2) eliminate warehouse space constraints, 3) enter new markets,

comply with FDA regulations, 5) correct sanitation problems, or 6) react to changes in transportation rate structure. The other industries often learned of their need for public warehousing through l) warehouse space constraints, 2) desire to increase average shipment size, or 3 ) charges in transportation rate structure. Only seasonal demand was cited as important by a majority of the respondents in all industries. Of the five industrial groups, only the automotive industry's distribution

108

executives indicated that their distribution was unaffected by a change in the transportation rate structure. Transportation rates for the automotive industry approached railroad commodity rates which would still be the lowest rate even though the rates or rate structure changed.

The significance levels obtained for the tables often exceeded .1; therefore, Hypothesis 2.1 cannot be rejected at the 90 percent confidence level. Random chance was assumed to account for four of the tables having a confidence level greater than 90 percent. One would expect that ten percent of the tables could have confidence levels greater than or equal to 90 percent even if the data used to produce the tables were randomly generated.Hypothesis 2.2 The search for and qualification of potential sources for supplying public warehousing services do not change with product lines or company characteristics.

Hypothesis 2.2 was tested by cross-tabulating Part I, Section D of the questionnaire and the four company and product characteristics.Tables 45 through 57 of Appendix C are representative of the results. Little variation from industry to industry was indicated by the tables for sources of information about public warehouses. Some of the more important sources of information were: l) the AWA directory, 2) customer recommendations, 3) associates in other companies, 4) other people in the same department, 5) previous dealings, 6) visits to warehouses, and 7) credit checks. Some of the least used sources included warehousing salesmen and common carriers.

Hypothesis 2.2 cannot be rejected at the 90 percent confidence level. Any confidence levels over 90 percent must be assumed to be the result of random chance.

109Hypothesis 2.3 The methods used to solicit bids for warehousing services do not change with product lines or company characteristics.

Hypothesis 2.3 was tested by cross-tabulating Part I, Section E of the questionnaire with the four company and product characteristics.Tables 58 through 64 of Appendix C are representative of the results.The automotive industry ranked the AWA directory and previous experience in the solicitation of bids much higher than the other industrial groups. The food industry indicated that a well-known name often encouraged bid solicitation. All industry groups cited previous experience with warehousemen as very important and emphasized the necessity of minimizing the risk of making a bad selection.

The significance levels obtained for Tables 58 through 64 indicated that Hypothesis 2.3 cannot be rejected at the 90 percent confidence level. Hypothesis 2.4 The criteria used for selecting one warehouse over another is independent of product lines or company characteristics.

Hypothesis 2.4 was tested using Tables 65 through 120 in Appendix C by cross-tabulating the information contained in Part I, Section P of the questionnaire with the company and product characteristics. This section considers specific services associated with using:a public warehouse.

Warehousing Costs. Each of the four areas associated with warehousing costs was judged to be important by a large majority of the respondents from all industrial groups. There was less agreement as to the importance of the component costs, but no disagreement as to the importance of total warehousing costs. The importance of warehousing costs is indicated by Tables 65 through 68 in Appendix G .

InH-irect or Associated Costs. Tables 69 through 71 in Appendix C indicate that transportation costs associated with using one warehouse

110

over smother were the most important indirect cost of using a public warehouse. The appliance industry was more concerned with the variation in tax liability due to warehouse location than the other industrial groups. The automotive industry executives considered insurance costs to be more important than did the other industries' executives. The relative high cost per unit, relatively small size, and the general usability of automobile accessories may be some of the reasons for the automotive industry's concern.

Facility Characteristics. The major facilities of a public warehouse axe examined in Tables 77 through 84- in Appendix C to determine their importance in selecting one public warehouse over another. The automotive industry executives indicated that a sprinkler system and security practices were more important in selecting a public warehouse than the other industry groups did. Predictably, the food industry considered the other products stored in a facility, housekeeping, and infestation control more important than the other industries. Cleanliness and general housekeeping were important or very important to 96 percent of all respondents.

Warehousing Services. The importance of warehousing services is depicted in Tables 85 through 96 in Appendix C. The food and chemical industries indicated some services axe more important to them than to the other industry groups. The chemical industry was concerned with storage of hazardous materials and temperature controls while the food industry was concerned with shipment consolidation, humidity control, temperature control, availability of refrigerated and/or freezer space, and recouperage. Only pool distribution and shipment consolidation were

I l l

cited as important or very important to a majority of the respondents.Transportation Services. All of the transportation service charac

teristics were considered important or very important by over 50 percent of the respondents except direct service by a specific rail line. This data is reproduced in Tables 9 7 through 101 of Appendix C .

Type of Clerical Services. The type of clerical services offered by public warehousemen are examined in Tables BM- through 88 in Appendix G . Of the clerical services offered, only inventory reports at specified intervals was cited as important or very important by more than 50

percent of the respondents.Quality Factors. All of the quality factors contained in Tables 10?

through 113 in Appendix C were considered important or very important in selecting one public warehouse over another by more than 75 percent of the respondents. Since most of the factors were rated important or very important by 90 percent of the respondents, emphasis by any single industry group was impossible to detect.

Warehouse Reputation. The importance of a warehouse's reputation is examined in Tables 11^ through 120 in Appendix C . Concern with the reputation of a warehouse was restricted primarily to its customers and the customers of the warehouse user. The industry group labeled "Other" cited a warehouse's reputation with trade associations as important more times than the four designated industry groups. This consideration seems to be inconsistent since trade association directories were not considered to be an important source of information in Table 59•

Summary. The subsections containing characteristics and services used to select one warehouse over another indicate some deviation between

112

industry groups in the selection process. However, the Chi-Square test indicated that Hypothesis 2.4 cannot he rejected at a 90 percent confidence level. Only ten of the 65 tables — 15 percent — were significant at .1 (a confidence level greater than 90 percent).Hypothesis 2.5 The selection of order processing and reporting methods is independent of product lines or company characteristics.

Hypothesis 2.5 was tested by cross-tabulating the data obtained from the questionnaire in Part I, Section G, with the company and product characteristics. The cross-tabulations based upon industry group comprise Tables 121 through 128 of Appendix C . The characteristics cited as important or very important by 75 percent of the respondents concerned the speed, accuracy, and detail of the order system. Only slightly less important was the monthly status report submitted by mail. More sophisticated reporting systems were important to only one-third of the warehouse users. Since none of the tables were significant at the .1 level; Hypothesis 2.5 cannot be rejected at the 90 percent confidence level even though the data tends to support the rejection of this hypothesis.Hypothesis 2.6 " The methods used by shippers to measure quality of service received from public warehousemen are independent of product lines or company characteristics.

Hypothesis 2.6 was tested by cross-tabulating the product and company characteristics with the data contained in Part I, Section C of the questionnaire. Tables 39 through 44 are representative of the results when using industry group as the independent variable. Over 50 percent of the respondents indicated that public warehouses used as

113part of their distribution system were visited less than three times per year, of which 25 percent or less were unannounced visits or necessary to solve a specific problem. Security procedures were indicated as important in choosing between two public warehouses; yet only 40 percent of the respondents claimed to perform two or more security audits each year. The most common methods of monitoring customer service were cited as comparing promised dates to actual shipping dates shown on freight bills and customer complaints. Twelve percent of the respondents indicated that no attempt was made to monitor customer service.

The data indicates that each of the methods used to monitor customer service is commonly used by all industry groups. This implication tends to conflict with Hypothesis 2.6; however, the Chi-Square test indicates that Hypothesis 2.6 cannot be rejected at the 90 percent confidence level.Summary The data obtained from the questionnaire for testing the hypotheses designed to answer the second research question was inconclusive. None of the hypotheses could be rejected at a 90 percent confidence level. Therefore, the contention that the Buygrid Analytic Framework for the Modified-Rebuy buyclass defines the decision process used in changing from an existing supplier of public warehousing services to a new supplier cannot be statistically supported for this situation.

Question Three

How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Straight-Rebuy buyclass describe the

114decision process used to obtain addition warehouse space or services or to renegotiate existing warehousing contracts?Hypothesis 3.1 The anticipation or recognition of a problem (need) for warehousing services is independent of product lines and company characteristics.

Hypothesis 3*1 was tested by cross-tabulating the information obtained from Part I, Section A of the questionnaire with the product and company characteristics. Sample output using industry group as the independent variable is shown in Tables 129 through 148 of Appendix C .Section A of the questionnaire was completed by the respondents who had experience in renewing an existing contract and those who had experience in changing from one supplier of warehousing services to another. Since a large majority of respondents were knowledgeable about both buyclasses, their response to Part I, Section A was used in testing both Hypotheses 2.1 and 3*1* The resulting cross-tabulations were almost identical. Rather than repeat the analysis presented for Hypothesis 2.1, it is sufficient to state that Hypothesis 3*1 cannot be rejected at the 90 p'ercent confidence level since almost none of the tables have significance levels of .9 or more.Hypothesis 3.2 The criteria used for evaluating proposals for renewing or rejecting a proposed warehousing contract is independent of product lines or company characteristics.

Hypothesis 3*2 is unlike any hypothesis previously tested for the Modified-Rebuy buyclass. The basis for evaluating a present supplier or public warehousing services for possible contract renewal (Straight

115Rebuy) Is significantly different from evaluating bids to select a new supplier in Buyphase Four of the Modified Rebuy situation consideredearlier. Hypothesis 3*2 was tested by cross-tabulating the informationobtained from Part I, Section B of the questionnaire with the product and company characteristics. Tables 150 through 158 in Appendix G are representative of the data produced. The results of the cross-tabulations indicated that 60 percent or more of the respondents would renewan existing contract unless any of the following criteria were exceeded:

95 percent of delivery dates met2 percent loss or damage2 percent of shipments have transportation errors2 percent or orders have paperwork errors2 percent of orders have stockpicking errors10 percent increase in total warehousing costs2 day response to routine inquiries3 day response to special inquiries2 percent of orders produce customer complaints3 week response to claims2 day response to special shipments

The above criteria must be considered separately in the loss of a current warehousing customer. If two percent of the orders resulted in customer complaints, a contract would not be renewed. Since customer complaints could result from delivery dates not being met, loss or damage, transportation errors, stockpicking errors, or paperwork errors, the aggregate order error limit affecting the customer must not exceed two percent of the orders.

Although there is little deviation between industry groups regarding the factors which would prevent a contract's automatic renewal, Hypothesis 3*2 cannot be rejected at the 90 percent confidence level.Hypothesis The methods used by shippers to measure quality ofservice received from public warehousemen are independent of product

116lines or company characteristics.

Hypothesis 3*3 was tested "by cross-tabulating the data contained in Part I, Section C of the questionnaire with the company and product characteristics. Industry group was used as the independent variable to product Tables 159 through 164 in Appendix C . As the results are almost identical to those obtained in testing Hypothesis 2.6, the previous analysis is not repeated. Hypothesis 3*3 cannot be rejected at the 90 percent confidence level.Summary The data used to test the hypotheses and thereby answer the third research question did not produce results which were significant at the 90 percent confidence level. Therefore, the contention that the Buygrid Analytic Framework as applied to the Straight-Rebuy buyclass describes the decision process used in reviewing an existing contract for public warehousing services cannot be statistically supported for this stiuation.

WHY PUBLIC WAREHOUSING IS NOT USED

This section considers the reasons some companies prefer tot to use public warehousing. Twenty-five respondents indicated that they did not use public warehousing. They were asked to complete Parts II and IV of the questionnaire which contained questions designed to determine why public warehousing was not used and under what circumstances public warehousing might be considered. When answering the question, "What factors prompted the consideration of public warehousing?" two respondents indicated that capacitated conditions of private warehousing caused them to consider public warehouses. When asked what would prompt them

117to use public warehousing on a regular basis, the conditions shown inTable 10.. were given. The reasons given for not using public warehousingare shown in Table 11. The data indicates that only 12 percent of therespondents are potential warehousing customers. Even then, their useof public warehousing is dependent upon public warehousing becomingcompetitive in cost with private warehousing. The warehousing literatureindicates that the accounting methods used by many companies do notitemize the actual costs of private warehousing. Instead, theseexpenses are distributed to other operating areas so the actual cost

11of private warehousing is not readily available.

OTHER FINDINGS

Although the data obtained from the questionnaire could not be used to test the Bpygrid Analytic Framework at the 90 percent confidence level, some interesting results were obtained. By examining the response total rates, some indication of the importance of certain aspects of the decision process used in selecting a public warehouse was given. The responses which were identified as important or very important to the decision process by more than 50 percent of the total respondents are rank ordered in Tables 12 through 1 6.

The sources of problem or need recognition are illustrated in Table 12. More than 50 percent of the respondents cited these sources as representative of the manner in which the need for warehousing space

11 h ,Dimitris N. Chorafas, Warehousing (New Yorks American ElsevierPublishing Company, Inc., 197^), pp• 7^-9•

TABLE 10

REASONS WHY NON-USERS WOULD USE PUBLIC WAREHOUSING

Reasons_____________ Total Response Rate

No Answer 8#Never Would 32#For Temporary StorageOnly 32#If Special HandlingEquipment Were Needed 12#If Competition MadeIt Necessary 12#If Competitive in Cost 4#

TABLE 11

REASONS SOME FIRMS DO NOT USE PUBLIC WAREHOUSING

Reasons_____________ Total Response Rate

Too Costly 12#Single Distribution Centers by Product Line 8#Manufacture To Order 20#Built New Private Warehouse 4#Specialized Equipment Needed 8#Satisfied With Private Warehousing 48#

119

TABLE 12

SOURCES OF PROBLEM RECOGNITION

Rank_______ Problem Recognition Source Total Response Rate

1 Delivery Time To Customers 86%2 Building Inventories for

Seasonal Demand 77%3 Change in Production Methods 65%4 Shipping Costs 64%5 Change in Transportation

Rate Structure 62%6 Continuity of Supply 58%7 Entrance into New Markets 55^8 Property Tax Variations 52%

120

was reavealed. The implications of Table 12 as to the relative importance of sources for problem recognition is consistent with Buyphase One of the Modified-Rebuy buyclass.

Table 13 shows that over 50 percent of the respondents did seek information about public warehouses from the same basic sources. The implication is that an information-seeking step is employed in the decision process used in selecting a public warehouse which tends to support the second buyphase of the Modified-Rebuy buyclass.

The data contained in Table 14 indicates that .even though information is sought about new public warehouses, over 50 percent of the respondents solicited bids from warehousemen with whom they had had good previous dealings. This tendency was based upon the desire to minimize the risk of making a bad selection. The implications of Table 14 are that distribution executives are very reluctant to change from an existing supplier of public warehousing to a new supplier. Only 24 percent of the respondents included in the Modified-Rebuy buyclass indicated that they had charged to a different supplier of public warehousing services during the previous six months due to dissatisfaction with an existing supplier. If, however, such a change were to be made, only warehousemen who had been used previously or used on an in-and-out basis would most likely be asked to submit a bid. Very few unknown warehousemen would be considered. Since only a closed or limited form of competitive bidding is used, Buyphase Three (the bid solicitation stage) of the Modified-Rebuy buyclass is not an important step in the decision process used in selecting a public warehouse.

TABLE 13

SOURCES OF INFORMATION ABOUT PUBLIC WAREHOUSES

Rank_______ Information Source______ Total Response Rate

1 Visits to Warehouses2 Previous Dealings with Public

Warehousemen 77%3 Recommendations from Associates

in Other Companies 72%4 Recommendations from Major

Customers 70%5 Recommendations from Others

in the Office 6k%

6 AWA Directory 54%

TABLE 14

FACTORS IMPORTANT TO SOLICITING BIDS FOR PUBLIC WAREHOUSING SERVICES

Rank Factors Total Response Rate

Previous Experience withPublic Warehousemen 88^Minimize Risk of a BadSelection 62%

Table 15 contains those decision criteria used in selecting one public warehouse over another. The items listed were cited as important or very important to more than 50 percent of the respondents to the questionnaire. The factors cited indicate that a very rational approach was taken when comparing warehousing proposals. The implications seem to be that great care is taken to prove that the warehouse desired is the best choice even though the bid solicitation process is limited to a select few. So, the elaborate process of selecting a public warehouse indicated in Table 15 may not be a selection process at all, but merely a justification of the final (or original) choice. This situation implies that no real decision process is used in selecting a public warehouse. The actual decision of which warehouse to use has already been made before the formal "selection process" was initiated. Bid solicitation may be limited to only those warehouses whose costs are known to be. higher than the selected warehouse. Buyphase Four (the warehouse selection process) of the Modified-Rebuy buyclass is not applicable to the actual decision process used in selecting a public warehouse. This buyphase should be called, Justification of the Desired Warehouse.

Table 16 appears to list input factors used in a sequential evaluation strategy an defined by Cardozo (109). The factors cited as important or very important by more than 50 percent of the respondents could be considered as compatible operating procedures which may be the basis of the actual selection. It seems unlikely that order processing and reporting methods would be established after the warehouse had

123

Rank

TABLE 15

WAREHOUSE SELECTION FACTORS

Warehouse Costs Total Resnonse Rate

1 Total Charges 95%

2 Handling Rates 88%

3 Storage Rates 87%

Clerical Rates 62%

Indirect or Associated Costs

1 Differential Transportation Costs 90%

2 Personal Property Tax Variations 6k%

Facility Characteristics

1 Cleanliness — General Housekeeping 96%2 Security Practices 86%

3 Infestation Control 79%

4 Other Products Stored in Facility 7&%

5 Sprinkler System 76%

6 Type of Handling Equipment 73%

124-

TABLE 15 (cont.)


Rank_____________ Warehousing Services Total Response Rate1 Shipment Consolidation 69$2 Pool Distribution 57$

Transportation Services

1 Good. Independent Cartage Service 88$2 Location with Respect to Motor

Carrier Terminals 73$3 Warehouse-Owned Local Cartage 71$Ur Access to Good Rail

Connections 68$

Quality Factors

1 Fulfillment of Special Directions 97$

2 On-Time Shipments 97$

3 Shipping and Receiving Accuracy- 96$

4 Accurate Record Keeping 96$

5 Loss and Damage Experience 90$6 Employee Manners and Courtesy 85$

7 Order Response Time 78$

125

TABLE 15 (cont.)


Rank_____________Warehouse Reputation Total Response Rate

1 Among Warehouse User's Customers 92%

2 Among Warehouse’s Customers 83%3 Credit Rating 67?°

k Among Common Carriers 60?°

5 With Banks 55?°

TABLE 16

IMPORTANT COMPONENTS OF ORDER PROCESSING AND REPORTING METHODS

Rank Order Processing and Reporting Methods Total Response Rate

1 Accuracy of Reports 95?°2 Speed of Response 86^3 Detail of Response 78?

4 Monthly Status Reports By Mail 76%

126"been selected. Using the logic presented earlier, Buyphase Five of the Modified-Rebuy "buyclass is not applicable to the actual decision process used in selecting a public warehouse.

SUMMARY OF THE STUDY RESULTS

An examination of each of the buyphases which comprise the Modified-Rebuy and Straight-Rebuy buyclasses of the Buygrid Analytic Framework revealed that the Buygrid Framework could not be statistically tested to determine if it actually defined the decision process used in selecting a public warehouse. The Chi-Square test could not detect a systematic relationship between the variables at the 90 percent confidence level.

Most of the companies who do not use public warehousing choose not to because they are satisfied with private warehousing. In the event that their private warehouses become capacitated, they would consider public warehousing to solve a temporary storage problem. Only a small number of the non-users indicated they would consider using a public warehouse if the total warehousing costs were competitive with private warehousing.

CHAPTER V

CONCLUSIONS

Chapter V is divided into five sections: The Research Design andMethodology, Results of the Analysis, Evaluation of the Hypotheses, Implications- of the Research Findings, and Suggestions for Future Research. The first section is a summary statement of the research design and methodology. Section two summarizes the results of the analysis presented in Chapter IV. The third section of this chapter evaluates the study hypotheses and answers the study questions. The implications of the research findings are discussed in section four. The final section suggests areas for future research in the fields of industrial marketing and warehousing.

THE RESEARCH DESIGN AND METHODOLOGY

The objective of this research was to provide information about industrial buying behavior when selecting a public warehouse. The industrial marketing literature indicated that the Buygrid Analytic Framework developed by Robinson and Faris (9 8) was a general purpose model of industrial buying behavior. If the Buygrid Framework were indeed a general purpose model, it could be used to define the decision process used in selecting a public warehouse. Since the Buygrid Framework had never been statistically tested in any of the

127

current literature, it was selected as the research framework for this study. Three research questions were developed around the three huyclasses of the Buygrid Analytic Framework. A separate compound hypotheses was constructed for each "buyphase of the three "buyclasses. These hypotheses were used as surrogates for statistically testing the Buygrid Framework. Once the study questions and hypotheses were formulated, a questionnaire was developed to provide a research vehicle for collecting the required data. Based upon the current literature and suggestions from warehousing and distribution executives, questions or statements were developed which considered every conceivable aspect of the warehouse selection process. These statements were then separated into groups which reflected the intent of the study hypotheses. With the addition of company and product classification data, the questionnaire was completed. After pretesting, the questionnaire was mailed to 1000 distribution executives selected from membership rosters of professional organizations and from warehousemen's current and prospective customer lists. The distribution executives were separated into five product groups (appliance, automotive, chemical, food, and all others) and four geographic regions (Northeastern states, Southern states, North Central states, and Western states). The first four product groups selected used the largest volume of public warehousing space. The fifth group was comprised of the other executives who were not included in the four special groups.

The data obtained from the questionnaire was cross-tabulated with the classification data for testing the study hypotheses. Due to the immense volume of tables generated, only the cross-tabulations using

129industry group as the dependent variable were formally examined in this study; they provided the most descriptive information.

RESULTS OF THE ANALYSIS

The first research question could not be examined using the data obtained by the questionnaire. This result was not totally unexpected since some of the distribution executives interviewed during the pretesting of the questionnaire indicated that the selection of a public warehouse was too important to be delegated to inexperienced assistants. Only three percent of the respondents indicated that they had selected a public warehouse for the first time during the previous twelve months.If this category had been excluded from the questionnaire, the uncertainty as to the potential number of respondents in this category would not have been established. Since the amount of public warehousing space selected by first-time users was a very small part of the total, warehouse operating procedures, facilities, and services must be designed to meet the demands of experienced distribution executives.

The hypotheses designed to consider the second and third research questions as to the applicability of the Modified-Rebuy and the Straight- Rebuy buyclasses were statistically examined. The results of the Chi-Square tests for the cross-tabulations were inconclusive since the sample probability of occurrence exceeded the .1 significance level selected for testing the study hypotheses at a 90 percent confidence level. When statistical significance was not obtained at the 90 percent confidence level for most of the tables, the study hypotheses could not be rejected. Since the hypotheses could not be rejected, it must be

130implied that the Buygrid Analytic Framework is not descriptive of the decision process used in selecting a public warehouse.

The data was re-examined based on the percentage of total respondents selecting what was important or unimportant to the warehouse selection process. A characteristic was selected as important if 50 percent of the respondents indicated it was important or very important. This approach was used to develop many of the models reviewed

115in the current literature. The results of this analysis indicated that bids were solicited primarily from those warehouses that had been used previously to minimize the risk of making a bad selection. The factors which were said to be used to select one warehouse over another appeared to be used to justify the selection of a specific warehouse.The order processing and reporting methods which were cited as important were input factors which were only known from previous experience with a given public warehouse.

EVALUATION OF THE HYPOTHESES

Table 17 was constructed to tabulate the significance levels obtained for each comparison and indicate the test results. Since the study hypotheses cannot be tested statistically at the 90 percent confidence level, definitive answers to the study questions cannot be given. Since the validity of the Buygrid Analytic Framework cannot be verfied by testing the study hypotheses, the concept that the Buygrid Framework is a general purpose model^which defines industrial buying

115See pages 55 through 72, Chapter II, for information about the methods used to develop the models of industrial buying behavior.

131

TABLE 17

SUMMARY OF HYPOTHESES TESTING RESULTS

Question One: How well does the Buygrid Analytic Framework forIndustrial Buying Situations as defined for the New- Task buyclass describe the decision process used in selecting public warehousing services for the first time?

Hypotheses 1.1 - 1.8

Question Two:

Hypothesis 2.1

Table116

Not tested due to the lack of sufficient data.This question is judged to be unimportant since only experienced distribution executives usually select a public warehouse.How well does the Buygrid Analytic Framework for Industrial Buying Situations as defined for the Modified-Rebuy buyclass describe the decision proces used when changing from a current supplier of warehousing services to a new supplier?The anticipation or recognition of a problem (need) for warehousing services does not vary with product lines or company characteristics.

Characteristic Significance11719 Reduce delivery time to customers.20 Space constraints on current warehouses .0055

.68378563

116Table refers to the tables listed by number in Appendix C.117Significance is the significance level calculated for each table

shown in Appendix C. The usual manner of indicating significance is the confidence level which is (l - table value). The significance of Table 3^ is .8313 which means that if 10,000 tables were generated at random, 8313 of them would have the same or greater systematic relationship.

11^Percent is the percentage of respondents who considered the question to be important or very important.

132

TABLE 17 (cont.)


Table_____ Charant eristic Significance %

21 Change in production methods or processes .6414 2722 Reduce shipping cost by increasing average

.4833 67shipping sizes23 Entrance into new markets or sales regions .3702 5424 FDA regulations .0820 3825 Sanitation .0029 4626 Hazardous material regulations .1097 3027 Minimize the effects of strikes or slowdowns .4384 4228 Annual review before contract renegotiation .4120 3729 Change in transportation rate structure .1303 6230 Sales calls from warehousing salesmen .8130 1231 Sales calls from carrier salesmen .1319 1232 Increase in interest rates .3693 3233 Personal property tax variations .2239 5234 Building inventories for seasonal demand .4709 7935 To obtain quantity purchase discounts .2887 2636 Store raw materials as a hedge against

inflation .5287 2037 Protect against projected materials shortages .0659 4438 Insure continuity of supply .9655 59

Hypothesis 2.2 The search for and qualification of potentialsources for supplying public warehousing services do not change with product lines or company characteristics.

45 Trade journal advertising .6800 2446 Distribution Worldwide Directory advertising .9341 4747 AWA Directory .4866 5448 Other trade association listings .0682 2449 Telephone directory yellow pages .8646 1850 Direct mail advertising .1153 2951 Recommendations from major customers .3157 7052 Recommendations from associates in other

companies .8313 7253 . Recommendations from others in your dept. .8785 6454 Recommendations from your company sales force ,1961 4955 Sales calls from warehousemen .0762 2856 Previous dealings with public warehousemen .4998 7757 Recommendations from common carriers .1253 22

133

TABLE 17 (cont.)


Hypothesis 2.3 The methods used to solicit "bids for warehousingservices do not charge with product lines or company characteristics.

Table Characteristic__________________________ Significance %

58 Trade journal advertising .2510 255960

Trade association directories Previous or current experience with

.3015 41warehousemen .4217 88

61 Well-known name .2349 496263

Advertising that stresses low rates Warehouses which use large amounts of

.5317 12advertising .8305 4

64 Minimizing risk of making a had selection .2685 62

ypothesis 2.4 The criteria used for selecting one warehouse overanother are invariant with product lines or company characteristics.

65 Storage rates .8546 8766 Handling rates .6283 8867 Clerical rates .2529 6268 Storage rates .4162 9569 Transportation .7835 9070 Taxes .2762 6471 Insurance .4820 4672 Other products stored in facility .0019 7873 Availability of sprinkler system .7184 7674 Cleanliness — general housekeeping .0009 9675 Infestation control .0000 7976 Security practices .6015 8677 Type of handling equipment .4667 7378 Size of building .8929 4979 Availability of pallet racks .7815 3080 Downtown location .5706 1381 Suburban location .1026 1682 Location outside of metropolitan area .2921 2083 Multi-city warehouse operator .9732 21

134

TABIE 17 (cont.)


Table Cha.-ra-nteristic_________________________ Significance %

84 Member of multi-city marketing group .9696 1785 Lease of specific blocks of space • 3797 3286 Pool distribution .1983 578? Shipment consolidation .0276 6988 Humidity control .3338 3889 Temperature control .0813 4390 Availability of refrigerated space .1954 199.1 Availability of freezer space .1036 1192 Special handling equipment • 0399 3193 Bulk material handling and storage .8233 2094 Packaging or labeling .1999 2395 Recouperage .6489 3996 Handling hazardous materials .0096 2697 Good independent cartage relationship .1922 8898 Availability of warehouse-owned local cartage .9626 7199 Location with respect to motor carrier termi

nals .9262 73100 Access to good rail connections .6839 68101 Direct service to specific rail line .6247 40102 Availability of computer facilities .8338 36103 Notification of low stock levels .8001 37104 Shipment routing .4859 49105 Freight bill payment .3022 23106 Inventory reports at specified intervals .6947 87107 Fulfillment of special directions .1301 96108 Accurate record keeping .1749 96109 Employee manners and courtesy .4240 85110 On time shipments .3881 97111 Loss and damage experience .2807 90112 Shipping and receiving accuracy .2833 96113 Order response time .8289 77.5114 Among its customers .1721 83115 Among its competitors .4481 50116 Among your customers .5706 92117 Among common carriers .0478 60118 With banks .8789 55119 Credit rating .8086 67120 With trade associations .2016 37

135

TABLE 1? (cont.)


Hypothesis 2.5 The selection of order processing and reporting methodsdoes not change with product lines or company characteristics .

Table Characteristic_________________________ Significance %

121 Speed of response •2557 86122 Real time computerized inventory system .8849 38123 Daily status report by teleprinter .7362 33124 Orders telephoned directly to warehouse by

salesman .4-728 30125 Orders transmitted by mail .6591 39126 Monthly status reports by mail .3237 76127 Accuracy of reports .8146 95128 Detail of response .4-750 78

Hypothesis 2.6 The methods used by shippers to measure quality ofservice received from public warehousemen do not change with product lines or company characteristics.

3940

Frequency of visits to public warehouses Percentage of visits to public warehouses

.6710 -----

unannounced •9576 -----

41 Percent of visits to solve specific problems .2358 -----

42 Number of on-site audits for security checks .1627 —

43 Percent of freight bills audited .4068 -----

44 Methods of monitoring service received .7489 -Question Three: How well does the Buygrid Analytic Framework for

Industrial Buying Situations as defined for the Straight-Rebuy buyclass describe the decision process used to obtain additional volumes of warehouse space or services or to renegotiate existing contracts?

Hypothesis 3*1 The anticipation or recognition of a problem(need) for warehousing services does not vary with product lines or company characteristics.

136

TABLE 17(cont.)


Table Characteristic Significance %

129 Reduce delivery time to customers .1049 85130 Space constraints on current warehouses .5481 63131 Change in production methods or processes .8727 25132 Reduce shipping costs by increasing average

shipment size .5978 64133 Entrance into new markets or sales regions .4646 53134 FDA regulations .0560 35135 Sanitation .0014 45136 Hazardous materials regulations .1193 30137 Minimize the effects of strikes or slowdowns .5756 40138 Annual review before contract renegotiation .8353 38139 Changes in transportation rate structure .2703 64140 Sales calls from warehousing salesmen .95^7 12141 Sales calls from carrier salesmen .4 5 7 4 13142 Increase in interest rates .4337 34143 Personal property tax variations .2151 53144 Building up inventories to meet seasonal

demand .6065 79145 To obtain quantity purchase discounts .3773 25146 Store raw materials as a hedge against

inflation .4033 1914? Protection against projected materials

shortages .0313 44148 Insure continuity of supply .5896 60

Hypothesis 3*2 The criteria used for evaluating proposals forrenewing or rejecting a proposed warehousing contract does not vary with product lines or company characteristics.

Table Contract Not Renewed If______________ Significance_____ 21149 Only 95^ of promised delivery dates met .4063 72150 Loss or damage exceeds 2% .0337 66151 Transportation errors exceed 2% .1106 60152 Paperwork errors exceed 2% .2936 58153 Stockpicking errors exceed 2% .2225 71154 Response to routine inquiry exceeds 2 days .8490 69155 Response to non-routine inquiry exceeds 3 days.1350 66

137

TABLE 17(cont.)


Table Contract Not Renewed If________________ Significance %

156 Customer complaints exceed 2% .7748 64157 Response time to claims exceeds 3 weeks .5765 54158 Response to special shipments exceeds 2 days .7684 74Hypothesis 3*3 The methods used by shippers to measure quality

of service received from public warehousemen do not change with product lines or company characteristics .

Table____ Characteristics________________________ Significance159 Frequency of visits to public warehouses .7170160 % of unannounced visits to public warehouses .9094161 % of visits to solve specific problems *3545162 Number of on-site audits for security checks .2030163 % of freight bills audited for performance

evaluation .3094164 Ways used to monitor service received .6020

138

"behavior must be questioned. The data indicated that, at least for the service sector, some discrepancies exist.

IMPLICATIONS OF THE RESEARCH FINDINGS

The implications of the research findings are separated into three major areas: The Rationale for the Rejection of the Buygrid Analytic Framework, The Actual Decision Process, and Other Research Contributions.

The Rationale for the Rejection of the Buygrid Analytic Framework

The results of this study indicate that the Buygrid Analytic Frame- does not define the actual decision process used in selecting a public warehouse. An analysis of the deviations between the actual decision process used in selecting a public warehouse and the Buygrid Analytic Framework is conducted by examining four problem areas: Intangibilityof Services, Risk Minimization, Inventory Management, and the Outside Observer.Intangibility of Services Services before they are performed are very intangible. The type of service needed can be comprehended in terms of quantity and activity but the quality of service actually offered cannot be accurately conceptualized. In selecting a public warehouse, the decision maker must visualize the service to be performed and assess each supplier's potential for performing the desired service. The entire evaluation process is qualitative rather than quantitative.Risk Minimization The importance of minimizing the risk of making a bad selection was cited by 62 percent of the respondents to the

questionnaire as important or very important in selecting one public warehouse over another. The risk of making a bad selection can be minimized by soliciting bids from only those companies which have proven by past performances that they can supply the needed services at the desired service level. Although most companies have company instructions (the formal system) which require the consideration of at least three suppliers, these requirements can be easily circumvented by the informal system. The informal system can rig the selection process by l) structuring the bidding specifications to eliminate unknown or "risky" suppliers, z) requesting bids only from suppliers known to be higher in price than the desired supplier, or 3 ) requesting "courtesy" bids from friendly suppliers that are inflated in price. The third method is often used when a friendly supplier is not seeking to perform the service needed or is already capacitated.Inventory Management The order routine and reporting system is an integral part of any distribution system. However, the Buygrid Analytic Framework assumes that this critical part of inventory management is considered after the warehouse selection decision has been made. It is extremely unlikely that any public warehouse would be selected without knowing for certain that the warehouse operating procedures are compatible with company procedures.The Outside Observer The Buygrid Analytic Framework was constructed from data obtained by watching industrial buying behavior at several companies. The data was collected by an outside observer who was not connected with any of the companies included in the study. It was assumed that the independent observer would not influence the decision

140process. If the observer's presence did not affect the decision process, the data accumulated could be used to construct a general model of industrial buying behavior. Since the results of this study indicate that the Buygrid Analytic Framework does not define the decision process used in selecting a public warehouse, some error in the basic assumptions or model formulation must exist.

The assumption that an outside observer would not influence individual buying behavior is invalid. The presence of an outside observer influenced the decision process by constraining the decision makers into using the formal system. The Buygrid Analytic Framework is not a general purpose model of industrial buying behavior. Instead, it is a model of the formal system which is designed to provide equal consideration of all possible products and potential suppliers enabling the selection of the best possible supplier at the least cost.

Since the presence of an outside observer caused the decision makers to perform in accordance with the expectations of the formal system, the "short-cut" or informal system normally used was not identified. The human influence on the decision process is manifested by the development of an informal system for performing the desired task (often to influence the outcome of the formal system) and then complying with the requirements of the formal system. The rejection of the formal system in favor of some "short-cut" or informal system is commonly- accepted throughout industry. Three specific examples which support this contention ares i) written specifications are often based upon the characteristics of a single product or supplier to exclude or limit the

141use of competitive "bids, 2) a continual conflict exists between labor and management over compensation rates for piecework because short cuts by workers reduce the total work input needed to produce the product,3) the development of Materials Requirements Planning, an inventory planning and control system was an attempt to formalize the informal system.

The Actual Decision Process

An examination of the response frequency depicted in the total column of the cross-tabulations provided insight into the actual warehouse selection process. The respondents indicated that the most important consideration in soliciting bids for warehousing services was past experience. The second major consideration was their need to minimize the risk of a bad selection. Since many executives indicated that little to no effort was expended to determine the quality of customer service actually received from public warehousemen, the rating of past experience must be purely subjective. When these factors were considered with the characteristics of an order processing and reporting system cited as important or very important, the actual decision process appeared to follow the sequential evaluation strategy described by Cardozo (109) rather than the Buygrid Analytic Framework. This observation is further substantiated by the indication that the elaborate selection process considered important by a large majority of respondents was really used to comply with the requirement of the formal system.

1A2

The actual warehouse decision appears to be based on the manager's intuition, experiences, or "gut-feelings". Feldman and Cardozo (18), Parket (5l), Wilson (78), and Faris (112) identify this managerial decision making as emotional or irrational since there is no apparent consistency between decision makers. Such a classification appears to be unjustified since each manager's decisions are based on his past experience and managerial ability. One would expect each decision maker to analyze the possible alternatives, select the one most compatible with his managerial style and willingness to assume risk.

Cardozo (109) recognized that the actual selection decision was made by ranking the potential suppliers based upon each manager's judgment. Once the ranking was completed, a sequential evaluation strategy was initiated. Cardozo believed that this strategy wasapplied when the highest perceived risk was that of making a bad

119 r,selection. Since public warehousemen complete for business, the price differential would not be the highest perceived risk.

The research results reported in the Other Findings section of Chapter IV and Cardozo's sequential sampling strategy were used in constructing the decision process presented in Table 18. This decision process was based upon the information obtained from the questionnaire which stressed the importance of:

1. Previous experience with a public warehouse.2. Minimizing the risk of a bad selection.

■^Richard N. Cardozo, "Segmenting the Industrial Market," p. ^35•

143

TABUS 18

INFORMAL SYSTEM USED IN CHANGING FROM AN EXISTING. SUPPLIER OF WAREHOUSING SERVICES TO A NEW SUPPLIER

Stage Activity1 Identification of need2 Determine which warehouses could

meet that need "based upon past experience with the warehouses.

3 Contact the warehouse known to meetthe need whose operating procedures and reporting methods are most compatible with present company operating procedures.

4 Select that warehouse if price iswithin expectations and write specifications for the services required based upon the services offered at the desired warehouse.

5 Solicit bids from other warehousesbased upon the specifications.

6 Use the bids to justify the selectionof the initial choice to comply with the formal system.

7 Develop a satisfactory method of evaluating the service actually received.

1443. The large number of important warehouse selection

factors which are non-quantifiable.4. Order processing and reporting methods.

The decision process outlined above may seem unusual; however, it isconsistent with the results of research investigating source loyalty

120presented in the industrial buying behavior literature and information obtained during interviews with distribution executives.

Other Research Contributions

The major purpose of this study, statistically testing the Buygrid Analytic Framework was not entirely successful. This study did produce contributions which are significant to: Industrial Buying Behavior Research, Public Warehousemen, and Distribution Executives.Industrial Buying Behavior Research A comprehensive review and analysis of the industrial buying behavior literature indicates that the level of current research is very sophisticated. Most current studies are based upon stated research objectives or hypotheses, the data required is completely defined, and the basis for accepting or rejecting the hypotheses is firmly established. The literature review indicates that little actual progress has been made, however, towards the ultimate goal of understanding buying behavior to the point that it car be accurately predicted.

The models presented in the current literature were almost all developed using data collected without a specific objective; the data

"^Studies of source loyalty by Wind (80), Wind and Cardozo (81), and Levitt (95) were reviewed in Chapter II.

145was merely separated into some orderly sequence. The Buygrid Analytic Framework, developed by this method, could not be statistically validated as descriptive of the decision process used in selecting a public warehouse. If a model cannot be validated statistically, one cannot be sure that it is descriptive of industrial buying behavior for any specific application.

This study presents a model of industrial buying behavior which is based upon a concept not found in current literature, the concept of separating buying behavior into a formal and informal system. The model presented depicts the informal system. The actual selection is based upon a single decision made by only one individual. The informal system is then used to justify that managerial decision and comply with the requirements of the formal system.

The study results indicated that a risk minimization was a major consideration in selecting a supplier. This emphasis on risk minimization was much stronger than one would infer from the current literature. Public Warehousemen Much of the emphasis of this study was based upon increasing the understanding of industrial buying behavior when selecting a public warehouse. The results indicated which information sources are considered to be most credible, what services are most often requested, the most common reasons why companies change warehousing suppliers, and many other facility and policy guidelines.Possibly of more importance to the warehouseman, however, is the implication that the decision of which warehouse to use has already been made before bids are solicited. If a warehouseman is asked to submit a bid to a company with whom he has had no previous dealings,

he does not have sin even chance of winning the job. His only hope of securing the client is to do such a convincing "selling-job" that the decision maker changes his mind after he has already made his initial selection. The warehouseman must offer some tangible benefit over his competition which outweighs the intangibility of the unknown service performance level in the client's mind.Distribution Executives The results of this study indicate that many distribution executives do not have a good concept of risk or risk management when selecting a public warehouse. This lack of understanding or lack of confidence in handling risk creates a reluctance on the part of the distribution executive to change from an existing supplier where the risk is known to a new supplier where the risk is unknown. As a result, potential cost advantages are not realized.

Part of the uncertainty associated with risk management may be due to the lack of an established method for measuring the level of service actually received from suppliers of public warehousing services. The study results indica-ted that approximately 30 percent of the respondents made an active effort to measure service levels actually received from public warehouses. Another 30 percent relied on customer complaints to determine service levels, and the remaining 40 percent made no effort to monitor customer service.

SUGGESTIONS FOR FUTURE RESEARCH

The first recommendation for future research is the investigation of aspects of the entire service sector. The results from this study indicated that the decision process used in selecting a

supplier of services was different from the decision process used in selecting a product. This study identified the possibility that the decision process used in selecting a service might conform to the sequential evaluation strategy suggested by Cardozo (109) as modified to fit the informal, system concept, rather than the Buygrid Analytic Framework designed by Robinson and Faris (9 8). The informal system model could be used as the research framework for studying industrial buying behavior when a service is contracted. Both this study and the study by Pingry (127) indicated that more than a single source should be used to investigate the decision process. Some service industries which could be used in such a study include: public warehousing,common carriers, advertising agencies, and security services. The results from such a study would define the actual decision process used in selecting a service.

Another area for research is a study of the decision process used in selecting a public warehouse based on the concept that varying time frames require different selection processes. When a public warehouse is selected as a part of the distribution system for servicing a newly- established sales or marketing region, the decision process used is probably much different from the one used for obtaining storage for production overflows.

A future study could concentrate on many of the articles in the current literature (6 9), (lOO), (113)> which apply consumer behavior principles to industrial buying behavior. Since there has been little research substantiating this practice, a significant research study

could be constructed which would identify the boundary between industrial buying behavior and consumer behavior, if indeed such a boundary exists.

A final suggestion for future research indicated by this study is the identification of the participants in the decision process and the investigation of the contributions of purchasing. The data used in this study indicated that the entire selection process was controlled and directed by distribution executives with only clerical assistance from other departments. The implication that purchasing did not perform a "gate-keeping" role when services rather than products were purchased indicates that additional research is needed.

APPENDIX A MAIL QUESTIONNAIRE AND COVERING LETTER

TI I I O O H I O S 'l ’A ’I’M I.J [NI V I1! I IS I'I'V

Dear Distribution Executive:

During Sum m er 1977 the Logistics Group at The Ohio S ta te University will initia te a study on the future of the public w arehousing industry in the U.S. T he study is sp o n so red by the American W areh o u sem en ’s A ssocia tion and is d es igned to provide a b a lanced and objective view of c u s to m er n eed s and future d irec tions for the public w arehousing industry.

We would app rec ia te your coopera tion in filling out the enc lo sed q u es tio n naire and returning it in the postage-pa id envelope. While the ques tionnaire might ap p ea r to be formidable in size, a lm os t all of the q u es t io n s will require a s im ple check mark. Your re sp o n se will be held in confidence and no individual or com pany will be indentified in any way in the sum m ary report.

Thank your for your help to the public w arehousing industry and to our re search efforts.

/ Sincerely, / }

hr gJtBernard J. La Londe

W ade Ferguson R esearch A ssoc ia te

J a m e i R. R iley Profe**Of o f M arketing an d I .ugi v iic s I F acu lty o f M arketing / C ollege o f A dm in is tra tive .Science 1775 C ollege R oad / C o lu m b u v O hio 41210 / Phon* I) j ? M ) t t |

151

1AN EXAMINATION OF THE PUBLIC WAREHOUSE

SELECTION PROCESS QUESTIONNAIRE

Instructions:1. Please rate the extent of your experience or familiarity with selecting a public warehouse by checking the

proper experience categories below.

_ _ I have never utilized public warehousing services on a regular basis. (Go to Part II on page 9).

I have utilized public warehousing services for the first time during the past 12 months.

I have utilized public warehouse^) a s a regular part of my raw materials or finished goods distribution system for a period longer than one year.

I have changed or considered changing from one public warehouse to another during thepast 12 months.

I have renegotiated a contract with a public warehouseman during the past 12 months.

2. After completing this questionnaire, please return it in the envelope provided to:

Professor Bernard J. La Londe College of Administrative Science Ohio State University 1775 College Road Columbus, Ohio 43210

THANK YOU!!

I

152

2PART I

A. How important do you consider each of the following factors in anticipating or recognizing the need for either private or public warehousing services? Please indicate your assessm ent by circling ‘*5" (very important), “4" (important), ‘'3" (neutral or indifferent), "2” (unimportant), "1" (very unimportant), "0" (not applicable).

Reduce delivery time to customers. 5 4 3 2 1

Space constraints on current warehouses. 5 4 3 2 1

Change in production methods or processes. 5 4 3 2 1

Reduce shipping costs by Increasing average shipment size. 5 4 3 2 1

Entrance Into new markets or sales regions not previously served. 5 4 3 2 1

FDA regulations. 5 4 3 2 1

Sanitation. 5 4 3 2 1

Hazardous materials regulations. 5 4 3 2 1

Minimize the effects of strikes or production slowdowns. 5 4 3 2 1Normally scheduled annual review before contract renegotiation. 5 4 3 2 1

Changes in transportation rate structure. 5 4 3 2 1

Sales calls from warehousing salesm en. 5 4 , 3 2 1

Sales calls from carrier salesmen. 5 4 3 2 1Increase in Interest rates. 5 4 3 2 1Personal property tax variations. 5 4 3 2 1

Building up inventories to meet seasonal demand. 5 4 3 2 1

Obtain quality purchase discounts from vendors or other market conditions. 5 4 3 2 1

Store raw materials as a hedge against Inflation. 5 4 3 2 1

Protect against projected materials shortages. 5 4 3 2 1

Insure continuity of supply. 5 4 3 2 1

Other (please specify)_______________________________________________5 4 3 2 1

B. P lease indicate your assessm ent of the following statem ents in evaluating proposals for renewing an existing contract for public warehousing services.

An existing contract would not be renewed if the percentage of promised delivery dates met was: 90%, _____ 95%, ______ 98%, 99%

153

3An existing contract would not be renewed if the loss or damage rate exceeded:

1%, ______ 2%,_______ 3%, ______ 4%, _______ 5%

An existing contract would not be renewed If the percentage of orders with transportation errors exceeded: 1%, ______ 2%,_______ 3%, _______ 4%, 5%

An existing contract would not be renewed If the percentage of orders with paperwork errors exceeded: 1%, ______ 2%,_______ 3%, _______ 4%, 5%

An existing contract would not be renewed if the percentage of orders with stock picking errors exceeded: 1%, ______ 2%,_______ 3%, _______ 4%, 5%

An existing contract would not be renewed if the increase in total warehousing costs exceeded: 5%, _____ 10%, _____ 15%, 20%

An existing contract would not be renewed if the average response time to a routine inquiry exceeded: 1 day, ______ 2 days, 3 days, ______ 4 days, ______ 5 days

An existing contract would not be renewed If the average response time to a non-routine inquiry exceeded: 1 day, ______ 2 days, 3 days, ______ 4 days, ______ 5 days

An existing contract would not be renewed if custom er complaints as a percentage of shipments exceeded: 1%, ______ 2%, l_ 3%, ______ 4%, 5%

An existing contract would not be renewed if the average response time to claims exceeded: 1%, ______ 2%,_______ 3%, _______ 4%, 5%

An existing contract would not be renewed if the average response time to claims exceeded: 1 week, _____ 2 weeks, 3 weeks, ______ 4 weeks ______ 5 weeks

An existing contract would not be renewed if the average response time to special shipments exceeded: 1 day, ______ 2 days, 3 days, ______ 4 days, ______ 5 days

Have you dropped a public warehouse in the last six months? Yes No

If yes, what were the re a so n s? ___________________________________________________________________

What is your job t i t le ? ____________________________________

What is your functional area (e.g. Marketing, Distribution, etc.)?

You report to (job title )?__________________________________

His functional area i s ? _____________________________

C. This section examines the methods used to determine the level of customer service received from public warehousemen.

154

4How frequently do you or a representative of your firm visit each public warehouse with which you do business?

times per year

What percent of the visits are conducted on an unannounced basis? %

What percent of the visits are for purposes of solving a specific problem or service complaint? %

How often does your firm perform on-site audits to insure that materials are secure from theft, damage, or infestation?

times per year

Do you audit freight bills from public warehouses to customers to determine if routing instructions and promised delivery dates are met?

Yes No

If yes, what p e rcen t? %

How do you monitor service from public warehouses?____________________ ,_____________________________

D. How important do you consider each of the following information sources in the search for and qualification of potential sources for supplying public warehousing services? Please indicate your assessm ent by circling "5" (very important), "4" (important), "a" (neutral or indifferent), “2” (unimportant), “1" (very unimportant), or "0" (not applicable).

Trade journal advertising. 5 4 3 2 1 0Distribution Worldwide directory advertising. 5 4 3 2 1 0AWA Directory. 5 4 3 2 1 0Other Trade Association listings. 5 4 3 2 1 0Telephone directory yellow pages. 5 4 3 2 1 0Direct mail advertising. 5 4 3 2 1 0Recommendations from major customers. 5 4 3 2 1 0Recommendations from associates in other companies. 5 4 3 2 1 0Recommendations from others in your department. 5 4 3 2 1 0Recommendations from your company sales force. 5 4 3 2 1 0Personal sales calls from warehouses. 5 4 3 2 1 0Previous dealings with public warehousemen. S 4 3 2 1 0Recommendations from common carriers. 5 4 3 2 1 0

155

Visits to warehouses. 5 4 3 2 1 0

Credit checks (banks, Dun and Bradstreet, credit bureaus, etc.). 5 4 3 2 1 0

Other (please specify ).______________________________________________ 5 4 3 2 1

E. How important do you consider each of the following factors in soliciting bids for public warehousing services?

Trade Journal advertising. 5 4 3 2 1

Trade association directories. 5 4 3 2 1

Previous or current experience with warehousemen. 5 4 3 2 1

Well-known name. 5 4 3 2 1

Advertising that s tresses low rates. 5 4 3 2 1

W arehouses which use large amounts of advertising. 5 4 3 2 1Minimizing risk of making a bad selection. 5 4 3 2 1

Other (please specify). ______________________________________________

5 4 3 2 1

F. How important do you consider each of the following criteria for evaluating proposals and selecting one public warehouse over another?

WAREHOUSE CHARGES

Storage rates. 5 4 3 2 1

Handling rates. 5 4 3 2 1

Clerical rates. 5 4 3 2 1Total warehouse charges. 5 4 3 2 1

Other (please specify). ______________________________________________ 5 4 3 2 1

INDIRECT OR ASSOCIATED COSTS

Transportation. 5 4 3 2 1

Taxes. 5 4 3 2 1

Insurance. 5 4 3 2 1

Other (Please specify ).______________________________________________ 5 4 3 2 1

6FACILITY CHARACTERISTICS

Other products stored In facility.

Availability of sprinkler system .

Cleanliness — general housekeeping.

Infestation control.

Security practices.

Type of handling equipm ent

Size of building.

Availability of pallet racks.

Downtown location.

Suburban location.

Location outside of metropolitan area.

Multi-city warehouse operator.

Member of multi-city marketing group representing independent warehouses.

Other (please specify).___________________________ ___________________

WAREHOUSE SERVICES

Lease of specific blocks of space.

Pool distribution.

Shipment consolidation.

Humidity control.

Temperature control.

Availability of refrigerated space.

Availability of freezer space.

Special handling equipm ent

Bulk material handling and storage.

Packaging or labeling.

Recouperage.

Handling hazardous materials.

Other (please specify).______________________________________________

157

TRANSPORTATION SERVICES

Good Independent cartage relationship.

Availability of warehouse-owned or managed local cartage.

Location with respect to good motor carrier terminals.

Access to good rail connections.

Direct service by specific rail line.

Other (please specify). ________________________________

TYPE OP CLERICAL SERVICES

Availability of computer facilities.

Notification of low stock levels.

Shipment routing.

Freight bill payment.

Inventory reports at specified Intervals.

Other (please specify). ______________

QUALITY FACTORS

Fulfillment of special directions.

Accurate record-keeping.

Employee manners and courtesy.

On time shipments.

Loss and damage experience.

Shipping and receiving accuracy.

Order response time.

Other (please specify )._________

WAREHOUSE REPUTATION

Among its customers.

Among Its competitors.

Among your customers.

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

0000000

000

158

Among common carriers.

With banks.

Credit rating.

With trade associations.

Other (please specify).__

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

G. How Important do you consider each of the following factors in selecting order processing and reporting methods?

Speed of response.

Real time computerized inventory system at the warehouse.

Daily status report by teleprinter at the end of each business day.

Orders telephoned directly to warehouse by salesmen.

Orders transmitted by mail.

Monthly status report by mail.

Accuracy of response.

Detail of response.

Other (please specify). _____________________________________ _

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

H. How important do you consider each of the following factors in determining the amount and type of either private or public warehousing services required?

Sates forecasts by sales regions.

Seasonality of demand.

Value of inventory.

Security system required.

Inventory turnover rate.

Consolidation of shipments.

Special handling equipment.

Regional packaging of bulk shipments.

Type of packaging.

Other (please specify).______________

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2

5 4 3 2 1

5 4 3 2 1

159

9I. How important do you consider each of the following factors in describing the characteristics and amount

of space of only public warehousing services required?

Clear stacking height in excess of 18 feet. 5 4 3 2 1 0Infestation control program. 5 4 3 2 1 0PDA regulations. 5 4 3 2 1 0Sprinkler system. 5 4 3 2 1 0Private cartage system. S 4 3 2 1 0Floor space required. 5 4 3 2 1 0Rack storage space required. S 4 3 2 1 0Cubic space required. S 4 3 2 1 0Security system. S 4 3 2 1 0Special handling equipment. S 4 3 2 1 0Packaging and/or labeling of products. S 4 3 2 1 0Inventory turnover rates. 5 4 3 2 1 0Reporting systems. 5 4 3 2 1 0Warehousing practices. 5 4 3 2 1 0Other (please specify).

5 4 3 2 1 0

GO TO PART III, PAGE 10. SKIP PART II.

PART II

Has your company considered using public warehousing on a routine basis during the past 12 months? Yes No

If Yes, what factors prompted this consideration of public warehousing?

If No, under what circumstances would your company consider using a public warehouse on a regular basis?

What are the basic reasons why your firm does not use public warehousing?

160

10If your firm were to begin to use public warehousing in the future on a routine basis, who in your firm (title and function) would most likely make that decision?

Job title: ____________________________________________ ;_____________________________________Function (e.g. Marketing, Distribution)_______________________________________________________

What functions and titles would have to concur with the decision?a. Job t i t l e ______________________________________________________________________________

Function ______________________________________________________________ ;____________

b. Job t i t l e ______________________________________________________________________________Function ______________________________________________________________________________

c. Job t i t l e ______________________________________________________________________________Function ______________________________________________________________________________

d. Job title ______________________________________________________________________________Function ______________________________________________________________________________

PART III

Listed below are some statements pertaining mainly to the future of private and public warehousing. Please indicate your agreement or disagreement by circling "5” (strongly agree), “4" (agree), '‘3” (indifferent), "2" (disagree), “1” (strongly disagree), "0" (not applicable).

Increased construction costs will lead to increased cost of public warehousing in the next five years.

My firm will probably reduce the total number of company warehouses it uses over the next 5 years.

My firm will probably reduce the total number of public warehouses it uses over the next 5 years.

Shipment consolidation will become a more important distribution strategy to reduce transportation costs over the next 5 years.

Secondary freight (warehouse to customer) will increase more rapidly than primary freight (factory to warehouse) over the next 5 years.

Protecting the product in a regulatory sense (EPA, FDA, Recalls) will become a primary distribution priority in the way field stocking of inventory is planned and implemented over the next 5 years.

Over the next S years, there will be a tendency to concentrate warehouse locations in large urban areas.

If my firm were to increase (or initiate) use of public warehouses in the future, we would most likely use the services of a multi-unit public warehouse operator.

If prime interest rates increase to the 9 to 10% level my firm would most likely use more public and less private warehousing.

The public warehousemen I have met over the past year are more creative and knowledgeable in solving distribution problems than the public warehousemen of five years ago.

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

J

161

11PART IV

CLASSIFICATION DATAThe data requested below will be used only for classification of the final summary results..

Approximate % of the volume shipped directly to customer.

Number of Plants Number of Company Warehouses Number of Public Warehouses

What Is your average product dens i ty?__________________

What Is your average product value? _______________________ S/lb.

Approximately what percent of your product dollar Is spent on:Transportation C o s t _______________________ % Warehousing C o s t _______________________ %

What percent of your product stored in public warehouses is raw material or semi-flnished goods as opposed to finished goods? ______________________ •/•

Identify your industry from the list below. If your company has multiple, dissimilar divisions, indicate for this questionnaire the one with which you are most familiar, or your largest division (if the division has products with multiple customer criteria, use as your point of reference the product group with which you are the most familiar. Do not include consideration of products for international shipments)._______ Appliance _______ Machine Tools and Machinery_______ Automotive _______ Metals and Metal Working_______ Building Materials/Lumber _______ Mining and Minerals_______ Chemicals and Plastics _______ Paper_______ Electronics_____________________ _______ Petroleum_______ Food Pharmaceutical_______ Furniture______________________________ TextilesO t h e r _______________________________ SIC (If known)________________________

What are the approximate annual sales of the firm (or division if you operate separately as part of a parent company) for the product line checked above?_______ under $100 million ________ $100 • $500 million _______ $500-$1 billion over$1 billion

Please Identify the geographic locations to which your company's products are distributed and/or sold._______ Entire U.S.A.___________________________ North Central States Western States_______ Northeastern States_____________ _______ Southern States

Please circle the geographic area above where you use public warehousing.How many years has your company or division been in operat ion?_______ yearsIf you use public warehousing, how many years have you used public warehousing on a routine b a s i s ? _____ years

If you have misplaced tho prepaid, self-addressed envelope provided, please return this questionnaire to:

Professor Bernard J. La Londe; College of Administrative Science; The Ohio State University; 1775 College Road; Columbus, Ohio 43210

THANKYOU!

Number % of Inven. Average inven. Turns

Ibs./cu. ft.

APPENDIX B COMPUTER PROGRAM AND INPUT DATA

/ / EXEC SPSS / /G O .F T 0 9 F O Q I / / G r . S Y S I N CO NUMBERED RUN NAME FILE NAME

VARIABLE LIST

SUBFILE L 1ST INPUT MEDIUM INPUT FOR HAT

VALUE LABELS

163

DO SYSCUT»A *YESGENERATION CF FILE FCR WAREHOUSE SELECTION DATA W4REHCUS THIS FILE CONTAINS DATA FROM 5 SEPARATE INOUSTPY GKCUPS CPGANIZEO 1NTC SUBFILES FOR EACH EXPERIENCE CLASS. EXPCQDE t AI TO A 2 W B I TO H I E , C l TC C8.D I TO D i l i , E l TO 68 FwCl TO FWC5, FIACl TC F U C 4 . F F C I TO FFC14.FWS1 TO FWS13 FTS1 TD F T 5 6 . F TCSl TC FTCS6, r Q F l TO FCFa.FWRl TO FWR3 G1 TO G9.H1 TC F 10» I I TO I1 5 .P A R T 2 0 1 TO PART220 P4RT301 TC PART3U.PA RT4 01 TO PART427 C l I ( 25 ) CL2 I 5 ) CL3 ( 1 1 2 ) CL4 ( 1 1 5 )CARDFIXED < 3 4 F 1 . 0 . 2 F 2 . 0 . 1 C F 1 . 0 . 2 F 2 . 0 / 6 0 F 1 . 0 / 3 7 F I . 0 / 2 5 F I . 0 /

F 1 . 0 . 5 F 2 . 0 , 1 C F 1 . 0 / 3 T F 1 . 0 )A1 TO A21.CI TC C lA . El TC ES.FWCl TO FWC5.FIACl TO FI A C 4 , FRCl TO FFC14,FV,S1 TO F w S l 3 , F T S l TO FT$6,FT CS l TO FTCSo, FQFl TO F‘2 C3. FWRl TO F W R 3» G I TC G 9 , H l TO H l O . I i TO 15( 5 ) VEPY 1MFCRTANT(A) IMPORTANT t 3 ) NEUTR AL CR INDIFFERENT I 2 )UNIMPORT ANT 111 VERY UMPPGR1 ANT. /81 (4 )90* . ( 2 ) 55* ( 2 ) 9 3 5 < 1 ) 0 9 5 /B2 TO e 5 , F 9 ( 5 ) 1 1 < 4 ) 2 * ( 3 ) 3 1 ( 2 ) 4 5 ( 1 ) 5 5 /B6 ( 4 ) 5 5 ( 3 ) I C * ( 2 ) 1 5 5 ( 1 ) 2 0 5 /?7».3 3 , 8 1 1 ( 5 ) 1 DAY ( 4 ) 2 CATS ( 3 ) 3 DAYS ( 2 ) 4 DAYS ( 1 ) 5 DAY S /91 'J 1 5 ) 1 WEEK ( 4 ) 2 WEEKS ( 3 ) 3 -EEKS ( 2 ) 4 WEEKS ( 1 ) 5 WEEKS /e i2,CS (2 JY6S 11 )•*)*)/3 1 3 . 0 1 4 ( I ) WAPEHOUSs CLOSED

12) OECREASE IA SALES13) BUILT PRIVATE WAREHOUSE( 4 ) CHANGE IA MARKET15) PCCR MANAGEMENT(6) HIGH CCST( 7 ) PCCR SERVICE(8) LOSS OR CAM4GE( 0 ) PCCR SANITATION

H I ) LACK OF TE-'PERATUkc CONTROL( 1 1 ) R=CUCS INVENTORY CAKRYING COSTS(12) ERRORS( 1 3 ) CCNSOLIDATICN( 1 4 ) CHANGE IN LOCATION /

1:15.017(o> CCCROINATCR( 1 ) MANAGt*( 2 ) DIRECTOR( 3 ) VICE-PRcSlCcNT( 4 ) PRESIDENT /

e i 6 , 3 ! 8 ( I I OISTRIOUTICN( 2 ) MARKETING( 3 ) P.RQCUCT ION( 4 ) FINANCE( 5 ) TRAFFIC(A) WAREHOUSING( 7 ) MATERIALS MANAGEMANT( 9 ) C CKPUf ATE AU*M MSTRATION ( 9 ) PLANT

164

(C) CLSTCMER SERVICE t CL.C4 <L) I VISIT

12) 2 VISITS13) 3 VISITS14) A VISITS CP MC^E /

C 2 , C 3 , C 6 ( 3 ) NCNEI I I 25* OP LESS (2 ) 2 6 * TC STi( 3 ) S I ' TQ 75 I( 4 ) 7fcr, T3 5?*(5) 1002 /

C7 »C8 10) NO(1) SERVICE PERFORMANCE REFCRTS( 2 ) YES(3 ) CUSTOMER CCVPLAIM(4) SALE SMENS COMMENTS15) C C ^ ca c s pRCMISfe 4NC SHIP CATES (61 RESPONSE TC 3f'JU = 'T S

(7') SU^VcY CAROS c 3C“ C U SK lE R S( 8) SPCTCHEC:< ALCITS /

PAP.T201 ( 2 ) YES <1)NC/FART202 TC PAST 2-74 <I ) WHEN . PR IVATe WAREHOUSE CAPACITY IS ExCSEDeC /FART205 TC PART207

( 1 ) NEVER wCULD( 2 ) TEMPORARY STORAGE(3) SPECIAL HANCLINC- ECUIPMSNT REOUIRED( 4 ) IF COMPETITION .MADE IT NECESSARY 15) IF COMPETITIVE IN COST/

FART208 TC PART210 ILJ TwO COSTLY(2) SINGLE C . C . ' S 5Y PP' iruCT LINE(3) PRODUCT SHIPPED OIRCCT( 4 ) EUILT New PRIVATE *AF EHOLSE( 5 ) SPECIALIZEO ECU I P w ENT KECUIREC(6) SATISFIED WITH PRIVATE WAREHL'US IMG 17) MANUFACTURE TO ORDER

/PART211,PARTZ12.PART215.PART217,PAB T214

I D ENGINEER( 2 ) MANAGER13) SUPERINTENDENT( 4 ) SPECIALIST( 5 ) PRESIDENT

(6) VICE PRESIDENT /PART212.PAR T 2 l 4 t P A R T 2 1 6 , P 4 3 T 2 1 3 , PAR T220 ( 0 ) PLANT C l) DISTPIRLTICN t 2 ) MARKETING( 3 ) FINANCE( 4 ) PP.COLCT ICN 15) TRAFFIC(6) WASeHCL SING17) COPPORATE STAFF(8) ENGINEER IMG( 0 ) MATERIALS MANAGEMENT /PART301 TC PAST310

165

( 5 ) STRONGLY AGREr (41 AGREE(3> INDIFFERENT(2 ) DISAGREE( I ) STHCNGLY CISAG'-'EE (01 NOT APPLICABLE /P 4 S T 4 U l» P A P .r 4 J 5 * P A .U 4 0 5 ,P 4 3 T4U7, PALTAij TO PART415(0) NONE(11 5* OR LESS(2i <i" t o t o t( 3 ) 11* TC 25 T( 4 ) 2 6 * TC 50*.(51 5 I t TC 75 3(6) 76* TO <39*( 7 ) 100* /PART402.PART403.PART404

. ( 0 ) NCNC(1) Ltss t h a n 5(2) 6 70 10 (31 11 TO 15(4 ) 16 TO 20( 5 ) 21 TO 2 5(6) OVER 25 /

FART4O0*PAP. T 4 0 5 r P A R T 4 1 5 t° A QT426»FAnT427 ( 0 ) LESS THAN 3 (1J 3 TC 5( 2 ) 6 TO 10( 3 ) 11 TO 20( 4 ) 21 TC 5 3 (51 OVER 50 /

PART411(11 LESS THAN 10 LBS PEP CU. FT.(21 11 TO 25 L3S PER CU. FT.13 1 26 TC 100 L33 PEJ CU. FT.( 4 ) 101 Tr 200 LBS PS3. CU. FT.( 5 ) OVER 20C LEG PER CU. F T . /PART412 (11LE3S THAN 10 PSP. LB.(21 11 TC 20 PER LB(31 21 TC 30 °E'R L-3.(41 31 TC 40 PEP LB.(51 41 TO 50 PER L3.(61 OVER 5C PER L 3 . /PART416 ( 1 (APPLIANCES ( 2 1 ALTCPCT IVc (31 CHEMICAL (41F00C (51 OTHER/PART417 ( 4 ) UNGER S10C MLLICN ( 3 1 U 0 J TO 5500 MILLION (21 55 00 MILLION 13 51 i ILL ION (HOVER 51 3 I L L I 0 N / P A R r4 l0 ,P A ? .T422 ( I ) NCPTn CcNTFRAL STATES / PARTUH.PART422 ( I ) wcSTFRA STATES /FART420.PART424 ( 1 l .JCRTHrASTEPiN STATES /CAPT421 ,PART425 (USCLTHeRN STATES /

VAR LABELS EXPCOOc F.ESFCNDEN7 cXPCRIENCc CLASSIFICATIJN/At RECUCE DELIVERY T t " F TC CUSTOMERS/A2 SPACE CONSTRAINTS ON CUF.PEMT WAREHOUSES /A3 C FANGS I.N °F j OUC T ICN «ETHrDS C-. “ RJCcSSE S/A4 RECUCE SHIPPING COSTS PY INCREASING S IZ E /AS ENTRANCE INTC NSW MARKETS CR SALES REGIONS/A6 FCA REGULATIONS/A 7 SANITATION/A8 HAZARDOUS “ ATFQULS REGULATIONS/A9 MINIMIZE THE EFF6CPS OF ST RU ES OR SLOWDOWNS/

166

A10 ANNUAL REVIEW 3EFCRE CCNTEAC 7 RENc G0TIAT I 'JN/A l l CHANGES IN TRANSP'.'S TATICN PATc STRICTURE/412 SALES CALLS FSCM NAWSHCLSING SALESMEN/313 SALES CALLS F:-’:IM CARRIE’ SALcSM-N/Al4 INCPFASC in in-t e r c s t RATES/A15 °EH SCNAL PROPERTY TAX VARIATIONS/316 SUILC1NG UP INVENTORIES To "EET SEASONAL '■)[■ UNO/A i7 r a o b t a i n q u a n t i t y p u r c h a s e d i s c o u n t s /318 STORE FAw « . \ r E A I A L S AS A HECG? AC-A INST INFLATION/319 p r c t c ^ t a g a i n s t p r o j e c t e d >'at s r i a l s s h o r t a g e s /A’ C INSURE CONTINUITY CF SUPPLY/A21 3THER/81 CONTRACT ACT P5NEWEU IF X OF DELIVERY CATES ■'ET WAS/82 CONTRACT NOT .RENEwED IF LCSS OR DAMAGE FATE EXCEEDED/S3 CONTRACT NCT RENcV.60 IF T® ANS°-JC Ta T ICN ERRORS EXCEED/84 CC\TF AC T ACT SENcwEC I r PAPEFWC’ K E-’ RGPS EXCEED/EE CONTRACT NOT REVELED IF ST.CC KPIC Kl NO = «R:HS EXCEED/86 NO CONTRACT IF TOTAL Vi Ak EhCUS ING COSTS INCREASE PY/P7 NO CCNTRACT IF AVERAGE PESFCNCE TO ’ JUTINE INQUIRY 13/88 NO CCMTR ACT IF RESPONSE TIME TO NON-ROUT I ’lc INQUIRY/89 NO CONTRACT IF CLSTC'-I=R COMPLAINTS EXCEED/H I0 NO CONTRACT IF AVG RESPONSE TIME TO CLAMS S X C . /811 NC CONTRACT— RESPONSE TC SPECIAL SHIPMENTS EXCEED/P12 DPOPPE C PU3LIC WAREHOUSE IN LAST 6 MONTHS?/ e i 3 1ST REASON FOR DROPPING PUBLIC WAREHOUSE/8 1 4 2ND REASON FCR CROPPING PUBLIC WAREHOUSE/P 15 J 0 3 TITLE OF RESPONDENTS /816 FUNCTIONAL APEl CF k ESPONCc NT/8 1 7 RESPCNCcNT «£P1RT5 TO/818 FUNCTIONAL APSA OF SUPERIOR /Cl FREQUENCY CF VISITS TO PUBLIC WAREHOUSES/C2 PERCENTAGE OF VISITS TG P.W. UNANNOUNCED/C3 PERCENT !1F VISITS TC SCLVF SPECIFIC PRD3LEMS/C4 NUM8=o CF CN-SITE AUDITS FCP SSCUPITY CHECKS/C5 ARE FREIGHT SILLS AUDITED FOR PERFORMANCE PURPOSES/C6 S CF FREIGHT BILLS AUDITED FCR PERFORMANCE PURPOSES/C7 WAYS USED TC MCNI TCP StR VlC E/C 3 WAYS USED TJ M.IN I TOR SERVICE/Cl TRADE JOURNAL ADVERTISING/C2 DISTRIBUTION wCRLDWIDE OIRECTGRY ADVERTISING/C3 AHA CIPECTCRY/0 4 OTHER TRACE ASSOCIATION LISTINGS/C5 TELEPHONE d i r e c t o r y yellow p a g e s /C6 DIRECT PAIL ADVERTISING/07 RSCC'McNCATICNS FROM *AJCP CUSTOMERS/03 RECS. FRO” ASSOCIATES IN OTHER COMPANIES/0 9 RECS. FPC* OTHERS IN YCUfi C£FAKTMENT/01 0 Rc CS. FRCM YOUR COMPANY SALES FORCE/o n s a l e s c a l l s f r o m w a r e h o u s e s /01 2 PREVIOUS DEALINGS WITH PUBLIC WAREHQUSENGN/013 RECS. FFCM COMMON CARRIERS/0 1 4 VISITS TG WAREHOUSES/0 1 5 CREDIT CHECKS/C16 OTHER/E l TRADE JOURNAL ADVERTISING/

' £2 TRACE ASSOCIATION DIRECTORIES/E3 PREVIOUS OR CURRENT EXPERIENCE WITH WAREHOUSEMEN/E4 WELL-KNOWN RAF?/E5 ACVERT ISING THAT STRESSES LOW RATES/E6 WAOEHClScS WHICH U S E LARGE AMOUNTS OF ADVERTISING/

£7 MINIMIZING RISK UF ma ki ng A HAD SELECTION/£0 OTHER/FWC1 STORAGE RATES/FWC2 HANCLl*G U T S S /FWC3 CLERICAL RATES/FWC^ TOTAL WA 3 crt.JUSc CHANGES/FHC5 OTHER/FIACl TRANSPORTATION/FIAC2 T A x 23 /FIACl INSURANCE/FIACA CTHEO/FCC1 CTHFP. 3R UDUCT 3 ?T')=tD IN FACILITY/FFC2 AVA 11 A0 I L t TY OF 5 s IN K L E R SYSTEM/FFC3 C L EAA L I ‘VE SS --Gi: ME » AL HOUSEKEEP ING/FFCA INFEST AT ICN CONTROL/FFC5 SECURITY PRACTICES/FFC6 TYPE OF HAMLINO CGU IP*£NT/FFC7 SIZE CF aiJ lLCING/FFca a v a i l a b i l i t y cf p a l l c t pack. ? /FFCS CC.fNTJnN LOCATION/FFCIO SL'TLSEAN l o c a t i o n /f f c u l o c a t i o n o u t s i d e g f m e t r o p o l i t a n a r e a /FFC12 KULTT-CITY v»AA EHQUSE OPERATOR/FFC13 MEMPLS CF MULT I - C IT Y MARKETING GROUP/FFC14- OTHER/FviSl LEASE CF SPECICIC ELOCKS CF SPACE/FHS2 POOL 0 I S TR[RUT ICN/FWS3 SHIPMENT CONSOLIDATION/FhS* HUMIDITY CONTROL/FWS5 TEMPERATURE CONTROL/FV*S6 AVAILA0ILITY CF * E f &■ IG c RATED SPACE/FMS7 AVAILA31LIT Y CF FREEZES SPACE/FWSR SPECIAL HANDLING EOUIPMENT/FWSD SULK matERML HANDLING ANC STORAGE/FMSIO PACKAGING OR LABELING/FhS I I RECCUPERAGE/FV.S12 HANDLING FAZARCCUS MATERIALS/FWS13 OTHER/FTSl GCj C INDEPENDENT CAFTACc PELAT ICNSHIP/FTS2 AVAILABILITY CF LAPEHOUSE-OWNED LOCAL CART AGP/FTS3 LCCATICN m ITH RESPECT TO MDTCR CARRIER TERMINALS/FTS* ACCESS TC GOOD RAIL CONNECTIONS/FTS5 DIRECT SERVICE PY SPECIFIC RAIL LINE/FTS6 CTFER/FTCSl AVAILABILITY CF COMPUTER FAC IL IT IE S /FTCS2 NOTIFICATION OF L J w STOCK LEVELS/F T C S 3 S U F M S N i T R O U T I N G /FTCSA FREIGHT HILL PAYMENT/FTCS5 INVENTORY REPORTS mT SPECIFIED INTERVALS/FTCSS OTHER/FQF1 FULFILLMENT CF SPECIAL DIRECTIONS/FOF2 ACCURATE f iECCPC-KccPING/FOF3 EMPLOYS? MANNERS AND CCUPTESY/FOFA CN T I Mc SHIP -IFn TS/FQF5 LCSS ANC CAMAGE EXPERIENCE/F0F6 SHIPPING AND RFCEIVING ACCURACY/FQF7 CRCER RESPONSE TIMS/FQFS CThEP/FWRl AMONG ITS CUSTOMERS/FWR2 AMONG ITS CCMPETITORS/

F'WR3 AMONG YCU» C(JSrCM£SS/«WR4 A^CNG COMMON CARRIERS/FWP.5 WITH SANKS/FWR6 CRECIT RATING/FWP.7 W I Tl-t TRADE AS SCC I AT I DNS /FWR8 CTHER/Gi SPEED CF RESPONSE/G2 RFAL TI •*" COMPUTE® IZi l i IJVENTGkY SYSTcM IN WA-RE^USE/ G3 DAILY STATUS PCPCU OY TEL £PR INT 8 9./G4 ORDERS T' iL?pHC'IcO OIR«CTly TC wA5=HCU3C R Y SALESMEN/C-5 CRCSRS TRANSMITTED 3Y NAIL/G£> MONTHLY STATUS REPORTS oY *AIL/G7 ACCURACY JF REPORTS/G3 Cc TA IL CF RESPONSE/G9 CTHER/h i SALES FORECASTS 8Y SALES REG I QMS/H2 SEASONALITY CF O t ' JANi;/H3 VALUE CF INVENTORY/H4 SECURITY S Y S T c M fc FCU13 ED/H5 INVENTORY TURNOVER 9 M r /H6 CCNSCL ICATID'T IF SHIPMENTS/H7 SPECIAL HANDLING ;O U IPMENT/H3 PEGICNAl PACKAGING CF FLLK SHIPMENTS/H<5 TYPE Cl F PACKAGING/HIO OTHER/11 CLFAS STACKING HEIGHT IN EXCESS OF 18 FEET/12 INFESTATION CONTROL PROGRAM/13 FCA REGULATIONS/14 SPRINKLER SYSTEM/15 PRIVATE CARTAGE SYSTEM/16 FLCC9 SPACE P5CUI3EC/17 RACK STORAGE SPACE REQUIRED/18 CUEIC SPACE REQUIRED/19 SECURITY SYSTEM/110 SPECIAL hANCLlMG EQUIPMENT/111 PACKAGING AMO OR LA35LING CF PRODUCTS/112 INVENT CRY TURNOVER RATES/113 REPORTING SYSTEMS/114 WAREHOUSING PRACTICES/115 CTHER/PART201 HAS YCUP. COMPANY CHNSI C5RE0 USING P . W . /PART202 • FACTCSS PROMPTING CCNS IDES ATICN OF P . W . /PART203 FACTCSS PPCMPTING CCNSICERAT I CM CF » . W. /PART2 0 4 FACTORS PROMPTING CONSIDERATION OF P . W./PART205 CIRCUMSTANCES FCR CONSIDERING P . W. /PART206 CIRCUMSTANCES FCR CONSIDERING P . W./PART 207 ' CIRCUMSTANCES FCR CONSIDERING P . W . /PART208 REASONS FIRM DOE S.NT USE P . W . /PAR T205 REASONS FIRM OCESNT oSS P. W. /PART210 SEA5CNS FIRM OCESNT USE P . « . /PART211 J 19 TITLE l‘F DECISION makER ON USE CF P . W . /FART212 FUNCTIONAL AREA CF DECISION MAKER/PART213 JQO TITLES THAT MUST CONCUR TC IJSc ° . , l . /PA3T214 FUNCTION THAT WOULD HAVE TO CONCUR TO USE P . W . / PA9T215 JOG TITLES THAT MUST CCNCUR TO USE P . W . /PART216 FUNCTION THAT WOULD HAVE TC CONCUR TO USE P . W . / PART217 JOS TITLES THAT MUST CCNCUR TO USE P . W . /FART218 FUNCTION THAT WOULD HAVE TC CCNCUR T J USE P . W . / PART219 JOB TITLES THAT MUST CCNCUR TO USE P . W . /PART220 FUNCTION THAT WOULD HAVE TC CONCUR TO USE P . W . /

169

PECQOE

VALUE LA3LES

PUN SUBFILES CPC SS T AbS

STATISTICSOPTIONSP.EAO INPUT OATA 1

P APT 301 INCR. CC '1ST COSTS CAUSE INCH . IN » . W. COSTS /PART302 PECUCE TOTAL N t J M t* = =* CF COM°ANY A A* EH3U5 ES /PART3J3 RtCL’CE TCTAL NL^-3 = R Cc P . W. CVS-. 5 YEARS/PAPT304 SHIPMENT CONSUL ICATION «*0aE IMPORTANT OVER 5 Yc. /°AAT305 SEOCNCARY FRclGH^ wlLL INC*. OVER 3 YRS/P AF.T306 PROTECTING PRODUCT IN REGIA TORY SENS; /PART317 CONCENTS ATE WAR CHOUS ES IN LARGE URBAN ArEAS/P4RT3C8 PRECER MULT l-UNIT P. w. OPE RA TCr 3 /PAHT3U9 l-NTc?;ST SITS CF 5* ,USE P . V./P4AT310 P.W. *EN ^OftS CRrATIVE AN,) KVJVLtC 1EA3LE/PART4 0 1 VUL-J'-’ t Sh IPPEC CIS EOTLY TO CUSTOMER/PAP.TA02 NL'f'NEP Zr PLANTS/PAP.T403 NUYREA CF COMPANY WAREHOUSES/PAKT4U4 MJMR=3 OF PUBLIC itA- Et-OLScS USE1'*/P A p T A 0 5 0 c R C r N T OF INV.E'IIO=Y AT PLANTS/PAST4 0 6 PERCENTAGE OF INVENTORY AT COMPANY WAREHOUSES/FART40 T PERCENTAGE CT INVENTPSY IN PjRL IC A AR E-iOUS ES/PART ACE AVERAGE INVCNTC3Y TURNS AT PLANTS/FART409 AVERAGE INVENTORY TURNS AT COMPANY WAREHOUSES/PASTA 10 AVERAGE INVENTORY TURNS FOR PUBLIC WAREHOUSES/PART4 1 1 AVERAGE PRODUCT DENSITY/PART4L2 AVAKAGE PRODUCT VALUE/PASTA13 * CF PRODUCT OCLLAR SPc.n T CN TRANS. COSTS/PASTA 14 SI CF PRODUCT DOLLAR S°ENT CM WAREHOUSING COSTS/PART415 T CF PWCCLCT IN P .W. -PAW MATERIALS/PART4 1 6 INDUSTRY 0*' JUP/FART417 APPROXIMATE ANNUAL SALES/PART413 GEOGRAPHIC LOCATIONS WHERE PSCJPUCTS AFC SCLD/PART 4 1 9 GECGSAPHIC LOCATIONS WHc- c PRODUCTS A- E SOLO/PART4 2 0 GEOGRAPHIC LOCATIONS WHERE PRODUCTS AF = SCLO/PAR T 4 2 1 GEOGRAPHIC LOCATIONS WHERE PRODUCTS APE SOLD/FA3T422 GEOGRAPHIC LOCATIONS WHERE P.W. IS USED/PA 0J 42 3 GEOGRAPHIC LOCATIONS WHERE P.W. IS USED/FART4 2 4 GEOGRAPHIC LOCATIONS wrtEME P.W. IS USED/PART425 GEOGRAPHIC LOCATIONS WHERE P.W. IS USED/PART426 YEARS OF OPERATION/PART427 YEARS COMPANY HAS USED PUBLIC WAREHOUSING/FART 4 1 2 (LOWEST THRU 5 = 1)(6 THRU HIGH5S T = 2) /PART411 ( LOWEST THRU 2*1)

(3 THRU HIGFEST=2) /At TO A 2 l , 0 l TC 0 1 6 , El TO fd , F W C i TC F w C 5, F IA C l TC FIAC4, FFCl TC FPC14,FWS1 TC FW Sl 3 , rT 5L TO FT S o ,F T C S l TO FTCS6, FQF1 TO F0F8.FWRL TO F w S 3 , G l TC G9,H l TO H I U , I 1 TC 15 (LOWEST THRU 1*1 )( 2 * 2 ) ( 3 * 3 ) ( 4 = 4 ) ( 5 * 5 )

/P A R T 4 1 2 1 I ) 5J CR LESS ( 2 ) GREATER THAN 50 /P A R T 4 H ( 1 ) 2 5 LSS CR LESS PER CU. FT.

( 2 ) OVER 25 LES PER CU. FT./

(CL3)TAdL£S*Al TC 4 2 0 , Cl TC C 4 , C o , C 7 , C l TD D13,E1 TD E 7 ,FWC1 TO FWC4,FIACl TC FIAC3.FFC1 TO FF013.FWS1 TJ FW312, FTSl TO FT S 5 * FTC31 TO FTCS5 ,FQF I TO FGF7,FW.RL TO FwA7,Gt TO G8 BY PART416I7

16 101

170

16 10?16 i o 316 104

L 02 01 1 1 3 4 3 7 16 1057210 0 0 1 6 U C 5 4 1 1 1 1 1 1 U 5 0 ' 16 106

13 2U114 70213 2 0318 204

I 02 03 51 13 2046CC0 366U05 29'JOIO'JJ J 50 1 9 20623 30123 30?23 3 J32 3 304

I 02 04 1 0 1 2 2 4 4 5 23 3 05611 7 1 6 1 1 0 3 4 1 OC010C032 23 3 IS20 401

28 40223 40 320 4o 41 02 02 2131 28 405

. 7C 0 1 3 26HC3-OOICOOCC40 23 4u632 50132 50232 5 0 ’32 504

1 01 05 112117 32 5055 2 2 1 5 4 2 0 1 1 2 1 0 5 2 1 1 1 1 1 0 0 1 4 1 32 506

38 60138 6023 3 6033 8 6 J 41 01 06 3 7 4 7 3 2 38 6C5

21 5 42 5 6 7 I 51 11 11 5 38 60630 70139 70239 70339 7041 01 06 39 705

5 1 0 4 3 4 3 1 1 0 7 1 1 0 0 5 1 1 1 1 1 50 39 70644 80144 80244 00344 804

1 02 C 7 3 5 2 7 2 4 3 2 44 8055 0 0 5 2 3 4 3 2 4 7 6 C C 7 C J 1 3 0 0 5 2 1 1 1 l u 00050 44 806

46 ° u l46 80246 90346 9 0 4

I 01 01 113822 46 9053 1 0 5 5 4 2 3 1 U 5 1 1 0 0 70 I 262 54 1 1 1 1 4 46 906

43 100148 100243 100343 1004

1 03 07 1 5 1 4 3 3 3 4 43 10052 4 4 3 4 4 3 2 4 6 1 1 1 61 3 0 5 4 1 1 U 4 43 1006

59 1101

171

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3 3 3 3 3 4 2 3 3 3 6 2 * 2 2 5 2 3 3 3 3 3 C 4 11C 1113115 3 75 55C63 5 1 1 1 5 1 1 1 4 4 1 2 2 5 4 5 2 1 5 5 4 1 1 1 1 3 4 514 42 93 1 2 22403 01 C 03 76 5 t 0 1

76 563275 560376 560476 5605

5 10502 6 C5 4 1 1 1 1 1 1 1 3 2 2 76 5fc064 4 4 4 0 3 3 4 2 3 3 4 2 0 4 4 5 0 4 4 4 * 1 4 5 5 5 3 4 4 * 2 4 2 0 7 1 3 1 1 2 1 1 1 1 1 2 5 3 3 0 4 77 5701

7 7 5 70277 570377 570 477 5 70S

4 1 3 5 4 5 3 3 3 4 5 1 1 2 4 3 2 6 1 1 0 4 2 1 1 1 I I I 1133 77 57064 5 3 3 5 5 3 4 3 4 5 5 2 2 2 4 3 2 2 3 4 3 3 5 5 * 2 1 4 4 4 1 1 1 1 2 14C21 2 1 0 3 0 4 79 5801

79 580279 560379 580479 5805

4 0 2 5 5 3 3 2 3 4 1 1 0 4 2 0 6 5 0 5 2 6 1 1 0 5 3 1 1 1 1 1 1 1 1 5 4 79 5P064 1 5 2 2 1 1 5 1 2 1 1 1 1 1 2 3 4 ^ ,4 2 1 3 1 4 2 1 4 4 4 5 1 2 1 3 7 2 5 1 2 2 5 81 5901

190

a i 5c o?a l 650 301 5 9 9 491 5505

5 2 5 2 2 5 2 3 3 4 6 1 1 6 0 6 2 2 4 4 6 1 2 6 4 1 1 1 1 1 1 1 1 1 5 4 a i 55.16442 23 34 50 2 3 4 0 0 2 4 5 1 0 2 2 04 135 2425 23212 1 1 3 4 1 4 2 1 2 5 3 5 02 6.m l

02 6 ’ i 232 6 12232 6in)<*32 c0tj5

4 C 4 5 2 22 19 2 5 1 0 2 6 C 2 2 J 2 1 5 2 1 C5 3 1 1 1 1 J 10153 42 6 «C64 4 1 0 5 4 5 5 5 2 2 2 1 1 3 4 4 0 0 9 0 44 3 34 3 5 4415 2 U 11214 1 1 1 1CJ 5 0 3 33 6 1 'U

33 61v>233 610233 AIC433 61 0 5

4 0 4 5 5 5 4 3 3 5 1 1 0 3 1 1 1 U 1 1 1135 93 61 264 5 3 1 0 0 9 1 0 1 1 10'. C44C0J0 4 4 4 4 5 4 5 4 5 2 5 1 1 1 2 4 2 0 2 1 2 103 34 6 2 0 1

84 62 0234 6 2 9 334 62C484 6 2 0 5

4 2 4 4 4 2 2 2 3 4 0 0 0 3 7 1 6 3 1023 11 1 1 1 1 1 1 2 2 84 62064 4 4 4 4 4 4 4 3 3 4 4 I L 2 2 4 4 3 4 4 3 5 5 5 5 4 5 4 4 1 4 2 0 5 0 6 2 1 3 8 4 0 342501 35 63 01

35 6 3 0 285 63C335 6 3 0 435 6305

2 2 2 3 4 4 4 8 4 4 4 CO 100 40 02 2 3310 4 2 1 1 1 0 1 1 1 3 4 2 85 630 645.310001011 101C4430O0 4 4 4 4 5 4 5 4 5 2 5 1 1 1 2 4 2 3 2 1 2 1 0 5 34 620186 640286 6403

36 64 0 496 64 0 5

5 4 1 4 3 5 4 2 4 4 0 3 6 1 103 11 11 I I I 1 1 53 36 6406454045C 0 1C 0C 222244 33 3 3 4 4 4 2 2 3 5 3 2 4 2 0 2 1 1 3 8 3 2 1 2 2 2 0 3 87 6501

87 65 0 2d 7 65038 7 6 50437 66 0 5

5 4 4 5 3 5 5 5 4 4 5 11442 4 2 3 2 11344 1 1 1 1 1 1 1 1 4 2 37 65 0 64 4 4 2 4 5 2 3 3 4 4 4 3 3 3 4 4 4 2 4 4 254 4 4 4 5443 5 2 0 8 1 2 1 1 3 61 0012 205 89 6601

39 660289 660339 66 0489 66 05

2 2 2 5 4 5 3 3 3 4 3 12 54 3 4 2 5 1 1 1 4 4 1 1 1 1 1 1 1 ) 5 2 99 66064 5 4 4 0 C55 5 1 4 1 1 1 1 4 4 5 2 4 4 5 5 5 5 2 4 5 5 2 4 1 113 135012 90 67 0 1

90 670290 67 0 390 6 70450 6705

215 155121 4 1 113 5211 1 5 1 173 211 110'J 104 3 90 6 7 0 64 3 5 0 2 3 4 4 0 5 4 3 4 1 3 3 4 4 4 2 1 3 3 43 324 20 8 0 6 1 5 1 2 2 0 2 1 2 503 92 6801

92 680292 680392 6 5 0 492 6 805

4 1 4 0 4 5 3 3 2 4 6 2 1 2 6 1 1 1 1 1 1 4 I 3 4 1 1 1 1 0 1 1 0 3 3 92 68C64 5 4 3 5 5 3 3 5 3 3 5 2 4 5 5 5 3 4 5 4 3 5 3 5 5 3 1 4 5 2 5 2 1 3 3 1 4 8 1 0 0 1 2 1 0 3 94 6«-0l

191

Q/t 68 0254 69 0 ?54 6 804c 4 68C5

5 1 * 5 5 5 5 1 145 1 2 1 3 5 3 : 2 2 3 * 2 1 0 3 4 1 1 1 I I I C14 3 54 6 0 ) 64 0 4 3 3 3 2 2 3 4 4 3 3 3 3 4 5 3 4 4 4 4 4 3 5 3 5 3 4 2 4 3 5 Z 140612 1710112 205 55 7 o " l

55 700 255 7oO?55 7 i.i. J 455 7 0 5

4 2 2 4 2 3 4 2 4 4 6 2 3 2 5 4 2 22 134212 Z11111101C5 3 55 7 y J o4 4 5 3 V42 4 3 4 4 5 4 3 3 4 5 3 3 4 4 35 55 5 355 545 I 2 1 3 3 4 2 1 2 2 5 3 5 46 71 31

56 71.7256 710386 710486 71-35

4 2 2 5 4 4 4 3 4 4 2 13213 13 1 1 1 5 11C 2 2 1 1 1 1 1 1 1 1 54 86 71U645 5 4 55 11 1113 43 3 112113111 88 7201

an 7 2028 8 72u359 7204° 9 7?05

5 4 4 1 4 4 4 3 2 4 1 65 4 3 3 5 C4 2 1 ICC1ICC85 99 7 2064 5 3 2 3 4 3 2 3 1 3 3 2 2 1 1 3 2 1 1 1 4 4 5 3 4 3 4 3 1 3 2 1 3 7 4 6 1 1 1 0 2 2 0 3 1U2 73 01102 7302102 7202102 7304102 730522 2 0 2 4 3 2 3 4 3 1 1 2 1 5 1 1034 1 1 11111021 102 730 64 54 «»5 5 5 5 3 5 5 6 3 3 5 5 5 5 5 5 5 4 155544 1544 1 114610001 0304 105 7401

105 74 0?105 7403105 7404105 74 05

5 1 1 5 5 5 5 1 0 3 4 1 1 2 44 3 3 3 6 044111 1011142 105 74064 4 4 3 4 5 3 5 4 4 5 5 3 4 5 4 5 3 344 355 5 5 3 3 3 5 4 5 2 0 8 1 1 1 1 1 0 0 1 2 1 0 8 106 7501

106 7502106 7503106 7504106 7505

3 1 1 2 3 3 3 3 4 5 5 6 6 6 0 4 2 1 U 1 U U 3 3 106 75064 5 0 1 1 4 5 5 5 1 3 4 3 2 3 4 4 0 0 0 0 3 2 2 1 1 1 1 3 2 1 1 2 5 0 5 107 7601

107 7602107 7603107 760410 7 76C5

5 2 5 5 3 5 4 1 3 3 21^ 7 2 2 6 1 1 0 4 2 1 1 1 11 11154 107 76064 5 5 2 3 0 3 3 0 2 4 2 1 2 2 0 4 2 1 4 4 2 44 22 4 1 113742 23 109 7701

109 7732109 7702109 7704109 7705

12 5 2 2 4 2 2 4 231 3 0 5 4 1 1 1 1 3 1 1 1 4 109 77064 5 5 4 5 3 5 1 5 “ 44 11 5 1 5 1 1 5 I 3 5 4 4 5 3 2 1424201 112 1202222C4 111 7801111 7 9 0 2111 7303111 7 8 0 4111 7e05511,555 11 124113 54 0 1 2 1 1 1 1 55 111 78C64 4 4 1 3 3 5 5 4 2 2 4 0 2 1 3 5 4 2 3 4 4 1 1 11 3232341 2 3 4 6 2 1 1 3 2 2 0 5 0 8 112 7901

192

112 7402112 790 3112 7C:)4112 74055 4 4 4 3 5 4 3 3 4 5 1115 3311 27 6 1 2 0 5 4 1 1 1 1 103042 112 ? 9 ; 6<♦4544 3 0 0 0 4 5 4 2 2 4 4 4 ? 333 4 6 5 5 63 5 = 525 206 C 7 11 27 10 322 5C3 117 8>lO I

11 7 PoC?117 30'};117 3fii»4117 P..J5

4 44 5 4 423 3 32151 2 6 2 2 0 1 3 1 1 1 1 1 1J 354 117 300 64 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 4 1 L44 1 1 1 1 2 4 1 1 1 5 1 152 732201 C8 1U 810 11H HI 02

113 8103113 81 04113 61C5

3 1 1 1 1 1331 36 2?. 145? 333 3 6 2 1 1 3 4 1 1 1 1111153 113 HK.ij4 4 3 3 3 3 5 5 2 2 3 4 1 1324 1114 3 5 4 5 4 3 4 1 3 2 4 2 J 70531 ♦ € 2 1 1 2 2 5 0 5 119 8201

119 92 02119 82 33119 8204115 82 05

55555 5523 53 115 3 6 1 1 3 4 4 1 1 1 1 1 1 1 154 119 82064 5 0 0 4 2 4 5 0 4 0 4 1 1 4 4 3 0 0 0 5 2 0 2 0 5 4 3 C500 25 0304 124 3 301

124 830?124 8303124 e?c<i124 8205

5 2 2 2 4 4 4 3 3 3 1 04 41 1 1 111 1144 124 33064 53 35 5 5 5 44 35 3 344 4 3 2 2 4 4 4 4 ^ 4 4 4 2 4 4 5 1 3 1 3 2 4 2 1 3 2 5 0 1 125 84 01

125 840 2125 8403125 8404125 8 4 J 5

44 5 4 1 0 1 2 0 3 6 0 2 1 3 3 2 1 0 421 i l l 11 114 4 125 34084 5 4 3 5 5 333 5 4 4 4 4 4 5 3 5 5 5 3 2 J 55 5 2 C7C6C1 1 1 2 2 2 2 2 5 0 3 0 3 126 6501

126 8 502126 8503126 e ? 0 4126 6505

4 4 4 3 4 5 3 3 4 4 5 6 1 6 36 213 2 2 5 2 1 U 1 1 1 LI 54 126 9 5C64 4 4 25 54 4 2 4 3 3 1 1 2 3 5 3 3 3 5 34 4 4 24 5 4 2 3206 12 2 12 141142 505 127 8601

12 7 5602127 6 603127 8 6 0 4127 8605

4 1 4 4 4 5 3 3 3 2 2 4 1 2 3 4 4 3 3 3 2 6 2 1 0 4 1 1 1 1 1 1 1 1 1 5 3 127 86-164 5 3 1 4 3 3 2 3 2 3 4 0 0 2 5 5 2 1 3 4 2 5 5 4 5 4 4 3 541 1 1 1 2 4 1 1 2 2 1 0 5 0 3 128 3701

128 8 7 U2123 870 3128 8704123 37 05

5 1 1 5 5 5 3 3 4 5 2 1 42 61 126 1 10331 1 1 1 1 1 1132 123 8 7-164 5 4 4 5 5444 34 4 2 2 4 4 5 4 444 4555 5 4 5 3 5 4 5 2 0 4 C 6 3 1 4 6 4 2 2 4 2 1 0 7 0 5 129 8«0l

123 88 32129 8e-?3129 3 804129 88 05

2 2 2 4 2 3 4 4 2 4 6 1 1 1 6 1 2 1 1 1 1 6 2 1 0 5 3 1 11111 0 1 5 4 129 8S 064 5 4 3 4 4 3 3 4 4 4 5 3 4 3 3 5 4 3 4 4 3 5 3 2 3 3 4 5 3 2 5 2 6 C 7 U 2 143322 505 130 8501

193

130 99 <J7130 3 90 3130 35041 3 ) 3V05

4 2 4 4 4 4 2 3 2 3 4 2 l a 4 3 4 2 2 2 3 5 1 1 ) 3 4 1 1 1 l l L l 12? 130 b ‘ Of4 5 1 1 4 4 1 1 1 3 2 < 1 1 34 * 334 442 5 3 4432 0 7 112 732112 103 131 96 01

13 1 o j . i 2131 500113 1 *0C4131 9.) 0 5

4 4 5 4 4 3 3 4 4 1 1 6 1 3 4 2 2 1 1 6 1 1 0 4 3 1 110 111354 131 °wL64 4 4 5 4 5 4 3 5 5 2 4 5 5 5 2 4 4 4 4 4 4 5 5 4 4 4 4 5 5 1 1 1 2 1 1 6 5 1 2 5 0 5 134 9 101

134 51 02134 5 l u 3134 9 1 04134 91 05

5 4 4 5 5 5 5 2 4 103 1 1 0 4 4 1 0 0 0 1 ) 0 0 5 4 134 51064 4 2 4 4 2 54 3 4 5 3 5 5 2 0 4 2 1 3 1 3 0 1 0 1 125 9 201

135 9 20213 5 52 03135 9204135 920S

4 5 4 4 4 3 4 4 4 4 5 6 6 33 51 3 21 I t 5 1111 U 0 1 J53 135 5206451 5 5 5 4 2 2 4 2 2 4 5 4 5 5 1 5 3 5 4 5 5 5 2 6 122 211 11 21040- ) 136 9301

136 930 213a 53 03136 c 2 04136 5*05

2 1342422 46 11 2 4 4 3 3 3 3 2 5 1 1 734 1 L l l l l 11 = 1 136 9 3 0 64 5 4 2 4 4 3 4 5 5342 33 54 4 3 5 4 4 4 5 3 4 5 3 1 1 4 24 I 1 1 2 7 0 0 5 0 1 0304 137 5401

137 5401137 9401137 5401137 5 4 o l

1 4 4 4 4 4 1 2 2 3 2 1 2 1 1 6 1 4 2 1 1 6 2 2 0 121 l l l l 11154 137 ° 4 0 14 5 4 3 5 2 3 3 3 3 2 3 2 2 2 4 2 3 4 3 45 50 1 112 1302Z2 10507- 130 5501

133 9 50213 B 5 503133 55 04139 9 5 l 5

42244343.3 111 63 2 2 2 6 1 1 2 2 2 1 1 1 1 0 1 0 1 5 4 139 550 64 5 4 3 5 5 4 4 4 4 5 4 4 4 4 4 3 5 5 5 5 4 5 5 1 4 5 2 0 2 11171 0 1 1 2 50305 139 c6 01

139 5602139 96 03135 C6C4139 9fcC5

4 3 4 3 3 2 61C26 21 12623C 1 < 1 1 1 1 1 1 1 111 139 96C64 4 54 334 433 4 4 4 4 4 4 4 2 5 3 3 2 0 6 3 2 4 8 3 0 C 22 140 9 701

140 5 70 2140 5703140 9 7 0 4140 570 5

5 1 5 5 5 3 1 3 1 2 I I I 54 2 2 3 6 2 2 0 5 4 1 1 11011052 140 97064 5 4 4 5 3 3 4 3 2 4 3 3 4 4 4 3 4 3 3 4 4344 434 2 3 4 * 2 0 8 1 2 2 5 2 1422223 142 9S01

142 5802142 5803142 98 0 4142 5605

4 4 3 4 4 3 4 3 3 4 3 1 3 1 4 5 2 2 2 2 1 6 410131 1 1 1 J 10042 142 58064 4 3 2 4 3 2 4 5 3 4 2 4 2 3 2 3 3 4 44342 1 1 2 5 3 3 2 0 4 C 6 1 1 2 1 2 0 112 1 0 1 144 9901

19^

144 95*2144 940 3t 4 4 99 0 4144 9S-J5

53144.334444 £23 362 2.36 2 5 1 1 1 1 1 1 1 1 1 5 4 14 + 04164 5 5 3 5 4 4 4 1 1 3 3 4 1 44 35 112 5152G7C6112 120122 U 4 0 3 145 11)0<) I

145 100 P145 10'j-;3145 ID‘J.14145 !0oC4

5 1 2 5 4 4 4 3 3 4 2230 5 4 0 2 2 3 5 1 10421 1 1 1 1 1 1 154 145 i o:4 5 2 42 11 112 4 2 4 2 1 1 2 3 4 2 4 4 4 1 3 2 4 6 1 5 1 12SJ4 146 10101

146 lUl ' J2146 10103144 10114146 10105

5 53 54 2 2 3 4 1 1 2 4 4 5 4 4 4 2 5 2 1 0 5 4 1 1 1 11 J l 122 146 101064 4 4 3 4 3 3 3 3 3 4 2 2 3 3 3 4 1 1 1 1 3 4 5 3 4 6 1 2 1 3 2 4 1 1 1 2 1 0 1 0 3 147 10201

147 10202147 10203147 10204147 10205

4 4 4 4 4 43 343 24 63 2 1 3 2 1 1 5 2 1 1 1 1 1 1 1 1 4 ? 147 102 0645 335 5355 44 43 3 5 5 3 2555 53 55555 2 0 6 0 7 1 7 3 8 2 2 2 2 2 1 0 8 0 5 143 103 J l

143 10302148 10303143 10305143 10 304

3 1 4 5 4 5 3 5 5 5 1 1 2 53 223 12 341 U 1 11154 148 1 0 3 0 64 3 2 1 4 3 4 4 5 1 211 15 44 44 4332V 252C 706 111 1 1 521 1 3 14a 10401

149 10 40 2149 10403149 1 0 404149 10 405

2 * 4 5 2 5 2 2 3 4 3 4 1 6 16 1123 2 3 1 1 U 1 1 U 1 4 149 104064 5 5 5 4 4 5 2 2 2 2 4 5 3 3 3 4542 2 2 1 2 3 4 1 2 1 2 1 7 1 2 3 1 2 5 0 5 7 150 1 0 5 o l

ISO 10502153 1360?150 10504150 10505

5 5 5 3 3 5 5 2 3 5 6 1 1 5 4 3 1 1 1 2 3 4 2 5 4 U 1 U 1154 150 105064 5 3 4 4 5 2 2 2 4 2 4 1 1 3 2 4 2 1 1 4 211 1 1 3 4 : 2 2 4 2 2 1 2 3 2 2 225 7 151 10601

151 10602151 106 33151 106 04151 1J6 05

3 2 3 5 4 4 3 2 4 1114 32 22216 3 1 3 < 1 1 1 1 1 1142 151 106064 4 4 3 5 5 2 3 3 3 4 4 5 4 3 4 4 5 4 5 3 1 1 4 3 1 1 2 2 4 8 4 2 1 0 1 03 152 10701

152 10702152 10703152 10 704152 1C 705

5 2 2 4 3 2 3 3 4 6 1 1 1 6 1 1 2 2 2 1205 11111 01012 1 152 10 7044 3 5 3 5 4 2 453 5 2 0 7 1 2 1 1 2 1 1 1 0 1 1 01 155 10801

155 13 802155 10303155 1 06 04155 10 605

4 5 5 3 2 4 3 1 1 6 4 3 4 0 6 1 236 0 4 4 1 1 1 1 1 1 1 1 4 2 155 103U64 5 2 0 5 0 0 0 0 0 0 5 1 1 3 3 2 0 0 0 0 3 5 4 4 4 3 4 4 4 2 5 I 1 1 1 1 1 0 0 1 2 5 0 7 15 7 109U1

195

157 109 02157 10r>0?15 7 1 0 9 0 415 7 10«05

5 1 5 5 2 2 3 3 3 4 6 1 1 1 C 6 2 C 7 2 2 6 C 32 1 1 1 1 1 0 1022 157 1050644iJ05 32 3UU0 0 0 0 0 2 4 OU00 3 3 3 3 244 2 - 2 4 1 1 1 3 3 4 5 111 y5 159 l l o o l

159 11.'02159 11003159 11 <>u4159 1 1 C O 5

4 2 2*34 4 3 34 5 11 2623 2 33 36 22 04 411 l l ' J 11 >54 155 1 1 0 0 64 5 3 1 4 4 4 4 3 3 3 4 2 3 4 4 4 3333 4 3 2 2 4 5 4 1 2 5 2 0 6 152 1 1 2 0 1 2 5 0 1 0 3 160 11101

16 3 1117?160 11103160 11104160 11 105

2 2 4 4 2 3 3 3 4 4 6666C62 3 3 2 1 15 1 1 1 i l l 1 1 1 4 4 163 111064 5 0 C 5 3 0 0 0 5 3 5 1 1 5 5 4 5 1 4 5 H I 1 4 3 1 1 5 1 1 2 0 4 1 7 2 7 2 0 0 2 2 5 0 5 161 11201

161 11202161 1120216 1 * I K 0 4161 11205

3 1 4 5 5 4 5 5 4 5 11261 2 6 1 IG54 111110 0 3 4 3 161 112C64 4 4 2 5 3 3 2 3 4 4 4 2 3 4 4 4 3 3 5 4 4 4 5 5 4 4 3 3 3 5 2 0 6 1 2 1 7 3 7 2 0 1 2 2 5 0 3 0 4 162 i : 20l

162 1 13 C 2162 1120?162 11 304162 11205

4 1 3 5 3 4 4 3 4 5 6 114C63 2216 3531 111111 144 162 112064 5 3 4 4 4 3 3 3 4 4 4 2 3 3 = 4 3 3 3 4 354 4 * 4 5 4 5 5 5 1 112 72 02 22 501 163 11401

163 1 1 4C2163 11403163 11404163 U 4 C 5

533 33 443 446 22 34 42 4 6 1 1 0 5 3 1 1 1 1 1 1 1 1 4 2 163 114064 5 5 4 3 4 2 0 0 1 1 2 1 1 3 4 5 4 5 5 5 2544 45 4 2 5351 12121G511C0503 164 11501

164 11502164 1 1 503164 11 504164 11505

5 3 3 5 5 3 4 3 5 4 6 1 1 2 5 3 1 3 2 1 16112 1311 l l l l 1155 164 11506PON SUBFILES <CL4)CRCSSTABS TAHLES=Al TC A iO fB I TO B U , C l TO C4,Cfc ,C7 07 PA4T416STATISTICS 1OPTIONS 7FINISH

APPENDIX C

TABLES OF STUDY RESULTS

TABLE 19Al (sc OllC c DELIVERY TI ME TO CUSTOMERS BY PAAT416 INDUSTRY GROUP* * * * * * * * + +

PART416CGUMT I

ROW PC T IAPPLIANC AU1CPCTI CHEPICAl FCCD CTFER ROWCOL PCT IfS VE TCTALTCT PCT I 1.1 2.1 3.1 4.1 5.1

1. I 0 I 2 1 1 I 2 I 1 I 6VERY UNIMPORTANT I 0.0 I 33.3 1 16.7 I 33.3 I 16.7 I 5.4

C.O I 28.6 I 3.6 I 5.7 I 3.0 10.0 I 1.8 I 0.9 1 1.8 I 0.5 I

2. I 0 I 1 I 0 I 1 I C I 2UNIMPORTANT 1 0.0 I 50.0 I 0.0 I 50.0 I 0.0 1 1.8

a. 3 1 14.3 I C.C I 2.9 I 0.0 I0.0 1 0.9 1 C.O I 0.9 1 O.C I

3. I 3 1 1 1 2 I 5 I I I 9NEUTRAL UR INOIF I 0.0 1 11.1 1 22.2 I 55.6 I 11.1 I 8.0

0.0 1 14.3 I 7.1 I 14.3 I 3.0 I0.0 1 C • 9 I 1.8 I 4.5 I G.5 I

A. I 0 1 2 I 4 I 12 I 13 I 31IMPORTANT I a.c 1 6.5 I 12.9 I 39.7 I 41.5 i 27.7

0.0 1 28.6 I 14.3 I 34.3 I 39.4 Ic . c 1 1.8 I ....... | ,

3.6 I 10. 7 1 11.6 1

*3 • 1 5 1 1 I 21 I 15 I 18 I 64VERY IMPORTANT I 14. 1 1 1.6 I 22.9 I 23.4 I 28.1 I 57. I

100.0 1 14.3 I 75.0 I 42.9 I 54.5 Ie. 3 1 0.9 I 18.8 I.. . . . . . T

13.4 1___ ____r. 16.1 1

COLUMN 5 7 za 35 33 112TOTAL 8.0 6.3 25.C 31.3 29.5 1CC.0

CHI SQUARE = 33.‘m i l WITH 16 CtGREES CF FPEECCP SIGNIFICANCE = 0.0055 vO->3

I

TABLE 20

A2 SPACE CONSTRAINTS ON CURRENT WAREHOUSES BY PART<16 INDUSTRY GROUP* * * • * • ♦ * # « » » * * * « * * * « * » * * *

COUNT ROW PCT COL PCT TOT PCT

PARTA16

APPLIANCES I.

A2VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL OR INDIP

A.IMPORTANT

VERY IMPORTANT

COLUMNTOTAL

00.0O.C0.0

00.00.00.0

1A.8

11.1 0 .9

511.6 55 .6

A. 5

310 .723 .3

2 . 7

AUTOMCTlVE

2.CHEMICAL FCCO CTHER

0C.O3 . 00.0

323.110 .7

2 .7

11A.31A.20 . 9

00.0C.C0.0

I■1- I 1 I I

■I-----------I 3I A2.9 I 10.7 I 2 .7

■I-----------I 5I 2 3 . 8 I 17 .9 I A .5

-I------------A

9 . 357.1

3 .6

I 11 I 25 .6 I 39 .3 I 5 .8

27.1

2 8 .61.8

I 6 I 2 1 . A I 21. A I 5 . A

538.5 1A.5

A.5

228.6

5 . 71.8

5.

53 8 .5 15.2 A . 5

11A.33 . 00 . 5

523.8 1A . 3

A.5

10A7.630 .3

8 .5

122 7 .93A.310.7

11 3 9. 3 31 . A

5 .8

98.0

76 . 3

28 2 5 . C

3531.3

I 11I 2 5 .6 I 33 .3 I 9 . 8

■I---------- -I 6I 2 1 . A I 18 .2 I 5 . A

■I------------33

2 9 .5

RCWTCTAL

1311.6

76 . 3

2118.8

A33B.A

2825.0

1121C0.0

CHI SQUARE 12.8AS3S WITH 16 DEGREES CP FREECCM SIGNIFICANCE - 0.6837

vO03

TABLE 21

A3 CHANGE IN PRODUCT ICN METHODS CR FROCF.SSE* * * * * * * * * * * * * * * * * + * * * * + « « * » « * BY PARTA16 INDUSTRY GROUP > # * * * • * * * * « * * « *PAKT916

COUNTPOM PCT COL PCT TOT PCT

APPLIANC ES 1.

AUTCMOTlVE 2.

CHEMICAL

3.

FCCO

A.

OTHER

S. II

ROMTOTAL

AJ w • •L. 2 1 12 10 15 1 39

VERY UNIMPORTANT 5.1 2.6 30 .8 2 5 . 6 3 5 .5 I 3A.822.2 1A.3 5 2 . 9 2 6 . 6 A2.A I1.8 0 . 5 1C. 7 6 . 9 12 .5 It2. 1 1 A A 6 1I 16

UNIMPORTANT 6 . 3 6 . 3 2 5 .0 2 5 . 3 37 .5 1 1A.311. I IA.3 1A.3 11. A 18 .2 I0 . 9 0 . 9 3 .6 3 . 6 5 . 9 I

3. 2 2 5 11 7iI 27

NEUTRAL OP INDIF 7 . A 7 . A 18.5 AO. 7 2 5 . 5 I 2A.122.2 2 8. 6 1 7 .9 3 1 . A 21.2 I1.8 l . f l A.5 5 .8 6 . 3 IfA. 3 1 5 9 3

II 21

IMPORTANT 19.3 5 . 8 2 3 . 8 A2.9 1A.3 I 16.83 3 .3 IA.3 17 .9 2 5 . 7 9 . 1 I

2 .7 0 . 9 A.5 8.0 2 . 7 15 . 1 2 2 1 3 I 5

VERY IMPORTANT 11. 1 22.2 22.2 11.1 3 3 . 3 1 8.011.1 . 2 8 .6 7 . 1 2 . 5 9 . 1 I0 . 5 1.8 1.6 0 . 9 2 . 7 I,7

COLUMN 9 7 28 35 33i 112

TOTAL 8.0 6 . 3 2 5 . 0 3 1 .3 2 9 . 5 1C0.0CHI SCUARE * 13.92528 MlTH 16 DEGREES OF FREECCtt SIGNIFICANCE * 0.6AIA

TABIE 22

A4 R5DUCE SHIPPING CCSTS BV INCREASING SU E BY PART416 INDUSTRY GROUPI ) * * * * * * * * * * # * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

COUNT R9V» PCT COL PCT TOT PCT

A* X •VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL CR INDIE

IMPORTANT

S.VERY IMPORTANT

COLUMNTOTAL

PART416

APPLIANC ALTCMCTI CHEMICAL FCCD CTEERES VE

I . 2. 3 . 4 . I 5 .

1 1 £* 6 I 45 .9 5 .9 29 .4 35 .3 I 23 .511.1 14.3 17 .0 17.1 I 12.10.9 0 .9 4 . 5 5 .4 I 3 . 6

0 1 3 4 I 00.0 12.5 3 7 .5 50 .0 I O.C0.0 14.3 IC.7 11.4 I 0.00.0 0 . 9 2 .7 3 .6 I O.C

I 1 3 I I 68 .3 8 .3 2 5 . 0 8 .3 I 50. C11.1 14.3 10 .7 2.0 I 18 .20 . 9 0 . 9 2 .7 C.9 I 5 . 4

2 2 11 7 I 116.1 6.1 33 .3 21.2 1 3 3 .222.2 28 .6 39 .3 20.0 I 3 3 . 31.8 1.6 5 .8 6 . 3 I 5.E

5 2 6 17 1 1211.9 4 . 8 14.3 40 .5 I 2 8 . 65 5 . 6 2 8 .6 2 1 . 4 48 »o 1 3 6 .4

4 . 5 1.6 5.4 15.2 I 10 .7

5 7 28 35 338.0 6 . 3 2 5 . 0 31 .3 2 9 . 5

ROMTCTAL

17 15. 2

87.1

1210.7

33 25. 5

4237.5

1121C0.0

CHI SQUARE > 15.5706U .WITH 16 DEGREES CF FREECCK SIGNIFICANCE - 0.4833

200

TABIE 23

AS ENTRANCE INTO NEW MARKETS UR SALES KEC.IO BY PART416 INDUSTRY GROUP

AS

CCLNT R.jw PCT COL PCT TGT PCT

1.VEPY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL OR INDIP

4.IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

PART416

APPIIANCES

1.AUTCMCTIVE

I 2 .

CHEMICAL FCCC OTHER

28 .7

22.2l .B

I 0 I 0 .0 I C.O I 0.0

52 1 .7 1 7 . S4 . 5

00.3•J.C0.0

I 2 I 28 .6 I 28 . 6 I 1 .0

■I— --------2

S . 5 2 2.2

1.8

1 3I 14.3 I 42 .4 I 2 .7 ■I-----

I•I- I I I I

• I------------I 2 I 2 8 .6 I 7 .1 I 1.8

■I------------I 6 I 2 8 . 6 I 21 .4 I 5 .4

■I------------

3 .

412.944 .4

3 . 6

I3 .3

11.10 .9

98.0

I 1I 3 .2 I 14.3 I 0.8

■I-----------I 1I 3 .3 I 14.3 I 0 . 8

• I -----------7

6 . 3

I 7 I 2 2 .6 I ? 5 .0 I 6 . 3

■I-----------I 8 I 2 6 .7 I 2 8 . 6 I 7 .1

■I------------2 e

25 . 0

730.42J.06 .3

22-3.6

5. 7 1.8

314.3

8.62.7

1135 .531 .4

9 .8

124C.U34.310.7

3531.3

83 9 .12 7 .3

8.0

114.3

3.C0.4

73 3. 321.2

6 .3

825.£ 2 4 . 2

7 .1

826.72 4 . 2

7 .1

33 29 . 5

RCMTCTAL

2320.5

76 . 3

2118.8

3127 .7

3026 .8

112LC0.0

CHI SQUARE « 17.23886 hiTH 16 CEGREES CF FREECCM SIGNIFICANCE - 0.3702

TABIE Zk

A6 FOA HEGULATICNS BY PART<.16 INDUSTRY GROUP * *

CCUNT ROh PCT COL PCT TOT PCT

PAPTA161IAPPLIANC 1ES 1 1.

A6I . 1 A 2 8 o I 16 39

VERY UNIMPORTANT I 10.3 5 .1 20 .5 23.1 I Al.C 3A.8I AA. A 28 .6 2 8 .6 2 5 .7 I A 8. 5I 3 .6 1.8 7.1 8.0 I 1A.3

- I -2.

UNIMPORTANTI 2 1 22.2 I 22 .2 I l . d-I-

NEUTRAL OR INOIF

IMPORTANT

VERY IMPORTANT

CCLUUNTOTAL

I 2I 9 .1 1 22.2 I 1.8

■I------------I I I I■I- 1 I I I•I-

0C.O 0 . J 0.0

1A. 0 ll.l0 . 9

98.0

AUICMCTIVE

2.CHEMICAL FCCD OTHER

1ll.l1A.3

0 . 9

1A.5

1A.3 0.9

222.2

7 .11.8

836 . A 2 8 .6

7 .1

17.6A2.9

2 .7

2 3 .5 1 A. 3

3 . 6

0 60.0 2A.00.0 21. A0.0 5 . A

7 286 . 3 2 5 . 0

A . I — I-

1-1 I

11.1 I 2 .9 I 0 . 9 I

1-A I

18 .2 I 1 1 . A I3 .6 I

1A 56 .0 AO. 3 12.5

353 1 .3

33 3 .3 5. 1

2.1

731.821.26 . 3

----------- I -7 I

A1.2 I 2 0 .0 I

6 .3 I

17 .65 .12 . 7

A16.012.1

3 . 6

332 5 . 5

ROWTCTAL

98.0

2219.6

1715.2

2522 .3

112100.0

CHI SCUARE A 2A.35701 WITH 16 OEGREES CF FREECCM SIGNIFICANCE 0.0820

202

A7 SANITATION

TABIE 25

BY PARTAlb INDUSTRY GROUP

CCU'JT RCW PCT COU PCT TOT <>CT

PAPT416

APPLIANCES

1.A7

VERY UNIMPORTANT

UMRPORTANT

3.NEUTRAL OR INOIF

A.IMPORTANT

AUTOMOTIVE

I 2 .

513 .55 5 . 6

A. 5

- I ------------t 2I 5 . A I 28 .6 I 1 .8

00.00.0C.O

I I I 14.3 I 1A.3 I C.A

5 . 1 0 I 0IMPORTANT I 0.0 I 0.0

I U.O I 0.0I U.O I C.O

“ I* - I -CCLUMN 9 7

TCTAL 8.0 6 . 3

CHEMICAL FCCC

3. 1 1---

OTHER

821.62 8 .6

7.1

A. I 1.9 I

I I I

1-A I

57 .1 114 .3 I

3 . 6 I

21.6 22. A

7.1

I I I 1-

3 I 0.0 I 0 . 0 I C.O I

IA3 7 .8A2.A12.5

228.66.11.8

6 . 3 I 6 . 3 3 7 . 5 I 12.5 I 3 7 . 5 14.3L l . l I 1A.3 21. A I 5 .7 I 18 .2

0 .9 I 0 . 9 5 .4 I 1.8 I 5 . 4- I - ------ — --------- - 1- - I - -----------

3 I 3 4 I A I 5 1915.8 I 15.8 21.1 I 21.1 I 2 6 .3 17.033 .3 I A2.9 14 .3 1 11.4 I 15 .2

2 . 7 I 2 . 7 3 .6 I 3 . 6 I A . 5

618.2 21.A

5 . A

282 5 .0

216 3 .66 0 . 018.8

353 1. 3

618.2 18.2

5 . A

332 9 . 5

ROWTCTAL

3733.0

76 . 3

16

332 9. 5

112100.0

CHI SQUARE 35.9852A WITH 16 DEGREES OF FREECCM SIGNIFICANCE - 0.0029

!

TABIE 26

AS HAZARDOUS MATERIALS RfGUlATICNS BY PART416 INDUSTRY GROUPf t * * * * ? * * * * * * * * * * * * * * *PART416

A8

CCIJNT ROW PCT COL PCT TCT PCT

1.VERY UNIMPORTANT

UMPPORTANT

3.RELTPAL UR INOIF

IMPCRTANT

5.VERY IMPORTANT

CCLUMNTOTAL

IAPPLIANCIPSI 1.

ACTCMCII VE

I 2 .

CHEMICAL

3 .

FCCC

4.

CTHFR

5.

FOWTCTAL

I 5 I 2 6 19 21 S3I 9 . 4 I 3 . 6 11.3 35 .8 3 9 . 6 47 .3I 5 5 . 6 I 26 .6 2 1 . 4 54.3 6 3 . 6I 4 . 5 I

I—I

1.8 5.4 17.0 18.6

I 0 0 3 3 C 6I 0 . 0 1 0.0 50 .0 50 .0 O.C 5 .41 0.0 I C.O 10.7 fl.6 0.0I 0 . 3 I 0.0 2.7 2.7 O.C

I 1 I 3 6 3 6 19I 5 .3 I 15.0 3 1 .6 15.0 3 1 . 6 17.01 l l . l I 4 2 .9 2 1 . 4 8.6 18 .2I 0 . 9 I 2 .7 £ .4 2 .7 5 .4

I 1 I 0 5 3 4 13I 7.7 I 0.0 38 .5 23.1 30. E 11.6I l l . l 1 0.0 17.9 8.6 12.1I 0 .9 I C.J 4 .S 2 .7 3 .6

I 2 I 2 a 7 2 21I 9 . 5 I 9 . 5 38 . 1 33 .3 9 . 5 18 .8I 2 2 . 2 I 2 8 .6 2 8 .6 20.0 6.1I 1 .8 I l . S 7.1 6 .3 1.8

9 7 28 35 33 1128 . 3 6 . 3 2 5 . 0 3 1 .3 2 9 . 5 1C0.0

CHI SQUARE 23.15382 WITH 16 DEGREES CF FREECCM SIGNIFICANCE 0.1097

204

TABIE 27

*9 « * * « MINIMIZE THE EFFECRS OF STRIKES OR SLOWO 3Y PART416 INOUSTRY GROUP * » * * « * * * * * * * # * * * * *

COUNT P'JM PCT CCL PCT TOT PCT

FAPT416

APPLIANCES

I .A9

I .VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL OR INOIF

IMPORTANT

VERY IMPORTANT

COLUMNTOTAL

312.533 .3

2 .7

I5 .6ll.l0 . 9

0U.OC.Oc . c

AUTCMGTIVE

I 2 .■I--------------I I I A . 2 I 14.3 1 0 . 9

■I— --------

CHEMICAL FCCD CTHER

26 . 322.2

1.8

320.03 3 . 3

2 . 7

CC.O0.00.0

I I I I

■I------------I 0I 0 . 0 I C.OI 0 . 0

- I -----------I 4I 12.5 I 57.1 I 3 .0

• I -----------I 2I 13 .3 I 2 8 .6 I 1 .8-I-

98.0

76 . 3

fi20.817.94 . 5

52 7 .817.9

4 . 5

730 .4 2 5 . U

6 . 3

825 .028 .6

7.1

320.010.7

2 . 7

28 2 5 . C

4 .1 ----1-

1041 .728 .6

8 .9

I I I I 1-

5 I27 .8 I14.3 I

4 . 5 I 1-9 I

39 .1 I25 .7 I

8 . 0 I 1-

9 I28 .1 I2 5 .7 I

8 .0 I 1-

353 1 .3

520.815.24 . 5

73 3 .521.2

6 . 3

73 0. 421.2

6 . 3

528 .1 2 7 . 3 8. C

2 I 13.3 I 5 .7 I 1 .3 X

533 .315.2

4 . 5-I-

332 9 .5

fcwTCTAL

2421.4

1816.1

2320.5

3228.6

1513.4

112100 .0

CHI SQUARE 16.21065 WITH 16 CEGREES CF FREECCH SIGNIFICANCE - 0.4384

TOOLn

TABIE 28

A10 ANNUAL REVIEW BEFCRE CONTRACT “ENEGOTIAT BY PART416 INOUSTRY GROUP

COLNT RCW PCT COL PCT TOT PCT

PART416

APPLIANCES I.

AIOI •

VERY UNIMPORTANT

UNIMPORTANT

3 .NEUTRAL OP INUIF

IMPORTANT

313.33 3 .3

2 . 7

AUTOMCTIVE

.1 2.- I --------------I 3 I 13.0 I 42 .9 I 2 . 7

CHEMICAL FCCO

3.1 I--------

A I

00.00.0O.C

• I -----------I 1 I 9.1 I 14.3 I 0 . 9

17.414.3

3 . 6

3B. I

33 .3 2 . 7

• I------------I 1 I 2 .7 I 14.3 1 0 .9

I I I------I-

I 5 II 4 5 . 5 II 17 . 9 II 4 . 5 I

•I-------------- 1-I 9 II 2 4 .3 II 3 2 .1 II fl.O I

o26.117.15 .4

436 .411 .4

3 . 6

CTHER

.1■I----------

I I I I

- I ------------I 1 I 9 . 1 I 3 . 0 I 0 . 5

- I ------------

73 0 .421.26 . 3

14 3 7. B 4C.0 12.5

310.33 3 . 3

2 .7

•I------------I 2I 6 . 5I 2 8 . 6I 1 .8■l-

•I- ■1-

I 10 1 2 7 . 0I 30 .3 I 8 . 9

• I ------------I 9 II 3 1 . 0 II 32 .1 II 8.0 I

724.120.0

6 .3-I- •I-

i eI 27 .6 I 2 4 . 2 I 7 .1

- I -----------

ROWTCTAL

2320.5

119 . 8

3733 .0

2925 .9

5 . 0 I 0 I 1 I 4 I 7 I 12VERY IMPORTANT 0.0 I C.O I 8 .3 I 33 .3 I 58 . 3 I 10 .70.0 I 0.0 I 3 .6 I 11 .4 I 21.2 I0.0 I 0.0 I 0 .9 I 3 .6 I 6 . 3 I

- - I - - I - - I - - I - - ICOLUMN 9 7 28 35 33 112

TCTAL 8.0 6 . 3 25 .0 31 .3 29 .5 10U.0CHI SCUARE > 16. 59814 WITH 16 DEGREES Cr FREEOCN S1GNIFICANCE - 0 .4 1 2 0

rooo\

TABIE 29

All CHANGES IN TRANSPORTATION PATE STRUCTURE BY PART416 INDUSTRY GROUP

CUliNT PCW PCT COL PCT TOT PCT

PART416

APPLIANCbS1.

All1.

VERY UNIMPORTANT

unimportant

NEUTRAL CR INOIF

A.IMPORTANT

VERY IMPORTANT

CCLUKNTOTAL

0O.C0.0C.O

19. 111.10 . 9

L6 .3

11.1 0.9

AUTOKOTI Vc

2.2

13.32 8 .6

1.8

42 6 .714.33 . 6

74 6 .720.0

6 .3

19 . 1

14.30 . 9

310.a4 2 . 9

2 .7

CHEMICAL FCCC OTHER

54 5 . 517.94 . 5

531.217.94 . 5

6 0 I 9 1713.0 0.0 I 19.6 3 7 . 06 6 . 7 U.O I 32.1 4 8 . 6

5 .4 0.0 I 8.0 15.2

I 1 I 5 84 . 2 4 .2 T* 20 .3 33.311.1 14.3 I 17.9 22 .90 . 9 C.9 I 4 . 5 7.1

- I -9 7 28 358.0 6 .3 25 .0 31 .3

0C.O0.00.0

3l a . a

a . 62.7

213.3 6.1 1. £

436.412.13 . 6

42 5 . C 12.13 . 6

I 14 I 33 . 4 I 4 2 .4 1 12.5

■I-----------I I I 1■I-

537 .5 2 7 . 38.0

332 9 . 5

ROWTCTAL

1513.4

119 .8

1614.3

4641.1

2421.4

1121 0 0 .0

CHI SCU4RE > 22.41458 WITH 16 OEGReES Or FREEDCM SIGNIFICANCE - 0.1303

TABIE 30A12 SALES CALLS FROM WAREHOUSING SALESMEN BY PART416# * * * « * * « * « * * * * « * * * * * * * * * * • * * * * * • * * * • INOUSTRY GROUP

CCUNT RGw PCT COL PCT TOT PCT

1.VEKV UNIMPORTANT

A12

PART416

APPHANCES

1.3

6 . 3 33.3 2 . 7

UNIMPORTANT2.

3.NEUTRAL CR INOIF

A.IMPORTANT

5 .VERY IMPORTANT

COLUMNTOTAL

AUTCKCTIVE

2.CHEMICAL FCCQ CTWER

6.342 .9

2 . 7

00.0c . o0.0

I I I I I I

■I-----------I 1I 4 .5 I 14.3 I 0 .9

■I----------

II- I I II■I-I 9 II AC.9 II 32.1 II 8 .0 I

12 2 5 . J 42 .9 10.7

3 .1 •I- I I I I■I-

1633.3 4 5 . 714.3

721.820.0

6 .3I- ■1*

517.255 .6

4 . 5

110.011.1

0 . 9

I 2I 6 .9 I 2 8 .6 I I . a

• I ------------I 1I 10.0 I 14.3 I C.9

I 4 II 13 .8 1I 14.3 II 3 .6 I

43 1 .025 .7

8.0■I- ■I-

00.00.00.0

98 . 3

00.00.00.0

76 . 3

I 2 II 2 0 . C II 7 .1 II 1 .8 I

■I* I

220.3

5 .71.8

13 3 .3

3 . 6C.9

282 5 .0

1 33.3 I 3 3 . 3I 2 .9 i 3 . 0I C.9 I - 0 . 9I -

3531.3

332 9 . 5

5 .

1429 .24 2 .412.5

522 .715.24 . 5

93 1. 0 27 .3 8. C .

440 . C 12.1

3 . 6

ROMTCTAL

4842 .9

2219.6

2925.9

108. 9

32 . 7

112100.0

CHI SQUARE 10.94252 WITH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.8130

208

TABUS 31

A13* * * * * SALES CALLS FPOM CARF1ER SALESMEN BY PART416 INDUSTRY GROUP

CCUNT ROW PCT CCL PCT TCT PCT

FART416

CHEMICAL FCCO CTHFP

AI3

VERY UNIMPORTANT

UKIFPORTANT

NEUTRAL OR INDIF

IMPORTANT

VERY IMPORTANT

APPLIANC ES

1.AUICMOTI VE

I 2 .

33.322.2 42 .9 5 0 . C

11.6

3 2 .0 2R.J26 .6 2 4 .2

12.0 24.0 4 4 . 02 8 .6 10 .7

3 0 .8 2 3 .14 4 .4

ICC.O

2 5 . CCOLUMN

TOTAL

ROWTCTAL

484 2 .9

252 2 .3

2522. 3

1311.6

10 . 9

1121CG.Q

CHI SQUARE 22.36201 WITH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.1319

TOOVO

TABLE 32

A U INCREASE IN INTEREST RATES BY PAKT616 INDUSTRY GROUP

CCLMT PCI* PCT COL PCT TOT PCT

FAFT616

APPLIANCES

A16 I.VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL OR IKDIF

4.IMPORTANT

5.VERY IMPORTANT

COLUMNTCTAL

AUTCMOTI VE

CHEMICAL FOCD CTHER RCHTCTAL

I 1.1 2.1 3 . 6. 5 .1

I C I 3 I 9 10 8 I 30I 0 . 0 I 10.0 I 3 0 . 0 33.3 26 .7 I 2 6 . 8I 0 . 0 I 6 2 .9 I 32 .1 28 .6 26 .2 11 0 . 0 I 2 .7 I a . o 8 .9 7 .1 I

I 0 I 0 I 5 5 3 I 13I 0 . 0 I c. c I 38 .5 38 .5 2 3 . 1 I 11.6I 0 . 0 I 0.0 I 17.9 16.3 9 . 1 II 0 . 0 I 0.0 I 6 . 5 6 .5 2 . 7 I

I 5 I 6 I 8 9 7 I 33I I S . 2 I 12.1 I 26 .2 27 .3 2 1 .2 I 29 .5I 5 5 .6 I 57.1 I 2 8.6 25.7 2 1 .2 II A. 5 I 3 .6 I 7.1 8.0 6 . 3 I

I 3 I 0 I 6 7 10 I 26I 12.5 I C.O I 16.7 2*1.2 6 1 .7 I 21.6I 3 3 . 3 I 0.0 I 16.3 20.0 30.3 II 2 . 7 I 0.0 I 3 . 6 6 .3 8 . 9 I

I 1 I 0 I 2 6 5 I 12I 8 . 3 I 0.0 I 16.7 33 .3 6 1 . 7 I 10.7I 11.1 t 0.0 I 7. 1 11.6 15.2 1I 0 . 9 I 0.0 I 1.8 3.6 6 . 5 I

9 7i

28 35 33 1128.0 6 . 3 25 .0 3 1 .3 2 9 .5 100.0CHI SCUARE 17.25566 WITH 16 DEGREES CF FREECCM SIGNIFICANCE * 0.3693

I

TABLE 33

A15 PERSONAL PROPEFTY TAX VARIATIONS BY PARTA16 INDUSTRY GROUP

PARTA16COUNT

RCh PCTcol p e rTOT PCT

I •VERY UNIMPORTANT

A15

UMPFORTANT

NEUTRAL OR INOIF

A.IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

CHEMICAL FCCO OTHERAPPIIANC AUTCPCTl

25 . 015.0 25 .011.1 A2.9 I A . 3 15.2

A 2 . 9 21. A

00.04 . 00.0

61A.C 6 6 .7

5. A

- I -----------I 0I 0 . 0 I 0 . 0 I 0 . 0•I-----I Ar 9.3I 57.1 1 3 . 6

■I------------

■I- II AO I 25 I 7

■I-------

1-8 I . 0 I .6 I .1 I 1-

63 3 .017.1

5 . A

II 11 1 17I A. i---

5.6.9.5

15 3 A . 9 A2.9 13.A

213.322.2l.B

98.0

0C.O0.00.0

76 .3

II 26

1A3

A 1 . 7 I . 3 I .6 1

25280

32-J.O

8.62.7

3531.3

630. C 18.2 5 . A

13 3 0 .2 3 9 . A 11.6

6AO.O 18.2

5 . A

332 9 .5

RGWTCTAL

2017.5

IA12.5

2017.9

A3 3 8 . A

15 1 3 . A

112100.0

CHI SQUARE 19.918A0 WITH 16 OEGHEES OF FREEDOM SIGNIFICANCE 0.2239

211

I

TABLE 3^

A16 SILOING UP INVENTORIES TC MEET SEASONAL RY* * * * * * * * * * * * * + * * * * * * * • » * • « * * * • * PART416 INDUSTRY GROUP * * » * * » » * * « * * # * « * * *

CCUNT POw PCT COL PCT TOT PCT

PART416

APPLIANCES

1.A16

VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL OR INOIF

4 .IMPORTANT

5.VERY IMPORTANT

CCLUMNTOTAL

ALir.MCTlVE[ 2.

CHEMICAL fcco CTHER

116.7 11. 1

0 . 9

30.00.00.0

I 1 I 16 .7 1 14.3I 0 .9

•I------------I I I I

23 3 .3

7.11.8

I6 . 7

11.10 . 9

46.2

4 4 .43 . 6

37 . 7

3 3 .32 . 7

9a.o

00 . 0o . c0 . 0

■1-----1 11 6 . 7I 14.3 I 0 .9

■I-----------I 0I 0 .0I 0 . 0 I 0 . 0

26 6 . 7

7.11.6

320.010.7

2 .7

I 12 I 2 4 .5 I 4 2 . 9 1 10 .7

512.371 .4

4 . 5

76 . 3

523 .132 .1

8.0

282 5 .0

00.00.00.0

133.3

2 . 9C.9

426 .711.4

3 .6

204C.857.117.9

102 5 .628.6

8 .9

3531 .3

23 3 . 3 6. 1 1.8

I CI 0 . 0 I 0 . 3 I 0. C■I-----I 6I 4 0 .0 I 18.2 I 5 . 4

1 13I 26 .5 I 3 9 .4 I 11 .6

■I------------12

30.836 .4 10 .7

332 9 .5

ROWTCTAL

65 .4

32 . 7

1513.4

494 3 .8

393 4 .8

1121CO.O

CHI SQUARE 15.7442 7 WITH 16 DEGREES CF FREECCM SIGNIFICANCE 0.4709

212

TABIE 35

AIT TO OOTAIN QUANT ITT PURCHASE GISCCUNTS OY PART416 INDUSTRY GROUP

PAKT416COUNT

RUrf PCT CCL PCT TCT PCT

AIT _

APPLIANCES 1.

AUTCMOTIVE

I 2 .

CHEMICAL

3.

FCCD

I 4 .

CTFER

5.1ROM

TCTAL

1. 5 I 3 11 I 14 10 I 43VERY UNIMPORTANT 11.6 I 7.C 25 .6 I 3 2 . 6 2 3 . 3 I 38 .4

5 5 .6 I 4 2 . 9 3 9 .3 1 40.0 30 .3 IA.5 I 2 . 7 9 .8 I 12.5 3 .5 I

2. 0 1 2 9 I 2 6 I 19UNIMPORTANT 0. 0 I 10.5 4 7 . * I 10.5 3 1 . 6 I 17.00.0 I 2 8 . 6 3 2 . 1 I 5 .7 18 .2 I0.0 I l . d 8.0 I 1.8 5 .4 I

3 . 1 I 2 5 I 6 7 1 21NEUTRAL OR IND1F A. 0 I S . 5 23 .8 1 23 .6 3 3 . 3 I 18.811.1 1 2d.6 17 .9 I 17.1 21.2 I

0 . 9 I 1.8 4 . 5 I 5 .4 6 .3 I«• I — I-—------— -1

4 • 3 I 0 2 I 10 7 I 22IMPORTANT 13.6 I 0.0 9. 1 I 4 5 . 5 3 1 .8 I 19.6

33 .3 I C.O 7.1 I 28 .6 21.2 I2 . 7 I 0.0 1.3 1 8 .9 6 . 3 I

- I—5. 0 I 0 1 I 3 3 I 7

VERY IMPORTANT 0.0 I 0.0 14.3 I 4 2 .9 4 2 . 5 I 6 . 30.0 I o . a 3 .6 I 8.6 9 . 1 I0.0 I 0.0 C.9 1 2 . 7 2 . 7 I- ------------- I — ---------- I- - I

COLUMN s 7 28 35 33 112TCTAL 8.0 6 . 3 2 5 . 0 31 .3 2 9 .5 1C0.0

CHI SCUARE - Id.62328 KITH 16 OfcCREES CF FREEDCH SIGNIFICANCE - 0.2887

ro»-*■VjJ

TABIE 36

A18 * * * * STORE HAW MATERIALS AS A HEDGE AGAINST I BY PAKT416 INDUSTRY GROUP * *

COUNT ROW PCT COL PCT TCT PCT

PART416

APPLIANCES I.

A18 1. 4 I 3VERY UNIMPORTANT 7.5 I 5 .7

4 4 . 4 I 42 .93 .6 I 2 . 7

-2. 1 I 0UNIMPORTANT 6. 7 I 0.011.1 I 0.0

C.9 I c . o

3.NEUTPAL OR INDIE

IMPORTANT

VERY IMPORTANT

CCIUMNTOTAL

AUTCMliTIVE

I 2 .

CHEMICAL FCCD OTHER

■I-

313 .63 3 .3

2 .7

0Cl. 3 0.0 0.0

133 .3 1 1 . 10.0

<58.0

14.5

I A. 3 0 .5

3lb. s 42 .9

2 . 7

00.0c.o0.0

76 . 3

163 0 . 2 57 .114 .3

426 .714 .3

3 .6

418.214.3

3 . 6

421.114.3

3 .6

00.00.00.0

2825 .0

1426.4 40 .012.5

533 .314.3 4 .5

627.317.1

5 .4

842.1 22 .9

7.1

26 6 . 7

5 .71.8

3531 .3

1630 .2 4 9 . 514 .3

53 3. 315 .24 . 5

63 6 .4 24 .2

7 .1

421.1 12. 1

3 .6

0o.co.co.c

332 9 . 5

POMTCTAL

.1■I

IIII

■IIIII

-IIIII

■IIIII

•III•II

■I

5347 .3

1513.4

2219.6

1917.3

32 . 7

112100.0

CHI SCUARE 14.94417 WITH 16 CEGREES OF FREEOCM SIGNIFICANCE « 0.5287

iliz

TABLE 37A19 PPOTECT AGAINST PRCJECTEO MATERIALS SMOR 8Y PART416 INDUSTRY GROUP

CCUNT RCw PCT COL PCT TCT PCT

PART416

APPLIANCES

1.A19

VERY UNIMPORTANT

2.LNIFPORTANT

NEUTRAL CR INCIF

A.IMPORTANT

VERY IMPORTANT

COLUMNTOTAL

AUTCPCTlVE

.1 2. ■I--------------

2ft.3 22.2 1.8

2ft.3 2 8. 6

1 .8

1l u . o1 1 . 10 . 9

314.333 .3

2 .7

I I I I

-I-I I II

- I ------------1 01 0 .0I 0 . 0I C.O

- I ------------

00.00.0c.o

ChEPICAL FCCC CTFER

3.1 A. 1------11

3 4. 4 39 .3

9 . 8

I I I I 1-

3 I 3 0 . 0 I 10 .7 1

2 .7 I 1-

1 I4 . 8 I 3 . 6 I 0 . 9 I

929 .1 25 . 7 8.0

220.0

5.71 .3

733.320.0

6. 3

1C.3 25 .6 4 1 . 0 23 .13 5 .7 4 5 .7 2 7 . 3

30 .0 20.0

2 5 . 0 2 9 . 5

5.

62 5 .0 2 4 .2

7. 1

44 0 . Q 1 2 . 1

3 . 6

104 7 .63 0 .3

8 . 9

ROWTCTAL

3228 .6

108 .9

2118.8

3934 .8

108 . 9

112100.0

CHI SQUARE - 25.22737 WITH 16 CEGREES CF FREECCM SIGNIFICANCE 0.0659

TABIfi 38

A20 I'JSURfc CriNT INUI TV CP SUPPLY BY PARTA16• * • * • * * * « * * * * m * * * * * * * * * * * * * * * * « * * * * A

PARTA16CCUNT

row pct APPLIANC ALTCRCT1 CHEMICAL FCCC CTFER POWCCL PCT ES V E TCTALTCT PCT

19 % ________1. 2. 3 . A. I 5.1

» ti . 2 2 8 6 I 6 • I

I 2AVERY UNIMPCRTANT E.3 8 .3 33 .3 25 .0 I 2 5 .0 I 21. A22.2 23.6 28 . 6 17.1 I 18 .2 I1.8 1.8 7.1 5 . A I 5 . A I

2. 0 0 1 2 I A I 7UNIMPuRTANT 0.0 0.0 1A.3 28.6 I 57 .1 I 6 . 3

C.O o . c 3 .6 5. 7 I 12.1 I0.0 u . o 0 . 9 1.9 I 3 .6 I- 7

3 . 2 0 3 5 I 5" 1

I 15n e u r a l or i n o i f 13.3 0.0 20.0 33.3 I 3 3 .3 I 1 3 .A

27. 2 c . o 10.7 1 A. 3 I 15 .2 i1.8 0.0 2 .7 A.5 I A .5 i

A. A A 12 15 I 12 i A7IHFCRTANT 8 .5 8 .5 25 .5 31 . 9 I 2 5 .5 i A2.0

AA.A 57.1 A ? .9 A2.9 I 3b.A i3 .6 3 .6 10.7 1 3 .A I 10 .7 i

5 . 1 1 A 7 I 6 i 19VERY IMPORTANT 5 .3 5 .3 21.1 36.8 I 3 1 . 6 I 17.0

l l . l 1 A.3 1 A.3 20.0 I 18 .2 I0 .5 C.9 3 .6 6 .3 I 5 . A i

COLUMN 5 7 23 35 33 112TOTAL 8.0 6 . 3 2 5 . 0 3 1 .3 2 9 .5 1C0.0

CHI SQUARE * 7. 36519 KITH 16 DEGREES CF FPEECCM SIGNIFICANCE *

INDUSTRY GROUP * « * » « * * » * *

216

TABUS 39

Cl FREQUENCY OF VISITS TO PURL IC WAREHOUSES RY PART416 INDUSTRY GROUP

CCUMT RCW PCT CCL PCT TCT PCT

FAPT416

APPLIANCES

1.Cl

0.

1 VISIT

2 VISITS

3 VISITS

4 VISITS CR PCHE

COLUMNTOTAL

1It.7 11 .1

0 .9

A11.A *4.4

3 .6

14 .3

11. 1 0.0

212.522.2

1.6

13 .1

1 1 . 10 .9

98.0

AUTCMCTIVE

2.1

16.714 .30.5

CHEMICAL FCCD

23 3 .3

7 .11.8

38.6

4 2 .92 .7

■I-----------I 6 I 17.1 I 2 1 .4 I 5 .4

14 .3

1 4 . 30 .9

•I------------I 5 I 3 9 .1 I 32 .1 I R.O

16 .3

14.3 0 .9

1i.i14.3

0 .9

76 .3

42 5 .0 14 .3

3 .6

721 .92 5 .0

6 .3

282 5 .0

233 .3

5 .71.8

q25 .72 5 .7 d.O

C7FER

.1• I----------

I I I I■I-----I 13 I 3 7 .1 I 3 9 .4 I 11.6

• I— ------5

2 1 .714.34 .5

637 .517.1

5 .4

134 0 .637.111.6

3531 .3

00.00.00.0

I 7 I 3 0 .4 I 2 1 .2 I 6 .3

318.89 .12 .7

1C3 1 .330 .3

8 .5

332 9 .5

ROWTCTAL

65 .4

353 1 .3

2320 .5

1614.3

3228 .6

112100.0

CHI SQUARE - 13.02443 WITH 16 OEGHEES CF FPEECCM SIGNIFICANCE * 0.6710

I

TABUS 40

C2 * • • * * * PERCENTAGc OF VISITS TO P.M. UNANNOUNCE0 BY PARTA16 INDUSTRY GROUP . » * * + * « * * * « * » * * * *

COUNT RC N PCT CCL PCT TOT PCT

PARTA16

APPLIANCES

1.C2

NONE

25Y PR LESS

261 TO 50*

511 TO 75 t

76t TO 9 9 t

lOCt

0.

1.

3 .

5 .

COLUMNTCTAL

AUTCMCTIVE

I 2 .

CHEMICAL FCCI) OTHER

612.0 66. 7

5 . A

15 .3

11.10 .9

•I------------I 3 I 6 .0 I A ? .9 I 2 .7

122A.CA2.910 .7

- I -----------I II 5 .3I 1A.3 1 0 .9

15 .0

11.1 0 .9

■I------------I 2 I 10 .0 I 2B.6 I l .B

■I------------

I 7I 36 . B I 2 5 .0 I 6 .3■I-----I 5I 2 5 .0 I 17 .9 I A .5

00.00.00.0

00.00.00.0

0c . o0.00.0

I 1 I 2 0 .0 I 3 .6 I a . 5

oc . oc . o0.0

I 1 I 2 0 .0 I 3 .6 I 0 .9

■I------------1

7 .711.1

0 .9

98.0

17 .7

1A.30 .9

76 .3

21 5 .A

7.1 1.8

282 6 .0

IA 28 .0 At). J 12 .5

726 .820.0

6 .3

52 5 .0 1A.3 A .5

36 0 .3

8.62 .7

120.0

2 .90 .9

533 .5 1A.3 A .5

3531 .3

15 30. C A5.5 1 3 . A

I 3I 15 .61 9 .1I 2 .7

■I------------I 7I 3 5 .0I 2 1 .2I 6 .3

■I------------I 1I 2 0 .0I 3 .0I 0 .5

I 3 I 6 0 .0 I 9 .1 I 2 .7

•I------------A

3 0 .81 2 . 13 .6

332 9 .5

ROWTCTAL

50AA.6

191 7 .0

2017 .9

5A .5

5A .5

1311 .6

1121 0 0 .0

CHI SCUARE 10.S2A93 WITH 20 CEGREcS CF FR6ECCM SIGNIFICANCE 0.9576 218

TABLE 41

C3 PERCENT CF VISITS TC SOLVE SPECIFIC P3.0R PY * * <! PARTA16 INDUSTRY GROUP

PAPT416CCU'IT RCk PCT COL PCT TCT PCT

C30.

NONE

25* CR LESS

26* TO 50*

SI* TO 75*

76* TO 59*

IOC*

2.

3.

4.

5 .

COLUMNTCTAL

APPLIANC AUTCMCTI ES VE1.1 2.

CHEMICAL

3 .

FCCC

4 .

OTFEK

5.

RCWTCTAL

1 I 2 7 3 7 254 .0 I 8.0

11.1 I 2 8 .6 0 .9 I 1 .8

2 8 .0 2 5 . C

6 .3

3 2 .02 2 .9

7.1

23 .021.20 .3

22 .3

2 I 3 12 20 14 513 .9 I 5 .9

2 2 .2 I 4 2 .9 1 .8 I 2 .7

23 .5 4 2 .9 10.7

39 .257 .117.9

27 .54 2 .412 .5

45 .5

4 I I 5 3 8 211 9 .0 I 4 .8 4 4 .4 I 14.3

3 .6 I 0 .9

2 3 .817 .9

4 .5

14.3 8 .6 2 .7

30. 1 2 4 .2

7 .1

1 8 .8

0 I 0 1 0 3 40 .0 I O.C 0 .0 I 0 .0 0 .0 I 0.0

25 .03 .60 .9

0.00.0c .o

7 5 . C 9 .1 2 .7

3 .6

0 I 0 2 0 0 20 .0 I C.O 0.0 I 0.0 C.O I c . o

lOu.C7 .11.8

0.00.00.00.00.0o . c

1 .8

2 I 1 1 4 I 922 .2 I 11 .12 2 .2 I 14.3

1 .8 I 0 .9

9 7

11.1 3 .6 0 .9

4 4 .411.4

3 .6

11.13.C0 .5

8 .0

28 35 33 1128 .0 6 .3 2 5 .0 3 1 .3 2 9 .5 100 .0

CHI SQUARE • 24.15256 WITH 20 CEGREES OF FREECCM SIGNIFICANCE - 0.2358

TABES 42

C4 NUMBER CF ON-SITE AUDITS FOR SECURITY CH BY PART416 INDUSTRY GROUP* * * * * * * * * * * * * * * * * * * •

COUNT RCh PCT COL PCT TOT PCT

C4

PART416

APPLIANCES

1.2

12. 5 22.2

1.8

1 VISIT

2 VISITS

3 VISITS

4 .4 VISITS CR M3RE

CCLUMNTOTAL

AUTCMCTlVE

2.CHEMICAL FCCC CTFER

16 .3

14 .3C.9

48.2

4 4 .43 .6

27 .7

22.2l.U

I-I- I I I I

■I-----------I 2I 4 .1I 2 8 .6I 1 .8

- I -----------I 3I 11.5I 4 2 .91 2 .7

■I-----------

42 5 .014 .3

3 .6

,1 >1- I I I I

■I-.............I 14 I 2 8 .6 I 5 0 .0 I 12.5

•I-----------I 8 I 3C.8 I 2 8 .6 I 7.1

• I-----------1

12.511.1C.9

I I I 12.5 I 14.3 I 0 .9 ■I-----

I 0 I C.O I 0 .0 I c .o

■I------------0

c.c0.0o.c

98.0

00.00.0o.o

76 .3

215.4

7 .11.8

282 5 .0

4.1 1-5 I

31 .314.3

4 .5

107 6 .92 8 .6

8 .9

3531 .3

5.

I I 1

1-11 I

2 2 .4 I31 .4 I

9 .4 I 1-6 I23 .1 I17.1 I

5 .4 I 1-

42 5 .012.1

3 .6

1336.75 4 .516.1

726. S 21.2

6 .3

3 I 3 7 .5 18.6 I2.7 t

1-

33 7 .5

9 .12 .7

IIII-I-

17 .73.C0 .9

332 9 .5

FOWTCTAL

1614.3

494 3 .8

262 3 .2

87.1

1311.6

1121C0.0

CHI SQUARE 21.42538 KITH 16 DEGREES CF FREECCH SIGNIFICANCE * 0.1627

220

TABLE 43

C6 X OF FREIGHT HILLS AUDITED FOR PERFCRMAN BY PART416 INDUSTRY GROUP

COUNT ROW PCT COL PCT

PART416

APPLlPNC AUTCknTI ES V6

C6 TJT PCT 1.1 2.1 3 .1 4 .1 5.1

NONE0. 3 I

11 .5 I 3 3 .3 I

2 .7 I

3 1 11 .5 I 4* .9 I 2 .7 I

6 I 2 3 .1 I 2 1 .4 I

5 .4 I

R I3 0 .8 I2 2 .9 I

7 .1 I

6 I2 3 .1 I18.2 I 5 .4 I

26 23 .2

2 5 t CR LESS

2 6 t T 0 .5 0 t

S i t TO 75 t

7 6 t TO 9 9 t

lOOt

. 4 .

CHEMICAL FCCD CTHFR

COLUMNTOTAL

15 .0

11.10 .9

■I------------I 2I 1C.0 I 2a.6 I l . a

-I- 1-I 6 II 3 0 .0 II 2 1 .4 II 5 .4 1

420. u 11 .4

3 .6

222.222.2

l . a

■I-----I 1 I l l . l I 14.3 I 0 .9

-I- •I-I 3 II 3 3 .3 II 1C.7 II 2 .7 I

00.00.0c .o

120.011.1

0 .9

- I ------------I 0 I C.O I C.OI o . c

-I- >1-I 0 II 0 .0 I1 0 .0 II 0 .0 I

360 .0 E .6

2.7

0.0.00.00.0

- I -----------1 0 I 0 .0 I 0 .0 I c . c

■I- ■I-

24 .0

22.21.8

- I ------------I 1I 2 .0 I 14.3 I C.9

I 0 II 0 .0 II 0 .0 II 0 .0 I

- I -------------- I-I 13 11 2 6 . C II 4 6 .4 II 11 .6 I

21 0 0 .0

5 .7l . a

183 6 .0 51 .416.1■I" ■I- ■I-

9a . o

76.3 282 5 .0

353 1 .3

73 5 .021.2

6 .3

33 3 .3

9 .12 .7

120.0

3 .0 C. 5

00.00.0O.C

163 2 .04 8 .514 .3

332 9 .5

RCWTCTAL

2017.9

98.0

54 .5

21.8

504 4 .6

1121C0.0

CHI SQUARE • 20.83691 hITH 20 DEGREES CF FREECCP SIGNIFICANCE « 0.4068 221

TABIE 44

* * C7 • *

C7

• * * *

CCUNT PCU PCT CGI PCT TCT PCT

NO0.

1.SERVICE PEP FORMA

YES2.

3 .CLSTCMER COKPLAI

SALESMENS CCMNEN

5.COMPARE PPCMISE

TmSUPVEY CARDS FRC

(CCNTIKUEC)

COLUMNTOTAL

USED TO MONITUR SERVICE BY PART416+ « 4 v * * » * * H * * ♦ * • * t * * * *PART416

VIAPPLIANC ALTOMOTI CHEMICAL r-ooo OTHER POM1 ES V6 TCTALI 1. 2. 3 . 4 . 5 .1

I 1 2 3 4 3 I 13I 7 .7 1 5 .A 23.1 3 0 .8 23 .1 I 11.6I 11. 1 2 8 .6 10 .7 11 .4 9 .1 II 0 .9 1 .3 2 .7 3 .6 2 .7 IiI 0 1 3 4 8 I 16I c . c 6 .3 18.8 2 5 .0 5 0 .0 1 14.3I 0 .0 14.3 10. 7 11 .4 2 4 .2 II 0 .0 0 .9 2 .7 3 .6 7 .1 I

I 1 0 2 1 2 I 6I 16.7 C.O 3 3 .3 16.7 3 3 .3 I 5 .4I 11. 1 C.O 7 .1 2 .9 6 .1 II 0 .9 0.0 1.8 0 .9 1 .6 I1 “I 3 0 6 7 11 I 27I 11.1 C.O 22.2 25.9 40.. 7 I 24 .11 3 3 .3 0.0 21 .4 20.0 3 3 .3 II 2 .7 0.0 5 .4 6 .3 5 .8 I

I 1 0 2 5 2 I 10I 10.0 0.0 20.0 5o.O 2 0 .0 I 8 .9I 11.1 c .o 7.1 14.3 6.1 I1 0.9 0.0 1.8 4 .5 1.8 I

*1I 2 2 7 12 5 I 28I 7 .1 7 .1 2 5 .0 4 2 .9 1 7 .5 I 2 5 .0I 22 .2 28 .6 2 5 .0 34 .3 1 5 .2 II 1.8 1.8 6 .3 1C. 7 4 .5 I» |I 3 I 2 0 1 I 4I O.C 2 5 . 0 50. C C.O 2 5 .0 I 3 .6I C.O 14.3 7 .1 0.0 3 .0 II C.O 0 .9 1.8 c.o 0 .9 I

9 7 28 35 33 1120.0 6 .3 2 5 .0 31 .3 2 9 .5 100.0

INDUSTRY GROUP* * v « * * * * * * * *

ZZi

Cl NAYS USFO n Ml’iN I TOR SERVICE BY PART616 INDUSTRY GROUP« * * * * * * • * * * * * * # • • * * • * * * * * « • * * * * * * * * * * * . * * « * * *PART616

CCUNT IROW PCT IAPPLIANC AUTCHOT1 CHEMICAL FCCD CTFER FOHCOL PCT IES VF TCTALTOT PCT If 7 _ _ ______f 1.1 2. a. 6. 5 .1

a . I 1 I 1 3 2 I I aSPOTCHECK AUDITS 1 12 .5 I 12 .5 37 .5 25 .0 1 2 .5 I 7 .1

I 1 1 .1 I 16.3 IC .7 5 .7 3 .0 II 0 .9 I C.9 2 .7 1.8 O.S I

- I 1 a a I a l I I I l a a a I l

COLUMN 9 7 28 35 33 112TOTAL 8 .0 6 .3 2 5 .0 3 1 .3 2 9 .5 1CO.O

CHI SCUARE » 2 2 .68010 klTH 28 DEGREES CF FREECCM SIGNIFICANCE > 0 .7689

TABIE k5

01 TRA'IE JOURNAL ADVERTISING BY PART416 INDUSTRY GROUP

COUNT PCh PCT CCL PCT

PART*16

APPLIANC ES

TCT PCT I 1.1 2. I 3 .1 4 .1 5.101 — — — i --------------1- I - ------------ j. ------------- 1 -1

1 . I 3 I 1 1 3 I 11 I 6 I 24VERY UMMPCRTANT I 12 .5 I 4 .2 I 12 .5 I 4 5 .8 I 2 5 .0 I 21 .4

33 .3 I 14 .3 I 10.7 I 31 .4 I IB .2 I2 .7 I 0 .9 I 2 .7 I 5 .8 1 5 .4 I

LNIPPORTANT

NEUTRAL OR INDIF

INFCRTANT4.

S.VERY IMPORTANT

CCLUNNTOTAL

AUTCMCTIVE

CHEPICAL FCCD CTFER ROWTCTAL

0 0.0 0.0 0.0

38 .3

3 3 .32 .7

313.63 3 .3

2 .7

00.0O.U0.0

9a.o

20.0

28 .61.8

38 .342.92 .7

I4.5

1 4 .30.9

00.00.00.0

I------------I 8 I 3 2 .0 I 28 .6 I 7.1

• I ------------I 1C I 2 7 .8 1 35 .7I 8 .5

■I-----------I 5 I 2 2 .7 I 17 .9 I 4 .5

-I ------------I 2 I 4 0 .0 I 7 .1 I l . a

76 .3

232 5 .0

728 .020.0

6 .3

■I------------I E I 3 2 . G I 2 4 .2 I 7 .1

■I------------11

3 0 . 6 31 .4

5 .8

62 7 .317.15.4

00.00,00 .9

1 9I 25 . C I 2 7 .3 I 8 .0■I-----I 7 I 31 . E I 2 1 .2 I 6 .3■I-----I 3 I 6 0 . C I 9 .1 I 2 .7

353 1 .3

332 9 .5

252 2 .3

363 2 .1

2219.6

54 .5

1121C0.0

CHI SQUARE 12.90051 WITH 16 DEGREES CF FREECCM SIGNIFICANCE * 0.6800

ijZZ

TABLE 46

C2 DISTRIPUTION WCIRLCWICE CIRECTO«Y AOVERTI 8Y PART416 INDUSTRY CROUP

FAPT416CCUNT I

PC>i PCT CCL PCT TOT PCT

APPLIANC AUTOMril ES VE

1.1 2 .

CHEMICAL

3 .

FCCD

4 .

CTHER

5.1

ROWTCTAL

I . 1 I 0 3 6 e I 15VERY UNIMPORTANT 6 .7 I

11 .1 I 0 .9 I

0 .00 .00 .0

20 .010 .7

2 .7

4 0 .317.15 .4

3 3 .3 I 15 .2 I 4 .5 I

13 .4

— ——— — - — i - - ------— —------ — — ........i2 . 1 I 1 4 5 5 I 16

UNIMPORTANT 6 .3 I 11 .1 I

0 .9 I

6 .314.30 .9

2 5 .014.3

3 .6

31 .314.3

4 .5

3 1 .3 I 15 .2 I 4 .5 I

14 .3

— I —_ ———-----—- — ----— I3. 2 I 2 6 11 7 I 28

NEUTRAL OR IKOIF 7 .1 I 2 2 .2 I

1 .0 I

7.12 8 .6

1 .8

2 1 .42 1 .4

5 .4

3 9 .33 1 .4

9 .8

2 5 . C I 2 1 .2 I

6 .3 I

2 5 .0

———— — —------ . ———4 . 5 I 4 10 9 11 I 39

IMPCRTANT 12.0 1 5 5 .6 I

4 .5 I

10.357 .1

3 .6

25 .63 5 .7

8 .5

23 .12 5 .7

8 .0

2 8 .2 I3 3 .3 I

9 .8 I

3 4 .8

- — — - 1 ---------- —----------- - — — —5. 0 I 0 5 4 5 I 14

VERY IMPORTANT 0 .0 I C.O I 0 .0 I

0 .00 .0c . o

3 5 .717.9

4 .5

28 .611 .4

3 .6

3 5 .7 .1 15 .2 I 4 . 5 I

12.5

- — 1 — —————— - - - - — - - -------- ICOLUMN 9 7 28 35 33 112

TOTAL 8 .0 6 .3 2 5 .0 21 .3 2 9 .5 1C0.0

CHI SQUARE ■ 8.<.5571 WITH 16 OEGPEES CF F&EECCM SIGNIFICANCE » 0.9341

Wt\JVa

TABIE k-7

03 • * * * A*A CIH ECTORY*«.*»* 4 ♦ » . * * * * * * . « * 4 • *BY PART416 * * • * * * • ♦ ■ « INDUSTRY GROUP * * * * * * * * * * * * *

CCLNT PO* PCT COt PCT TOT PCT

FART416

AP°LIANC ES

1.03

VERY UNIMPORTANT

UNIMPORTANT2.

3 .

I5.C

11.I0.90

S. 0 0.0 0. c

AUTC.MOT I VE

2.1

5 .014 .3

0 .9

CHEMICAL FCCD

3.1 1---5 I

25174

00.00.0c .o

I-I- I I I I■I-II 27 I 10 I 2• I---I

. 0

.9

.5

3.3.7.7

73 5 .020.0

6 .3

43 6 .411 .4

3 .6

CTHER

.1■I----------I I I I■I— ---I 4 I 3 b . 4 I 12.1 I 3 .6

63 0 .018.25 .4

NEUTRAL OR INOIF I 10.0 5.U I 3 5 .0 I 3 5 .0 I 15 .3 I 17.9I 2 2 .2 14.3 I 2 5 .0 I 2 0 .0 I S. 1 II 1 .8 0 .9 I 6 .3 I 6 .3 I 2 .7 I

- I*4 . I 5 2 I 4 I 12 1 15 I 38

IMPORTANT I 13.2 5 .3 I 10 .5 I 3 1 .6 I 3 9 .5 I 33 .9I 55 .6 28 .6 1 14.3 I 34 .3 1 4 5 .5 I1 4 .5 1 .8 1 3 .6 I 10.7 I 1 3 .4 I

- 1-5 . I 1 3 I 9 I 5 I 5 I 23

VERY IMPORTANT I 4 .3 13 .0 I 35 .1 I 2 1 .7 I 2 1 .7 I 20 .5I 11.1 4 2 .9 I 32 .1 I 14 .3 -1 1 5 .2 II 0 .9 2 .7 1 8 .0 I 4 .5 I 4 .5 I

- 1- - I - - I - - I -COLUMN 9 7 28 35 33 112

TOTAL 8 .0 6 .3 2 5 .0 3 1 .3 2 9 .5 1C0.0

ROMTCTAL

201 7 .9

119 .8

20

CHI SQUARE 15.52515 WITH 16 OEGREES CF FREECCK SIGNIFICANCE 0.4866

226

TABUS 48

04 OTHER TRADE ASSOCIATION LISTINGS BY PART*16 INDUSTRY GROUP

CCLNT ECU PCT COL PCT TOT PCT

PART4U

APPLIANC ES

1.04

1.VERY UNIMPORTANT

2.UNIMPORTANT

NEUTRAL CR INOIF

4 .IMPORTANT

VERY IMPORTANT

COLUMNTOTAL

AUTCMOTI VE

I 2 .•I--------------

13 .4 II. 1 0.5

I 1I 3 .4 I 14.3 I o . s

CHEMICAL FCCD OTHER

3.1 4 .1---1-------i----7 1 7 1

00.00.0c .o

00.00.00.0

I•I- I I I II-I 7 II 3 5 .0 I1 2 5 .0 1I 6 .3 I

24 .12 5 .0

6 .3

24 .120.0

6 .3

411.I 4 4 .4

3 .6

■I-----------I 21 5 .6I 2 8 .6 I 1 .9

■I* ■I-

415.44 4 .4

3 .6

• I -----------I 4 I 15.4 I 5 7 .1 I 3 .6

0C. 0 0.0 0.0

98.0

■ I------------I 0 I C.O I O.C I 0 .0

■I------------7

6 .3

I 9 II 2 5 .C II 3 2 .1 II 8 .0 II---------------1-l 4 II 15 .4 I1 14 .3 II 3 .6 I

1-•I-------I I Ii i o a.0 iI 3 .6 II 0 .9 I•I- ■I-

282 5 .0

ROWTCTAL

I I I 1-

9 I4 5 .0 I2 5 .7 I

8 . . J 1 1-15 I

4 1 .7 I4 2 .9 I13 .4 I

1 -

1344. £ 3 4 .4 11.6

420. C 12.1 3 .6

616.718.25 .4

4 I15 .4 I11 .4 I

3 .6 I 1-0 I

0 .0 I C.O I 0.0 1

1-35

3 1 .3

103 6 .53 0 .3

8 .9

00.00.00.0

332 9 .5

292 5 .9

2017 .9

3632.1

262 3 .2

112100.0

CHI SCUARE 25.09117 WITH 16 CEGREES OF FREEOCM SIGNIFICANCE • 0.0682

227

TABLE 49

05 TELEPHONE 0 IP. EC TORY YELLOW PAGES BY PART416 INDUSTRY GROUP

CCUMT FCW PCT COL PCT TOT PCT

PART416

APPLIANC AUTCHCTI ES VE

1.1 2.05

1 . I 3 1 6 I 15 13 I 38VERY UNIMPORTANT I 7 .9 2 .6 15 .8 I 3 5 .5 34 .2 I 3 3 .9

33 .3 14 .3 2 1 .4 I 4 2 .9 39 .4 I2 .7 C.9 5 .4 I 13.4 11 .6 I

2.UNIMPORTANT

NEUTRAL CR INOIF

IMPORTANT4 .

5.VERY IMPORTANT

CCLUHNTCTAL

9A.O

CHEMICAL FCCC

3.1 1---CTFFR POW

TCTAL

76 .3

8 .7 I 4 .3 21.7 I 30 .4 3 4 . E2 2 .2 I 14.3 17.5 I 2 0 .0 2 4 .2

1 .8 I C.9 4 .5 I 6 .3 7.1

2 I 3 12 I 8 66 .5 I 5 .7 3E.7 I 2 5 .8 19 .4

2 2 .2 I 4 2 .9 4 2 .9 I 2 2 .9 18 .21 .8 I 2 .7 10.7 I 7.1 5 .4

2 I 2 4 I 4 511.8 I 11 .8 2 3 .5 I 2 3 .5 29 .42 2 .2 I 2 8 .6 14.3 I 11.4 15 .2

1.6 I 1 .8 3 .6 I 3 .6 4 . 5

0 I 0 1 I I 10 .0 I 0 .0 3 3 .3 I 3 3 .3 3 3 .30 .0 I 0 .0 3 .6 I 2 .9 3.C0 .0 I c . o C.9 I C.9 0 .9

202 5 .9

3531 .3

5 . T ■I

332 9 .5

2320 .5

3127 .7

1715.2

32 .7

1121C0.0

CHI SQUARE 10.03550 WITH 16 DEGREES CF FREECCM SIGNIFICANCE « 0.8646

TOTOCO

TABUE 50

06 CIR2CT MAIL ADVERTISING BY PARTA16 INDUSTRY GROUP

CCLNT PCW PCT COL PCT TCT PCT

PAPTA16

APPLIANCES

1.06 I •

VERY UNIMPORTANT

UNIMPORTANT

NEUTRAL OR INDIF

6.IMPCRTANT

5.VERY IMPORTANT

COLUMNTOTAL

IA.C

11.10.90

0.00.00.0

A10.3 A A. A

2.6

A13. 8 AA.A

3 .6

3C.O 0.0 o. 09

8.0

AUTCRCTIVE

2.CHEMICAL FCCO CTFER

3 .1 A .I j------ 1----5 1 0 1

12.0A2.9

2 .7

0C.O0.00.0

2017

1271

.0

.9

.5

2.5.1.8

37 .7

A7.92 .7

13.A

1 A. 3 0 .5

II 35 I 50 I 12

■I-------II 2A I 25

1A .S • t .5

I I I

•I- I I I I

------------ j .12 I

3 0 .8 I 3 A.3 I 10 .7 I

36 .025 .78.0

956.3 2 5 .7 8.0

7 I .1 I .0 I .3 1 1-

0C.O3.00.0

76 .3 25

0.C.0.0

230

133 .3

2 .93 .9

3531 .3

72 8 . J 21.2

6 .3

3 1 .3 15 .2 A .5

61 5 . A 18.2

5. A

A I 13 .8 I 1 1 .A I

3 .6 I 1-

13 AA.8 3 9 . A 1 1 . 6

266. 7 6.1 i . e

3329 .5

RCWTCTAL

2522 .3

161A.3

393A.8

2925 .9

32 .7

1121C0.0

CHI SQUARE * 22.9A156 WITH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.1153

TABLE 5107• * « * * * » RbCCMMtNCAl ICNS FRC* MAJOR CUSTOMERS 8Y PART*16 INDUSTRY GROUP* * » « « • * * * * * * * * * * # * * • * *

COUNT RG* PCT COL PCT TOT PCT

PART416

APPLIANCES

1.07

1.VERY UNIMPORTANT

UNIMPORTANT2*

3 .NEUTRAL OP INDIP

IMPORTANT

AUTCMGTIVE

I 2.

00.0U.O0.0

120.0 11.I

0 .9

313 .633 .3

2 .7

•I- I I I I-I- I I I I

■I------------I 0 I 0 .0 I 0 .0 I c . o

CHEMICAL FCCO

3 .1 1---CTHER

228.6 2 8 .6

l . d

2 I 2 6 .6 I

7 .1 I 1 .8 I

03. )0 .00 .0

12C.014.30 .9

1 I 2 0 .0 I

3 .40 .9 I

240 . J

5 .71.8

2A.3

22.2l . a

3 I

•I -----------I 3 I 6 .4 I 4 2 .9 I 2 .7

■I-----------1

6 I2 7 .3 I2 1 .4 I

3 .4 1 1-

10 I 2 1 .3 I 2 5 .7 I

a.9 i 1-3 I

731 .820.0

6 .3

1U28.35 1 .4 16.1

FCWTCTAL

IMPORTANT I 5 .7 I 3 .2 2 9 .0 I 25 .8 32 .2 I 27 .7I 3 3 ,3 1 14.3 32 .1 I 2 2 .9 20 .2 II 2 .7 1 0 .9 a . o I 7 .1 8 .5 I

-I>COLUMN 9 7 28 35 33 1 1 2

TCTAL 8 . 0 6 .3 2 5 . 0 2 1 .3 2 5 . 5 1 0 0 . 0

5.1-- 13 I

4 2 .59 .12 .7

00.0O.C0.0

I I I

■II I I I— I

6 I2 7 .318 .2

5 .4

142 5 . 842 .412 .5

1C

76 . 3

54 .5

2219.6

4742 .0

31

CHI SCUARE Id.14027 WITH 16 DEGREES CF FREEOCM SIGNIFICANCE 0.3157

230

TABIE 52

08 hECS. FRCM ASSOCIATES IN OTHFR CCMPANIES 8Y PART416 INDUSTRY GROUP

CCUVT ROW PCT COL PCT TOT PCT

PAR T416

APPLIANCES

1.08

VERY UNIMPORTANT

LMPPORTANT

3.NEUTRAL OR INOIF

A.IMPORTANT

5.VERY IMPORTANT

CCLUHNTOTAL

AUTCMOTlVE

ChEPICAL FCCC OTHER

I

0C.O0.0C.O

- I -----------I I I 2C.0 I 14 .3I C.o

36C.C10.7

2 .7

120.011.10.4

■I------------1 0 I 0 .0 1 0.0 I C.O

314 .33 3 .3

2 .7

■I-----------I 2 I 4 .5 I 2 4 .6 I l .R

-I-

,1 -I- I I I I

• I -----------I 1I 2 0 . CI 3 .6I 0 .4

- I ------------I 4I 1 4 .CI 14.3I 3 .6

■I------------

35 .73 3 .3

35 .7

2 5 .0

I20.02.5

C.9

120.0

2 .90 .4

62 8 .617.1

5 .4

1635 .645 .7 14.3

113 0 .631 .4

9 .8

3531 .3

0O.CO.CO.C

240. C 6.1 1.8

62 8 .618 .2

5 .4

1431 .14 2 .412 .5

113 0 .63 3 .3

9 .8

332 4 .5

ROWTCTAL

54 .5

54 .5

2118.8

4540 .2

3632.1

112100.0

CHI SCUARE - 10.63800 WITH 16 CEGREES OF FRFEOCM SIGNIFICANCE - 0.8313

TABLE 53D9 RECS. FROM OTHEPS IN YCJUR DEPARTMENT ’ BY PARTA16 INDUSTRY GROUP

* * * * * * * * * * * * * * * * * * * * * * * • * * * * • • * * * * * * * * *

PART*16COUNT

POM PCT APPLIANC AU1CMGTI CHEMICAL FCCO CThER ROMCOL PCT ES VE TCTALTCT PCT

no _________ t . 2 . 3 . I A.1 5.11/7 • • • * • • • •

1 • 1 0 6 I AiI 5 I 20

VERY UNIMPORTANT 5 .0 0 .0 3 0 .0 I 20 .0 I A5.0 I 17 .911.1 0 .0 2 1 . A I 1 1 .A I 2 7 .3 I

0 .9 0 .0 5 . A I 3 .6 I 6 .0 I

2 . J 0 1 I 2 I 1 I AUNIMPORTANT u .o 0 .0 25 .0 I 50 .0 I 25 . C I 3 .6

o .c 0 .0 3 .6 I 5 .7 I 3 .0 I0 .0 C.O 0 .5 I 1 .8 1 0 .5 I

3 . 1 2 6 I 1) I 9 I 28NEUTRAL OR INOIF 3.6 7.1 2 1 .A I 35 .7 I 32 .1 I 2 5 .0

11.1 2 8 .6 2 1 . A I 29 .6 1 2 7 .3 IC.S 1.8 5 . A I £. 9 I 8.C I

A. S A 13 I 1A I 10 I A6IMPORTANT 10.9 E . 7 2 8 .3 I 20 . A I 2 1 .7 I A l . l

55 .6 57.1 AA.A I AD.O I 3 0 .3 IA. 5 3 .6 11 .6 I 12 .5 I 8 .9 I

S. 2 1 2 I 5 I A I IAVERY IMPORTANT 1A.3 7 .1 1A.3 I 35. 7 I 2 8 .6 I 12 .5

2 2 .2 1A.3 7.1 I 1A.3 I 12 .1 I1 .0 0 .9 1 .8 I A .5 1 3 .6 I

COLUMN 9 7 28 35 33 112TOTAL 8 .0 6 .3 2 5 .0 31 .3 2 9 .5 1 0 0 .0

CHI SQUARE ■ 9 . 76733 WITH 16 DEGREES CF FBE6CCM SIGNIFICANCE * 0 .8785

IV)

CIO

TABLE

RECS. FRCM YOUR CCMPANY SAIFS FORCE BY PAPT416 INOUSTKY GROUP

CCUNT RGvl ° ct CCL PCT TCT PCT

I •VERY UNIMPCRTANT

PART4U

APPLIANCES

010

UNIMPORTANT

NEUTRAL OR INOIF

IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

AUTCMCTIVc

CHEMICAL FCCO CThfcR FOWTCTAL

I 1.1 2 . 3 . 4 . 5 .1

i a I 2 3 3 E I 16I 0 .0 I 12.5 18.8 IB.'I 5 0 .0 I 14.3I c .o I 26 .6 10.7 6 .6 2 4 .2 II 0.(1 I 1 .8 2 .7 2 .7 7 .1 I

I 2 1 1 3 4 C I 10I 2 0 .0 I 1U.0 3 0 .0 4 0 . ) 0 .0 I 8 .9I 2 2 .2 I 14.3 1C.7 11.4 O.C II l .B I 0 .9 2 ,7 3 .6 0 .0 I

I 2 I 1 12 6 10 I 31I 6 .5 I 3 .2 38 .7 19.4 2 2 .3 I 2 7 .7I 2 2 .2 I 14.3 4 2 .5 17.1 3 0 .3 II 1 .8 I C.5 10 .7 5 .4 8 .5 1

I 5 I 2 8 17 10 I 421 11 .9 I 4.R 19 .0 4 3 .5 2 3 .8 I 37 .5I 5 5 .6 I 2 6 .6 28 .6 4 8 .6 213. 2 I1 4 .5 I 1 .8 7 .1 15.2 d .S I

I 0 I 1 2 5 5 I 13I 0 .0 I 7 .7 15 .4 38 .5 3 8 .5 I 11.6I 0 .0 I 14 .3 7 .1 14.3 1 5 .2 1I 0 .0 I• I M 0 .9 1 .8 4 .5 4 .5 I

9I

7 28 35 33 1128 .0 6 .3 2 5 .0 31 .3 2 9 .5 100 .0

CHI SCUARE - 20.55878 WITH 16 DEGREES OF FREEDOM SIGNIFICANCE - 0.1961

TABU! 55

O il SALES CALLS FROM WAREHOUSES BY PARTA16 INOUSTRY GROUP* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *PARTA16

CCUNT RCW PCT COL PCT TOT PCT

1.VERY UNIMPORTANT

CHEMICAL FCCD CTFER

Oil

UNIMPORTANT2.

3 .NEUTRAL OR INOIF

IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

AUTCMCTI VE

APPLIANC

26 .3 52.63 0 .3

33 .3 1A.3 22.9

3 6 .A 2 7 .3A5.7 3 6 . A

la.7I A. 3

3 1 .0 3A.53 0 .3

I 100

2 9 .5

POMTCTAL

1917 .0

1816.1

AA39.3

292 5 .9

21.8

112100.0

CHI SCUARE 2A.65321 WITH 16 CEGREES OF FREECCM SIGNIFICANCE 0.C762

TABLE 56

C12 PREVIOUS DEALINGS WITH PUBLIC RAKcHCLSrM BY PART416 INDUSTRY GROUP

CCUNT RCw PCT CQL PCT TOT PCT

P ART416

APPLIARCts1.

0121.

VERY UNIMPCRTANT

u n i p p c r t a n t2.

3 .n e u t r a l or i n o i f

IMPORTANT

5 .VERY IMPORTANT

COLUMNTOTAL

ALTCMCTIVEI 2.

CHEMICAL FCCD CThER

C 0.0 0. 0 0.0

• I --------------I 1 I 1 4 . 3 I 1 4 . 3 I 0 . 9

12 5 . 0 11.1

0 . 9

■ I --------------i o 1 c.o 1 0.01 c.o

16.711.1C . 9

51 C . 6 5 5 . 6

4 . 5

25 . 1

22.21.8

98.0

.1 ■I-

I I I I

■I------------I 0 I 0 . 01 o.cI 0 . 0

34 2 . 51 0 . 7

2 . 7

■I-III1-I- 1 I I I

- I -III1

■I —

00.00.0c.o

24 . 3

2 8 . 61.8

41 0 . 35 7 . 1

3 . 6

76 . 3

20.01 0 . 7

2 . 7

102 1 . 33 5 . 7

8 . 5

12 3 C . 8 4 2 . 9 1 C . 7

2 8 2 5 . C

ROMTCTAL

0 I 3 70 . 0 I 4 2 . 5 6 . 3c . o 1 9 . 1C . O I 2 . 7

2 I 1 45 0 .0 I 25 . C 3 . 6

5 . 7 I 3 . 31.8 I C. 5

6 1 5 154 0 . 0 I 3 3 . 3 1 3 . 41 7 . 1 1 1 5 . 2

5 .4 I 4 . 5

13 1 17 4 72 7 . 7 I 36. 2 4 2 . 03 7 . 1 I 5 1 . 51 1 . 6 I 1 5 . 2

14 I 7 3 93 5 . 9 I 1 7 . 5 3 4 . 84 0 . 0 I 2 1 . 21 2 . 5 I______ _ I 6 . 3

i35 3 3 1 1 2

3 1 . 3 2 9 . 5 1 C 0 . 0

CHI SCUARE > 15.34114 WITH 16 DEGREES CF FREECCM SIGNIFICANCE 0.4998

roLa)Ln

table: 57

013 RECS. FPCK CCMMCN CARRIERS 8 V PART4I6* * 4 * « » n INDUSTRY GROUP * * • * * * « » * » * * *

CCLNT ROW PCT COL PCT TJT PCT

PART416

AFPLIANC ES

1.013

VERY UNIMPORTANT

2.UNIMPORTANT

NELTRAL OP INDIF

A.IMPORTANT

VERY IMPORTANT

CCLliMNTOTAL

I3 .6

11. 1 0 .9

A3 3 .344.4

3.6

ALTOKOTIVE

I 2 .-I--------------I 1I 3 .6I 14.3I G .9

■I--------------I 0I 0 .0I 3 .0I 0 .0

CHEMICAL FCCD CTHEP.

24 .3

22.2i.a

i sI 10 .6 I 1 1 .4 1 4 .5

28 .3

22.21.8

00.0C.Oti.U

98.0

1

3 .1------1-7 I

25 .0 2 5 . C

6 .3

932 .12 5 .7

8.0

I I8 .3 I 3 .6 I C.9 I----- j.

14 I 2 5 .8 I 5 0 .0 I 12 .5 1

650 .017.1

5 .4

1429.84 0 .012.5

4 .214.3C.9

2 5 .02 1 .4

5 .4

III

25 .0 1 7.1

5 .4

I 37 .5 I 2 7 .3 I 8 .0

21 .4

0 C I 0 I 1 10 .0 O.C I C.O I 1UO.O 0 .9U.O 0 .0 I 0 .0 I 3 .0C.O C.C I 0 .0 I C.5

------------ - I - ■I--------------7 28 35 33 112

6 .3 2 5 .0 31 .3 2 5 .5 ICO.O

103 5 .730 .3

8 .5

18 .33 . 00 .5

12 25 .5 36 .4 1C.7

RCWTCTAL

282 5 .0

1210.7

4742 .0

24

CHI SQUARE 22.58585 WITH 16 DEGREES CP FREECCM SIGNIFICANCE - 0.1253

toVuJ

TABLE 58

El* * * * * * * TRADE JCUPNAL ADVERTISING BY PART416 INDUSTRY GROUP»<-£« * * * * * * * * * * * * * * * * • * * * * % * * * + * * * * » * * * * * * *

C3UNT PCR PCT CCL PCT

FAPT416

APPLIANCES

ElTOT OCT 1.1 2.1 3.1 4 .1 5.1

1.UNIMPORTANT

2 I 6 .1 1

2 2 .2 I 1 .8 I

2 I 6 .1 I

2 8 .6 I 1 .8 I

8 I 2 4 .2 I 2 8 .6 I

7 .1 I

13 I 3 5 .4 1 37 .1 I 11 .6 I

8 124 .2 I24 .2 I

7 .1 I

332 9 .5

UNIMPORTANT2.

3 .NEUTRAL OP INOIF

4 .IMPORTANT

VERY IMPORTANT

CCLUMNTOTAL

AUTCMOTI CHEMICAL FCCC VE

CTHER RCHTCTAL

Is.a 11.1 0.52

6 .522.2

1.8

4I t . 7 44 .4

3 .6

30.00.00.0

98.0

1s.c

14.30 .9

13 .2

14.3C.S

■I------------1 5I 2 5 . C I 17.9 I 4 .5

■I------------I 11I 35 .5 I 35 .3 I 4 .8

312 .54 2 .9

2 .7

00.0o.c0.0

14 .23 .60 .9

7 5 .010 .7

2 .7

76 .3

202 5 .0

1-6 I

3 ) .0 I 17.1 15 .4 I

1-

62 5 .017.1 5 .4

00.0C.30.0

353 1 .3

73 5 .02 1 . 2

6 .3

10 I 32 .3 I 2 3 .6 1

8 .9 1 1-I I I I•I- I I I I

•I*

722.62 1 . 2

6 .3

104 1 .73 0 .3

8 .5

12 5 .0

3 .00 .4

332 9 .5

2017 .9

3127 .7

2421 .4

43 .6

112100 .0

Chi SCUARE 19.34763 WITH 16 OEGRcES CF FflcECCM SIGNIFICANCE * 0.2510

237

TABLE 59E2 TRADE

» * » » « * * * < *

ccuntROW °CT COL PCT TOT PCT

ASSOCIATION DIRECTORIES « * * * « » * • * * * * • *

PAPT416

APPLIANC AUTuMOTI CHEMICAL ES VE

1.1 2 .1 2.

* * * *

FCCC

4.

RY PART416 * * * * * * * *

CTHER ROW TCTAL

5.1c2

i . 2 1 7 9 4 1 23VEPY UNIMPORTANT 8.7 4 .3 3C.4 39.1 17 .4 I 20 .5

22.2 14.3 2 5 .0 20 .7 12 .1 Ii . e (5.9 6 .3 8 .0 3 .6 I

2 . 0 n 3 7 6 I 16UNIMPORTANT 0 .0 c . o 18.8 4 3 .8 3 7 .5 I 14.3

0 .0 0 .0 10.7 20 .0 13 .2 I0 .0 O .J 2 .7 6 .3 5 .4 I

3. A I 7 3 7 I 27NEUTRAL OR INOIF 14. 8 3 .7 25 .4 2 9 .6 2 5 .9 I 24 .1

4 4 .4 14 .3 2 5 .0 2 2 .9 2 1 .2 I3 .6 0 .9 6 .3 7.1 6 . 3 I

4 . 3 3 4 8 13 I 31IMPORTANT 9. 7 S . 7 12 .9 2 5 .6 4 1 .9 I 27 .7

33.3 4 2 .9 14.1 22 .9 3 9 .4 I2 .7 2 .7 3 .6 7.1 1 1 .6 I

5 . 0 2 7 3 3 I 15VERY IMPORTANT 0 .0 13 .3 4 4 .7 2-3.9 2 0 .3 I 13.4

0 .0 2 8 .6 2 5 .0 8 .6 9 .1 I0 .0 1 .8 6 .3 2 .7 2 .7 I

CCLUMN 9 7 2a 35 33 112TOTAL 8 .0 6 .3 2 5 .0 31 .3 2 5 .5 103.0

INDUSTRY GROUP > * * * « # * * * * * *

CHI SCUARE 18.39061 WITH 16 DEGREES OF FSEfcCCM SIGNIFICANCE 0.3015

TABLE 60

E3• * * * * PitEVlJUS OR CURRENT EXPERIENCE WITH WARS• « « » * * * * * * * * * * * » 4 * * * «

BY PARTA16 INDUSTRY GROUP * * * * * * * * * * * * * * *

CCUNT FCw PCT CCL OCT TCT PCT

PARTA16

APPLIANC ES

I .E3

1.VERY UNIMPORTANT

2.CMPFORT ANT

RELTRAL OR INDIF

A.INFCFTANT

5.VERY IMPORTANT

CCLUMNTOTAL

AUTCMOTIVEI 2.

CHEMICAL FCCO CTFER

22 5 .0 2 2.2

l . d

•I------I 0 I 0 .0 I c.o I o.c

56 2 .51 7 . n

A. 5

00.00.00.0

■I------I 0 I 0.0 1 0 .0 I C.O

0 0.0 0.0 U. J

■I------I 0 I 0.0 I 0.0 I c.o

I■ I- I I I I■ I------I 0 I o.c I 0.0 I c.o ■I------

125 .0

3 .6C.9

36 .7

3 3 .32 .7

A7.A

AA.A 3.o

1 AI U.Q I 57.1 I 3 .6-I------I 3I 5 .6 I A2.9 I 2.7

I EI 17.0 I 2-1.6 I 7.1•I------

98.0

76.3

I 1A I 25.S I 50.0 I 12.5•I------

2825 .0

00.0).00.0

1100. ) 2.9 0.9

250.05.71.8

1625.6A5.7IA.3

16 29 .6 A5.7 1A.3.35

31.3

5.1

1 2 .53 .00 .9

Cc.c3.0O.C

125.0

3 .0O.S1A

31.1A2.A12 .5

1731 .551.5 15.233

29.5

ROWTCTAL

87 .1

10 .9

A3 .6

AS AO. 2

5A AS.2

1121CO.O

CHI SCLARE - 16.A5515 WITH 16 OEGREES CF FREECCM SIGNIFICANCE » 0.A217

TABLE 61

E 4 W c L L - K N C W N NAME BY PART416 INDUSTRY GROUP ♦ ♦ + * * » ♦ * * * * * * * * * * * # «

CufJT RON PCT COL PCT TOT PCT

E4

VERY UNIMPORTANT

UNIMPORTANT2.

3 .NEUTRAL OR INDIP

IMPORTANT

5.VERY IMPORTANT

PART*16

APPLIANC ES

1.

COLUMNTOTAL

AC1CNCTIVE

2.CHEMICAL FCCO CTHER

CHI SQUARE

I 2 I I 13 .3 I I 2 2 .2 I I l . d I

16 .7

14 .30 .9

1III

64 0 .0 21 .4

5 .4

I 0 I 0 .0 I C.O I O .J

I 6 I 4 0 .0 I 18 .2 I 5 .4

1513.4

I 0 I 0 I 0 I 2 I 3 5I 0 .0 I 0 .0 I 0 .0 I 4 0 .0 1 6 0 .0 4 .5I 0 . j I 0 .0 I Q.C I 5 .7 I 9 .1I U.O I 0 .0 I

- 1-O.C I 1.8 I 2 .7

I 3 I 21I 8 I 16 1 E 37

I 8 .1 I 5 .4 I 21 .6 I 4 3 .2 1 2 1 .6 33 .0I 33 .3 I 2 8 .6 I 2ft .6 1 4 5 .7 I 24 .2I 2 .7 I 1 .8 I 7 .1 1 14.3 I 7 .1I™ " " 1I 3 I 4 I 14 I 12 I 13 461 6 .5 I 8 .7 I 30 .4 1 2 6.1 I 2 8 .3 41 .11 3 3 .3 I 57 .1 1 50 .0 I 3 4 .3 I 3 9 .4I 2 .7 I 3 .6 I 12.5 I 10 .7 I 11 .6

I 1 I 0 I 0 1 5 1 3 9I 11.1 I 0 .0 I 0 .0 I 5 5 .6 I 3 3 .3 8 .0I 11.1 I C.O 1 0 .0 I 14 .3 . I 9 .1I 0 .9 I 0 .0 I 0 .0 1 4 .5 I 2 .7I --------------1- - I - . . I — — . - I — — —

5 7 28 35 33 112e.o 6 .3 2 5 .0 31 .3 29 .5 1G0.0

6 8 i s e WITH 16 DEGREES CF FREECCM SIGNIFICANCE »

S.ROM

TCTAL

0.23*9

O

I

TABLE 6 2

E5 AOVcRT1 SING THAT STRESSES LCW RATES * * * * * * % * . « * * « • r.

PART416CCLNT I

ROW PCT I APPLIANC AUTLMCTI CHEMICAL FCCD CCL PCT I E S VETCT PCT 1 1 . 1 2 . 1 3 . 1 A

t i r t

PY P A R T 41 6 * * * * * * * * *

CTHER ROW TCTAL

. 1 5 . 1c ? — ------—

1 . 3 I 1 12 6 I 9 I 31VERY UNIMPORTANT c . 7 I 3 . 2 3 8 . 7 1 9 , 4 I 2 9 . C I 2 7 . 7

3 3 . 3 I 1 4 . 3 4 2 . 9 1 7 . 1 I 2 7 . 2 I2 . 7 I 0 . 9 1 0 . 7 5 . 4 1 B . u I

2 . 1 I I A 9 I 6 I 2 5UNIMPORTANT 4 . 0 I 4 . a 3 2 . 0 3 6 . 0 I 2 4 . 0 I 2 2 . 3

1 1 . 1 I 1 4 . 3 2 G . 6 2 5 . 7 I 1 0 . 2 I0 . 9 I C . 9 7 . 1 8 . 0 I 5 . 4 I

3 . A I 4 7 15 I 12 I 4 2NEUTRAL OR I NDI F 4 . 5 1 4 . 5 1 6 . 7 3 5 . 7 I 2 0 . 6 I 3 7 . 5

4 4 . 4 I 5 7 . 1 2 S . 0 4 2 . 9 I 3 6 . 4 I3 . 6 I 3 . 6 6 . 3 1 3 . 4 I 1 0 . 7 I

4 . 1 I 1 1 5 I 6 I 14IMPORTANT 7 . 1 I 7 . 1 7 . 1 3 5 . 7 I 4 2 . 4 I 1 2 . 5

1 1 . 1 I 1 4 . 3 2 . 6 1 4 . 3 I I d . 2 I0 . 9 I 0 . 9 0 . 9 4 . 5 I

_ f _5 . 4 I

CCLUMN 9 7 28 3 5* I

3 3 1 1 2TOTAL 8 . 0 6 . 3 2 5 . 0 3 1 . 4 2 9 . 5 100.0

CHI SCUARE - 1 0 . 9 6 7 7 7 WITH 12 DECREES CP FREECCM SIGNI FI CA NCE -

INDUSTRY GROUP * * * * * * * * * * * * *

0 .5317

(V)■P-

TABUS 63

E6 WAREHOUSES WHICH LSE URGE APCONTS CF AO UY* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * PART4.16 INDUSTRY GROUP * *

E6

CCUNT FCh PCT COL PCT TCT PCT

1.VERY UNIMPGRTAMT

PART416

AFPLIANCES

I .

UNIMPORTANT

3 .NEUTRAL OR INDIF

IMPCPT4NT

5,VERY IPPORTANT

CCLUMNTOTAL

AU1CMOII VE

I 2.

CHEMICAL FCCC CTFER

25 . A 22.2

1.8

27.122.21.3

■1-----I 2I 5 . AI 2 3 .6 I 1 .8

- I -----------I 2I 7 .1 I 28 .o I 1 .3

511 .9 5 5 .6

A. 5

■I-----------I 3 I 7 .1 1 4 2 .9I 2 .7

a0.0o.c0.0

-1-----1 0I c.o I c . o 1 0 .0

a0.00.00.09H.O

1 0 I C.O I 0 .0 I C.O

- I -----------7

6 .3

0C.O0.0c.o

0c.o0.0c.o

125..)

2 .90.6

•I------------I 3 I 75. C I 5 .1 I 2 .7

■I-----------0

0 .30.00 .3

282 5 .0

3531 .3

I I I 1C0.C I 3 .0

.1 0 .5- I ------------

332 9 .5

ROMTCTAL

13 1J 1 1C 373 5 .1 27 . J I 27 .0 33 .046 .4 2 8 .6 I 30 .311.6 8 .9 I e . 5

6 10 I 8 282 1 .4 3 5 .7 I 28 .6 2 5 .021 .4 2 3 .6 I 2 4 .2

5.4 8 .9 I 7 .1

5 14 I 11 4221 .4 33 .3 I 2 6 .2 3 7 .53 2 .1 4 ) . ) I 3 3 .3

8 .0 12.5 t 5 .6

43 .6

10 .9

1121C0.0

CHI SCUARE 10.65CS7 WITH 16 DEGREES CF FREcCCN SIGNIFICANCE 0.8305

60-P-60

TABUS 64

E7 MINIMIZING RISK

PART416CCLNT I

ROW PCT I APPLI ANC COL PCT IFS TCT PCT I I .04 _________* —_______

OF MAKING A 8AC * » ¥ ■ » ! * * » »

AUTCMCTI CHEMICAL VE

2 .1 3 .

SfcLECTIO# » • » » *

FCCI)

4 .

8Y PART416

C1FER RCW TCTAL

5.1C l — --------

1 • 3 0 *A 5 5 3 I 16VEPV UNIMPORTANT 18.8 0.0 I 3 1.3 31 .3 1 8 .3 I 14 .3

3 3 .3 c . o I 17.9 14 .3 5 .1 I2 .7 0 .0 I 4 .5 4 .5 2 .7 I

2 . 0 1 I 0 5 3 I 9UNIMPORTANT 0 .0 11.1 I 0 .0 55 .6 33 .3 I 8 .0

0 .0 14 .3 I C.O 14.3 5 .1 Iu .o 0 .9 I 0 .0 4 .5 2 . 7 I

3 . 2 2 I 6 6 2 I 18KELTRAL OR INOIF 11.1 11.1 1 3 3 .3 3 3 .3 11 .1 I 16.1

2 2 .2 2 3 .6 I 2 1 .4 17.1 6 .1 I1.8 1 .8 I 5 .4 5 .4 i . e i

A. 2 3 I 8 12 5 I 34IHPCRTAKT 5i9 8 .8 I 2 3 .5 35 .3 2 6 .5 1 30 .4

2 2 .2 4 2 .9 I 2 8 .6 34 .3 2 7 .3 I1 .8 2 .7 I 7.1 10.7 3.C 1

5 . 2 1 I 5 7 16 I 35VEPV IHPCRTANT 5 .7 2 .9 I 2 5 .7 2 0 .0 4 5 .7 I 31 .3

22 .2 14.3 I 3 2 .1 20. J 4 8 .5 I1 .8 0 .8 I 8 .0 6 .3 14 .2 I

CCLUMN 9 7 28 35 33 112TCTAL 8 .0 6 .3 2 5 . C 3 1 .3 2 4 .5 1CO.O

* * *

CHI SQUARE - 19.30288 talTH 16 OEGREES CF FREECCM SIGNIFICANCE « 0.2685

TABLE 65

FttCl ♦ * # * ■

STORAGE RATES * * * * RY PARTA16 INDUSTRY GROUP

CCUNT ROW PCT COL PCT

PAHT416

A°PLIANC AUTOMPTI ES VE

CHEMICAL FCCt) CTHEP

TOT PCT Icup' i ____________r___

1.1 2. I 3.1 4 .1 5.1

i . i 1 I 0 I 2 I 0 I 1 IVERY UNIMPORTANT I 25 .3 I 0 .0 I 5 0 .0 I 0 .0 I 25. C I

I 11 .1 I 0 .0 I 7 .1 I 0 .0 I 3 . G 1I 0 .9 I 0 .0 I l . f l I C.O I 0 .9 I

" 1 ------- - “ — I ------ A — 1 - 1 i2. I 0 I 0 I 1 1 0 I I I

UNIMPORTANT I C.O 1 0 .0 I 5C.0 I 0 .3 I 5 0 .0 II 0 .0 I u .o I 3 .6 I 0 .0 I 3 .0 II 0 .0 I 0 .0 I 0 .9 I 0 . J I 0 .9 I

- 1— -T - I -3 . I 1 I 1 I 2 I 3 I 2 I

NELTRAL OR INDIF I 11 .1 I 11.1 I 2 2 .2 1 33.3 I 2 2 .2 II 11 .1 I 14.3 I 7 .1 I 8 .6 I 6 . 1 I1_ 1 _

C.9 I_

C.9 1 1.8 I 2 .7 I 1 .6 I• 4 - — — — - — — 4— — — -----— ~ ft-------------- A----- ----------A-------------- *

4 . I 2 I 4 I 11 I 20 I 14 IIMPORTANT I 3 .9 I 7.8 I 21 .6 I 39 .2 I 2 7 .5 I

I 22 .2 I 57 .1 I 3 9 .3 I 57 .1 I 4 2 .4 II 1 .8 I 3 .6 I 9 .8 I 17.9 I 12 .5 I

- I — - I - I - ------------ 1- —------ -1 . . . . . - - —J5 . I 5 I 2 I 12 I 12 I IS I

VERY IMPORTANT I 1 0 .9 I 4 .3 I 2 6 .1 I 2 6 .1 I 3 2 .6 II 5 5 .6 1 28 .6 I 6 2 .9 I 3 4 .3 I 4 5 .5 II

- I -4 .5 I 1 .8 I 10 .7 I 10 .7 I 13 .4 I

CCLUMNTOTAL

90.0

76 .3

282 5 .0

353 1 . 3

332 9 .5

sewTCTAL

A3 .6

21.8

98.0

514 5 .5

4641 .1

112100 .0

CHI SCUARE 10.22501 WITH 16 OEGREcS CF FRccCCM SIGNIFICANCE 0.8546

table: 66FWC2 HANDLING RATES 6Y PART416 INDUSTRY GROUP

CCLNT RGW PCT COL PCT TOT PCT

PART416

APPLIANC ES

1.FMC2 I.

VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL OR INOIF I

I 1

14 .3 11 .1

G.5

14 .314.3 0 .9----

4 . I 2 4IMPORTANT I

I I

3 .7 2 2 .2

1 .8

7 .457 .1

3 .6- I - -

5 . I 5 1VERY IMPORTANT I 11.4 2 .3

I55 .6

4 .514 .3

C.5

CCLUMN 9 7TCTAL 8 .0 6 .3

120.31 1 . 10.9

00 . J 0.0 0.0

AUTUMOTIVE

2.I

20.019.3

0 .9

CHEMICAL FCCC

24 0 .07.11.3

00.0C.O0.0

I 1I so.aI 3 .6 I 0 .9

■I-----------I I 1 I

• 1 - I I I 1

■ 1-

1 I I I-I-

22 8 .6

7.11.8

1222.24 2 .910.7

1125.0 39.3

9 .8

282 5 .0

00.00.0c.o3

0.0T .JC.O

OTHER.1• I ---------I I I 1

- I -----------I 1 1 50. CI 3 .0 I 0 .9

119.32 .90 . 9

2240 .76 2 . 91 9 . 6

12 2 7.334 .3 10.7

3531 .3

120.03.00.5

22 9 .6b.l

1 . 8

1425 .54 2 .412.5

15 34 . 1 45 .513.4

332 9 .5

ROWTCTAL

54 .5

21 . 8

76 .3

5448.2

4439 .3

112100 .0

CHI SQLARE « 13.60227 WITH 16 OEGREES OF FREEOCM SIGNIFICANCE * 0.6283

TABUS 67

FWC3 CLERICAL RATES* * * * * * * * * * * * * * * * * * * * * * * * * * * BY* * * *

PART416 1NUUSIKY OR UUP * * * * * * * * * * * * * * * * *

CCUNT RPW P C T COL PCT TCT PCT

FHC3

VERY UNIMPORTANT

UNIMPORTANT2.

3.NELTRAL CR INDIF

IMPORTANT4.

5.VERY IMPORTANT

CCLU1NTOTAL

PART416

APPLIANC ES

1.FCCC CTFERAL'TOMCTI CHEMICAL

42.4 21.4

26.322.2l.d

25. I

22.2 1.6

413.34 4 . 4

3 .6

48.0

CHI SQUARE

0.0 I 20.0 I 20.0 I 60. C 4.5c.c I 3.6 I 2.9 I 9.10.0 I C.9 I C.9 I 2.7

2 I 7 I 6 I 7 248. 3 I 2 8 .2 I 25.0 1 29 .2 21 .4

28.6 I 25.0 I 17.1 I 21.21.8 I 6 .3 I 5 .4 I 6 . 3

3 I 1 I 21 I 7 397.7 I 17.9 I 51.1 I 17.5 34.8

42.9 I 25.0 I 57.1 I 21.22.7 I. 6 .3 1 17.9 I 6 . 3

I I 7 I 5 I 13 302 . 3 I 23 .3 I 16.7 1 4 3. 3 2 6 .8

14.3 I 25.0 1 14.3 1 39.4C.9 1 6 . 3 I 4 .5 I 11 .6

--------- -I- .. - I - - ----------7 28 35 33 112

6 . 3 25.0 31.3 2 9 . 5 1C0.0

16 DECREES CF FREECCM SIGNIFICANCE «

ROMTCTAL

1412.5

£

TABLE! 68

FWC4 * * * • * TOT41 WAREHOUSE CFAPGfcS BY PART416 INDUSTRY GROUP* * * * « * • • • * * * #

ccunt RCw PCT CGL PCT TOT PCT

1.VERY UNIMPORTANT

FWC4

NEUTRAL OR INDIP

4 .IMPORTANT

VERY IMPORTANT

CCLUMNTCTAL

P9FT416APPLIANC ALTCMCTI CHEMICAL FCCD ES VE

1.1 2.CTFER

00.00.00.0

00.0C.O0.0

00.0C.O0.0

0 I IO.J I 2 5 . 00 . 0 I 14.30 . 0 I 0 . 9

I 2I 5 0 .0 I 7 .1 I 1 .8

I 5

4 .

00.0O.J0.0

0 0 .0 C.O 0.0

136 .3

22 .21.8

II1

3 .114.30 . 9

III

28 .132 .1

8 .0

4 3 . 6 3 7.111.6

2 1 . 5 I 2 1 .2 I

6 . 3 I

28.6

7 T 5 1 17 22 23 I 749 .5 1 6 .8 I 2 3 . C 29.7 3 1 .1 I 66 .1

77.8 I 71.4 I 6 0 . 7 6 2 . 9 6 9 . 7 I6 . 3 I 4 . 5 I 15 .2 19.6 2 0 .5 I

-----— — - l - - -------- — l - — — — — I9

8 . 07

6 . 328

2 5 . 035

31 .333

2 9 . 5112

100.0

5 .

2100.0

6. 1 i.e

i2 5 .0

3.C0 .5

ROMTCTAL

21.8

43 . 6

32

CHI SCUARE 12.37296 WITH 12 OEGREES CF FREEDCM SIGNIFICANCE ■ 0 .4162

TABLE 69

FIAC1* * * * * * * * * *

CCUNT RCw PCT COL PCT TOT PCT

FI AC I I.VERY UMPPGRTANT

UMPPGRTANT

NEUTRAL CR INDIF

IMPORTANT

5.VERY IMPORTANT

COLUMNTGTAL

PCPTAT1CN BY PAKT416• * * * * * * * * * * * * * * * * * * * * * * * * *

P A R T * 16

I APPLIANC AUTCPCTI CHEMICAL FCCC CTFER RGWI E S VE TCTALI 1 . 2 . I 3 . 4 . 5 . 1

1 C 1 I X U 1 I 3I 0 . 0 3 3 . 3 I 3 3 . 3 0 . 0 3 3 . 3 I 2 . 7I 0 . 0 1 4 . 3 I 3 . 6 c . o 3 . 0 II 0 . 0 0 . 5 I C . 9 c . o 0 . 5 I

I 0 0 I 1 3 0 1 1I 0 . 0 O.J I 1 0 C . C c . o U. O I 0 . 9I 0 . 0 0 . 0 I 3 . 6 0 . 0 0 . 0 II 0 . 0 O . J I 0 . 5 0 . 0 O . C I

I I 0 I 1 4 I I 7I 1 4 . 3 c . o I 14.3 5 7 . 1 1 4 . 3 I 6 . 3I 11.1 0 . 0 I 3 . 6 11.4 3 . 0 II C . 9 o . c I C . 5 3 . o 0 . 9 I

I 3 2 I 10 10 11 I 3 6I 8 . 3 5 . 6 I 2 7 . 6 2 7 . 8 3 0 . 6 I 3 2 . 1I 3 3 . 3 2 8 . 6 I 3 5 .7 2 8 . 6 3 3 . 3 II 2 . 7 l . H I 8. 5 8 .9 9 . 8 I

I 5 4 I 15 21 2 0 I 65I 7 . 7 6 . 2 I 2 3 . 1 3 2 . 3 30. e 1 5 0 . 0I 5 5 . 6 5 7 . 1 I 5 3 . 6 6 3 . 0 6 0 . 6 II 4 . 5 3 . 6 I 1 3 . 4 1 3 . 4 1 7 . 9 I

9 71

2 8 35 3 3 1128 . 0 6 . 3 2 5 . 0 3 1 .3 2 9 . 5 100.0

INDUSTRY GROUP* * * * * * * * * * * * 1

CHI SQUARE 11.41010 WITH 16 DEGREES CF FREECCH SIGNIFICANCE « 0.7835

SfjZ

FIAC2 T AXES

TABIE 70

BY PART416 INDUSTRY GROUP

CCLMT RCW PCT COL PCT TCT PCT

PAPT416

APFLIANC CS1.

FIAC21 •

VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL CR 1ND1F

IMPCPTAKT

5.VERY IPPCKTANT

CCLUMNTCTAL

AUTCMCTIVE

>1 2. •I--------------

CHEMICAL FCCD

00.00.00.0

00.00.00.0

2<5.5

22.21.8

510.95 5 .6

4 . 5

I 1I 10.0I 14.3I C.9• I-----I 0I 0 .0I C.OI 0 . 0

■I------------I 1I 4 . 8I 14.3I 0 . 9

• I ------------I 3I 6 .5I 4 2 . 9I 2 .7

• I ------------2

7 . 7 22.2

1.8

98.0

I•l- I I I I

■I-----------I 3I 3 3 .3 I 1C.7 I 2 . 7

33 0 . 3 1C.7 2 .7

■I-----------I 7 I 3 3 . 3 I 2 5 .0 I 6 .3

■I-----------I 10 I 2 1 . 7 I 3 5 . 7 I 8 .9

I 2 I 7 . 7 I 28.6 I 1 . 8

I 5 I 19.2 I 17.8 I 4 . 5 ■I-----

76.3

2825.0

33C . )

6.6 2.7

222.2

5.71.8

CThER

.1■I----------

I ■I I I

■I-----------I 4I 4 4 . 4 I 12.1 I 3 .6

833.122 . 9

7.1

194 1 .354.3 17.0

311.58.62. 7

3531.3

3 0 .0 9. 1 2 . 7

■1-----I 3 I 14.3 I 9 .1 I 2 . 7

■I-----------I 9 I 19.6 I 2 7 . 3 I 8 . 0

• I ------------I 14 I 53 .8 I 4 2 . 4 I 12 .5

• I --------------33

2 9 . 5

PCWTCTAL

108 . 9

98.0

2118.8

4641.1

2623. 2

1121C0.0

CHI SQUARE » 18.85666 WITH 16 DEGREES CF FPEECCH SIGMF1CANCE - 0.2762

TABIE 71

FIAC3 INSURANCE • * * * * * * » » * « # * » * * * * * * * * * * * * * * BY* * *

PARTA16 INDUSTRY GROUP« * « * » * * * * * * • » * * * • *

COUNT RCW PCT COL PCT TOT PCT

P/RT416

/PPL IANC ES

F IA C 31.

VERY UNIMPORTANT

UMPPGRTANT2.

3.NEUTRAL OR INOIF

A.IMPORTANT

VERY IMPORTANT

CCLUMNTOTAL

AUTCMUTIVE

CHEMICAL FCCO OTHER ROWTCTAL

I I . I 2 . 2 . A. 5 .1

I c I 1 K 6 5 I 17I 0 . 0 I 5 . 9 2 5 . A 3 5 .3 29 . A I 1 5 .2I 0 . 0 I 1A .3 1 7 .9 17 .1 1 5 .2 II 0 . 0 1 0 . 9 A . 5 5 . A A . 5 I

I I I 1 A 1 3 I 10I 1 0 .3 I 1 0 . C AC. 0 10. J 2 0 . C I 8 . 9I 1 1 .1 1 I A .3 IA , 3 2 . 9 9 . 1 1I 0 . 9 I 0 .5 3 . 6 C .9 2 . 7 I

I A I 0 11 10 5 I 3AI 1 1 .8 1 0 . 0 32 .A 2 5 . A 2 6 . 5 I 2 0 . AI 4 4 .4 I C.O 3 9 .3 2 8 .6 2 7 . 3 II 3 . 6 I C.O 5 . 8 3 .9 8 . 0 I

I A I 3 A 13 6 I 32I 1 2 .5 I 5 . A 1 2 .5 AO .6 2 5 . 0 I 2 8 .6I AA.A I 4 2 .9 1 A. 3 3 7 .1 2 A .2 II 3 . 6 I

t __2 . 7 3 . 6 1 1 .6 7 . 1 I

I 0! * ■i 2 A 5 E I 19

I G.O l 1 0 .5 2 1 . 1 2 6 .3 A 2 .1 I 1 7 .0I 0 . 0 i 2 8 . 6 1A .3 1A .3 2 4 . 2 II 0 . 0 i

I —a1 . 8 3 . 6 A . 5 ■ 7 . 1 I

9 7 28 35 32 1128 . 0 6 . 3 2 5 . 0 3 1 .3 2 9 . 5 1 0 0 . 0

CHI SCOARE 15.58858 WITH 16 DEGREES OF FREEDOM SIGNIFICANCE 0.4820

O

TABLE 72

FFCl CTH6R PRODUCTS STCPFD IN FACILI1V BY PART A16* * * * * * * * * * * * * * * * * * * * * * * * • * * * * * * * * * * *

PAPTA16CCUNT

PC* PCT APPLIANC AUTCPCT! CFEKICAL FCCC Cl HER FOWCJL PCT ES VE TCTALTCT PCT 1. 2 . 3 . A. I 5.1

FFC1 -------------- — —-1. 1 3 2 1 I 5 I 9

VcRV UNIMPORTANT 11.1 0 . 0 2 2 .2 11.1 I 5 5 .6 I 8 .011. 1 C.'J 7.1 2 . 9 I 15 .2 I

0 . 9 0 . 0 1 .8 C.9 I A . 5 I

2 . 0 0 0 1 I C I 1UMNFCRTANT 0 . 0 0 . 0 0 . 0 100.0 I O.C I 0 . 9

0 . 0 0 . 0 b . 0 2 . 9 I 0 . 0 IO.J 0 . 0 0 .0 0 .9 I C.C I

3 . 1 5 A 1 I A I I SNEUTRAL CR INOIF 6 . 7 33.3 2 6 . 7 6 .7 I 2 6 . 7 I 13. A

11.1 71. A 1A.3 2 .9 I 12.1 IC.9 A .5 3 .6 C.9 I ' 3 . 6 I

^ • 2 2 7 15 I 16 I A2IHFCPTANT A. 3 A.2 16.7 35 .7 I 30 .1 I 37 .5

22 .2 2e.6 25 .0 A2.9 I A f t . 5 I1 .8 1 .8 6 .3 13 .A I 1A.3 I

5. 5 0 15 17 I 8 I A5VERY IMPORTANT 1 1 . 1 0 .0 3 3 . 3 3 7 .3 1 1 7 .8 I AC.2

*>*.6 0 . 0 5 3 .6 A3.6 I 2A.2 IA. 5 C.O 1 3 . A 15.2 • I 7 . 1 I

CCLLNN 9 7 28 35 32 1 1 2TOTAL 8.0 6 . 3 25 .0 31 .3 2 9 . 5 1C0.0

CHI SCUARE * 3 T. 23709 WITH 16 OEGREES CF FPEECCN SIGNIFICANCE -

INDUSTRY GROUP* * * * * * * * * * * * *

0 .0 0 1 9

t

TABIE 73

FFC2* * * * * * a v a i l a b i l i t y o r s p r i n k l e r S Y S i t ** * % * » * . * * . i * * « * * t 4 * * « *

BY* • * *

KAMI 4 1 0 1 N U U 6 I K V 6 KU U K * * « » • * * * * * * * * * • • • *

CCUNT KC« PCT CCL PCT TOT PCT

FART416

APPLIANC LS1.

FF C 2

VERY UNIMPORTANT

UNIMPORTANT

NELTRAL CP I N O I F

A.IMPORTANT

5.VERY IMPORTANT

CCLUMNTOTAL

11 4 . 3 I I . 1

0 . 9

autgmctiVE

I 2 .■I---------------I 0 I C.OI c . o I o . c

■I--------------

CHEMICAL FCCC

3.1 1---CTHER

I33.311.1

0 . 9

00.00.00.0

00.00.0c . o

17 . 1

1 4 . 30 . 9

I3 . 8 II. 1 0 . 9

69 . 7

6 6 . 75.4

I I I I>1- I t I I■I-----I 2I 7 . 7 1 2 9 . 6I l . H

- I --------------1 4I 6 . 5 I 5 7 . 1 1 3 . 6

98.0

76 . 3

00.0o . c0.0

34 2 . 9

6.62 . 7

00.0C.OO .J

53 5 . 71 7 . 9

4 . 5

13 3 . 3

2 . 9 0 . 9

53 5 . /1 4 . 3

4 . 5

8 I 3 0 . 8 I 2 6 . 6 I

7 . 1 I 1-

10 3 8 . 5 2 a . 6

8 . 9

15 I 2 4 . 2 I 5 3 . 6 I 1 3 . 4 I 1-

282 5 . 0

162 5 . 84 5 . 71 4 . 3

353 1 . 3

34 2 . 9

9 .12 . 7

13 3 . 3

3 .0 0.53

2 1 .49 .1 2 . 7

519 .215.2 4 . 5

213 3 . 96 3 . 61 8 . 8

332 9 . 5

PCMTCTAL

76 . 3

32 . 7

1412.5

2623.2

6255.4

112100.0

CHI SQUARE 12.36565 WITH 16 OEGRCES CF FREECCM SIGNIFICANCE - 0.7184

N>LnN>

TABLE 74

FFC3 CLEANLINESS- -GENEPAL H'JLSEKEEPING BY PAFT41S INDUSTRY GROUP

CCUNT PCH PCT COL PCT TOT PCT

FFC32.

UMPPGRTANT

NEUTRAL OR IND1F

IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

PART416

APPLIANC AUTfMCTI ES VEl.l 2.

CHEMICAL FCCU

2.1-I-i i a

100.J i o.oI I . 1 I l . U

C.9 I 0 . 0I-0 I 1

C.O J 25 .00 . 0 I 14.30 . 0 I 0 . 9

-I-6 1 4

16.7 I 11.16 6 . 7 I 57.1

5 .4 I 3 .6-----j-----2 I 2

2 . 8 I 2 .82 2 . 2 I 2H.6

1 .6 I 1 .8 1-----9 7

8 . 0 6 . 3

0C. O0.0C.O

0O . J0.0C.O

1 I25 . C I

3 . 6 Iа. 5 i 1-7 I

15 .4 I2 5 . 0 I

б .3 I 1-

20 I2 8 .2 I71 .4 I17 . 5 I

1-28

2 5 . 0

I25. )

2 .9 C.9

411.111.4

3 .6

304 2. 3E5.72 6 .8

3531.3

0O . C0.0c.c

OTHER

,1■1----I I I I-I- I I I I

■I------------I 15 I 4 1 . 7 I 4 5 .5 I 13.4-I-----

RCHTCTAL

12 5 . C

3 . 0 0 . 9

I 17 I 2 3 . 5 I 5 1 . 5 1 15 . 2

• I ------.-----33

2 9 . 5

10 . 9

43 . 6

3632.1

716 3. 4

1121 C 0 . 0

CHI SQUARE 33 .24 306 WITH 12 DEGREES CF FREECCN SIGNIFICANCE - 0 .0009

TABLE 75

FFC4 • • * * * m ESI ATICN CGNTPCL• * * » « b i t * * * * * * * * * * * *

BY PART416 * * * * * * * INDUSTRY GROUP* * * * * * * *

CCUNT RCh PCT COL PCT TCI PCT

F A FT 4 16

APPLIANC ES

1.FFC4

VERY UNIHPORTANT I 27 .3 I3 3 . 3 I

2 . 7 1

5 . 114.3

0 . 5

2 . I 1 I 0UNIMPORTANT 1 ICC.O I

11.1 1C.OC.O

0 . 9 1 0 . 0

3 . I 1 1 INEUTRAL OR INOIF I 8 .3 I

11 .1 ! 0 . 9 I

e . 314.30 . 9

4 . I 3 1 5IMPORTANT I 8 .8 I

33 .3 1 2 . 7 1

14.771.44 . 5

— J5 . 1 1 I 0

VEFY IMPCPTANT I 1 .9 I 11.1 I 0 . 9 I

0 . 0C.O0 . 0

• I — — -------- — [COLUMN 9 7

TOTAL 8 . 0 6 . 3

ALTCFCTlVE

2.1

CHF*MCAL FCCC

3 . 1 1---?. I

CTFEB

4 .

18.27.Ll.d

00.30.00.0

I 0 1I 0 . 0 1I 0 . 0 1I 0 . 0 I

00.00.00.0

6so.o2 1. 4

5 .4

52 6. 5 32.1

8.0

11 2 0 .4 35 .3

5 .8

282 5 . 0

00.00.00.0

6I 7.6 17.1

5 .4

2 953.7E 2 . 925 .9

3531 .3

54 5 . 51 5 . 24 . 5

00.0O.C0.0

433 .3 12.1

3 .6

1132 .433 .3

5. 8

1324 .13 9 . 4 11.6

332 9 . 5

FCWTCTAL

119 . 8

10 . 9

1210.7

3430.4

5448 .2

1121C0.C

CH! SCUARE - 45.85150 klTH 16 DEGREES CF FREECCM SIGNIFICANCE « 0.0000

TABIE ?6

FFC5 * » • * • + SECURITY PRACTICES ♦ * • » ■ ♦ * * * * * * BY > * PARTA16 INOUSTRY GROUP* * * * * * * * I * * * * * * * * * *

COUNT RCW «>CT COL PCT TCT PCT

I •VEPV UNIMPORTANT

FFC5

CNIPFORTANT

3.NEUTRAL CR INOIF

A.IMPORTANT

5.VEPY IMPORTANT

CCLUMNTOTAL

PAPTA16

APFLIAI.CES

1.1 1

AUTCMOTI VE

2.

CHEMICAL FCCf>

’ - I A.

CTHF.R

0 I 0.0 I 0.0 I 0.0 I ______1

C0.00.0c.o

*O.U0.0c.o

133.32.9C.8

2 I 66.7 I 6.1 I 1.8 I

32.7

••••••£■J I 0 1 0 0 I 1

0.0 I 0.0 10C.0 C.O O.C I 0.90.0 I c.o 3.6 0.0 0.0 I0.0 I 0.0 O.C 0.0 0.0 I i

0 I 0 6 3 3 I 120.0 I 0.0 50.0 25.0 25.0 I 10.70.0 I 0.0 21. A 8.6 9.1 I0.0 I c.o 5.A 2.7 2.7 I

----------1 ------------- — - — — ------------ —

2 I 2 10 IA U I 395.1 I 5.1 25.6 35.9 28.2 I 3A.8

22.2 I 28.6 35.7 AO.') 33.3 I1.8 I 1.8 8.5 12.5 9,8 I7 I 5 11 17 1 7 I 57

12.3 I E.8 15.3 29.8 29.8 1 50.977.8 1 71.A 35.3 A8.6 51.5 I6.3 I A.5 9.8 15.2 ‘ 13.2 1

---- -I — — — — — — — —

9 7 28 35 33 1128.0 6 . 3 25. C 31.3 29.5 100.0

ROMTCTAL

CHI SQUARE 13.9621* NITH 16 OEGREES CF FREECCM SIGNIFICANCE « 0.6015

N)LaLa

TABIE 77

FFC6 TYPE OF HANDLING F.QLI°MFNT BY PAKT416 INOUSTRY GROUP» + * « « * * * * * * * » * *

CCUNT PO« PCT COL PCT TOT PCT

PART416

APPLIANC ES I.

FFC61 •

VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL CR INOIF

A.IMPORTANT

5 .VERY IMPORTANT

CCLUMNTCTAL

00.00.00.0

116.711.10 . 9

15 .3

11.1 0 .9

24 . 0

22.2l.a5

15 .65 5 .6

4 . 5

9e .o

AUTCMCTlVE

2.0

0.00.00.0

00.00.0O.u

c0.0c .o0.0

4s.o57.1

3 .6

39 . 4

4 2 . 92 .7

76 .3

CHEMICAL FCCC

3 .1 1---1 I

20.02.6C.9

I I I

---------- I-0 I

0 . 0 I 0 . 0 I 0 . 0 I

1-

120. 0

2 .9 C.9

233.3

5. 7 1.0

CTFER

.1•1----I I 1 I

•I------------I 3I 50 .0 I 5 . 1 I 2 . 7

6 I 3 1 .6 I2 1 . 4 I

5 .4 I 1-14 1

2B.0 I 50 .0 I12.5 1

1-

a42.122 .9

7.1

1326.051.416.1

7 I 2 1 .9 12 5 . 0 I

6 . 2 I -I-

6lfl.a17.1

5 .4

2825 .0

3521 .3

36 0 . 0

9 .12 .7

I 4 I 2 1 .1 I 12.1 I 3 .6

■I------------I 12 I 24 .0 I 36 .4 1 10. 7

- I ------------I 11 1 34 .4I 3 3 . 3 I 5 . 6I— --------

332 9 . 5

FGWTCTAL

54 . 5

65.4

1917.0

5044.6

3228.6

1121C0.0

CHI SQUARE 15.00498 WITH 16 DEGREES CF FREECCM SIGNIFICANCE * 0.4667

TABLE 78

FFC7 * * * * *■ * t ¥

CCUNT POw PCT CCL PCT TOT PCT

FFC71.

VERY UNIMPORTANT

UNIMPORTANT

NEUTRAL OK INOIF

A.IMPORTANT

5.VERY IMPORTANT

COLUMNTCTAL

OF BUILDING * * * * * * * * *

FART416

1APPLIANC AUIOMCTI 1ES VE I I . I 2.

■ » * ♦ ♦ •

CHEMICAL

3.

* * * *

FCCO

4 .

BY PART416 * * * * * * * *

OTHER ROW TCTAL

5.1

I 1 I 0 1 5 2 1 10I 10.0 1 0 . 0 10.0 50 .0 30 . C I 3 .9I 11 .1 I 0 . 0 3 .6 14.3 9 . 1 II 0 .9 I 0 . 0 C.S 4 .5 2 . 7 I

• | • •

I l I 1 4 1 3 I 10I 10.0 I 1-J.0 4 0 . 0 13.0 3 0 .0 I 8 . 9I 11 . 1 I 14.3 14 .3 2 .9 9 . 1 II 0 . 9 I 0 .9 3 .6 0 .9 2 . 7 I

I 4 I 1 8 14 1C I 37I i o . a i 2 .7 21 .6 3 7 . d 2 7 .3 I 33 .0I 4 4 . 4 I 14.3 2 8 .6 4 0 .0 3 0 .3 II 3 . 6 I C.9 7.1 12.5 d .9 I

I 2 I 3 11 11 11 I 38I S. 3 I 7 .9 2 8 . 9 2d .9 2 d . 9 I 33 .9I 2 2 .2 I 4 2 .9 3 9 .3 31 .4 3 3 . 3 II l . B I 2 .7 9 . 8 9 . 8 9 . E I

I 1 I 2 4 4 6 I 17I 5 . 9 I 11 .3 2 3 .5 23 .5 3 5 .3 I 15.2I 11 .1 I 28 .6 14 .3 11.4 18 .2 1I 0 . 9 I 1 .8 3 . 6 3 .6 5 . 4 I

9 7 28 35 33 1128 . 0 6 .3 2 5 . 0 2 1 .3 2 9 . 5 100.0

INDUSTRY GROUP* * * * * * *

CHI SCUARE 9.46798 WITH 16 OEGREES CF FREECCM SIGNIFICANCE > 0.8929

TABIE 79FFC8 AVAILABILITY CF PALLET RACKS ♦ • * * ay PART416 INDUSTRY GROUP

PART416CCUMT

RlvJ PCT COL PCT TCT PCT

e c f o

AFFLIANC t s

• 1.

AUTDMOTIVE

2.

CHEMICAL

3.

FCCC

4.

OTFER

5.1r r t b • • * • • • * *

i . 2 2 5 a 9 IVERY UNIMPORTANT 7.7 7 .7 19.2 30. a 3 4 . 6 I

2 2 .2 28 .6 17.9 22 .9 2 7 . 3 Il .B 1 .8 6 . 5 7.1 8 . 0 I

2 . 3 1 4 2 5 IUNIMPORTANT 0 . 0 8 . 3 33.3 16.7 4 1 .7 I

3 .0 16.3 14.3 5 .7 15.2 I0 . 0 O.S 3 .6 l .B 4 . 5 I

3 . 6 1 11 14 8 INEUTRAL CR INOIF 15. 0 2 . 5 2 7 . 5 35 .0 2 0 . 0 I

£ 6 . 7 14.3 39 . 3 4C.0 2 4 . 2 I5 .6 C.9 5 .8 12.5 7 .1 I

4* I 2 4 8 6 IIMPORTANT 6 . 8 9 . 5 16. C 38.1 28 .6 I

11.1 2 8 . 6 14.3 22 .9 18 .2 I0 .6 1 .8 3 .6 7.1 5 . 4 I

5 . C 1 4 3 5 IVERY IMPORTANT 0 . 0 7 .7 3C.8 23.1 38 .5 I

0 . 0 14.3 14.3 8 .6 15.2* Ic.o 0. 6 3 .6 2 . 7 4 . 5 I

— —----- ———- — —— -------------- — ----- ■ ————— ————————ICCLLMN 9 7 28 35 33

TOTAL 8 . 0 6 . 3 2 5 .0 3 1 . 3 2 9 .5

POMTCTAL

2623.2

1210.7

6035.7

2116.8

1311.6

1121C0.0

CHI SQUARE 11.*6136 WITH 16 DEGREES CF FPEECCK SIGNIFICANCE - 0.7815

TOVn00

TABLE 80

* * *FFC9 ■» * a OOWNTGWN LOCATION my * * PARTS16 • * * * * INDUSTRY GROUP * * « • * * * »

CCCNT ROW PCT COL PCT TCT PCT

1 •VERY UNIMPORTANT

F FC9

UNIMPORTANT

PARTS 16

APPLIANC ES

1.0

C.O 0.0 0.0

210.5 22.2

1.8

ALTCMOTI CHEMICAL FCCC VE

I 2 .1 1--I I I I I 15

2 .8 I 3 0 .6 I S I . 7I S . 3 I 3 9 .3 I S2.90 . 5 I 9 . 8 I 1 3 . S

CTFER

S. 5.

15.3

I S . 3 0 . 9

631 .6 21. S

5.S

526.315.3

S . 5

5 .

52 5 .027 .38.0

26 .3 15.2 S . 5

BCWTCTAL

3632.1

151 7 . 0

3 . I 5 I S I 5 11 12 S 2N E UR AL CR I N O I F I 1 1 . 5 I 5 . 5 1 2 1 . S 2 6 . 2 3 1 . 0 3 7 . 5

1 5 5 . 6 I 5 7 . 1 I 2 2 . 1 3 1 . S 2 9 . SI S . 5 I 3 . 6 I 8 . 0 5 . 8 1 1 . 6

- 1- - I - - I - ------------- — -----------

S . I 2 I 0 I I 3 S 1 0IMPORTANT I 2 0 . 0 I 0 . 0 I 1 0 . 0 3 0 . 0 s o . o 8.8

I 2 2 . 2 I c . c I 3 . 6 8 . 6 1 2 . 1I 1 . 8 I c . o I 0 . 9 2 . 7 3.6

VERY IMPORTANT I 0 . 0 I 2 0 . 0 I 2 0 . 0 2 0 . 0 S O .O S . 5I G.O I IS . 3 I 3 . 6 2 . 9 . 6 . 1I 0 . 0 I 0 . 5 I C . 5 0 . 9 l . E

- I * - I - - I - -----------------CCLUMN 9 7 2 8 35 3 3 1 1 2

TOTAL 8 . 0 6 . 3 2 5 . 0 3 1 . 3 2 9 . 5 1 C 0 . 0

CHI SQUARE - IS.37819 WITH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.5706

TABUS 81

FFC10* * * * * * • SUBURBAN LOCATICN * * * * * * * w * * * * * 8Y PART416 INDUSTRY GROUP* . * * * * * » « « * * * * * * * * * * * * * * •

C CUNT ROW PCT CCL PCT TOT PCT

PART* 16

APPLIANCES

I .FFCIO

1.VEPY UNIMPORTANT

2.UNIMPORTANT

NEUTRAL OR INOIF

IMPORTANT4.

5.

440 .044 .4

3 .6

AUTOMCTIVE

2.CHEMICAL FCCO

I

CTHER

0 1 I 9 10 . 8 28c . o 3 .6 I 32 .1 35 .7 28.6 2 5 .00 . 0 14.3 I 32 .1 2 3 . 6 2 4 . 20 . 0 0 .9 I 8 .0 8 .9 7 .1

1 1 I 2 7 7 185.6 5 .6 I 11.1 3 8 .9 38 .9 16.1

11.1 14.3 I 7.1 20 .0 21 .20 . 9 C.9 I 1.8 6 .3 6 . 3

4 4 I 13 14 13 488. 3 8 .3 1 27.1 29 .2 2 7 .1 4 2 . 9

4 4 . 4 57 .1 I 46 .4 4 0 .0 3 9 . 43 .6 3 .6 I 11.6 12.5 11 .6

-------------0

0.0c.o0.0

I 3 I 3 0 . 0 I 10.7 I 2 .7

1 IVERY IMPORTANT 0 . 0 I

0 . 0 I 0 . 0 1

12.5 I 12.5 14.3 I 3 .6 0 . 9 I C.9

37 .58 .62 .7

3 7 . 5 I 9 . 1 ‘ I 2 . 7 I

7 .1

— ———— ——— I -• «. — . . — —— ——————|CCLUMN 9 7 28 35 33 112

TCTAL 8 . 0 6 . 3 2 5 . C 31. 3 2 9 . 5 100.0

4 .

110.0

2.40 .4

220.06.11 . 8

FGWTCTAL

106 . 4

CHI SCUARE 23.43610 WITH 16 DEGREES CF FREtCCM SIGNIFICANCE * 0.1026

N>ONo

TABIE 82

FFCll • • » • * LOCATI t N OUTSIDE CF K t T R I P O L I T A N AREA« . « * * * 3Y PART A16 INDUSTRY GROUP» • * * * * * * * * * * * * * * * * * 4

COUNT ROW PCT CCL PCT TCT PCT

PART416

APPLIANCES

1.F F C l l

1.VERY UNIMPORTANT

UMPPORT ANT2.

3.NEUTRAL CP I NOI F

4 . I 3 i iIMPORTANT I 2 1 . A i 7 . 1

1 3 3 . 3 i 1 4 . 3I 2 . 7 i C . 5-1- - i -

5 . I 0 i 1VEPY IMPORTANT I 0 . 0 i 1 2 . 5

I 0.0 I 1 4 . 3I 0.0 i _ ^ 5

-1- -i-CCLUMN 9 7

TOTAL e.o 6 . 3

AUTOPOT I VET 2.

13 . 3

1 1 . 1C . 9

■I-----I 0 I C . O 1 C . O I 0 . 0

21 1 . 8 22.2

1. 93

7 . 03 3 . 3

2 . 7

■I --------------I 0I C . O 1 0 . 3I 0 . 0

-1-----I 5I 1 1 . 6 I 7 1 . A I A . 5

- I --------------

CHEMICAL FCCn OThER

103 3 . 33 5 . /

8 .9

I 2I 1 1 . 0I 7 . 1I 1 . 8

■I--------------I 13I 3 G . 2I 4 6 . AI 1 1 . 6

■I--------------I I I 1■I- I I 1 I

• I -

103 3 . 32 9 . 6

£ . 9

635 .31 7 . 1

5.A

11 2 5 . 6 3 1 . A

5 . 3

93 0 . C 2 7 . 3

8 . C

7A 1 . 221.2

6 . 3

I 11 1 2 5 . 6I 3 3 . 2 I 9 . 9

■ I ------------

1A.34 2 . 9

5 3 . 01 2 . 5 25.0

ROWTCTAL

3 02 6 . 8

1 71 5 . 2

4 33 8 . 6

1 41 2 . 5

87 . 1

112100.0

CHI SCCARE 18.56151 WITH 16 DEGREES OF FRFECCM SIGNIFICANCE 0.2921

TABIfi 83

F F C 1 2 H'Jl T I - U T V WAREHQLSE 0®=«ATQR# * * *

BY PART416 INDUSTRY GROUP * » ' * • « • « » * * * • * * * * * * * * *

CCUNT PCW PCT COL PCT TCT PCT

F F C 1 2

PART416

APPLIANCES

I .

1.VERY UNIPPQRTANT

liKIPFORTANT

MEITPAL CR INQIF

4.IHFCRTANT

S.VERY IHPGKTANT

CCLUMNTOTAL

ALIOKOTIVE

I 2 .

CHEMICAL FCCC CTHER

26 . 722.21.(3

■I-----------I 2I 6 . 71 28 .6I 1 .8

- I -----------1

8.31 1 . 1

C.9

48.5

44 .43 .6

210. 5 2 2 . 2 1.8

I 1I 8 . 3I 14.31 C.9

■I-----------I 31 6 . 4I 4 2 .9I 2 .7

- I -----------1 11 5 .31 14.3I 0 .4•I-----

00.00.0c.o5

8.0

0C.O0.0c.o

76 . 3

826 .7 2 8 .6

7.1

18 .33 .60 .9

132 7. 74 6 .41 1 . 6

421.114.3

3 .6

25 0 .0

7.1 l . a

282 5 . 0

4.1

1136.731 .4

9 . 8

650.017.1

5 .4

1123.431 .4 9.9

63 l.u 17.1

5 .4

125.0

2 . 9C.O

3531.3

2 3 .321.2

6 .3

325 . C

9 . 1 2 . 7

14 .3

31 .6

2 5 . C .1

PCWTCTAL

6.1 17 I 30

26.8

1210.7

474 2 . 0

1 917.0

43 . 6

1121C0.0

CHI SCUARE 7.00550 WITH 16 DEGREES CF FFEECCM SIGNIFICANCE 0.5732

TABIB 84

FFC13 Kf-KfiEB nr MULTI-CITY m a r k e t i n g group HY• * *

PART416 INDUSTRY GROUP4 * * * 4 * * 4 ^ « * « *

FFC13

CCUMT RCW PCT CCL PCT TOT PCT

PART416

APPLIANCFS

1.1. I 2 1 2 I c I 15 1C 38

VERY UNIMPORTANT I 5 .3 I 5 .3 I 23 .7 I 39 .5 2 6 .3 33 .922 .2 I <8 .6 I 32 . 1 I 4 2 .9 30. 3

1.8 I 1 . 8 I 8 . 0 I 13.4 8 . 5

UNIMPORTANT2.

3 .NEUTRAL OR I N 3 1 F

IMPCPTANT

5.VEFV INPCRTANT

COLUMNTCTAL

AUTOMCTI CHEMICAL FCCO VE

I 2 .1 3 .1I-------1------ 1---CTFER

16 . 3

11. 1 0 . 9

512.a55 .6

* . 5

15 .9 11. I

0 .9

■I------------I 1 I 6 . 3 I 14.3 I 0 . 9

00.00.00.0

9 8. 0

• I-------I1 25I 14 I 3

4 .0 .3 . f

25.120.6

1.8

211.32e .6

1.8

■ I ------II 28 I 35 I 5 -I- II 17 1 10 I 2

•I- I I I I 1-

11 I .2 I . 3 I .0 I

637.51T.1

5. 4

923.125 . 78.(1

3.6.7.7

00.00.0c.o

76 . 3

503C

25

1.0.6.9

28C

5<9.4 1 4 . J

4 .5

00.00.0C.u

353 1 .3

S.

42 5 .012.1

3.6

123.1.836 .410.7

635 .318.25 .4

150. 0

3 . 0 O.S33

2 5 . 5

pawTCTAL

1614.3

3934 .8

1715.2

21.8

1121C0.0

CHI SQUARE ■ 7.1814 7 WITH 16 DEGREES CF FREECCN SIGNIFICANCE * 3.9696

TABLE 85

FfcSl LEASE VF SPECIFIC PLCCKS UF SPACE BY PART416 INDUSTRY GROUP* * * * * * * * * * * * *

COUNT POW PCT COL PCT TOT PCT

PART416

APPLIANCES

1.FHSl I.

VERY UN IMPORTANT

LNIMPOR TANT

NELTRAL CR I N O I F

4 .IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

AUTCMOTIVE CHFNJCAL FCCD CTHFR

31 3 . £ 3 3 . 3

2 . 7

I I I A . 5 I 1 4 . 3 I 0 . 9

73 1 . 82 5 . 0

6 . 3

00.00.00.0

■I--------------I 2I 1 2 . 5 1 2 8 . 6 I 1 . 8

37 . 9

3 3 . 32 . 7

2 8.0

22.2 i.al

9 . 1 li.l0 . 9

• I --------------I 1I 2 . 6 I 1 4 . 3 I 0 . 9

■I--------------I I 1 I

• I --------------I II 9 . 1 I 1 4 . 3 I C . 9

- I --------------

.1 ■I- I I I I

■ I --------------I 7I 4 3 . 8 I 2 5 . 0 I 6 . 3

• I --------------I 8I 2 1 . 1 I 2 8 . 6 I 7 . 1

28.0

2 8 . 7 .1.8

520.01 7 . 9

4 . 5

19 . 13 . 6C . 9

98.0

7£ . 3

282 5 . 0

4 . 1- - I -S

3 6 . 42 2 . 9

7 . 1

3 53 1 . 3

5*

I I I I 1-

2 I 1 2 . 5 I

5 . 7 I1 . 8 I

31 3 . 6

9 . I 2 . 7

53 1 . 31 5 . 2

4 . 5

1 6 1 4 2 . 1 I 4 5 . 7 11 4 . 3 1 1-

102 6 . 33 0 . 3

8 . 9

5 I 2 0 . 0 I 1 4 . 3 I

4 . 5 1 1-

114 4 . 03 3 . 3

9 . 8

4 I 3 6 . 4 I 1 1 . 9 I

3 . 6 1 1-

43 6 . 412.1

3 . 6

3 32 5 . 5

POWTCTAL

221 9 . 6

161 4 . 3

3 823.5

2 52 2 . 3

115.0

1121 C 0 . 0

CHI SQUARE 17.09C84 hlTH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.3797

2 64

»

TABUS 8 6

F h S 2 • • * » a

POOL L)t S TRI OUT ICN » * * « » » : * * « * BY PA R T4 1 6 INDUSTRY GROUP ► » * « * * * • * * # * * * * # * * * #

FHS2

CCLNT ROW PCT COL PCT TOT PCT

PART416

APPLIANCES

1.CHEMICAL FCCD CTHcR

VERY UNIMPORTANT

u n i m p o r t a n t

3 .NEUTRAL GP. INOIF

AUTCMCTI

4 1 . 7 20.6II. I 3 5 . 7

4 0 . 01 0 . 7

2IC.5 22.2

1. 64 .

IMPORTANT4

10.3

3.6

5 .VERY IMPORTANT

COLUMNTCTAL

• I -0

0.00.0

I 6 1 3 1 . 61 2 1 . 4I 5 . 4

• I --------------4

1C.3 5 7 . 1

3 . 6

I 8 I 2 0 . 5 I 2 8 . 6 I 7 . 1

■I--------------

4<1.11 1 . 4

3. 6

112 8 . 231.4

9 . 0

2 I 1 I 1 12 I 5 2 5e.c i 4 , 0 1 4 . C 4 8 . 0 I 3 6 . 0 2 2 . 32 2 . 2 I 1 4 . 3 I 3 . 6 3 4 . 3 I 2 7 . 3

1 . 8 I 0 . 9 I 0 . 5 1 0 . 7 I 8 . 0

9 7 2 8 35 3 3 112e.o 6 . 3 2 5 . 0 3 1 . 3 2 9 . 5 100.0

73 6 . 621.2

6 . 3

1230.6 36.41 0 . 7

RCWTCTAL

242 1 . 4

S4 . 5

191 7 . 0

3 53 4 . 8

CHI SCUARE 20.50630 hlTH 16 DEGREES CF FREEDOM SIGNIFICANCE * 0.1983

26

5

TABUS 87

FWS3 SHt PrtfcNT CONSULICATICN BY PART 916 INDUSTRY GRUUP

PART*. 16CCUNT I

ROW PCT APPLIANC ALTCMCTI CHEMICAL FCCO CTFER ROWCOL PCT ES VE TCTALTOT PCT,C1 . . . . . . .

1. 2 . 3 . 9 . 5 .

1. I 2 9 6 . 5 2 3VERY UNIMPORTANT A . 3 e.7 3 9 . 1 2 6 . 1 2 1 . 7 20.5

1 1 . 1 2 8 . 6 3 2 . 1 1 7 . 1 1 5 . 2U . 9 1.8 e.o 5 . 9 9 . 5

2. I 0 0 1 1 3U M P P CR T ANT 3 3 . 3 C . O c.c 3 3 . 3 3 3 . 3 2.7

11.1 0 . 0 0 . 0 2 . 9 3 . 00. 9 0 . 0 c.c C.9 0 . 9

3 . 1 . 1 2 1 9 9NEUTRAL OR I NO IF 11.1 11.1 2 2 . 2 1 1 . 1 9 9 . 9 8 . 0

1 1 . 1 1 9 . 3 7 . 1 2 .9 1 2 . 10 . 9 0 . 9 1.8 C.9 3 . 6

6. 3 2 17 9 10 9 1IMPCRTANT 7 . 3 9 . 9 9 1 . 9 2 2 . 0 2 9 . 9 3 6 . 6

3 3 . 3 2 8 . 6 6 0 . 7 25 .7 3 0 . 32 . 7 1.8 1 5 . 2 a . u 8 . 9

S. 3 2 0 18 13 3 6VEPV IMPORTANT R . 3 S . 6 0 . 0 5 0 . 0 3 6 . 1 3 2 . 1

3 3 . 3 2 8 . 6 o . c 5 1 . 9 3 9 . 9 '2 . 7 1.8 0 . 0 1 6 . 1 1 1 . 6

CCLUNN 9 7 28 3 5 3 3 11 2TCTAL 8 . 0 6 . 3 25.0 3 1 . 3 29.5 1 0 3 . 0

CMI SCUARE * 28.99118 hITH 16 CECREES OF FREEOCH SIGNIFICANCE - 0.0276

266

TABIE 88

FNS9 HUMIDITY CONTROL* * * * * * * * * * * * * * * * * * * * * * * * * BY PART916 INDUSTRY GROUP « « • * • • * * # * * * * # « « * * * * * * *PART916

ccu*rPOh PCT CCL PCT TCT PCT

1*VEPY UMNPORTANT

FNS9

UNIMPORTANT2.

3.KELTAAL CR INDIF

A.IMPORTANT

S.VEPY IMFCPTANT

COLUMNTOTAL

CHI SQUARE

UPPLIANC ALTCPCTI CHEMICAL FCCC CTHER ROWI ES VE TCTALI 1.1 2 . I 3 . 9 .1 5 .

I 3 I 1 I P 6 I 5 271 11.1 1 3 . 7 I 29 .6 22 .2 I 3 3 .3 29 .1I 3 3 . 3 1 19.3 I 2 8 .6 17.1 I 27 .3I 2 .7 1 0 . 9 I 7.1 b.9 I B.C

I 1 I 1 I 2 1 1 6 11I 9. 1 1 S . 1 I I B . 2 9 .1 I 59 .5 9 . 8I 11.1 I 19.3 1 7.1 2 . 9 1 18.2I 0 . 9 I U.9 I 1.8 C.9 I 5 .9

I 2 I 9 I 7 B I 11 32I 6 . 3 I 12.5 I 2 1 .9 25 .0 I 39.9 28 .6I 2 2 . ? I 57.1 I 2 5 .3 2 2 .9 I 33 .3I 1 .3 II f _

3.6 I 6 .3 7.1 I 5 . 6

I 2 I 3 I 8 11 I 9 25I U.O I 0 . 0 1 3 2 . 0 9 9 .0 I 16.0 22 .3I 2 2 .2 I 0 . 0 I 2 8 .6 3 1 . 9 I 12.1I 1 .8 I c . o I 7.1 9 . 8 I 3 .6I “ ii i i 1 I 3 9 I 3 17I 5 . 9 I 5 .9 I 17.6 5 2 .9 I 17.6 15.2I 11.1 I 19 .3 I 10.7 25 .7 I 9 . 1I C.9 I C.9 I 2 . 7 B.O I 2 . 7

9 7 28 35 33 1128 . 0 6 . 3 2 5 . 0 31 .3 2 9 . 5 1C0.0

79925 WITH 16 CEGPEcS c r FREECCM s i g n i f i c a n c e -

POo\NI

TABIE 89F * S 5 TEMPERATURE CC'NTPCL BY* * • * * * * • « * * * * * * * * * * * * * * * * * * PART416 INDUSTRY GROUP

* * * * * * * * * * * * * * * * *

CCIINT PCW PCT CCL PCT TCT PCT

PAPT416

APPLIANCLS

1.FMS5 I.

VERY U M KP 0 R T 4 N T

UNIMPORTANT

NEUTRAL CR I W H F I 1 0 . 3 1 3 . 8I 3 3 . 3 5 7 . 11 2 . 7 3 . 6

4 . I u 1IMPORTANT I o . c 3 . 7

I 0 . 0 1 4 . 31 0 . 0 0 . 9

5 . I 0 1VERY IMPORTANT. I 0 . 0 4 . 3

I o . c 1 4 . 3I 0 . 0 0 . 9

CCIUMN 9 7ICTAL 8 . 0 6 . 3

51 8 . 55 5 . 6 4.5

11 2 . 51 1 . 1

C . 9

AUTCWCTI CHEMICAL FCCC VE

2.1 1I I I I

CtHtR

13 . 7

1 4 . 3U.9

72 5 . 52 5 . 0

6 . 3

0C. O0.0c . o

0c . o0.00.0

51 7 . 217.9

4 . 5

I 10 1 3 7 . 0I 3 5 . 7 I 8 . 9

■I--------------I I I I

■I*

62 9 . 621.4

5 .4

262 5 . 0

518.51 4 . 3

4 . 5

6.62 . 7

72 4 . 120.0

6 . 3

93 3 . 32 5 . 7

8.0

115 2 . 43 1 . 4

9 . 8

3 53 1 . 3

93 3 . 327.3 8.0

45 0 . 012.1 3.6

1C3 4 . 530.3

8 . 5

I 7I 2 5 . 9 I 2 1 . 2 I 6 . 3

■I--------------I 3I Ir■ 1-

1 4 . 35.12 . 7

3 324.5

PCWTCTAL

2 72 4 . 1

87.1

2 92 5 . 9

272 4 . 1

211 8 . 8

11210 0 .0

CHI SCUARE 24.38518 WITH 16 OEGREES CF FREECCM SIGNIFICANCE - 0.0613

N>0\CD

TABLE 90

FWS6 AVAILADILITY OF REFRIGERATED SPACE »Y PAKT416 INDU5IRV GROUP

CCUNT FCh PCT CiiL PCT TCT PCT

eucx

PAHT416

APPLIANC E 3

1.

AUTCPCTIVc

2.

CHEPICAL

I 3 .

FCCC

4

OTFER

.1 5.

ROWTCTAL

rNsoI • 7 3 I 17 15 I 23 65

VERY UMPPORTANT i o . a 4 . 6 I 2 6 . 2 23 .1 I 35 .4 58 .071.8 4 2 . 9 I 6 0 . 7 4 2 .9 I 6 9 .7

6 . 3 2 .7 1 15.2 13.4 I 20 .5

2 . 1 2 I 2 3 1 3 11LMPPORTANT 9. I 16.2 I 16.2 27 .3 I 27 .3 9 . 8

11.1 28 .6 1 7 . 1 8.6 1 5 . 10 .9 1.8 I 1.8 2 .7 1 2 .7

3 . I 1 I 4 4 1 5 15NEURAL CR INDIF 6 . 7 . 6 . 7 I 2 6 . 7 26 . 7 I 33 .3 1 3 . 4

11.1 14.3 I 14.3 11.4 1 15.2C.9 0 . 9 I 3 .6

V_________3.0 I 4 . 5

A. 0 0 I 3 4 I 2 9IPPCRTANT 0 . 0 0 . 0 I 33 .3 4 4 . 4 I 2 2 .2 8.0

0 . 0 0 . 0 I 10.7 11.4 1 6 . 10 .0 C.O I 2 .7 3 .6 I 1 .8

S. 0 1 I 2 9 I 0 12VERY IMPORTANT O.G 8.3 I 16 .7 75.0 I 0 . 0 1C . 7

U.O 14.3 I 7.1 25 .7 I 0 . 00 . 0 0 .9 I 1 .8 8 .0 I 0 . 0

COLUMN 9 7 28 35 33 112TOTAL 8.0 6 . 3 2 5 . 0 31.3 2 9 . 5 100.0

CHI SQUARE » 2C. 5 7 5 4 5 WITH 16 DEGREES CF FREECCM SIGNIFICANCE * 0 .1 9 5 4

table: 91FWS7 AVAILABILITY UF FWEF26R SPACE BY* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * PART416 INDUSTRY GROUP * * *

CCUNT RCW PCT COL PCT TCT PCT

PART416

APPLIANCES

1.FUST

I #VERY UMPPORTANT

UNIPPCRTANT2.

3 .NELTRAL CR INOIF

IMPORTANT

S.VERY IMPORTANT

CCLUMNTOTAL

AUTCPOTIVE

I 2 .

7S. 6 7 7. 3

6 . 3

18 . 3

11.10 .9

I AI 5 .5 I *7.1 I 3 .6

■I------------I 11 8 .31 14.3I 0 . 9

- I -----------

CHEMICAL FCCC

I 3.1I-------------- 1-l 21 I

2 8 .3 75 .0 13.8

CTFER

16 21 .9 45. 7 14.3

I 2 II 16 .7 II 7 .1 II 1 .8 I

650. J 17.1 5.4

I6 . 7

1 1 . 10 . 9

00.00.0a . o

16.7

14.30 . 9

00.00.0O.C

1-3 I

2 0 .0 I 10 .7 I

2 .7 I

2 I5 0 . 0 I

7 . 1 I1 .8 I

1-

426 .711.4

3 .6

250.0

5 . 71 . 8

0 0.0 0.0 u . a

1 11 12.5I 14.3 I 0 .9

1 0 II C.O II O.d II 0 . 0 I

78 7 . 520.0

6 .3■I- ■I-9

a . o76.3 28

2 5 . C35

31.3

3 4 . 2 7 5 . e22.3

216.7 6.1 1. £

40. C 13.2

5 .4

0O.C0.0o . c

0o . c0.0o . c

332 9 . 5

PCWTCTAL

5.1 125 I

I 1 I I I I I I--1

6 I

7365.2

1210.7

1513.4

43 .6

87.1

1121C0.0

CHI SQUARE 23.39404 WITH 16 CECRFES CF FREECCM SIGNIFICANCE - 0.1036

-sjO

I

TABIE 92

FWS8* * * * « • « SPECIAL HANDLING EQUIPMENT BY PAPT416 INDL5THY GROUP

FART416COUNT

FO* PCT CCL PCT TOT PCT

eucfl _aaua__

APPLIANCES

1.

AUICMOTIVE

2.

CHEMICAL

I 3.

FCCO

4.

CTHER

I 5.

FCWTCTAL

p Hoo1. 5 1 I 4 9 1 15 39

VERY UNIMPORTANT 12. e 2 .6 1 22 .1 23 .1 I 38 .5 34 .85 5 .6 14.3 1 32 .1 2 5 .7 I 45 . *

4 . 5 C.9 I e .o E.O I 13.4

2. 0 I I 2 6 1 1 10UNIMPORTANT 0. 0 1U.C 1 2 0 .0 6 0 .0 I 10 .0 8 . 9

0 . 0 I s . 3 I 7 .1 17.1 I 3 . C0 .0 C.9 I i . e 5.4 I 0 . 5

3 . 0 4 I 11 9 I 4 28NELTPAL CR INOIF 0 . 0 14.3 I 35 .3 32.1 I 14.3 25 .0

0 . 0 57.1 1 35.3 25 .7 I 12 .1c . o 3 . 6 I 9 . a 8 .0 1 3 . 6

4 . I 1 I 4 «J 1 8 23IMPORTANT 4 . 3 4 .3 I 17.4 39.1 I 3 4 .8 20 .5

1 1 . I 14.3 I 14.3 25 .7 I 24 .20 . 5 C.5 I 3 . 6 8 .0 I 7.1

5 . 3 0 I 2 2 I 5 12VERY IMPORTANT 25 .0 0 . 0 I 16.7 16.7 I 4 1 . 7 10.7

33 .3 C.O I 7.1 5 .7 I 15.22 .7 0 . 0 I 1 .8 1 .8 I 4 . 5

CCLUMN 9 7 28 35 33 . 112TCTAL 8 . 0 6 . 3 2 5 .0 31 .3 2 9 . 5 100.0

CHI SQUARE • 27 . 14310 WITH 16 CEGREES OF FREECCM SIGNIFICANCE -

ro-0

TABIE 93FWS9 RUl K MATERIAL HANDLING A NO STCRACF* • » • * • * ■ » * * * * » * * » * » * * * * * * * * RY • * * * PART416 INDUSTRY GROUP

* * * * * * * * * * * * *

CCIJNT RCk PCT COL PCT TOT PCT

FWS91.

VERY UNIMPORTANT

CM PFCRTANT2.

3.NEUTRAL CR INOIF

4 •IMPORTANT

VERY IMPORTANT

CCLUMNTOTAL

PART916

APPLIANCES

1.1 17

12.37 7. a6 .3

AUICMCT1 CHEHC*L VE

FCCC CThER

00.0C.OO.C

1A. 8

11.I C.9U

0.0 0.0 0. 0I

12.5 1 1 . 1

C. 5

98. 0 7

6 . 328

25 .035

31 .333

2 9 . 5

FCWTCTAL

2.1 2 . 9.1 5.1

3 I 13 5 . 3 I 2 2 .8

52 .0 I 9 6 . 9 2 . 7 I 11 .6

16 I 28 .1 I 95 .7 I 19.3 I

IE I 2 1 .6 I 5 9 . 5 1 16.1 I

5750.9

1 I 3 5 .1 I 2 7 .3

19.3 I 10 .7 C.9 I 2 .7

5 I 95 .5 I 19.3 I 9 . 5 I

2 I 18.2 1 6 . 1 I l . E I

115 . 8

3 1 9 19.3 I 1 9 . C 9 2 . 9 1 19.3

2 . 7 I 3 . 6

7 I 33 .3 I 20 .0 1

6 . 3 I

6 I 28 .6 I 18 .2 I

5 . 9 1

2118.8

0 I 5 0 . 0 I 33 .3 0 . 0 I 17 .9 0 . 0 I 9 . 5

5 I33.3 I19.3 I 9 . 5 I

5 I 33 .3 I 15 .2 I 9 . 5 1

1513.9

0 I 3 C.O I 3 7 . 5 0 . 0 I 10 .7 0 . 0 I 2 .7

2 I 2 5 . 3 I

5 .7 1 1 .9 I

2 I 2 5 . 0 I

6 . 1 I 1 .8 1

87.1

1121 0 0 .0

CHI SQLARC 10.77306 WITH 16 CEGRCES CF FPEECCM SIGNIFICANCE » 0.8233

TABIE 9U

FhSlO PACKAGING UP LABELING * * • * » * » » « *» * . » % * * * * « • » * • * * * « BY PARTA16 INDUSTRY GROUP * * « • * * * * « * * * » # *

COUNT PCM PCT CCL PCT TCT PCT

FWSIO

VERY UNIMPORTANT

UNIMPORTANT

ftELTRAL CR INDIF

IMPORTANT

5 .VERY IMPORTANT

CCLUMNTOTAL

PAPT416

APPLIANCES

1.AUTCPCTIVE

I 2 .■I-------------

CHFFICAl FCCD

! • I

CTFER

36. I

3 3 .32.70

0.00.00.0

312.53 3 . 3

2 .7

I 2I A.II 28 .*I 1 .8

■I-----------I I I I■I- I I I I

■1- I

0C.O0.0c.o4

16.757.12.6

111.1 I2 2 . 2 I

1 .8 I

5 . 614.30 . 9

27 .817 .9 4 . 5

1 I 12 .5 I 11. I I

0 . 9 I

00 . 0C.OC.O

45 0, 014.3

3 .6

58 .0

76 . 3

282 5 .0

1 -

13 I 2 6 .5 I 4 6 .4 I 1 1 .6 I

17 34. 7 48 .6 15.2

215.4

7 .11.3

416.714.3

3 .6

861.522 . 9

7.1

625. J 17.1

5 .4

21 1 . 1

5.71.3

22 5. 0

5 .71.8

142 8. 64 2 .412.5

32 3 .1 5. 1

2 . 7

729.221.2

6 . 3

1 8 I 4 4 . 4 I 24 .2 I 7 . 1

■I-----------I 1 I 12 .5 I 3 . 0 I C. S

3531 .3

3329 .5

ROWTOTAL

494 3. 8

1311.6

2421.4

1816.1

87.1

1121CO.O

CHI SCUARE ■ 20.46863 ViITH 16 DEGREES CF FREECCM SIGNIFICANCE « 0.1999

FhSIl RtCCUPcRAGE

TABIE 95

9Y PART416 INDUSTRY CROUP

CCUNT PCk PCT Cf.'L PCT TCT PCT

FWSli

VERY UNIMPORTANT

UNIMPORTANT

NEUTRAL OR INOIF

A.IMPORTANT

VERY IMPORTANT

CCLUMNTCTAL

PART416

APPLIANCES1.

AUTC«OTIVE

i «

CHEMICAL FCCO

J A.OTHER

I --------------1---------------I 3 1 2 I S . 4 1 6 . 3 I 3 3 . 3 I 2 e . 8 I 2 . 7 I 1 .8

72 1 . 52 5 .0

6 . 3

6I d . 9 17.1

5 . 4

14 1 43. £ I4 2 . 4 I12 .5 I

3229 . 6

I J I 0 5 5 2 I 12I 0*0 I C.O ] 0 . 0 I 0 . 0 I 0. 0 I \* • 0

4 1 . 7 I T . 5

4 .5

41 .714.3

4 .6

16.7 I 6 . 1 I 1 .9 I

10 .7

I 3 1 2 7 6 6 I 24I 12 .5 I 8 .3 I 3 3 .3 I 28 .6 I 2 . 7 I 1 .8

25 .225 .0

6 .3

25 .017.1

5 .4

2 5 . C I 18 .2 I

5 . 4 I

2 1 . 4

I 2 1 3 6 14 5 I 34I 5 . 9 I £ .9 I 2 2 . 2 1 4 2 .9 I 1 .8 I 2 . 7

17 .62 1 .4

5 .4

41 .24 0 . 012.5

2 6 .5 I 2 7 .3 I

8 . 0 I

3 3 . 4

I 1 1 0 3 4 2 I 101 lu .O 1 O.C I 11 .1 I 0 . 0 I C.9 I 0 . 0

30. C 10.7 2 . 7

4 0 .011.43 .6

2 0 . 0 I 6 . 1 I 1 .8 I

8 . 9

9 7 28 35 32 1128 . 0 6 . 3 2 5 . 0 31 .3 29 .5 100.0

5.

ROWTCTAL

CHI SCUARE - 13*32437 WITH 16 DEGREES OF FREECCM SIGNIFICANCE * 0.6489

TABIE 96► W512 H/»*!LLIM» H4£0WI.KH,S «AIC«IALS l>» 1'MKI‘tlO INUUdlHI

PART416CCUNT I

pcw pct i ap pl i an c autopcti chepi cal fccp cteep fcw COL PCT IES VE TCTALTOT »CT I 1.1 2 .1 3 . 1 4 .1 S . I

FWS12 ------------ 1------------ 1----------------- 1-------------------1---------------- 1----------------- 11. I 7 1 1 1 5 I 13 I 21 I 56

VERY UNIMPCRTANT 1 12 .5 1 1 .8 I 16.1 I 32 .1 I 5 7 . 5 1 50 .0I 7 7 .8 1 14.3 I 32 .1 1 51. 4 1 6 3 . 6 1I 6 .3 I 0 . 0 I e .C 1 l o . l 1 18.£ I.j------ ]------ 1------ j------1------ 1

2 . I 0 1 I I I I 5 1 4 I 11LMPFORT ANT I 0 . 0 I 9 . 1 I 5 .1 I 4 5 . 5 I 3 6 .4 1 5 . 8

I 0 . 0 I 14 .3 I 3 .6 1 14.3 I 12 .1 II 0 . 0 I C.9 I C.9 I 4 .5 I 3 . 6 I

- I ---------------1-------------- j -------------- j ------------- j --------------- I3 . 1 2 1 2 1 4 1 2 I 6 I 16

AELTRAL CR INOIF I 12 .5 I 12.5 I 2 5 . 3 I 12.5 I 3 7 .5 I 14.3I 2 2 . 2 I 2 8 .6 I 14 .3 I 5 .7 I 13 .2 1I 1.8 1 1 .8 I 2 .6 I 1 .8 I 5 . 4 I

- I --------------- 1---------------1-------------- 1------------- 1--------------- I4 . I 0 1 0 1 5 1 5 1 2 1 12

IMFCPTAAT I C.O 1 0 . 0 I 4 1 .7 I 4 1 . 7 I 16 .7 I 10.7I 0 . 0 I C.O I 17 .9 I 14.3 I 6 . 1 II C.O 1 C.O I 4 . 5 1 4 .5 I 1 . 8 I

- I ---------------1-------------- I---------------1-------------1---------------15. I 0 1 3 1 9 1 5 1 0 I 17

VEPY IPPORTANT I 0 . 0 I 17.6 I 5 2 .5 I 25 .4 I C.C I 15.2I 0 . 0 I 4 2 . 9 I 3 2 .1 I 14.3 I 0 . 0 II 0 . 0 I 2 . 7 I 8 . 0 I 4 . 5 I 0 . 0 I

CCLUMN 9 7 28 35 33 112TCTAL 8 . 0 6 . 3 2 5 .0 31.3 2 9 . 5 1CC.0

bKuur

CHI SCLAKE > 32.14345 WITH 16 OEGRFES CF FREECCM SIGNIFICANCE « 0.0096

TABIE 97FT SI GiUlC INCEPENDtNT CAPT AGE RELATIONSHIP BY PART416 INDUSTRY GROUP> * • * * « * « * * » * * * » * * *

CCUNT RCN PCT COL PCT TIT PCT

PART416

APPLIANCCS

1.FT SI

1.VEPY UNIMPORTANT

3.NEUTRAL OR INOIF

IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

0C.O0.00.0

110. 0 I I . I

0 .9

AUTCMCTIVE

11. !.■I--------------I II 33 .3 I 14.3 I 0 . 9

- I --------------I II 10. u1 14.3I 0 . 9

•I--------------

CHEMICAL FGCC

61C. 7 * 6 .7

5 .4

I 5 1 6.5I 71 .9 I 4 .5

•I------------2

4. 7 2 2.2

i . n

98.0

0C.O0.00.0

76.3

133.3

3 . 6C.5

550 .017.54 . 5

1115.639 .3

9.R

1125.63 9 .3

9 . 8

2625.0

I33 .3

2 .9C.9

223.0

5.71.8

CTHER

.1■I----------I I I I

■I------------I 1I 10.0 I 3 .0I J . 5

■I------------15

26.842.913.4

1739 .546 .615.2

3531.3

0O.CO.C0.0

I 15 I 33 .5 I 57 .6 I 17 .0

- I ------------13

30 .23 9 .4 11.6

3329.5

ROWTOTAL

32.7

108 . 9

5650.0

4338.4

112100.0

CHI SQUARF - 15.97819 WITH 12 DEGREES OF FREcCQM SIGNIFICANCE - 0.1922

TABIE 98

FTS2 AVAlLArtll ITY (IF WAP.fcHnuSE-OWNri) LOCAL CA BY * *

PART416 INDUSTRY GROUP

CCUNT PC* PCT COL PCT TCT PCT

!•VERY UNIMPORTANT

FTS2

UNIMPORTANT

3 .NEUTRAL CP INDIF

IMFGRTANT

5 .VEPY IMFCRTANT

CCLUMNTOTAL

PASTA 16

APPLIANC AUTCPCTI CHEMICAL FCCC CTHERES VE

PCMTCTAL

I 1.1 2 . 3 . 4 . 5 .

I 0 I 1 3 2 1 71 c . o 1 1 4 .3 4 2 . 9 2.1 .6 1 4 .3 6 . 3I 0 . 3 I 1 4 .3 1 0 .7 5 .7 3 .CI 0 . 3 1 0 . 9 2 . 7 1 .8 C.O

I 0 I 0 1 0 2 3I 0 . 0 I C.O 3 3 .3 0 . 0 66 • 7 2 . 7I 0 . 0 1 w. 3 3 . 6 C.O 6 . 1I 3 . 0 I 0 . 0 C.O 0 . 0 1 . 8

I 3 I 1 6 6 7 23I 1 3 .0 I 4 . 3 2 6 .1 2 6 .1 3 3 . 4 2 0 . 5I 3 3 .3 I 1 4 .3 2 1 . 4 1 7 .1 2 1 . 2I 2 .7 I

« i aC.9 5 .4 5 .4 6 . 3

I A»I 3 10 15 12 44

I 9 . 1 I 6 . 8 2 2 . 7 2 4 .1 2 7 .3 3 9 .3I * 4 . 4 I 4 2 . 9 3 5 .7 4 2 . 9 3 6 .4I 3 .6 I 2 . 7 8 . 0 13.4 1C .7

I 2 I 2 8 12 11 35I 5 . 7 I 5 . 7 2 2 . S 2 4 . 3 3 1 . 4 3 1 . 3I 2 2 . 2 1 2 8 . 6 2 8 . 6 3 4 .3 3 3 . 31 1 .8 I 1 . 8 7 .1 1 0 .7 9 . 8

5 7 28 35 33 1128 . 0 6 . 3 2 5 . 0 3 1 .3 2 9 . 5 1 0 0 . 0

CHI SQUARE 7.49C01 WITH 16 DEGREES CF FREECCM SIGNIFICANCE - 0.9626

2 77

TABIE 99

FTS3* • « « # * nCATICN WITH RESPECT TO MOTOR CARRIER T BY« * « * * * PART416 INDUSTRY GROUP

CCUNT PC* PCT CCL PCI TGT PCT

FART416APPLIANCFS l.

FT S3 l.VERY UNIMPORTANT

UNIMPORTANT

3.NELTPAL CP INOIF

A.IMFGRTANT

5.VERY IMPORTANT

CCLUMNTOTAL

AUTC«'CTIVEI 2.■I------

CHEMICAL FCCC3.I

CTFER

I25.0 ll.Lo.s

llc.o O.J 0. J

I uI c.o I 0.0 I 0.0■I-----I 0I c.o I 0.0 I 0.0

2S.I

22.2 l.B3

7.032.32.737.7

33.32.7

2S. I 28.6 I.8

37.0 42.o 2.7

25.12e.b l.a

1-l i 25.0 I

2.6 I 0.9 I 1-

250.0 5.7 I.9

I25.03.60.9

250.35.71.8

731.325.06.3

1C 23.t 35.7 fi.9

936. A22.9 7.1

1227.9 39.3 10.7

58.0

76.3

5 I23.1 I32.1 Ia.o i

1-2825.0

II28.231.49.8

C0.0O.C0.0

I25.0 3. C C.5

13.65.12.715

34.545.5 13.4

1435.542.412.5

POWTCTAL

3531.3

3329.5

43.6

43.6

2219.6

4338.4

3934.8

1121C0.0

CHI SGUARE 6.67443 WITH 16 DEGREES CF FREECCM SIGNIFICANCE « 0.9262

W000

TABIE 100

FTS6 ACCESS TC GOOn RAIL CCNNECTICNS BY PART616 INDUSTRY GROUP* * * * * * * * * • * * * ¥ * » * » * « • ♦* + * * * * * * * * * * * * * * * ♦ * * # * * * * * 1

PART616CCLNT I

RON PCT COL PCT TCI PCT

APPLIANCES

1.

AUTCMUTIVE

< *

CFEMICAL

3.

FCOD

6.

OTHER

5.

ROWTCTAL

1*VERY UNIMPORTANT

318.333 .3

2. 7

16 .3

16.3C.9

t37.521 .6

5 .5

521 .316.3 6 .5

16 . 3 3 .0 0 . 9

1616.3

2.UNIMPORTANT

116.311.1

0 . 9

00 . 00 . 0C.o

116.3

3 .6C.9

228.6

5 .71 .8

362 .5

9 . 12 . 7

76 . 3

3.NEUTRAL CR INOIF

17. 7

11.1 0 .9

17 .7

16.3ti.9

63C.816.3

3 .6

323.1

8 .6 2 .7

633.8 12. 1

j • 6

1311.6

6 .IMPORTANT

26 . 8

2 2 . 2t . a

37.1

62 .92 . 7

921 .632 .1

8 . 0

1763 .568 .6 15. 2

n26 .233 .39 . 8

6237 .5

5 .VERY IMPORTANT

25.9

22 .21 .3

25 .9

28 .61 .8

82 3 .528 .6

7 .1

823 .522 .9

7.1

166 1 .262 .612.5

3630.6

CCLUMNTCTAL

9e.o

76 .3

2825 .0

3531.3

3329 .5

112100.0

CHI SCliARE - 12.86666 WITH 16 CEGREES OF FREECCM SIGNIFICANCE * 0.6839

TABIE 101

FTS5 DIRECT SERVICE BY SPECIFIC ©AIL LINE RY PART416 INDUSTRY GROUP« * « « « » * » * » « * * • • » * * « « * » * * * * * * * • * * * * * * * * * * * * * » * * * *PART416

CCUNT IRUN PCT APPLIANC AUTCPCT! CHEMICAL FCCD CTFErt ROWCOL PCT ES VE TCTALTCT PCT 1. 2 . 3 . 4 . 5. I

FTS5 -------------- *1* 3 1 9 7 c I 25

VERY UMPPJRTANT 12.0 4 . 0 36 ,0 29 .0 2 0 . C 1 22.333 .3 14.3 32.1 2 0 . ) 15.2 I

2 .7 0 . 9 8.C 6.3 4 . 5 I

I2 . 1 0 3 1 4 9CMP PORT ANT 11.1 0 . 0 33 .3 11.1 4 4 . 4 I 8 . 0

11.1 0 . 0 10.7 2 .9 12 .1 I0 . 9 C.O 2.7 C.9 3 .6 I

I3 . 2 2 g 12 9 I 33

NEUTRAL CR INOIF 6 .1 6 .1 24 .2 36.4 27 .3 I 25 .522 .2 2 8 .6 2 3 .6 34 .3 2 7 . 3 I

1 .8 1 .8 7 .1 10.7 9 . 0 I1

A. 2 2 2 11 6 I 23IMPORTANT 8. 7 8 .7 c . 7 4 7. 3 2 6 .1 I 20 .5

22 .2 2 8 . 6 7.1 31 .4 18.2 I1.8 1 .8 1 .8 5 .8 5 .4 I

•II5. 1 2 6 4 5 22

VERY IMPORTANT 4.5 9 .1 27 .3 19.2 4 0 .5 I 15 .611.1 2 8 . 6 21 .4 11.4 2 7 .3 I

C.S 1 .8 5 .4 3 .6 8 . 0 I- ------— — — - - - - - - - - - - - - - I

CCLUMN 9 7 28 35 33 112TOTAL 8 . 0 6 . 3 25 .0 31 .3 2 9 . 5 100.0

CHI SQUARE ■ 13.65036 WITH 16 DEGREES CF FREECCM SIGNIFICANCE ■ 0.6247

280

TABIE 102

FTCSl AVAILABILITY OF COMPUTER FACILITIES * • * * * * * * * * • • * * » * * * # * » * * « • « > RV PART416 INDUSTRY GROUP

CCUNT RCW PCT CCL PCT TCT PCT

I .VERY UMMPCPTANT

FTCSl

LMKPORTANT2.

3.NEURAL OR INOIF

IMFORTANT

5.VEPY IMPORTANT

CCLUMNTOTAL

PART416

APPLIANCES

1.2e.7

2 2. 2 1.8

110.0 I I . I0.0

25.122.2

1.8

310.733 .3

2 .7

AUICPCTI VE

I 2 .■I--------------I 21 8 .7I 28 .6 I 1.8

I£.3

11.10 . 9

CHFRICAL FCCC

3.CTFEP

00.00.00.0

25.1

28 .6l.U

98.0

52 1. 717.9* . 5

55 0 . 017 .5

4 . 5

112 8 .239 .3

5 .8

4.1 ----1.

5 .

834 .32 2 . 9

7.1

I I I I

1-3 I

3 ) . 0 I8 .6 I2 . 7 I

1-12 I

30 .3 I34 .3 I 1C.7 I

626 .118.25 .4

110.0

3.0C.S

12 3 0 . £ 3 6 .4 1C. 7

1110.7 14.3 25 .0 I 3 9 .3 2 5 . 04 2 .9 14 .3 20 .0 I 3 3 . 3

2 . 7 2 .6 6 .3 I 9 . 8

0 3 5 I 3 12C.O 2 5. 0 41 .7 I 25. C 10.7C.O 10.7 14.3 I 9 . 10 . 0 2 . 7 4 . 5 I 2 . 7

7 23 35 33 1126 . 3 2 5 . 0 2 1 . 3 2 9 .5 1CO.O

FCWTCTAL

232 0. 5

108.9

3934 .8

28

CHI SQUARE 10.55400 MlTH 16 OEGREES CF FREECCy SIGNIFICANCE 0.8338

rooo

TABIE 103

• * FTCS2 * # « NJTIFICATU’N OF LOW SnCK LEVELS » » * » * » * • * ♦ • * » * • * » * **•»** AY PART416 INDUSTRY GROUP■ * • * * » * * * * * « * * «

CCUNT ROW PCT COL PCT TCT PCT

PART416

APPLIANCES

1.FTCS2

1.VEPY UNIMPGRTANT

UNIMPORTANT2.

NEUTRAL OR INOIF

6.IMPORTANT I

I I

6 . 7 2 2 .2

1.8

3 .314.30 . 5

5 . I 1 0VEPY IMPORTANT I

I I

7 .711.1

0 .5

0 . 0C.OC.O

COLUMN 5 7TCTAL 8 . 0 6 . 3

2P. 7

22.2 1.6

2ie.222.2

1.8

25 .7

22.21.8

AUTCMUTI CHEMICAL FCCC VE

2.1 3 .1--------------1--------------- I-------

2 1 7 18 .7 I

2 8 . 6 I1 . 8 I

CTFER

00.00.00.0

30.4 I 33.4 2 1 . 7 2 0 . 52 5 . 0 I 20 .0 15.2

6 . 3 I 6 .3 4 . 5

4 I 2 3 1136 .4 I 18.2 2 7 , 3 9 . 814.3 I 5 .7 9 . 1

3 .6 I 1.8 2 .7

411.457 .1

3 .6

I1 25I 32 I a

■I-

1-5 I

.7 I

. 1 I

. 0 I

925 .725 .7

e . o

III1

■I—1II1

■I-

3014a

4.3.3.6

4.8.36

1240 .334 .3 10.7

538.514.3

4 .5

2528.0

3531.3

II3 1 . 433.i

9.E

11 36 .7 33 .3

9 . £

32 3 . I -

9 . 1 2 . 7

332 9 . 5

RCWTCTAL

23

353 1. 3

3026.6

1311.6

112100.0

CHI SCUARE - 11.15032 WITH 16 DEGREES CF FREECCH SIGNIFICANCE * 0.8001

HCS3 SdllPML-M K>JU ■ 1 N(>

TABIE 104PT PAKIAlb 1NUU6IKV 1>KUUP

COUNT PC* PCT COL PCT TCI PCT

FTCS31.

VERY UNIPPCPTANT

UNIMPORTANT2.

3.NECTRAL CR INOIF

A.IMPORTANT

5.VEPY IMPORTANT

CCLUMNTCTAL

FAHTA16

APPLIANCES

1.

AUTCMCTIVE

2.

CHEMICAL

3.

FCCO

4.

CTHER

5.

1 1 5 7 35 .9 5 .5 2 5 . 4 41 .2 17 .6

11.1 1A.3 17.9 20.0 5 . 10 .9 U.9 4 . 5 6 .3 2 . 7

I 1 1 1 121. C 7 0 . C 2C.R 20.0 20 . C11.1 1A.3 3 . 6 2 .9 3 . 0

0 .5 C.9 C.9 0 .9 0 . 5

2 3 12 9 55.7 8 .6 3 4 .3 2 5 . 7 2 5 . 7

2 2 . 2 A2.9 4 2 .9 25.7 2 7 . 31 .8 2 . 7 10 .7 B.J 8.G

A 1 5 11 Si i . a 2 . 9 2 6 .5 37.4 2 6 . 5AA.A 14.3 32 .1 31 .4 2 7 .3

3 .6 C.9 d.O 5 . 8 8 . 0

1 1 1 7 11A. 8 4 . 8 4 . 8 33.3 5 2 . 4

11.1 14.3 3 .6 20 . 0 3 3 . 3 •0 . 9 0 . 9 o . s 6 .3 9.B

5 7 23 35 338 .0 6 .3 2 5 . 0 31.3 2 9 .5

POMTCTAL

1715.2

5A .5

3531 .3

3A30.A

2118.8

112100.0

CHI SCUAPE * IS.5346b WITH 16 DEGREES CF FREcCCM SIGNIFICANCE ■ 0.4859

TABIE 105

FTCS4* * * * * * * * *

CCUNT AC* PCT COL PCT TCT PCT

FTCS4

VERY UNIMPORTANT

IMPORTANT 2.

3.NEUTRAL OR INOIF

IMPORTANT

VERY IMPORTANT

CCLUMNTOTAL

IT BILL PAYMENT BY P* * * * • * • • * * * * « « • * * « * * * *

PAP TA16

APPLIANC AUTC^CTI ChEPICAL FCCC CTFERES VE

1.1 2 . 3. 4 . 5.

2 I 2 12 11 115 .3 1 5 .3 31 . 6 28.9 2 8 . 5

2 2 .2 I 28 .6 4 2 .5 31 .4 33 .31.8 I l . b 10 .7 •3.8 4 . 8

2 I 2 3 1 220 .0 I 20*0 3 0 .0 10.0 2 0 . 02 2 . 2 I 2 8 .6 10.7 2 .9 6 . 1

1 .8 I 1 .8 2 .7 C.O i . e

A 1 3 10 I t 1010 .5 I 7 .5 26 . 3 23 .9 26 . 34 4 . 4 I 4 2 .9 3 5 .7 31 .4 30 .3

3 .6 I 2 .7 8 . 5 9 . 8 8 . 9

0 I 0 2 10 60 . 0 I 0 . 0 11.1 5 5 . b 3 3 . 30 . 0 I 0 . 0 7.1 28 .6 18 .20 . 0 I 0 .0 1 .8 P . 9 5 . 4

I I 0 1 2 412.5 I 0 .0 12 .5 25 .0 50 .011.1 I 0 . 0 3 . 6 5 . 7 12.1

0 . 9 I 0 . 0 0 .9 1.8 3 . 6

9 7 28 35 33R.O 6 . 3 2 5 . J 31 .3 2 4 .5

* * * * INOUSTRY GROUP* * * * * * * * * * *

ROWTCTAL

3833.9

10fr.9

3833.4

1816.1

87.1

112100.0

CHI SQUARE 18.37830 WITH 16 CEGREES CF FREECCM SIGNIFICANCE ■ 0.3022

284

TABIE 106

FTCS5 INVENTORY CEPPRTS AT SPECIFIC INTERVALS * * * * * * * * * * * • BY PART416 INDUSTRY GROUP * * *

CCINT P.Ch PCT CCL PCT

PART416

APPLIANC AUTCPrTI CHEMICAL FCCD OTHERES VE

TCI PCT CTree ________ I. 2 . 3 . 4 . 5 .r 1 Ld 9 - • • • • • -

i. 0 l 2 0 2VERY UNIMPORTANT 0 . 0 20 . 0 4 0 . 0 0 . 0 4 0 .0

(i.C 14.3 7.1 0 .0 6 .10 . 0 0 .9 1.8 u .u 1 .8

2 . 0 0 1 0 CUNIMPORTANT 0 . 0 0 . 0 100.0 0 . 0 0 . 0

0 . 0 0 .0 3 . 6 C . l 0 . 00 . 0 0 . 0 C.5 0 .0 O.C

3. 1 1 1 2 4NEUTRAL CP INDIF 11.1 . 11.1 11.1 22 .2 44 .4

11 .1 14.3 3.6 5 .7 12 .1C.9 C.5 C.9 1 .8 3 .6

4 . 5 4 12 14 12IMPORTANT 10.6 8 . 5 2 5 .5 29.B 2 5 . 5

55 .6 57.1 4 2 .9 4 0 . 0 3 6 .44 . 5 3 .6 10.7 12 .5 10.7

5 . 3 I 12 19 15VEPY INPCPTANT 6 . 0 2 . 0 2 4 . 0 39 .0 30. C

33 .3 14.3 4 2 . 9 54 .3 4 5 .52 .7 0 .9 1C. t 17.3 13 .4

COLUMN 9 7 28 35 33TOTAL a.o 6 . 3 2 5 . C 3 1 .3 2 9 . 5

FCMTOTAL

S4.5

98.0

4742 .0

5044 .6

1121C0.0

CHI SQURE - 12.65735 WITH 16 OEGREES CF FREEDOM SIGNIFICANCE - 0.6547

TABIE 107

FCFl* * « * « y 4 FULFILLMENT OF SPECIAL DIRECTIONS « * BY * ♦ * * PARTA16 INDUSTRY GROUP

CCLNT RPV« PCT CCL PCT TOT PCT

FQF1

FAFT416

APPLIANC AUTCMCTI CHEMICAL ES VE

1.1 2 .1 3 .---------- — I - -------- -

VERY UNIMPORTANT

NEUTRAL CR IND1F

4 .IMPORTANT

5.VERY IMPCRTANT

CCLU’TNTCTAL

0 I 0C.O I c.o0 . 0 I C.OU.O I 0 . 0

■I*0 I 0

0 . 0 I 0 . 0C.C I 0 . 00 . 0 I 0 . 0

39 . 4

3 3 . 32 . 7

67 . 9

£ 6 . 75 .4

58.0

0O.-JC.O0.0

FCCD

1 4 .1I -------------- 1-I 2 II 103.7 II 5 . 7 II l .R I

CTFER

I5 0 . 0

3 .6C.5 I-

5 . 44 2 . 9

2 .7

I 18 .8 I 2 1 .4 I 5 .4

4 1 215 .3 I 2 7 .6

57.1 1 7 5 .03 . 6 I 18.8

7 286 . 3 2 5 . C

I 17 I 2 2 . 4 I 4 8 .6 I 15.2i

35 3 1 .3

0 0.0 0. c 0.0

■I-------------- 1-I 0 I1 O.-J II C.O II C.O I

150 .0

3 . 0 C. 5-I-

1 16 II 5 0 .0 II 45 . 7 II 14.3 I

•I-------------- 1-I I 1 1»I-

412.5 12. I

3 .6

28 36 .8 E4.8 25 . C

332 9 .5

RCWTCTAL

21.8

21.8

3228.6

766 7 .9

112100.0

CHI SQUARE 17.54720 WITH 12 DECRIES CF FREECCH SIGNIFICANCE « 0 .1 3 0 1

M00ON

TABUS 108

FQF2 ACCURATE PECCRD-KFEPINGI I I M M + * # 4 * 9 9 ♦ * ♦ * BY

t * PART416 INDUSTRY GROUP

CCLNT RCW PCT COL PCT TCT PCT

FQF2

PART416

APFUAKC AUTCMCTI ES V6

1.! 2.CFEKICAL fcco OTHER

VERY UNIMPORTANT

NEUTRAL OR IN01F

IMPORTANT

VERY IMPGRTANT

CCLUMNTCTAL

14.3

66. 7

2C.0 5 J . 0 25 .014.3 24.6

1C. 3 27 .6100.3 78.6 68.6

19 .6

ROWTCTAL

21.8

32 . 7

20 IT.9

8777.7

112100.0

CHI SCtARE « 16.36881 WITH 12 DEGREES CF FRFECCM SIGNIFICANCE » 0.1769

TABIE 109

FQF3 EMPLOYEE MANNERS AM) COURTESY BY P4RT416 INOUSIKY OKUUP

PART416CCVJNT

ROW PCTc a t pctTCI PCT

FQF31.

VERY UNIPPCRTANT

UNIMPORTANT

3.NEUTRAL CR 1NCIF

4 .important

VERY IMPORTANT

CCLU'fNTOTAL

IAPPLIANC a u t c p u t i CMEPICAL FCCC CTFER FGHIE S VE TCTALI 1 . 2 . 3 . 4 • 5 . 1

i a I 1 1 C I 3I 9 . 0 3 3 . 3 3 3 . 3 3 3 . 3 0 . 0 I 2 . 7I 0 . 9 1 4 . 3 3 . 6 2 . 5 C . C II 0 . 0 0 . 9 C . 4 C . 9 0 . 0 I

I 0 C a 0 1 I 1I 0 . 0 u . o 0 . 0 0 . 0 l O u . O I 0 . 51 c . c C. O C.O u . U 3 . 3 I1 c . c 0 . 0 C. O U.O 0 . 5 I

1 0 0 2 4 7 I 13I 0 . 0 0 . 0 1 5 . 4 2 0 . 0 5 3 . 6 I 1 1 . 6I 0 . J C. O 7 . 1 1 1 . 4 2 1 . 2 I1 o . c 0 . 0 1 . 8 3 . 6 6 . 2 I

1 4 5 11 IT 1 2 1 4 9I 8 . 2 1 0 . 2 2 2 . 4 34 .7 2 4 . 5 I 4 3 . 8I 4 4 . 4 1 1 . 4 3 9 . 3 4 8 . 6 3 6 . 4 II 3 . 6 4 . 5 5 . 8 1 5 . 2 1 0 . 7 1

1 5 i 14 13 13 1 4 6I 1 0 . 9 2 . 2 3 C . 4 2 8 . 3 2 8 . 3 I 4 1 . 1I 5 5 . 6 14 . 3 5 0 . 0 3 7 . 1 3 9 . 4 - II 4 . 5 0 . 9 1 2 . 5 1 1 . 6 1 1 . 6 I

5 7 2 8 35 3 3 1 1 28 . 0 £ . 3 2 5 . C 3 1 . 3 2 9 . 5 1 C 0 . 0

CHI SQUARE 16.42C56 UITH 16 CEGREES CF FREECCP SIGMFICANCE - 0.4249

288

TABIE 110

FCF4 CN TIME SHIPMENTS BY PART416 INDUSTRY GROUP

CCliNT POW PCT COL PCT TCT PCT

FQF41.

VERY UNIMPORTANT

3.NEUTRAL OR 1NDIF

IMPORTANT

5.VERY IMPOPTANT

COLUMNTCTAL

FAFT416

APFLIANCES

I . I

AUIC'CTI CHEMICAL FCCO Vc

2.CTHER

1-0 IC.O IU.O I0.0 1 1-

0 Io . o I0 . 0 I0 . 0 I 1-

150.014.3

G.9

.1 3■I-----------I 0 I C.C I 0 .0 I C.O

■I-----------0

0.00.00.0

I 11 100.0 I 3.6I 0 .9

■I------------1 I

3 .6 I I I . 1 I

C.S I

27.1

23 .61 .3

fl9.98 8 .9

7 .1

44 . 9

57.13 . 6

98.0

76 . 3

I 8i ze.6I 2 8 .6 I 7 .1

■I-----------I 19I 23 .5 I 6 7 .9 I 17 .0

■I------------2fl

25 .0

1:0.'J2 .9C.9

00.0C.O0.0

103 5. 723 .6

8 . 9

242 9 .668.6 2 1 .4

3531. 3

5 .

0o.c0.0O.Q

00.0O.C0.0

72 5 .0 21. 2 6 . 3

263 2 .1 78 .82 3 .2

3329 .5

ROMTCTAL

. 2 1.8

10 . 9

2825 .0

8172.3

1121C0.0

CHI SQUARE • 12.74156 WITH 12 DEGREES CF FREECCN SIGNIFICANCE * 0.3881

TABIE 1H

FCF5 LOSS ANO CAMAGE EXPERIENCE BY PART416 INDUSTRY GROUP

PART416CCUNT I

ROM PCT 1APPLIANC AUIOPCTI CHEMICAL FCCu CTHER ROMCOL PCT IES VE TCTALTCT PCT I I . I 2 .1 3 .1 4 .1 S . I

FQF5 -------------- 1--------------- 1--------------- 1-------------- 1--------------1-------------- 11 . I 0 1 I I C l I I C l 2

VERY UNIMPORTANT 1 0 . 0 1 50 .0 1 C.C I 5 0 .0 I 0 . 0 I 1 .6I 0 . 0 I 14.3 1 C.O I 2 . 9 I 0 . 0 II 0 . 0 I 0 . 9 I C.O 1 0 . 9 I C.C I

- I ---------------1--------------- 1-------------- 1--------------1-------------- 13 . I 0 1 1 ! 3 1 2 1 3 1 9

NEUTRAL CP INOIF I 0 . 0 I 11.1 I 3 3 . 3 I 2 2 .2 I 33.3 I 6 .01 C.O I 14.3 I 10.7 I 5 .7 I 9 . 1 I1 0 . 0 I 0 . 9 I 2 . 7 I 1 .6 I 2 . 7 I

- I -------------- 1--------------- 1-------------- 1--------------1-------------- 14 . I 3 1 I I 7 1 16 I 15 I 42

IMPORTANT I 7 .1 I 2 .4 I 16 .7 I 36.1 I 35 .7 I 3 7 .5I 3 3 . 3 I 14.3 I 2 5 . 0 I 4 5 .7 1 4 5 .5 1I 2 .7 I 0 . 9 I 6 . 3 I 14.3 I 13 .4 I

- I --------------1--------------- 1---------------I--------------1-------------- 15 . I 6 1 4 1 IE I 16 1 15 I 59

VERY IMPORTANT I 10.2 I 6 . 6 t 3S .5 I 27.1 I 25 . 4 I 52 .7I 6 6 . 7 I 57 .1 I 6 4 . 3 I 4 5 .7 I 4 5 .5 II 5 . 4 I 3 . 6 1 16.1 I 14.3 I 13.4 I

- I -------------- 1--------------- 1---------------I------------- 1-------------- 1COLUMN 9 7 28 35 33 112

TOTAL 8 . 0 6 . 3 2 5 . C 31 . 3 2 9 . 5 1C0.0

CHI SCUARE • 14.32C64 WITH 12 DEGREES CF FREEDOM SIGNIFICANCE - 0 .2 8 0 7

N>voO

TABIE 112

f QF6 SHIPPING ANC RECEIVING ACCURACY# * # # * * * » » t • i k « M « « M 1 > M I

BY PART416 ♦ * » ♦ » * » * * + * INDUSTRY GROUP> * * • * * * • « « * *

F7RT416CCUNT

FCW PCT COL PCT TCT PCT

1.VERY UNIMPORTANT

FQF6

3 .NEUTRAL GR IN'JIF

IMPORTANT

5.VERY INPCRTANT

COLUMNTOTAL

CHEMICAL FCCCAPPLIANC ALTCMOTI

50. 014.3

5 0 . U

i a iI 3 3 .3 II 2 8 . 6 II 7 .1 T

22.68 8. 9 €5 .7 6 7 . 9

2 5 .0

OTHER

5.

FOWTOTAL

1 C I 250. 3 0 . 0 I 1 .8

2 . 9 O.C I0 . 9 0 . 0 I

•1 1 1 20 . ) 5 0 . 0 I 1 .80. 0 3 . 0 I0 .0 0 . 5 I

10 £ I 2441 .7 2 0 .8 . I 2 1 . 42 8 .6 15.2 I

8 .9 4 . 5 I

24 27 I 8423.6 3 2 .1 I 75 .069 .6 8 1 . 8 I21 .4 2 4 . 1 I

35 33 1122 1 .3 2 9 .5 1C0.0

CHI SCUARE - 16.27734 WITH 12 DEGRECS CF FREECCM SIGNIFICANCE 0.2833

TABLE 113

F0F7 CHUt-A RESPONSE TI ME BY PART416 INDUSTRY GROUP

PART416CCUNT I

RCW PCT COL PCT TCT PCTIC7 ........

APFL1ANCES

1.1

AUTCMCTI VE

2 .

CHEMICAL

3.

FCCC

4 .

CITHER

S.

ROWTCTAL

1.VERY UNIMPORTANT

C0 . 0 I C.C 1 0 . 0 I

19.1

14.30 .9

32 7 .313.7

2 .7

54 5 .514.3

4 .5

218.26.11 .8

119 . 8

3 .NEUTRAL OR INDIF

J I C.C I 0 . 0 I C.3 I

00 . 00 . 00 . 0

266 .7

7 .11 .8

00 .00 . 0C.O

133 .3

3 . 0C.5

32 . 7

4 .INFCRTANT

1 I 4 . 3 I

11.1 I 0 . 9 I

14 . 3

14.30 .9

521 .717.9

4 . 5

a34.322 .9

7.1

334. E 24 .2

7 .1

2320.5

5.VCRY IMPORTANT

e i13.7 I 8 8 . 9 I

7 .1 I

56 .7

71 .44 . 5

18 2 4 . C 6 4 .3 16.1

2229 .362 .915.6

222 9. 36 6 . 719 .6

756 7. 0

CCLUMNTCTAL

98 .0

76 . 3

P.H2 5 . 3

3531. 3

332 9 . 5

1121C0.0

CHI SQUARE » 7.41718 WITH 12 OEGAFES CP fREECCN SIGNIFICANCE > 0.8289

TABLE 114

Ft.Rl * * * * < AMLNu i t s CUSTOMERS* « » *9 « # » » * * * « 4 * * * * * * l)V PART416 INDUSTRY GROUP* * * * ♦ ♦ * * * * * * # * * * * * »

cclntPCW PCT CCL PCT TCT PCT

FAPT416

APPLIANC 'ALTCKCTI ES VF

FWRiI .

VERY UNIMPORTANT

UNIMPORTANT

3.NELTRAL OR INDIF

4.IMPORTANT

5.VERY IMPORTANT

COLUMNTOTAL

CHEMICAL FCCB CTFER

I 1.1 2 .1 3 . 4 . I 5 .

I 0 I 0 I 1 2 I 0I c . c I C.C I 3 3 . 3 66 .7 I 0 . 0I 0 . 0 I C.O I 3 . 6 5 .7 I 0 . 0I C.O I C.O I 0 .9 1 .3 1 o . c

I 0 I 0 I 3 I I 0I C.O I C.O I 75 .0 2 5 .3 I 0 . 0I 0 . 0 I 0 . 0 I 1C.7 2 . 4 I 0 . 0I 0 . 0 I

I

0 . 0 I 2 .7 0 . 9 I 0 . 0

I 0 3 I 3 2 I 4I 0 . 0 I 2 5 . 0 I 2 5 . 0 16.7 I 3 3 . 3I 0 . c 1 4 2 .9 I 10. 7 5 .7 1 12.11 0 . 0 I 2 . 7 I 2 . 7 1.8 I 3 .6

I 2 I 1 I 8 14 I 14I 5 .1 I 2 . 6 I 2u .5 35 .9 I 35 .51 22 .2 I 14 .3 1 28 .6 4-3.0 1 4 2 .4I 1 .8 I

a T.0 . 9 I 7.1 12.5 I 12.5

I 71*I 3 I 13 16 I 15

I 13.0 I 5 . 6 I 24 .1 2 9 . 6 I 27 .8I 77.8 I 4 2 . 9 I 46 .4 4 5 .7 I 4 5 . 5 ’I 6 . 3 I 2 . 7 I 11.6 14 .3 I 13.4

48 . 0

- I -7

4 . 328

2 5 . 035

31.333

2 5 .5

ROMTCTAL

32 . 7

43 .6

1210.7

3934 .8

5448.2

1121CO.O

CHI SCUARE 21.11047 WITH 16 DEGREES CF FSFECCM SIGNIFICANCE ■ 0.1721

N>NOVJ

TABLE 115

* * Ft»R2 * # * * * * ♦ *

COUNT FCK PCT COL PCT TCT PCTFMR2

1.VERY UMMPORT4NT

UNIMPORTANT

3.NEUTRAL OR I N U I F

IHPCRTANT

5 .VERY IMPORTANT

COLUMNTCTAL

ITS COMPETITORS BY P4RT416t t * m k * * # « * » . « * » * * * « v * * * • « * *

PART416

IAPFLIANC AUTCMJTI CHEMICAL F c c n OTHER ROWIES VE TCTALI 1 . 2. 3 . 4 . c .1

I I 1 2 3 3 I 10I U ' . O 10.0 9 n « 3 0 . 0 3 0 . 0 1 8 . 4I 1 1 . 1 1 4 . 3 7 . 1 8.6 5 . 1 I1 0 . 5 0 . 5 1.8 2 . 7 2 . 7 I

I 9 0 2 3 1 I 6i c . a 0.0 3 3 . 3 5 0 . 0 1 6 . 7 1 5 . 41 0 . 0 0.0 7 . 1 8.6 3 . 0 I1 0 . 0 0 . 9 1.8 2 . 7 0 . 9 I

I 6 1 11 13 5 I 4 01 1 5 . C 2 . 5 2 7 . 5 3 2 . 5 2 2 . 5 I 3 5 . 71 * 6 . 7 1 4 . 3 3 5 . 3 3 7 . 1 2 7 . 3 II 5 . 4 0 . 9 5. 6 11.6 8.0 I

I 0 4 10 8 16 I 3 8I C . 0 1C . 5 2 6 . 3 21.1 4 2 . 1 I 3 3 . 9I 0 . 0 5 7 . 1 3 5 . 7 2 2 . 9 4 8 . 5 II C.O 3 . 6 8 . 9 7 . 1 1 4 . 3 1I 2 1 3 8 4 I 181 1 1 . 1 5 . 6 1 6 . 7 4 4. 4 22.2 I 1 6 . 11 2 2 . 2 1 4 . 3 1 0 . 7 2 2 . 9 12.1 11 1 . 8 0 . 9 2 . 7 7 . 1 3 . 6 II — ~ — — — — — . . . . . . . . ----------------- - I9

8.07

6 . 328

2 5 .035

31 .333

29 .5

INDUSTRY GROUP* * « * « * « *

112100.0

CHI SCURE » 16.07CC2 WITH 16 DEGREES OF FREECCM SIGNIFICANCE * 0.9481

TABI£ 116

FW13 6*H N3 YOLR COSTCMcTS BY PAP.T416 INDUSTRY GROUP

PArtT*UCCUNT I

FOh PCT AFPLIAKC ALTCMCTI CHEMICAL FCCC CTHEP ROWCOL PCT ES VE TCTALTOT PCT 1.1 2. 1 3 . 4 . 5.1

FWP3 -------------- -----— — -I I --------------1 . 0 I 1 I 1 0 2 I 4

VERY UNIMPORTANT 0 . 0 I 25 .0 I 2 5 . 0 0 .0 50 . C 1 3 . 6o . c I 14.3 I 3 .6 C.O 6 . 1 I0 . 0 I C.9 I C.9 0 . 0 I . £ I

? . 0 I 0 I 2 I C I 3UMFFCRTANT 0 . 0 I 0 . 0 I 6 6 .7 33 .3 O.C I 2 . 7

0 . 0 I 0 . 0 I 7.1 2 . 0 C.O I0 . 0 I C.O I 1 .6 C.9 C.C I

3 . c I 0 I 2 2 j 1 4NELTRAL CR INOIF 0 . 0 I 0 . 0 I 5 0 . 0 50 .0 O.C I 3 .6

0 . 0 I C.O I 7.1 5.7 0 . 0 IC.O I

-II

0 . 0 1 1 .8 1.8 C.C I

4 . 3 0 I e 10 9 I 29IMFCRTANT 10 .3 1 0 . 0 I 27 .6 34 .5 2 7 .6 I 25 .9

3 3 .3 I 0 . 0 I 28 .6 2d .6 2 4 . 2 I2 .7 I C.O I 7.1 8 .9 7 .1 I

5. 6 I 6 I 15 22 23 I 72VEPY IKFCRTANT 8.3 1 8 . 3 I 2 0 .8 30 .6 3 1 . S I 64 .3

6 6 .7 I e s . 7 1 5 3 . 6 6 2 .9 6 9 . 7 I5 .4 I 5 .4 I 13.4 19.6 2 0 . 5 I

CClliMfl 9 7 28 35 32 112TCTAL 8 .0 6 . 3 2 5 . 0 31 .3 2 9 .5 1C0.0

CHI SCUARE ■ 14.37151 WITH It OEGREES CF FAEECCH SIGNIFICANCE ■ 0.5706

FVR4 APING CCMPCN CARRIERS

TABLE 117

BY PART416 INDUSTRY GROUP

PAM416CCLNT

PH* PCT COL PCT TCT PCT

FWR4 I.VEPY UNIMPORTANT

LMPPOKTANT2.

3.NEURAL CK INDIF

IHFCRTANTA.

5.VERY tPFCRTANT

COLUMNTCTAL

1APPIIANC AUTCPCTI I ES VE I 1.1 2 .I--------------1--------------1 0 1 2 I O.C I 19.2 I 0 . 0 1 2 8 . A I 0 . 0 I 1 .8

CHEMICAL

3 .

327 .310.7

2 .7

FCCU

4.

327 .3

E.62.7

CTHER

5.

a2 7 .3

5 .12 .7

RCWTCTAL

119 . 8

I 0 1 0 2 3 I 6I 0 . 0 I C.O I 0 . 0 I 0 . 0 I 0 . 0 I 0 . 0

33 .37.11.8

50 .0 e .62 .7

16 .73.CC.5

5 .4

I 7 1 0 7 9 5 28I 2 5 .0 1 0 . 0 1 77 .0 I C.C I 6 . 3 I 0 . 0

2 5 .025 . 0

6 .3

32.125 .7

6 . 0

17.515 .2

4 . 5

2 5 .0

I 1 1 5 11 17 16 501 2 . 0 I 10.0 I 11 .1 I 71 .4 I 0 . 9 I 4 .5

2 2 . 039 .3

9 . 8

34 . 0 46 .6 15.2

3 2 .04 8 . 514.3

44 .6

1 1 1 U 5 3 8 17I 5 . 9 t 0 . 0 I 11.1 I 0 . 0 I C.9 I 0 . 0

29 .417 .9

4 . 5

17.68 . 6 2. 7

47 .124 .2

7 . 1

15.2

9 7 28 35 33 1128 . 0 6 . 3 2 5 . C 21.3 2 9 . 5 1C0.0

CHI SQUARE * 26.47052 WITH It DEGREES CF FREECCH SIGNIFICANCE * 0.0478

TABUS 118

FNR5 ♦ * * ♦ * * * * *

CCLNT ROM PCT CCL PCT TOT PCT

FWR5

VERY UNIMPCRTANT

UNIMPORTANT2.

3 .NFLTRAL OR INUIF

A.IMPORTANT

S.VERT IMPORTANT

COLUMNTOTAL

DANKS BY PART416* * * * » * • m * * * • » * * * * * ♦ * *

PART416f1I APPLt ANC ALTCMOTI CHEMICAL FCCO CTHER FCWIBS VE TCTALI 1. 2 .1 3 . I 4 . 6 .1

I 9 2 I 4 I 6 3 I 15I O.C 13.3 I 26 .7 I 40 .0 20 . C I 1 3 .4I 0 . 9 23 .6 I 14.3 ! 17.1 5 .1 II 0 . 0 1— — ———

1.3 I 3 .6 I 5 .4 2 . 7 1

I 0 0 I 2 I 1 3 I 6I 0 . 0 C.O I 3 3 . 3 1 16 .7 5 0 . 0 I 5 . 4I 0 .0 U.O I 7 .1 I 2 .9 5 . 1 II 0 .0 0 .0 I 1.8 I 0 .9 2 . 7 IJI 3 1 I 8 I 10 7 I 29I 1C. 3 3 .4 I 27 .6 t 34 .5 2 4 . 1 I 25 .9I 3 3 .2 14.3 I 28 .6 I 29 . 4 2 1 . 2 I1 2. 7 C.9 I 7 .1 I 9 .9 6 . 3 11I 3 2 I 10 I 14 14 I 43I 7.C 4 . 7 I 2 3 .3 I 3 2 .» 3 2 .6 I 38 .4I 3 3 .3 2 8 .6 I 35 .7 I 4 1.0 4 2 .4 II 2 .7 1 .8 I 9 .9 I 12.5 12.5 I

I 3 2 I 4 I 4 6 1 19I 15.8 10.5 I 21 .1 I 2 1 .1 3 1 . 6 .1 17.0I 33 .2 <8.6 I 14 .3 I 11.4 18 .2 II 2 .7 1 .8 I 3 .6 I 3 . 6 5 . 4 I

9 7 28 35 33 1128 .0 6 . 3 2 5 . 0 31 .3 2 9 .5 1CO.O

INDUSTRY GROUP* • * * « « * * • * * * *

CHI SCUARE 9.75943 NITH 16 CcGRCES OF FREECCH SIGNIFICANCE ■ 0.8789

N>vO-<1

TABIE 119

FWR6 CREDIT RATING• » * * * * * * « « * * * » * BY P4RT416 INDUSTRY GROUP* * * * * * * * * « • * * * * * « * * * • <

PART416CCUNT

PCI* PCT COL PCT TCT PCT

1 •VERY UMMFUPTANT

FWR6

2.IMPORTANT

RELTRAL OR INDI F

IHPCRTART

5.VERY INPCP.TANT

COLUMNTCTAL

CFEPICAL fCCD

■I-0

0.00.00.0

00.00.0C.O

I I I 2 5 .0 I 3 .6 I C.O

14.8

a . i c.s

I I I 4 .6 I 14.3 I C.O

- I -----------3

7.033 .3

2 .7

515.65 5 .6

4 . 5

98.0

I 1I 2 .3 1 14.3I 0 . 5

■I-----------I 3I 5 .4 I 4 2 . 9 I 2 . 7■ I-----

76 . 3

I 5I 23 .8 I 17.9 I 4 .5

■I-----------I III 25 .6 I 35 .3 I R.8

■I------------I 8I 2 5 . 0 I 2 8 . 6 I 7.1

•I ------------282 5 . 3

1! 5 .3

2 . 9 C.9

338.1 22 . 9

7.1

1432.640.012.5

721 .920.0

6.3

3531.3

CTFERAPPllANC AUTCCU

16.7 2 5 .0 4 1 .7 16. 728.b It.3

250. C 6.1 1.8

628 .618 .2

5 .4

1432 .64 2 .412 .5

523. 12 7 .3

8.0

332 9 . 5

FCUTCTAL

1210.7

43 .6

2118.8

433 8 .4

3228 .6

112100.0

CHI SOLARE 11.01399 WITH 16 CEGREES CF FREECCM SIGNIFICANCE 0.8086

N>vO00

table: 120FWR7 WITH IPADE ASS>'C I AT ICNS

4 •BY PART416 INDUSTRY GROUP

CCU IT FCV. PCT CCL PCT TGT PCT

FWR71.

VERY UNIMPORTANT

2.UNIMPORTANT

NEUTRAL OR IMJIF

IMFCPTANT4 .

S.VERY IMPORTANT

COLUMNTOTAL

FARI416

APPLIANC ES

1.AUCMOTIVE

1 2.CHEMICAL FCCC

3. 1 4.

CTt-eP

I 0 1 2 I C.O 1 E.3 I 0 . 0 I i e . 6 I U.O I l . B

ft I 25 .0 1 21 .4 I

5 .4 I

104 1 .723 .6

d . 9

ft2 5 .018 .2

5 .4

2421.4

I I I 0 3 I 2 2 8I 12 .5 I 0 . 0 I 11.1 I 0 . 0 I 0 . 9 I 0 . 0

3 7 . 5 I 1C.7 I 2 . 7 I

25.1)5 .71.8

25 .06 . 11 .8

7 .1

I 5 1 1 I? I 13 7 39I 12.8 I 2 . b 1 55 . 1 I 14.3 I 4 . 5 I 0 . 9

3 3 . 3 146 .4 I 11 .6 I

33 .3 37.1 11. 6

17.521 .2

6 . 3

24 .8

I 1 1 4 5 I 9 14 32I 3 .1 I 12.5 I 11.1 I 57 .1 I 0 . 9 I 2 .6

15 .6 1 17 .9 I

4 . 5 I

25.02 2 .9

7 .1

43 . e42 .412.5

2 8 .6

I 2 1 0 1 I 2 4 9I 2 2 . 2 I 0 . 0 I 2 2 . 2 I 0 . 0 1 1 .3 I 0 . 0

11 .1 I3 . 6 I 0 . 9 I

22 .25 .71.8

4 4 . 412.1

3 . 6

8 . 0

9 7 28 3$ 33 1128 . 0 6 .3 2 5 . 0 31 .3 2 9 . 5 100.0

5.

FCWTOTAL

CHI SQUARE 20.42801 WITH 16 DEGREES CF FREECCK SIGNIFICANCE - 0.2016

tv)VOVO

TABIE 121

G1 SPEED OF RESPONSE BV PAPTA16 INDUSTRY GROUP« » « » * * * * * * * * » * * * * •

COUNT PCk PCT CCL PCT TCT PCT

PARTA16

tPFLIANCES

1.G1

VFRY UN1PPGRTANT

UNIMPORTANT

NEUTRAL CR INUIF

A.1NPCRTANT 5. 1 5.1

2 2 .2 28 .61. 6 1 .8

5 . 7 5VERY IMPORTANT 12.3 8 .8

77 .8 7 1 . A6 .3 A.5

COLUMN 9 7TOTAL 8 . 0 6 .3

0a.oo.cc.oo

c.o0 . Jr* a U « V

0u.O 0.0 C. G

AUTCMCTIVE

2.CFEHCAL FCCO

00.00.00.0

I25 .03.6O.o

c0.00.0c.o

0c . o0.0c.o

I I I 5 0 . 0 1 3 .6I C.5

•I-----------I I I I

■ I -

I10. c

3.60 . 5

I 6 I 1 5 . A I 2 1 . A I 5 . A

15 33 .3 67 . S17.0

2825 .0

30. J 0.0 0. J

1io.a 2.9 C.5

■»

AO. J 1 1 . A

3.6

15 38 .5 A 2.9 13 .A

1526.3 A2.9 1 3 . A

3531 .3

37 5 . C 5 . 1 2 . 7

OTHER

, I■ I — -I I I I-I- I I I I

■I-----------I 5 I 50 . C 1 15.2I A . 5

• I -----------

CC.C0.00.0

I 1A I 35 .5 1 A2.A I 12.5

1119.333 .3

5 . 8

332 9. 5

ROWTCTAL

A3 . 6

21 . 6

108.9

353A.8

5753 .9

1121G0.0

CHI SCLARE 19.25A1A kITB 16 DEGREES OF FREECCM SIGNIFICANCE - 0.2557

300

TABUE 122

G2 S f i l T1M£ COMPUTER 17EC IUMl NT CRY SYS 1FM 8Y PART 416a * * * * * * * * * * * * * * • • * « * * * * * * * * * • * * * * * • *

P4RT416CCUNT

PCh PCT APPLIANC AUTCMCTI CHEMICAL FCCU CTHER ROWCCL PCT ES Vt TCTALTOT PCT 1. 2. 1 3 . 4. 5.1

n» . . . . . .1 . 1 1 I 4 5 a I 19

VERY UNIMPORTANT 5.3 5 .3 I 21 .1 26.3 42 .1 I 1 7 .011. I 16. 3 I 14.3 14.3 2 4 .2 I

0 .9 0 .5 I 3 .6 4 .5 7 . 1 I

2 . 2 0 I 3 4 3 I 12UNIMPORTANT 16.7 0 . 0 1 2 5 .0 3 3 .3 2 5 . 0 I 1 0 .7

2 2 .2 0 . 0 I 10.7 11.4 9 . 1 I1.8 C.O I 2 .7 3 .6 2 . 7 I

3 . 3 2 I 10 13 11 I 39NEUTRAL CR INOIF 7.7 5.1 I 2 5 .6 33 .3 28 .2 I 34 .8

3 3 . 3 2 e . 6 I 3 5 .7 37 .1 33 .3 I2 .7 1 .8 I 0 .9 U . o 9 . 8 1

6 . 2 4 I 9 3 10 I 33IMPORTANT 6.1 12.1 I 27 .3 24.2 30 .3 I 29 .5

22 .2 57 .1 I 32 .1 22 .9 30 .3 I1.8 3 .6 I H.C 7.1 8 . 4 I

5 . 1 0 1 2 5 1 I 9VERY IPFCRTANT 11.1 C.O I 2 2 . 2 55 . 6 11. 1 I 8 .0

11.1 0 .0 I 7.1 14.3 3 . 0 I0 . 9 0 . 0 I 1 .8 4 .5 0 . 9 I

COLUMN 9 7 28 35 33 112TOTAL 8 . 0 6 .3 25 . G 31. 3 29 . 5 1 C 0 .0

INDUSTRY CROUP ' * * * « * * * * » • • *

CHI SQUARE 9.63570 WITH 16 DEGREES CF FREECCM SIGNIFICANCE 0.8869

O

I

TABUS 123

G3* » « • « * C4ILY STATUS hEPQRT PV TELEPRINTER4 * * * . BY P4RT416 INDUSTRY GROUP4 * * * » * • « • * « * * * • * • » * •

CCUNT FCh PCT COL PCT TOT PCT

G3

VERY UNIMPORTANT

UNIMPORTANT

3 .NEUTRAL OR INDIF

IMPORTANT

VERY IMPORTANT

CGLUMNTCTAL

PAPT416

APPLIANCES

1.I

3 .7U.IC.9

AUTCMCTIVS

2.2

7. A 2a. 6

i . n

chemical fccc CTEER

3.1 ■I -

5 I 10 .5 I 17 .9 I A .5 I

1-

10 3 7 . ) 23.6

8 .9

210.922.2

1 .8

310.333 .3

2 . 7

16 . 7

11.10 . 9

29 . 122.2

1 .8

98.0

0C.OC.30.0

310.34 2 .9

2 .7

0C.OC.O0.02

9 . 128.61.8

76.3

52 6 .3 17.9A . 5

A13 .H14.3

3 .6

7A6.72 5 .0

6 . 3

73 1 .82 5 .0

6 . 3

2825.0

526.319.3 A.5

931.0 25 . 7 8.0

A26 .7 11.A

3.6

731 .8 20.)

6 .3

3531.3

5.9

33 .327 .3 R.O

736 .821.2

6 . 3

1C 3-*.5 3 0 . 3 8.9

320. C

9 . 1 2 .7

t13.21 2 . 1

3.6

332 9 . 5

PCWTCTAL

272A.1

1917.0

2925.9

15 13. A

2219.6

1121C0.0

CHS SQUARE * 12.11304 WITH 16 DEGREES CF FFEEOCM SIGNIFICANCE 0.7362

30

2

TABIE 124

G4* * * •

CPDERS TEU PHHNEO CIRFCTLY TC HAKEmCUSE BY PART416 INDUSTRY GROUP* * * * * * * * * * * * * * * * * *

CCliHT RCW PCT CCL PCT TCT PCT

PART* 16APPLIANC ES

1.G4 I.

VERY UMPPGRTANT

UNIMPORTANT

3.NEUTRAL CR INDIF

4.IMPORTANT

5»VERY IMPORTANT

CCLUMNTCTAL

36 . 3

33 . 3 2 .7

I11. I 11.I

C.<»

27.7

22.21.3

210.522.2

1 .8

I7.1

1 1 . 10.99

a.c

AUTCMQTI VE

2.CHEMICAL FCCn OTHER

36.8

*2 .92 .7

2<2.22E.6i.e

I■ I - I I I 1■I-------I 1I 11.1 I 3 .6I 0.9

153 * . l53 .613.9

27 .7

2 8 .61.3

62 2 . 121 .4

5.4

0C.O0.00.0

00.0c.o0.0

76 .3

■I-----------I 2I 10.5 I 7 .1 I 1.8

■I-----------I I I I■I-

42 8. 614.3

3 .6

2825 .0

4.1 I-13 I

29 .5 37.111 .6

2 I 22 .2 I

5 . 7 I 1 .3 I

1-9 I

I I I

2'i.625.78.0

526.314.3 4 .5

64 2 . 917.1

5 . 4

3531.3

10 22.7 30.2 6. S

333.2

9 . 12.7

726 .521.2

6 . 3

10 52.6 30. 2

6 . 5

2 1 . 4 9 . 1 2 . 7

332 9. 5

ROWTCTAL

4425 .3

98.0

2623 .2

1517.0

1412.5

1121C0.0

CHI SQUARE 15.71765 MITH 16 DEGREES OE FREEDOM SIGNIFICANCE 0.4728

VjOoVjJ

TABUS 125

G5 CODERS TRANSMITTED BY MAII * * * * * * * * BY * * PART416 INDUSTRY GROUP* * * * * * * * * * * * * * * * »

CCUNT ROM PCT COL PCT TCT PCT

G5

part416APPLIANCES I.I 1

1. I 1 I 3 13 12 I 1C 39VERY UNIMPORTANT I 2 .6 1 7 .7 33 .3 30 . 3 I 2 5 . 6 34 .8

11.1 I 4 2 .9 4 6 .4 34.3 I 3 3 .30 . 9 1 2 . 7 11 .6 10.7 I a . 5

URIPFCRTANT

3 .NEUTRAL CR IMJ1F

IMPORTANT

VERY IMPORTANT

CCIUMNTOTAL

ALTC«CTIVE

2.CHEMICAL FCCC CTFER

111.1 11.1

0 .9

15. 0

1 1 . 1C.9

■I------------I 1 1 1 1 . 1 T 14.3 I C.9

- I -----------I I

15 .0

I 14.3 1 C.9

413.34 4 .4

3 .6

■I------------I 2I 6 . 7 1 2 6 .6 I 1 .8

21 4 . 322.2

1 . 8

■I------------I 0 1 C.O I o . u I c . o .

-I-9R.O 7

6 . 3

3 3 . 3IC.7

2 . 7

63 0 .02 1 . 45.4

26 . 7 7 .11 . 8

423 .614 .3

3 . 6

282 5 .0

4 . 1 --1-

1-1 1

11.1 I2 . 4 I C.4 I 1-

6 I 3 0 .0 I t r . i I

5 . 4 I

3531 .3

333.29.1

2 . 7

630.013.2

5 .4 1-

11 1 36 .7 I 3 1 .4 I

4 .8 I

11 36. 7 33 .3

9 . 3 1-

5 I 3 5 .7 I 14.3 I 4 .5 1

32 1 .4

9 . 12 . 7

■I*3 3

2 9 . 5

FOWTCTAL

98 .0

2017.9

3026. 6

141 2 . 5

1121 C 0 . 0

CHI scuare 13.18616 WITH 16 DEGREES CF FREECCH SIGNIFICANCE * 0.6591

o•S’

TABUS 126

G6* * * ♦ *

MONTHLY STAT'JS PtPLPTS IV MAIL BY PART416* * « * * » * » * « *

INDUSTRY GROUP, * * * * * * *

PART416CCLNT

RCW PCT COL PCT TOT PCT

G6

VERY UNIMPORTANT

UNIMPORTANT2.

3.NELTRAL CR INOIF

4.IMPORTANT

VERY IMPOPTANT

COLUMNTCTAL

CHEMICAL FCCC

3.

CTFER

4 .

0 . 0 0 . 0 0 . J

2 0 .0 3 . C 0 . 5

4 . 5

0 5 1250.0 41 .7 10.71 7.1 15 .2

5 .4 4 . 5

11 13 4226.2 31 .0 37 .531 .4 3 9 .4

9 . 3 1 1 .6

14 12 4332.6 2 7 . 5 38.44 0 . 0 3 6 . 412.5 1C. 7

35 33 11231.3 2 5 . 5 1CO.O

PCWTCTAL

108 . 9

CHI SQUARE ■ 18.30259 WITH 16 DEGREES CF FREE CCM SIGNIFICANCE • 0.3237

TABLE 127

67 ACCURACY CF REPORTS* * ♦ * • * * » • • # » * * * * * » * * * * ♦ « * BY PART616 INDUSTRY GROUP* * * * » * * « • » » * * * « * * * • * • * * *

CCLNT ROh PCT CCL PCT TCT PCT

PART616

APPLIANC AUTOR1TI CHEMICAL FCCD ES VE

67

VERY UNIMPORTANT

3.NEUTRAL OR INDIF

IMPORTANT

5.VERY IMPORTANT

CCLUMNTCTAL

CTHER

C0.00.00.0

1.1 ■ I- 1 I I II-

0G.O0.0c . o

0 I 00 . 0 I c . oO.U I 0 . 00 . 0 I O.ll

6 6 .7 es.T

ROWTCTAL

3.1 6 .1 5.1

2 t 0 I 2 1 65 0 . 0 I 0. .) I 5 0 . 0 I 3 . 6

7 . 1 I 0 . 0 I 6 . 1 I1 .8 I C.O I 1 .8 I

0 I 1 I 1 I 2C.C I 50 .0 I 5 0 .0 I 1 .8C.O 1 2 .9 I 3 . C I0 . 0 I 0 .9 I 0 . 5 I

7 I 13 I 7 I 312 ? . 6 I 6 1 . 9 I 2 2 . 6 I 2 7 . 72 5 . 0 I 37.1 I 21 .2 I

6 . 3 I 11 .6 I 6 . 2 1

19 I 21 I 23 I 752 5 . 3 I 2 3 .0 I 30 .7 I 67 .06 7 . 6 I 6 0 .0 I 6 5 .7 I17 .0 1 15.8 I 2 0 .5 1

28 35 33 1122 5 . 0 31 .3 2 9 . 5 1C0.0

CHI SCLARE 7.61355 WITH 12 OEGREES CF FREECCM SIGNIFICANCE * 0 .8 1 6 6

LjOoo\

TABIE 128

G9 DETAIL OP RESPONSE BY PART416 INDUSTRY GROUP* * « * * » « » * * * * * » *

P A R T 4 1 6

G8

CCUNT PC* PCT COL PCT TOT PCT

1.VERY UNIMPORTANT

KELTRAL CR INOIF

4.IMPORTANT

S.VEPY IMPORT ANT

COLUMNTOTAL

CHEMICAL CTFERAPPLiANC AUTCMOT1

14.3 10. 7

14.3 11.4

I 12 I 3 0 . 6 1 36 .4I 10.7

33 .3 33 .31 1 . 1 4 6 . 4

I 14 I 2 9 .2 1 4 2 . 4I 12 .5

1 0 . 4 31 .3E5. 7 4 2 .9

ECUTCTAL

119 . 8

1412.5

393 4 .8

484 2. 9

112 10 0 .0

CHI SQUARE 11.64349 WITH 12 DEGREES CF FREECCM SIGNIFICANCE 0.4 75 0

VoJO*o

TAME 129

* * A1» * *

REDUCE uELlVfcRY Tit'S TfJ CUSTC^FPS * * * * * * * * * * * * * * * * * * * * * * * * EY > * PART416* * * * *

INDUSTRY CROUP* * * * * * * * * * * * *

A1

CCUNT ROW PCT COL PCT TCT PCT

PART41G

APFliANC FS

1.1 •

VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL CR INOIF

IMPORTANT4.

S.VERY IMPORTANT

ccLim TCI At

AUTCMGTlVE

I 2 ..j------CHEMICAL FCCi: CTJ-tP

0 I 1 1 1 i 50.0 I 20.0 2 9.9 20. J 40 . C 4 .5u.o I 12.5 3.3 3 . ) 6.10.0 I C.9 C.9 C.4 1 .7

0 I 1 C I tf 20.0 I 5 0 . C C.C 5 L . 0 0. 1 1.70.0 I 12.5 0 . 0 3 . ) •l.-JC.O I C.4 C.O C.9 i . C

1 1 1 1 5 2 1010. 0 I 10. 0 l c . n 50 .0 .20. C 0 .79 .1 I 12.5 3.3 15.2 6 .10 . 9 I C.C C.9 4 .3 1 .7

I I 2 4 11 1 i 313 .2 I 6 .5 12.9 35.5 4 1 .5 2 7 .09 .1 I 25 .0 13.3 33.3 34.4C.9 I 1 .7 2 .6 4.0 I t .3

9 I 3 24 15 16 6713. 4 I 4 . 5 3 5 . R 22. ■» 23 .5 58 .38 1 . 8 I 3 7 .5 80 .0 4 5 . 5 4E.5

7 . 0 I 2 . 6 20 .4 13.0 1 3 . S

11 8 30 33 3 3 1159 .6 7 . 0 2 6 .1 28. 7 ?R. / 100.0

ROWTCTAL

CHI SQUARE 23.34286 WITH 16 DEGREES CF FRFECCM SIGNIFICANCE 1349

O

TABIE 130

A2 SPACE CONSTRAINTS ON WAREHOUSES BY INDUSTRYGROUP

CCUJT PCk PCT COL PCT TCT PCT

PARTA16

APFllANCES

1.A2

1 •VERY UNIMPORTANT

2.UKIPPORTANT

NEUTRAL CR INOIF

A.IMFCPTANT

5.VERY IMPORTANT

COLUMNTCTAL

AL'ICPOTIV*:I 2 .

CHEFICAL FCCC r T K r r.

00 . 03 .0C.O

IIII

00 . 00 . 00 . 0

A30.813.3

3 .J

A30.312.1

2.5

C3.3 . 5 13 .2 5. J

1311.3

0 I I A 2 1 80 . 0 I 12.5 50 .0 25.0 12.5 7 .00 . 0 I 12.5 1 ?• 3 6.1 3.03 . 3 I U.O 3.5 1.7 C.S

1 I I 6 5 ‘5 72A.5 I A.5 27.3 22.7 A J. « 19.19 . 1 I 12.5 20.<) 15..2 37.3C.9 I 0 .5 5 .2 A.3 7.6

A I 3 1C 12 13 A29 .5 I r . i 23 .8 23 .6 3 1 . C 36.5

36 . A I 37 .5 33 .3 3 6 . A 39 . A3.5 I 2 .6 fl.7 1 3 . A 11.3

6 I 3 6 1) 5 302 0 . 0 I 10.0 2C.0 33.3 U . 7 26.15A.5 I 3 7 . 5 2 0 .0 30.3 15.2

5 .2 1 2 . 6 5 . 2 8 .7 A . 3

I I 8 30 33 33 1159 . 6 7 . 0 26 .1 28 .7 23 .7 103 .0

A.

FDrfTCTAL

CHI SQUARE - 1A.68076 WITH 16 DEGREES CF F«EECC*« SIGNIFICANCE ■■ 0.5A61

TABLE 131

A3 CHANGE IN PRODUCTION METHODS OR PNOCESSe BY PAAT616 INDUSTRY GROUP« ' « » « * ( « 4 « « * » « «

CCLMT FOfc PC T COL PCT

PAP T616

APPLIANC AUTCMCTI CHEMICAL FCCO CTKRES VE

FQHTCTALTOT PCT I I . 2 .1 3 .1 \ • I 5. I

A3 --------------1-1 . I 3 3 I 13 ! <> I 13 I 61

VERY UNIMPORTANT I 7 .3 7 .3 I 3 1 .7 I ? ? . ) I 31 .7 I 35 .71 27 .3 37 .5 I 6 3 .3 J 27.1 I 35.6 II 2 .6 2 . 6 I 11 .3 I 7.1 I 11 .3 I

2 . 1 1 1 I 6 I 6 I f. I 16UNIMPORTANT I 6 . 3 6 . 3 1 2 5 . 0 I 2 5 . ) I 3 7 . 5 I 13.9

I 9 .1 12.5 1 12.3 I 12.1 I 13 .2 I0 . 9 0 . 9 I 3 .5 I ?•> I 5 . 2 I

3 . I 3 2 I 5 I I ) I c J 29NEUTRAL CR INOIF I 10 .3 6 . 5 I 1 7 .? I 3*. 9 I 3 1 .0 I 25.7

I 27 .3 2 5 . C I 16. 7 I 11.3 I 2 7 . ? II 2 . 6 1 .7 t 6 . 3 I 6 .7 I 7 .6 T

6 . I 6 I I 6 I ■> 1 1 t 23IMPORTANT I 17.6 6 . 3 I 2 6 . 1 I 39.1 I 13. j 1 20 .0

I 36 .6 12.5 1 2 3 . 0 I 27.3 I « . I 1I 3 .5 0 .5 I 5 .2 I 7.3 I 2 .6 I

5 . I C 1 T 2 I 1 I 2 I ftVERY IMPORTANT I 0 . 0 16.7 1 3 3 .3 I 16.7 1 3 3 .3 I 5 .2

I 0 .0 12.5 I 6 . 7 1 3 .3 I o . l II 0 . 0 0 . 9 I 1 .7 I 0 .9 1 1 .7 I

COLUMN 11 8 30 33 33 115TCTAL 9 . 6 7.C 26 . 1 23 .7 28. 7 1CO.O

CHI SQUARE - <5.88286 WITH 16 DEGREES Cr rPccCLM SICMr Ii ANCE - 0.8727

TABIE 132

A4 HFOUCE • • * * • * * * * ?

COUNT KC!W PCT CQL PCT TOT PCT

AA ______ __

SHIPPING *■ » * * *

PABT416

APPLIANCFS

I .

CCSTS 8Y m * t #

AUlCMrTIVE

2.

INCREASING SI /T * * » » • » * ♦ *

CMFMICAL FCCD

J . I 4 .

It Y * 5 • 1

CTHuP

9

PA°T416 * * * *

FCwTCTAl

.1

1. 2 3 6 1 5 5 1 22VERY UNIMPORTANT 9.1 13.6 27 .3 1 22. 7 27 .3 I 19.1

18. 2 37 .5 2 0 . 0 I 15.2 1H.2 I1.7 2 .6 5 .2 I 4 .3 6 . 2 1

2 . 0 I 3 I 4 0 1 8UNIMPORTANT 0 .0 12.5 3 7.5 I 5>.‘. j J.J I 7.0

0 .0 12.5 10. 0 I 12.1 o . c I0 . 0 0 .9 2 .6 I 3.5 U.C I

3 . 1 1 3 I 1 5 I 11NEUTRAL OR INOIF 9.1 9 . 1 27 .3 I 9.1 4 5 . 5 I 9 .6

9 .1 1 2 . S 10 .0 I 3. ) 15 .2 I0 . 9 0 . 9 2 .6 I 0 .9 4 . 3 I

4 . 2 2 9 I 7 1C 1 30IMPORTANT 6 . 7 6 . 7 3 •■).() 1 23.1 33.3 I 24.1

18.2 2 5 .0 30 .0 I 2 L.2 3 3. 3 11 .7 1 .7 7 .3 I 6 .1 P . 7 1

5 . 6 1 9 I 16 12 1 44VERY IMPORTANT 13.6 2 .3 20 .5 I 36 . n 27 .3 I 33.3

54. 5 12.5 33 .0 I 4 ’1.5 14 .4 I5 . 2 0 . 9 7.8 I 13.*' 10.4 I

CCLUMN 11 3 30 13 33 115TOTAL 9 . 6 7 .0 2 6 . 1 28 .7 2F.7 1CJ .0

CHI SOUARE - 1*.01271 WITH 16 DEGREES CF FRFECC* SIGNIFICANCE - 0.5978

-fI-4

TABIE I33

AS ENTRANCE INTC NEW MARKETS OR SALES B EG11• • • * • * * * * * * * * * * » * • « * * * • ■ » * « * 1 PV PARTA16 IMIUSTRV GROUPr * « . . w * . * * * « * « * * * * » * *

PARTftl6

AS

COUNT PC* PCT COL PCT TOT PCT

L.VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL CR INOIF

A.important

5.VERY IMPORTANT

CCLUNNTOTAL

APPLIANCES

I . I

AUTCNOTIVE

2.

CHEMICAL

I 3.

FCCT

ft.

GTI-r*

5.1

3 I 13 .0 2 7 . 3

2 .6

If t .3

12 . 5 0 . 9

I 6 I 26 .1 I 2 0 . 0 I 5 .2

626.118.2

5.2

7 I 30 . ft I 2 1 . 2 I

6 . 1 I

00 . 0 I U.O 0 . 0

225 .02 5 .0

1.7

I 1 I 12.5 I 3 .3 I C.9

225. >

6.1 1.7

3 I 37 .5 I

5 . 1 I 2 .6 I

313 .0 2 7 .3

2 . 6 I

313.037 .5

2 . 6

I 5 I 2 1 . 7 I 16 . 7 I f t .3

31 3 . U 9 .1 2 .6

9 I 3 7 .1 I 2 7 .3 I

7. ft I

ft12.53 6 . ft

3 .5

13 .1

12 .50 .9

I 10 I 3 1 .3 I 33 . 3 I 6 .7

1021.330.3

£ .7

7 I 2 1 . 5 I 2 1 .2 I

6 .1 t

1 I 1 3 . ft I 3 . ft 5 . 1 1 12 .5 0 . 9 I 0 . 9

--------------1--------------

I 8 I 2 7 .6 I 2 6 .7 I 7.U I -------------

12 ftl.ft 3 6 . ft 1 0 . ft

7 I ? f t . l I 21 .2 I 6 . 1 t

115 . 6

H7.0

30 2ft. 1

3320 .7

332 6 . 7

pnwTCTAl.

2320.0

97. 0

2320.0

3?27 .8

2923 .2

11s1C0.0

CHI SQUARE IS.33338 WITH 16 DFGKCES CF FftEFDCN SIGNIFICANCE * O.ftftftft

VjJ!-*•ro

TABUS ljk

A6 t • * 4 FOA REGULATIONS * * * * * * * * * * * * * * ♦ !*Y PART416 INDUSTRY GROUP* * * * * * * * *

PART%16CCUNT

POv* PCT COL PCT TOT PCT

APPLIANCFS

1.

ALTCNCTIVC

2.

CHEMICAL

3.

FCCC

4.

CH-C4

5.1no • • •• ••■■*

I . 5 4 5 8 16 IVERT UNIMPORTANT I t . 9 5 . 5 21 .4 14.0 33 .1 I

4 5 . 5 50 .0 3C.0 2«t .2 4-<.5 I4 . 3 3 .5 7.P 1.0 12 .5 I

2 . 3 1 2 1 3 1UNIMPORTANT 3 0 ,0 lU.O 2 0 .0 10.0 2 o . l I

2 7 . 3 12.5 6 .7 3 . 0 " . 1 I2 .6 C.9 1.7 C.9 2 . 6 I

3 . 2 1 5 4 7 INEUTRAL CR INDIF 8 . 7 4 . 3 35.1 17.4 30 . 4 I

18 .2 12.5 3 0 .0 12.1 2 1 .2 I1.7 C.9 1.8 2 .5 6 . 1 I

4 . 0 2 5 T 1 IIMPORTANT 0 . 0 11.8 29 .4 41 .2 17 .6 I

o . u 2 5 .0 16.7 21.2 9 . 1 I3 .0 1 .7 4 . 3 6 .1 2 . 6 I

5. 1 0 5 13 4 IVERY IMPORTANT 4 . 3 0 . 0 2 1 . 7 56.5 17 .4 I

0 . 1 0 . 0 16.7 39.4 12.1 I0 . 9 C. 0 4 . 3 11.3 3 . 5 I

— ————------ ---------- —— ---------- - - ---------- - —CCLUMN 11 8 30 33 33

TOTAL 4.6 r.c 26 .1 28 .7 28 .7

PCMTCTAL

4236.5

10e.r

2320.0

1714.0 .

2320.0

115 1 vO.O

CHI SQUARE 25.86020 WITH 16 DEGREES CF FREtCCM SIGNIFICANCE 0.U56O

VO1-4LjJ

TABIE 135

A7 *• SAN IT AT ION PY P4RT416 INDUSTRY G’OUP

A7

CCUNT ROW PCT CPI PCT TCT PCT

I.VERY UNIMPORTANT

UNIMPORTANT2.

3.NELTRAL CR 1ND1F

IHPGRTANT

5.VERY IMPORTANT

COLUMNTOTAL

PAOT416

IAPPLIANCi t sI 1.

AL1CMCTIVE

2 .

CHEMICAL

3 .

FCCO

4.

C I K °

5.1

RCWTCTAL

I ' 6 3 5 7 14 1 35I 15 .4 7 .7 23.1 17 .0 34 .9 J 3 3 . 0I 5 4 .5 27 . 5 3 0 . 0 21. ’ 4 2 .4 1I 5 .2 2 . 6 7.8 6 .1 12.2 1

I 0 1 4 0 I I 6I 0 .0 16.7 6 6 .7 •1.0 16.7 1 5 . 2I 3 .0 12.5 12.3 C.J 3.C II 0 . 0 0 . 9 3 .5 0 .0 0 . 5 I

I 2 1 6 2 7 T 18I 11.1 5 . 6 33 .3 11.1 3U.5 I 15.7I IS. 2 12.5 2 u . 6 .1 2 1 .2 1I 1.7 0 . 9 5 .2 1.7 1 I

1 3 3 b 4 5 I 21I 14.3 14.3 2 8 .6 19.0 2 «. £ I 18.3I 2 7.3 27 .5 2 0 .0 12.1 16.2 II 2 .6 2 . 6 5 .2 3 .5 4 . 3 I

I 0 0 5 2.1 t 1 31I 0 . 0 0 . 0 16.1 t 4 . 5 10 .4 I 27 .0I O.U 0 . 0 16 .7 6 0 . 4 14.2 II 0 . 0 C.O 4. 3 17.4 5 . 2 I

11 8 30 33 13 1159 . 6 7 . 0 26 .1 28. 7 28 .7 1C0.U

CHI SQUARE « 38.18596 WITH 16 DEGREES CF FREEDCM SIGNIFICANCE > 0.00I9

A8

TABUS 136

HAZ4R0CUS MATERIALS PEG'JLAf ICP.S i*Y PA4T416 INDUSTRY G73UP

CCUNT ROW OCT COL PCT

PAPT416

APPLIANC AUTCPPTI CHEMICAL FCCD ' ‘ IMF RES VE

CCLUMNTOTAL

119.6 a7.0 20 2 6 . 1

332 4 . 7

332A.7

FCWTOTAL

TCT PCT IAA . . . . . . . . 1, 1. 2 .1 3 .1 4 . I 5 .1

1. IVERY UNIMPORTANT I

I I

610.95 9 .5

5 . 2

4 1 6 1 7.3 I 10 .5 I

5 0 .0 I 2 0 . 0 1 3 . 5 I 5 .2 I

lo I32 .7 I 54 .5 I15.7 I

21 I 3F.2 I 6 3.4 I 19.3 I

55 4 7 . A

2 . 1UNIMPORTANT I

1 1

114.39 .10 . 9

0 1 3 1 C.O I 4 2 . ° I 0 . 0 t 10.0 I 0 . 0 I 2 .6 I

3 I 4 2 .9 t

5 .1 I 2.c. 1

J I0 . 0 I O.C I ->.c I

76 .1

3 . INEUTRAL CR INOIF I

I

I5 .6 9 . I C. 9

2 1 6 1 11.1 I 3 3 . 3 1 2 5 .0 I 2 0 .0 I

1 .7 I 5 . 2 I

3 I 16.7 I 5 .1 I 2 .6 1

6 I :*3.3 1 19.2 I 5 . 2 I

IB15.7

6 . IIMPORTANT I

I I

16 . 7 9 . 1 0 . 9

0 1 6 1 0 . 0 I 4 0 . 0 I 0 . 0 I 2J.G I 0 . 0 I 5 . 2 1

3 I 2 0 .0 I

5 .1 t 2 . 6 I

5 I 33 . 3 I 15.2 I

4 . 2 1

1513.0

5 . IVERY IMPORTANT I

I I

210 . 0 1 A. 2

1 .7

2 1 5 110 . 0 I 4 5 . 0 I2 5 .0 I 3C.C I

1 . 7 I 7 .6 I

6 I 30 .0 I 18.2 I

5 .2 I ------------- -

1 I5 . 0 I•».c I0 . 5 I

------------- 1

2017.9

115100 .0

CHI SQUARE • 22.79535 WITH 16 CFGRhES CF FP.ESOC* SloMFICANCE ■ 0.1193

TABIE I37

A5 MIfilNl/6 EPFECRS CF

PAPT416CCUNT I

POh PCT IAPPLIAAC AUTCMGTt COL °CT IfcS VE TCT PCT 1 1.1 2 .

AA _ f I *

STRIKES C.i> SLOwO pv P

CHEMICAL FCOD CTEfc-l

i . l 4 .1 5.AT

1. 3 I 2 6 I 10 1 5VERY UNIMPORTANT 11.5 1 7 .7 2 3 .1 1 30 .6 r n .2

2 7. 3 I 2 5 .0 2 0 . -J I 30 .3 I 15 .72 . 6 I 1 .7 5 .2 1 8 .7 1 4 . 2

2 . 2 1 0 5 I 5 I 8UNIMPORTANT 10. J 1 0 . 0 2 5 . 0 I 25 .0 I 40. C

i e .2 I 0 . 0 16.7 I 15.2 1 24 .21 .7 I c . o 4 .3 I 4 .2 1 7. S

3 . 1 I 0 A I 7 I 7NELTPAL CR INJIF 4 . 3 I c . o 3 4 . 8 I 3 J . 4 I 30.4

5.1 I U .0 26 .7 t 21.2 t 21 .20 . 5 I 3 .0 7.0 I 6.1 I 6 . 1

4 . 7 I 5 H 1 V I qIMPORTANT 6 . 1 1 15.2 2 4 . 2 I 27 .3 I 27 .3

I P . 2 1 6 2 . 5 2 6 . 7 I 27 .3 I 27 .3I . 7 1 4 .3 7 .0 1 7.4 I 7.4

5 . 3 I 1 3 1 2 I 4VERY IMPORTANT 23 .1 I 7 .7 23 . 1 I 15.4 I 3C.E

2 7 . 3 I 12.5 10.0 I 6 .1 I 12.12 . 6 I 0 .9 2 .6 I 1.7 I 3 .5

<■» J —————— — —---------- — j — — . *1—CCLLMN 11 fl 3 J 33 33

TOTAL 5 . 6 7 .0 26 .1 28. 7 25 . 7

CHI SQUARE - 14 . 30486 MlTH 16 CEGPEES CF FPFCCCM SI CM IF IfA

INDUSTRY G*»OU» * * * *

powTCTAL

2622.6

2C17.4

2320.0

3328 .7

1311.3

115luD.G

0 . 5 756

VjOH*

TABI£ 138A10 ANNUAL BEVIFW RFf-rFC CONTRACT RENEGUTIAT 8Y* * # * * * • * » * * ♦ ♦ * « * * * » ♦ * * . P'.3TA16 INDUSTRY GROUP

AIO

CCLNTc o w ° CTCCL PCT TCT PCT

PARTA 16

I .VERY UNIMPORTANT

UNIMPORTANT

KELTRAl CP INOIF

A.IMPORTANT

5.VERY IMPORTANT

COLUMNTCTAL

IAPPLIANC AUTC*»CTI chemical FCCC CThPP. POMIPS VE TCTALI 1. 2 . I 3 . A. 5.1

I 3 3 I 6 6 6 I 2AI 12 .5 12.5 I 2 5 .0 25 . 1 2 5 . ) I 20 .9I 27 .3 3 7 . 5 I 20 . 0 13.2 13.2 II 2 . A 2 .6 I 5 .2 5.2 5 . 7 I

I I 1 I A A tL 1 12I P . 3 P . 3 1 3 3. 3 3 3.3 16 .7 1 11.AI 9. 1 12.5 I 13. 3 12.1 6 .1 II 0 . 9 0 . 9 I 3 .5 3.5 1 .7 1

I 3 1 I 5 12 1C I 35I 8 .6 2 . 9 I 2 5 .7 3 A .3 '20 .6 I 3 0 . AI 27 .3 12.5 I 3 0 .0 31. A 3 J . 3 II 2 .6 0 . 9 I 7.P 10.*» 0 . 7 t

j 2 3 I 10 7 k I 31I 0 . 7 0 . 7 I 32 .3 22 .6 ->S.c I 2 7.0I 27 .3 37 .5 I 3 3 .3 21 .7 2 1 • 2 II 2 .6 2 . 6 I

t. 6 .7 6 .1 7.C I

I 1 0i*I 1 A 7 I 13

I 7 .7 0 . 0 I 7 .7 30 .8 53 .6 I 11.3I 0 .1 C.O I 3 .3 12.1 2 1 . 2 II 0 . 9 0 . 0 I C . 9 3 .5 6 . 1 I

I -------------- m• • • 111 rt 30 33 33 115

9 . 6 7 . 0 26 . 1 28 .7 2 e . 7 1CO.O

CHI SQUARE ■ IC.565G7 WITH 16 DEGREES CE FRf ECCM SIGMF ICAfiCfc * 0.8351

All

TABIE 139CHANTS IN TRAn SPCRTATICN RATF STPUOOK *= 4V PAF.T410 INDUSTRY GROUP

P/RT416COUNT

FCM PCT CJL PCT TOT PCT

All1.

VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL CR INOIF

IMPORTANTA.

5 .VERY IMPORTANT

CCLUMNTCTAL

IfPFLlANC autcmoti CHEMICAL FCCU LTH'" ROMIES VE TCTALI 1. 2. ? . 4. 4.

I 1 2 5 6 3 17I 5 . 9 11.8 29 .4 35.3 11, t 14.8I 9 .1 25 .0 16.7 1 5.2 9 .1I 0 .9 1. 7 4 .3 5.2 ■>.«.

I 2 1 4 J 3 10I 2 0 .0 10.0 4C. 0 0 . 3 30. C 8.7I 18 .2 12.5 13 .3 0 . > 9 .1I 1 .7 C.9 3 .5 C.3 2 .6

I 1 3 5 ? 4 151 6 . 7 20. C 33 .3 13.3 24 .7 13 .0I 9 . 1 37 .5 if t .7 6. 1 12. 1I 0 .5 2 . 6 4 .3 1.7 3 .5

I 6 0 5 17 14 46I 13. C C.O 19.6 3 7.u 3U.4 4 0 . 0I 54 .5 0 .0 3 0 . C 51.5 42 . 4I 5 .2 O.l) 7.8 14.3 12.2

I 1 2 7 rt 5 27I 3 . 7 7 .4 25 .9 29 .6 33 .3 23 .5I 9 .1 2 5 .0 2 3 .3 24.2 2 7.3I 0 . 9 1 .7 6 . 1 7 .0 7.8

11 8 30 33 13 1159 .6 7 . 3 2 6 . 1 20 . 7 2 3 . 7 100 .0

CHI SCUARE ■ 18.96825 WITH 16 OIGPEES CF FPfPOCM SIGNIFICANCE * 0.2703

TABUS 140

A12* * • •

SALES C ALLS FROM WARFHOUSINS SALESMEN # * » « * * * * * * * * * * » » ♦ * . » » 9Y PART A 16> « * * * • * INDUSTRY GROUP* * * * * * * * * * * * *

CCUNT RCW PCT COL °CT TCT PCT

PART616

APPLIANCfcS

AI2 I.VERY UNIMPORTANT

UNIMPORTANT2.

3.NEUTRAL CR 1NUIF

6.IMPORTANT

S.VERY IMPORTANT

CCLUMNTCTAL

AUTCMOTIVE

CHEMICAL FCCC CtH1.1 2 .1

1

I* • 6 .1 5.

67 . 8

36 .6 I3.5

3 I 5 . 9 I

3 7 . 5 I 2 .6 I

16 I 3 1 .6 I 5 3 .3 1 13 .9 I

16 I 2 7.5 I 62 .6 I 12.2 1

16.■*7.562 .612.2

2 I8 . 3

1R.2 I 1.7

2 IH.3 I

25 .0 1I . 7 I

8 I 3 3 .3 1 2 6 . 7 1

7. C 1

7 I29.2 I21 . 2 1

6 .1 I

52>1. E 13.2 6 .3

615 .636 .6

3 .5

2 I7 . 7 I

25 .0 I1 .7 I

3 I11 .6 l1 9 . 0 1

2 .6 1

9 I 36 .6 I 27 .3 I

J. J I

33-j. e 2 6 .2

7. C

19 . 1 I9 .10 . 9 I

&1 I

9 .1 I 12 .5 I

C.5 I

2 1 18 .2 1

6 . 7 I1 .7 I

2 I 1S.2 1 6 .1 I 1.7 I

s65. 5 15.2 6 .3

0 0 . 0 0 . 0 C.O I

0 I 0 . 0 I 0 . 0 I 0 . 0 I

I I 3 3 .3 I

3 . 3 I O.o 1

1 I 33 .3 I

3 .9 I C.o I

133 .3

3 . 03 . 9

119 . 6

87.C

302 6 .1

3328 .7

3329 .7

BflMTCTAL

SI64.3

2620. S

2o22.6

It9.6

32.6

115100.0

CHI SQUARE 7.79566 WITH 16 DEGREES CF FRFECCM S IfcNIF U.ANCS ■ 0.9567

319

TABIE 141

* * A13 * * SALES CALLS FRC1M CARRIER SALESMEN• * * * * BY PAKT416 INDUSTRY GROUP» « * « * * * * * * ¥ ■

CCUNT ROV> PCT COL PCT TOT PCT

PART416

APPLIANC AUTCMOTl CHEMICAL FCCD fS VE

A131.

VERY UNIPPCRTANT

UNIPPORTANT

3.NEUTRAL op i n h f

IMPORTANTA.

5.VERY IPPCRTANT

CCLUNNTOTAL

r th^ i*. PCWTCTAL

1.1 2 .1 3.1 4 . 5.1

3 I 3 I 17 I 14 14 I 515 . 4 t 5 . 9 I 3 3 .3 I 27 .5 27 .4 I 44.3

2 7 . 3 1 37 .5 I 56 . 7 I 42 .4 4 2 .4 I2 . 6 I 2 . 6 I 14 .0 I 12.2 12.2 I

2 I 3 I 7 I 7 e i 277 .4 I I I . 1 I 2 5 . 9 I 25 .9 2 ° . t I 23 .5

lf l .2 I 27 .5 I 2 2 .3 I 21 .2 2 4 .2 I1 .7 I 2 .6 I 6 . 1 I 6 .1 7 .0 I

2 I 2 I 2 1 o S t 215 . 5 I 5 . 5 I 9 . 5 I 23 .6 4 2 .5 I 18.3

10.2 I 2 5 . 0 I 6 . 7 I 13.2 2 7 . 3 I1 .7 I 1 .7 I 1 .7 I 5 .2 7 .8 I

4 I 0 I 3 I 5 2 I 142 0 .6 I 0 . 0 I 21 .4 I 35 .7 14.2 I 12.73 6 .4 I c . o I 13 .0 1 15.2 fc. l I

3 .5 I 0 . 0 I 2 . 6 I 4.2 1 .7 I

0 I 0 I 1 I 1 1 I 20 . 0 I u . o I 5 0 . 0 I 5<1.0 0 . 0 .1 1 .70 . 0 I 0 . 0 I 3 .3 I 3 .0 J .C 10 . 0 I 0 . 0 I

. f .C.9 I C.5 C.C 1

11 8I*

30 33 33 1155 . 6 7 . 0 2 6 . 1 28 .7 26 . 7 IC1.0

CHI SQUARE - 15.93664 WITH U DEGREES CF FREECC* SIGMFICANCF. * 0.4574

TABLE 142

A16 INC°E'5U IiJ I NT LHtSt RATES v«V » * •GUT 916 * * * • *

INDUSTRY G*3'JP

CCl.IT RC* PCT COL PCT

P A F T 5 1 6

APPLIANC AUTCKCTI CHEMICAL FCCD CTt»rKcs ve

ROWTCTAL

TOT PCT I 1. 2.1 3.1 5 . T 5.1%

1. I 1 3 I 11 I 9 t 7 31VERY UNIMPORTANT I 3 .2 5 . 7 I 35 .5 1 29. 1 I 77 .6 27 .0

I 9 .1 37 .5 I 3 6 . 7 I 27. ) I 21. 2I 0 .9 2 .6 I 5 .6 I 7. I I 6 .1

2 . I I 0 I 5 I 5 I 9 15UNIMPORTANT 1 A. 7 3 . 0 I 33 .3 1 33 .3 I 76 . 7 13.0

I 9 .1 U.O I 16 .7 I 15.2 I 12.11 0 .9 0 . 0 I 9 .3 I 9 .3 1 3 .5

- I — -----------3 . I A 5 I 3 I 8 I 6 30

NEUTRAL OK INDIF I 13.3 13.3 I 2 6 .7 I 2 6 .7 I ?j.j 26.1I 3 6 .9 50 .0 I 2 6 .7 t 29 .2 I 1H.2I 3 .5 3 .5 I 7 .0 1 7. ) I 5 .2

A. I 5 1 I ? I 7 I 12 26IMPORTANT I 15.9 3 . a I 7 .7 I 2 6 . 9 I 9 6 .2 22 .6

I 3 6 .9 12.5 I 6 . 7 I 21 .2 I 36. 5I 3 .5 0 . 9 I 1 .7 I 6 .1 I 10.5

- 1--5 . I I 0 I 9 I 9 1 5 13

VERY tMP'IPTANT I 7.7 0 . 0 I 30 .3 T 30.3 I 2 >. C 11.3I 9 .1 c . o I 13 .3 1 17.1 1 12.1I 0 . 9 0 . 0 I 3 .5 1 3 . 5 1 3 .5

— I —CCLUMN 11 3 30 33 32 115

TOTAL 5.6 7 . 0 26 .1 23 .7 20 . 7 1C0.0

CHI SCUARE - 16.2790* WITH IA DEGREES OF FREECCN SIGNIFICANCE .« 0.9337

TABIE 143

A15* * * *

PFPSONAL PROPERTY TAX VARIATIONS ny PA»TA15 INDUSTRY GROUP

CCUMT RCV> PCT COJ. t»CT TCT PCT

A15

PARTA16

APFLIANCES

1.I.

VERY UNIMPORTANT

UNIMPORTANT

3.NEUTRAL OR INDIF

IMPORTANT

5.VERY IMPORTANT

CCLU4NTOTAL

15 .3 S. I 0 .5

00.00.0O.GI

A.5 9.1C.5

715.263.6

6.1

213.318 .2

1 .7

115 . 6

AUTCMCTlVE

2.CHEMICAL FCCC LTt-rR

210.52 5 .0

1 .7

63 1. 620.0

5 .2

00.00.00.0

00.00.03 . 0

.1 ■I- I I I I

■I-----------I A I 30 . e I 1 3 . T I 3 .5

- I -----------I 5 I AO. 9 I 3 0 .0 I 7.8

613.075 .0

5 .2

l 5I 1C.9 I 16.7 I A.3

■I-----------0

0.00.00.0

87.C

6AC.O20.0

5.2

302 6 . 1

2 1 . 112.1

3.5

6A 6 . 2 18.2

5.2

It27.315 .25.2

If J J* t <«?.♦ 12.2

323.0

9.12.6

33 2 9.7

621.61 -1.2

I' . I 2.6t

27. i 1 . 2

f>.2

IA ?U. A A?. A 1 2 . 2

f26. 7 12.1

3 . 5

332 3 .7

P3WTCTAL

1516.5

1311.3

22 15. I

A6 AO. 0

1513. 0

115l l i i ' i .O

CHI SQUARE 20.11AAA I.ITH 16 DEGREES CF FREECC^ SIC'lIF ICANCE * 0.2151

322

TABLE JM

A16 BUILDING UP INVENTORIES TO "PET SEAPCNAL «V PART416 INDUSTRY GROUP

COUNT ROW PCT CCL PCT TOT PCT

I.VERY UNIMPORTANT

A16

UNIMPORTANT

3.NELTRAL CP INDIF

A.IMPORTANT

S.VERY IMPORTANT

COLUMNTCTAL

PART'* 16

APPLIANCES I.I

1-1

20.0 t. 1 0 . 9

00.00.00.0

16. 7 9 .1 0 . 9

59 . A

4 9 . 5 4 . 3

410. 53 6 .4

3 . 5

119 . 6

CHI SQUARE

AUTCMCTI CHEMICAL FCCO CTHtS FOWVE TCTAL

2. I 3 . 4 . I 5.1

0 I 2 0 I 2 1 50 . 0 I 4 0 . 0 3. -> I 4 J . 0 I 4 . 30 . 0 I fe. 7 C.o I 6 . 1 10 . 0 I 1.7 •).J 1 1 .7 1

0 I 3 I I C I 40 . 0 I 75 .0 25 .0 I <1.0 I 3 . 50 . 0 I 10.0 1. J I O.C I0 . 0 I 2 .6 0 ,9 I 0 . C I

1 I 3 4 I 6 I 156 . 7 I 2 0 .0 26 .7 I 4 0 . 0 I 11.0

12 .5 1 10.0 12.1 1 13 .2 10 . 9 I 2 .6 3 .5 I 5 . 2 I

2 I 13 l'» I 14 I 533.P ! 24 .5 33 .3 I 26 .4 1 46 .1

25 .0 I 43 ,3 5 7.6 1 4 2 .4 I1.7 I 11 .3 16.5 I 12.2 I

5 I 5 1 I 11 I 3013.2 I 23 .7 23 .7 I 20 . «. . I 23 .0<2.5 I 3C.0 27 .3 I 3A.3 I

4 .3 t 7.8 7.0 I 9 , 6 I

6 30 33 33 1157 . 0 26 .1 20 .7 20 . 7 1C0.0

16 DFGRcbS CF FRfECCM SIGNIFICANCE - .6065

TABIE 1k5AIT* * * * * * TJ 09TA1N OIJAflTITY OIJRCHASF DISCOUNTS

* * * • * « > • * » * * • « * * * ♦ * * *BY PARTA16II K M * + « f INOIISTBY GROUP« * « « « * * • * m * *

COUNT RCW PCT COL PCT

PARTA16

APPLIANC AUTCMC.T I CHEMICAL FCC1 t S VE

A17

UNIMPORTANT2.

3 .NEUTRAL OR INDIF

IMPORTANT

5.VERY IMPORTANT

CCLIIMMTCIAL

TOT PCT I 1.1 2.1 2.1 A. I 5.1

I. I 5 I 3 I 13 I 12 I 13 I A3UNIMPORTANT I 11.6 I 7.0 I 30.? I 27.0 I >3.3 I 37. A

1 A 5. 5 I 37.5 1 A3.3 I 36. t I 3). 3 II A. 3 I 2.6 I 11.3 1 10. A I 3.7 I

•I*

JTH-.’

00.00.00.0II S. 6

0 . 0 10.5 I A2. 1 I J . 5 >o.e 16.50 . 0 25 .0 I 26 .7 6 .1 21 .20 .0 1.7 I 7.0 1.7 6 . 1

3 3 I 5 (3 7 2A12.5 12.5 I 2C.8 ?6 . 1 20.2 20 .927 .3 37 . 5 I 16.7 11.2 2 1 . 2

2 .6 2 . 6 I A.3 6 .2 6 . 1

3 0 I 3 10 6 2213.6 C.O I 13.6 A5 .*» 27 .3 19.12 7. 3 0 . 0 I 10.0 2 J .3 LI. &

2 .6 0 . 0 I 2 . 6 0 .7 5 .2

00.0c.o0.0

87 .0

ROWTCTAL

IA.3 A2.° I A2.5 6 .12 .3 9.1 1 5 .10 . 9 2 .6 I 2 . 6

30 33 33 11526 .1 28 .7 28 .7 ICO.O

1 <5

CHI SCUAPE - 17.12550 WITH 16 DEGREES OF- FPEiUCM SIGNIFICANCE • 0.3773

TABLE 1^6

AI8 STORE RAW MATERIALS AS A HtllGt A.JAIN3T | -Y PART 4 In INDUSTRY GR U P

PART.loCCUNT

RCW PCT APPLIANC AUTCMCTI CHEMICAL fccc CTt-E-i ROWCOL PCT es VE TCTALTCT PCT 1. 2 . 2 . 4 . 5.

A18 -------------- ----------— -------— —1• A 4 14 12 17 55

VERY UNIMPORTANT 7.3 7 . 3 32 .7 21 . H 30.4 4 7 .836. A 5 J.O 6C.0 36 .4 51 .5

3 .5 2 . 5 15.7 • 1 ).-* 14. £

2 . 2 0 3 5 5 15UNIMPORTANT 13.3 0 . 0 2 0 .0 33.3 3 3. 2 13.0

18 .2 0 . 0 1 0 . J 16.2 16.21.7 c . o 2 .6 4 .5 4 .3

3. 4 1 5 6 7 23NEUTRAL CR INDIF 17. A 6 .3 21 .7 26 .1 20.4 20 .0

36 .4 12.5 16.7 11.2 21 .23 .5 C.5 4 .3 5.P 6 . 1

A. 0 3 4 H 4 19IMPORTANT 9 . 0 15.8 21 .1 42.1 21.1 14.5

0 . 0 37 .5 13.3 2'* .2 12.1a . o 2 .6 3 .5 7 . ) J . ' j

5. 1 0 0 2 J 3VERY IMPORTANT 3 3 .3 0 . 3 0 .9 64. 7 U.O 2 . 6

9 . 1 0 . 0 0 . 0 ft. 1 0 . 0C.9 O.U O.U 1.7 J .O

COLUMN 11 8 30 33 33 115TOTAL 9 . 6 7 .0 26 .1 23 .7 24 .7 IG J.O

CHI SCUARE - 16.72906 WITH 16 DEGREES CF FPFECCM SIGNIFICANCE « 0.4033

TABLE IA7A19* * * * * PG1HECT AGAINST PROJECTcO MATERIALS SHIiR MY PA7T41* INDUSTRY GROUP* * « « + * * * * * *

CCLNT RCk PCT COL PCT TCI PCT

PAPT416

APPLIANCES

1.AUTCMCTIVE

2.CHEMICAL FCCC

I 3.1

CTI- = *

4 aA19 -------------- 1 -

1 . I 2 2 I 13 1 7 I e 32VERY UNIMPORTANT I 6 .3 6 .3 I 4 0 . 6 1 21 .9 1 25 . j 27 .9

I 19 .2 2 5 . U I 4 3 . 3 I 21.2 I 24. 2I 1.7 1.7 I 11 .1 I 6.1 I 7.0

2 . I 1 0 I 2 1 2 I 4 5UM PPORTAMT 1 11-1 0.0 I 2 2 . 2 I 22 . 7 1 'i V . 4 7.8

I 9. 1 ( . 0 I £ . 7 I 6.1 I 12.10 .9 0 . 0 I 1 .7 I 1.7 I 3. 5

— I— - I - ------ 1- ---- - i------- —3 . I 4 0 I 1 I 7 I 11 23

NEURAL CR INOIF I 17. A 0 . 0 I 4 . 3 I 30 .4 I 4 7.S 2 0 . 01 36 .4 G.O I 3 . 3 I 71.2 I 31 .3I 3 .5 C.O r C .9 I 4.1 I 5 . 6

A. I 1 5 1 11 I 16 I H 411NPGRTANT I 2 . 4 12.2 1 2 6 . a i 39.0 I n.s 35. 7

1 5.1 6 2 .5 1 3 6. 7 I 5 1.5 1 2 4 .2I 0 . 9 4 . 3 1 5 . 6 I 13.9 I 7. C

IMPORTANT I 30 .0 10.0 I 3C.0 i : . u 20 .0 fi.7I 27 .3 12 .5 I 10 . 0 3.0 6 . 1I 2 .6 0 . 4 I 2 .6 C.O 1 .7

COLUMN 11 8 30 33 33 115TCTAL 5 . 6 7 . 0 2 6 . 1 2 9 . 7 26m 7 100 . 0

FCWTCTAL

10

CHI SQUARE 29.03175 WITH 16 DEGREES OP FREECCP SIGNIFICANCE • 0.0313

LOMON.

A20

TABLE m s

INSURE CC.NMNUITY Cc SUPPLY hY PAR TA16 |N.1UST<*Y GwO'JP

COUNT hOn PCT COL PCT TOT PCT

PAFTA16

APPLIANC AUTCPPTI CHEMICAL FOCO

A20

VERY UNIMPORTANT

2.UN IMPORTANT

NEURAL OR

IMPORTANT

3 .INOIF

A.

VERY IMPORTANT

T H V 3ES VE

COLUMNTOTAL

PC*TCTAL

CHI SQUARE

I 1.1 2. 3 • I A • | s • I

I 3 I 2 11 1 '■* I 6 I 25I 12 .0 I 8 .0 AO. 0 I 16..) I i A • C I 21 .7I 2 7 .3 I 25 .0 33.3 t 12.1 1 1<*. 2 II 2 .6 I 1 .7 . £.7 I 3 .5 I 5 . 2 I

I 0 I 0 U I ? T ) I 5I 0 . 0 I 0 . 0 0 . 0 I A M I 6-Jm 1 1 A.3I 0 . 0 I 0 . 0 0 .0 I 6 .1 I 5 , 1 II 0 . 0 II MMaMM MMM T MM

0 . 0 0 . 0 I 1.7 I 2 . 6 I

I 3 I 0 2 1 5 I 6 ! 16I H . a I 0 . 0 12.5 I 31.3 I 3 7 ,6 I 13.9I 2 7 .3 I J .O 6 . 7 I 16.2 1 M . 2 II 2 . 6 I c . o 1.7 I A.3 1 5 . 2 I

I 3 I 5 13 I 16 I IA I 5CI 6 . 0 I 10. 1 26 .0 I 31 . -i 1 20. J I A3.5I 2 7 .3 I € 2 . 5 A3.2 1 A5.5 I A2. A II 2 . 6 II________f __ A.3 11.3 I 13.1 I 12.2 II • • • • • • • ■ I *•*I 2 I 1 5 I 7 I A I ISI l u . S I 5 .3 2 6 . 3 I 3.6.0 I 21 .1 I 16.5I 19.2 I 12.5 16.7 I 21 .2 I 12.1 II 1 .7 I 0 . 9 A.3 1 6 .1 I 3 . 5 I

11 8 20 33 33 1 1155 . 6 7 .0 2 6 . 1 28 .7 28 .7 100.0

1227U WITH 16 DEGREES OF FREE3CM SIGNIFICANCE * .5846

TABIE l i»9

* » • * •

BV

S9X

9BX

SOX

CHI SQUARE

CONTRACT MIT PrfifUFO Jf t CF PFLtVfPY CA nr PART41* * « * « • * «

INJUSTRY G-tOUP* * » * « * * « * * * •

PART416CCUNT

PCW PCT COL PCT TCT PCT

0.

3.

A.

CHEMC3L FCCC c t k *.

CCLUMNTCTAL

APf LIA6C AUTCVC11

35 .7

0.00.00.0

-1-----I 0 I 0 . 0 I 0 . 0 1 0 . 0

■I-I 1 I 33 .3 I 3 .3 I C.9

■I-----------Ifc.7 S.I

c.«

I 0 I 0 . 0 I O.U I 0 .0

*1-----

'«26 .713.3

3 .5

3S . 4

2 7 .3 2.6

I 3 I S. A I 3 7 .5 I 2 . 6

•1-----I 5 I 15.6 I 16 .7 I A.3 ■ 1-----5

«.84 5 .5

4 .3

I 4I 7.81 50 .0I 3 .5

115 . 6

67 . 0

I 16 1 2 5 . 4I 5.1.0 I 13 .0■I-----

3026.1

133.1

3 . 1C.s

64 0 . 011.25.2

1 443.342.4 12 .2

713.72 1 . 2

6 . 1

3323 .7

133.3

3 .0C.S

426. 7 12.1

3.5

721 .571 .2

6 . 1

7 J 30. ? ftC.fc 17.4

332 0 . 7

ROWTCTAL

1412 .2

32.6

1513.0

322.7.8

5144 .3

115 ICO.4

16.68420 WITH 16 DEGREES CF FPtCCCM SIGNIFICANCE 0.4063

VjJN>CO

TABUS 150

82 CONTRACT NOT RENElEO IF L3SS !'R Ci. V/, lit R •'V P/KT416• * * * * * • * * 4. * r #; * • * 4 * * * m * ♦ * . ♦ * • * * * * * * * *

PART416CCUNT

ROW PCT APPLIANC AUTCMCTI CHEMICAL Frcu C (H*r ROWCCL PCT ES VE TCTALTOT PCT I . 2. 3. 1 4 . 5.1

82 — ---------- -------------- ------------- I -----—----- ------ — ]0 . 1 0 0 I <S C I 7

14.3 C.O 0 . 0 I 85.7 9 . 0 I 6 .19 .1 c . o c . o I 19.2 C.C I0 . 9 0.0 0 . 0 I 5 .2 0 . 0 I

1. 2 2 3 I I ft t 155* 13.3 13.3 20 .0 I 13.3 4t».J I 13.0

19 .2 2 5 .0 10 .0 I 6.1 I*1. 2 11 .7 1 .7 2 .6 1 1.7 •j .2 1

2. 0 0 2 I J 2 T 4AS 0 . 0 0 . 0 5 0 .0 1 0 . > ?<>,o 1 3 .5

3 .0 7.3 6 . 7 1 0 . J 6.1 10 . 0 0 . 0 1.7 I 0 .0 1. ? 1

3. 2 1 0 1 3 7 1 133 t 15.4 7.7 0.0 1 23.1 93 .8 1 11.3

11). 2 12.5 0.0 I 9.1 2 1 .2 I1 .7 0.9 0.0 I 2.0 6 . 1 I

4 . 3 3 5 1 9 S 1 302 t 0 . 0 19.9 3 0 . 0 1 30 .0 30. C I 26 .1

0 . 0 37 .5 30 .3 I 27 .3 2 7 .3 t0 . 0 2 .6 7 .8 I 7 . a 7 .6 1

5. 6 2 16 I 13 9 I 46IS 13.0 4 .3 34. a I 21 .3 19. 1 1 40. U

54.5 2 5 .0 5 3 . 3 1 39.4 27 .2 15 .2 1.7 13.9 1 11.3 7 • H I

COLUMN 11 8 30 33 13 115TOTAL 9 . 6 7 .0 2 6 . 1 28 .7 2C.7 1C0.0

inoustrt groupT •* > v

CHI SQUARE « 33.00334 kITH 20 DEGRESS CF FRuECCM SICMFICANCi- * 0.0337 VJN)VO

TABIE 151

B3 * * * *

63

5*

4*

3%

2%

CHI SQUARE

CONTRACT NOT PENEWF.O fc TU ANSPC-'l Tf,T ll>! °Y PART416 INDUSTRY GROUP* *

FART416CCUNT

RtlW oct COL PCT TOT PCT

0.

3.

5.

COLUMNTOTAL

APPLIANC AUTCMCTI chemical fccc CTKi; POV.ES VE TCTAL

1. 2. I 3. 4. 5 .

1 1 1 1 8 0 119 .1 S . l 1 9.1 72.7 •J.O 9 . 69. 1 12.5 1 3.3 2'< .2 J .O0 .9 0 . 9 1 0.9 7. J O.U

2 0 1 4 •1 7 1315. 4 C.O 1 30.8 J.O 4 7 . H 11.318.2 O.U 1 13.3 c . o 21 .2

1.7 0 . 0 1 3.5 •3 • J 7 .1

0 C 1 1 O 2 3U.O 0 . 0 1 3 3 . 3 J.O 65 .7 2 .60 . 0 J.O 1 3.3 C.O 0 .10 . 0 0 . 0 1 C.9 0 .0 1 .7

tmwm1 3 1 5 5 5 19

5 .3 15.8 i 26 .3 2o. 3 2 c . 3 16.59. 1 37 .5 1 16. 7 15.2 I >.20 .9 2 .6 t 4 .7 4 .7 4. 1

3 2 1 7 12 S 339.1 6.1 1 21 .2 36.4 27 .3 23 .7

2 7 . 3 2 5 .0 1 2 3 .3 36.4 27 .32 . 6 1 .7 1 6 . 1 10.4 7 .3

4 2 f 12 U 19 3611.1 5 .6 1 33 .3 22 .2 27 .8 21 .336«>4 2 5 . 0 1 4 0 . 0 24 .2 3 ) . 3

3 . 5 1 .7 1 10.4 7.0 3. 7

11 8 30 33 33 1159 . 6 7 . 0 26 . 1 23 .7 28 .7 1C J .O

21.94744 tolTH 2U DEGREES CF F^tEDC*1 SIGNIFICANCE * .1.1136VJv-0O

TABIE 152

84 CCNTH4CT NUT RF.UFWIC IF PAPERWORK ERRORS •»Y- . 11 7,rT 416 i n :>u* * * * * * M 4 m f. . ¥ . * * 4 » • t « » » • : « » « a • s - *•=. % rt t ic

FAPT416CCC*|T

ROW PCT APPLIANC ALTCPCTI C H t P i m FCCrt CTK 9 ecwCOL PCT FS WE TCTAL

R4TCT PCT 1.1 2. 3 .1 4 .1 5 • I_fUt

0 . 1 I 1 1 1 r 1 1 1 115. 1 I 5 .1 « . l I 6 3 .6 1 9 . 1 I 9 . 69. 1 I 12.5 3 .3 1 21 .2 1 3 .0 1C.5 I C.9 0 .9 1 4.1 1 0 .5 1— I

1 . I I 0 7 I 2 1 6 I 165* 6 . 3 1 0 . 0 4 3 . 4 1 12.5 I 17 .5 I 13.9

4 . 1 1 0 . 0 23 .3 1 o. 1 I IS. 2 10 . 9 I 0 . 0 6 . 1 1 1 . / 1 6 .2 1_ i

2 . 0 t 0 I 1 0 I 3— I

I 44% 0 . 0 1 0 . 0 2 5 . 0 I 9 . 0 I 75.0 I 3 .5

O.G I 0 . 0 3 .3 I C. J I 9 .1 I0 . 0 I 0 . 0 C.4 I •J.O 1 2 .6 1

*M ----------- — | --------- - - - I3. 2 I 2 3 I 3 I 7 I 17

3 t 11 .8 I 11.4 17 .6 I 17.6 Z 4 1 .2 I 14.813 .2 I 2 5 . U 10.0 1 9.1 * 21 .2 I

1 .7 1 1 .7 2 . 6 I 2 .4 1 6 . 1 1 _ |A 5 I 4 10 I 11 I 9 I 35

2* 12 .4 1 10.3 2 5 . 6 I ?*..» 1 27 .1 I 23 .44 5 . 5 I 5C.0 33 .3 I ii.i 1 27 .3 !

4 . 3 I 3 . 5 6 .7 1 5. 6 7 7. S I

5 . 2 I 1 8 I lu I 7 1 28I t 7 .1 I 3 .6 2 8 . 6 | 35 .7 I 25.C 1 24 . 3

I t ) .2 1 12.5 2 6 . 7 I 3 0 .3 I 7 1 . 2 I1 .7 I C.9 7 . 0 I fc.7 1 6 . 1 If

CCLU4N 11 3 30 V* 33 115TCTAL 5.6 7 . 0 26 .1 2d. 7 2 6 .7 1C0.0

CHI SQUARE - 22 . 90233 WITH 20 DFGRfccS CF F F E f r t 5* SIGMFIC7NCE * 0 .2 9 3 6

.piup . * «

I

TABLE 153

B5 CONTRACT NOT PSNcWT.C IF STOCKT Iff I r.G f:H ■>» P.'3T416 INDUSTRY GROUP

P< PT416

65

COONT ROW PCT COL PCT TCT PCT

0*

5*

4S

»

21

IS

3.

4.

5.

AUTCMOT1VF

2.A P P L 1 ANC

II. I12.5

CH1»»1CAI FCCU C.TH -<

3'

CCLUMNTOTAL

9 . 72 7 . 3

2 . 6

1II

9 . 737 .5

2 . 6

It1

22 .623 .3

6 .1

I 25 .0 1 24.2 1 7 .0

I 3 2 .3 I 30 .3 I d. 7

27 .0

5 I 3 I 18 1 14 I 11 519 . 0 I 5 . 9 1 35 .3 I 27 . 5 I 21 .6 44 .3

4 5 . 5 I 37 .5 1 6 0 . 0 I 42 .4 I 3 3 . 14 . 3 I 2 . 6 ! 15.7 I 12.2 I 9 . 6

- I - - 1 - ----------- I - - - - — .11

5 . 6a

7 .030

26 . 133

28 .733

26. 7115

1C3.0

1C

POKTCTAL

0 7 •J 5c . o 77 .a u.O 7.8c . o 21. > o . o0 . 0 6 .1 ') m t*

•J 1 4 53 3 .3 11.1 4 4 .4 7 . 810.(1 3 . ) 12.1

2 .6 0 .9 3 . 5

0 1 1 2O . U 60. ) 50 .0 1 .70 .0 3. ) 3 . 0O.li 0 .0 0 .5

2 ->/. 7 1315.4 l- i .4 53 .8 11.3

6 . 7 6.1 21 .21.7 1.7 6. 1

31

CHI SQUARE 24.46586 WITH 2C DEGREES CF FRi'ECCM S1C-MF ICANCC * 3.2225

U)M

TABIB 154

87 NO Ct'NTR&CT IF AVERAGE RtSPCNCE .. . . ’ART 416 INDUSTRY GROUP

67

count PGv» PCT COL PCT TCT PCT

FART416

1.5 DAYS

A CAYS

3 CAYS

2 CAYS

1 CAY

3.

A.

5.

COLUMNTCTAL

IAPPLIANC AUT PyPT I CKPICAl FCCO OTHtP ROWIF S VE TCTALI 1. I 2 . 3. 4. 5.

I 1 I 1 1 5 1 5I 1 1 . 1 I 11.1 11.1 55 .6 11.1 7 .8I 9 .1 I 12 .5 3 .3 15 .? 3 . JI 0 .9 I C.9 c .p 4 .3 0 .4

I I I 0 3 6 5 16I 6 .7 T 0 .0 2 0 .1 40. J 'i 3 .3 13.0I 9 . 1 I 0 .0 10 .0 1.1.2 14.2I U.S If 0 .0 2 .6 5 .2 4 .3

I 01I 0 1 0 1 2

I 0 .0 I c . o 5 0 . C C.o 5 j . ) 1 .7I 0 .0 I 0 .0 3 .3 C.O 3 .0I 0 .0 I o .u C.O 0 .0 C.4

I 1 I 1 2 2 •t 101 10 .0 1 10.0 3 0 .0 20 .0 2 0 .3 8 .71 9 .1 I 12.5 1C.0 6.1 4 . t

O • C I 0 .9 2.6 1.7 2. 6 -

I 4 I 4 16 o 11 44I 9 .1 I 9 .1 5 6 .4 2C.5 24. C 38.3I 36 .4 I 5 0 .0 5 ? .3 27 .3 3 3 .2I 3 .5 I 3 .5 13 .« 7.3 4 .6

I 4 1 2 6 11 I? 35I 11 .4 I 5 .7 17.1 31 .4 3 4 .2 30 .4I 3 6 .4 1 2 5 . 0 2 0 . 0 3 3 . 3 3 6 .4I 3 . 5 I 1 . 7 5 .2 5.0 I C . 4

11 8 30 33 3 3 1159 . 6 7 . 0 2 6 . 1 2 3 .7 2 8 .7 1CO.O

CHI SQUARE > 13.62352 WITH 20 DEGREES CF FREtCCM S1CMFICAUCE * 0.8490 VjJLOLO

TABIE 155

P8*N0 CONTRACT IF EXCESSIVE RESPONSE

RA5T41.fi IN.)IISTPY G-LOUP

FAPT416

B8

CCUNT ROM PCT COL PCT TCT «>CT

0.

5 OAVS

4 OAVS

3 OAVS

2 CAYS

1 OAV

4 .

CCLUlNTOTAL

IAPPLIANC AU TC Mn n C H E P t C A l FCCD C T h f k PChI E S VE TCTALI 1 . 1 ? . 3 . 4 . 5 .

1 1 1 1 2 ft 1 11I P . I I 5 .1 l » . 2 5 4 . 5 9 . 1 9 . 6I 9 . 1 1 2 . 5 6 . 7 1 3 . 2 3 . CI 0 . 9 C . 9 1 . 7 5 . 2 0 . 5

— —•«««► | I 4 1 4 4 3* 161 2 5 . C 6 . 3 2 5 . 9 2 5 . 3 1 « . 4 1 3 . 5I 3 6 . 4 1 2 . 5 1 3 . 3 1 2 . 1 ' . 1I 1 . 5 0 . 9 3 . 5 3 . 5

I 2 2 1 2 5 12I 1 6 . 7 1 6 . 7 B . 3 1 6 . 7 4 1 . 7 1 0 . 4I I B . 2 2 5 . 0 3 . 3 6 . 1 1 3 . 2I 1 . 7

f1 . 7 0 .9 1.7 4 . 2

I 0 1 6 6 10 2 2I 0 . 0 4 .5 2 7 . 1 2 2 . 7 4 5 . 5 1 5 . 1I 0 . 0 I 1 2 . 5 2 C . 0 1 5 . 2 3 * . 3I 0 . 0 1

C . 9 5 . 2 4 . 3 8 . 7

I 0 1 5 12 7 2 9I 0 . 0 I 3 . 4 3 1 . 0 4 1 . 4 2 4 . 1 2 5.21 0 . 0 1 1 2 . 5 3 C . 0 3 6 . 4 2 1 . 2I 0 . 0 1 C . S 7 . 6 1 0 . 4 o. 1

I 4 1 2 8 4 7 2 5I 1 6 . 0 fl.U 3 2 . 0 1 6 . 0 2 8 . C 2 1 . 7I 3 6 .4 1 2 5 . 0 2 6 . 7 1 2 . 1 2 1 . 2I 3 . 5 1______ t 1 . 7 7.0 3 . 5 6 . 1i i

11 R 3 0 33 3 3 1 1 59 . 6 7.0 4 2 6 . 1 2 6 . 7 2 1 . 7 1 C 0 . 0

CHI SQUARE * 27.0C8G3 WITH 20 OEGPEES CP PHCFCC** SIGNIFICANCE « 0.1353

TABIE 156

N'j CO'ITrfACT IF CUSTCMLB CO*PL/. I I IS r< rr i ; .«v tM'-T41o IN'DUSKY G?l!JP

89

COLNT POh PCT COL PCT TCI °CT

0.

1.

P7BT416

iPPLUNCCS 1.

S(

AX

3%

2*

IX

4.

5 .

110. 0

9 .10 .9

220.0 i d . 2

1 .7

00.00.00.02

12 .5 1 8 . 2

1. 7

CCLUMN . TOTAL

AUICMOTI CHFHICAL F cc r CHE? FCWVE TCTAL

2. 3 . 4 . 5 .

1 3 5 0 1010.0 3 3 .0 5 ) . il 0 . J 8 .712.5 1 0 .0 l s . 2 tl.C0 .9 2 .6 ••..3 o . c

1 3 ? 2 .101C.0 3 0 .0 2 0 . ) 2 1. ) 8 .712 .5 1C.0 t>. 1 6 . 1

0 .9 2 .6 1.7 1 .7

0 1 0 4 50 .0 2 0 .0 0 .1 8o.C 4.30 .0 3 .3 0 .0 12.10 .0 0 .5 C .J 3 .5

I ~j 4 6 166 .3 18.fi 25 .0 3 7 .5 13.5

12.5 1C .) 12.1 13 .2C.9 2 . A 3.3 5. 2

3 5 11 1C 368 .3 2 5 .0 30 .6 27.€ 21 .3

37 .5 3 0 .0 33.3 3 *.32 .6 7 .8 9 .6 E. 7

2 11 11 11 385 .3 2 3 .9 2 8 .9 2 8 .5 33 .0

2 5 .0 36 .7 33 .3 3 ? . ?1 .7 5 .6 5 .6 5 .6

8 30 33 33 1157 .0 2 6 .1 28 .7 2 8 .7 1CO.O

CHI SQUARE ■ 15.02836 WITH 20 DECREES CF FRFECC" SIGNIFICANCE * 0.7748

TABIE 157

RIO * * * * *

Ntt CONTRACT IF AVERAGE RESPONSE TIME* * r *■ * « > BY INDUSTRY GROUP

t »f *t i «■.****♦■#■PtPTAlfa

8 1 0

CCUNT ROW ’ CT COL PCT TCI PCT

APPLIANCES

1.

AUTCMrTIVE

2.

CHEMICAL

3.

FCCO

A

CTEi'R

• I 5.1

ECUTCT.U

0 . 1 0 2 6 1 2 I 11o. 1 0 .0 19.2 5 A. 6 1 I ' l . J I 9 .69 .1 0 .0 6 .7 13.2 1 h. 1 I0 .9 0 .0 1.7 5 .2 I 1 .7 1

1 . I 1 3 3 I 1 I cWEEKS 11. 1 11.1 33 .3 33 .3 I 11 .1 I CD•

9 .1 12 .5 10 .0 5 .1 I 3 .0 I0 .9 0 .9 2 .6 7 .3 1 1.5 I

2 . A 3 12 7 T 7 I 33WEEKS 12.1 5.1 3 6 . A 21.2 I 2 1 .2 I 28. 7

36. A 37.5 AC. 0 21.2 I 21 .2 I3 .5 2 .6 1 0 .A 6.1 1 t.. i r

3 . 1 I A A 1 « 1 18WEEKS 5 .6 5 .6 2 2 .2 22 .2 I AA.A I 15.7

9 .1 12 .5 13.3 12.1 1 2 V. 2 I0 .9 0 .9 3 .5 3 .5 I 7 .0 I

A. 3 3 •a 10 I H I 27WEEKS 11. 1 11.1 n . i 3 7.0 I ? - >. 0 I 2 3 .5

27. 3 37 .5 1C.0 3 J .3 1 2A.2 I2 .6 2 .6 2 .6 E . 7 I 7 .0 I

5 . 1 C 6 3 I 7 I 17WEEK 5 .9 0 .0 3 6 .3 17.6 1 A1.2 I- l A . e

5. 1 0 .0 2 0 . 0 5.1 I 2 1 .2 :0 .9 0 .0 5 .2 2 .6 I fa. 1 I

CCLOWN 1 1 a 30 3? 32 115TCTAL 9 . 6 7 . 0 2 6 .1 2E..7 29. 7 1CO.O

SQUARE ■ 18a 16A93 WITH 20 DEGREES CF F.'iFECCM SI FA'IF ICANCl »

VjOVjOON

TABLE 158

nil* * * * * NO MMTP.ACT-* * -RESPONSE TO SPECIAL Sh IIMLM4 * *' m

.AY Pa<*TAlii INDUSTRY GROUP

I'll

S CAYS

4 CAYS

3 CAYS

2 OAVS

1 CAY

CCLNT RC* PCT CCL PCT TOT PCT

PAPT416

I.

2 *

3.

5.

COLUMNTCTAL

IAFFLIANC All T CMC TI CHEMICAL FOE."' cth: - srwIcS Vfc TCTALI 1. 1 2 . ? . ! 4 . 5 .1

I 1 1 1 2 I 6 I I 10I 10 .0 I 10 .0 2C.C I 50. J 1J .C I fi.7I 9 .1 I 12.5 6 .7 t 15.7 3 .0 II 0 .9 1 C.9 I . / 1 4 .3 C . 4 I

I 0 I 0 1 1 1 4 ! 6I 0 .0 I C.O 16 .7 I 16. f 6 6 .7 1 5 .2I 0 .0 I 0 .0 3 .3 I 3. > l ? . t 1I o .u I 0 .0 0 .9 1 C.9 3 .5 1

I 0 I U 2 : I 0 1 3I 0 .0 I C.O 6 6 .7 I 33.3 0 . J 1 2 .6I 0 .0 1 0 .0 6 .7 I 3 .0 O.C 1I 0 .0 I 0 . ) 1 .7 1 0 .9 0 .0 1

I 1- I -

1 1 0 •> 3 71 14 .3 I 14.3 C.O 28.6 4 2 .9 6 .1I 4 .1 I 12.5 C.O 6.1 4. 11 0 .9 I C.9 0.1] 1.7 3 .6

1 4 I ? 8 IU P 32I 12 .5 I 6 .3 2 5 .0 31 .3 2 5 .0 27 .8I 3 6 .4 I 2 5 .0 2 6 .7 30. 3 2 4 .2I 3 .5 I 1 .7 7.0 3 .7 7.0

I 5 I 4 17 14 17 57I 8 .0 I 7 .0 2 9 . A 2M.6 2«*.e 4 9 .6I 4 5 .5 I 5 0 .0 5 6 .7 42. 51 .5I 4 .3 1

- I -3 .5 14 .8 12.2 14.6

11 8 30 33 33 1159 .6 7 .0 26 .1 2 3 .7 2P .7 1C0.U

CHI SCUARE * 15.13970 WITH 2C DEGREES OF FPPFCCM SIGNIFICANCE * 0.7644

TABIE 159

Cl FREQUENCY OF VISITS TO PUBLIC w .'.BcHCUSES UY P6RT416 INOUSTRY CROUP» « » * • « * * » * * * * • * * * * « »

CCUNT RCh PCT COL PCT TCT PCT

C l

PART416

APPLlPNC ES 1.1 1-

0.

1.1 VISIT

2 VISITS

3 VISITS3.

4.4 VISITS OF MORE

CCLUMNTOTAL

AUTCPCTlVE 2.

CHtPICU FCCC nt K<

1 I 16 .7 I 9.1 I

0 .9 I 1-

00.00.0C.O

5 I 15 .2 I 4 5 .5 I

4 .3 I 1 .

1 I 4 .2 I9 .1 I 0.5 1

1-1 I

5 .6 I9 .1 I 0 .9 I

1-

39 .1

37 .52.6

.1 ■I*I I I I

•I -----------I 6I l a . 2 1 2 0 . 0 I 5 .2

50. J I O.o 2.6

28 .3

2 5 .01 .7

■I------------I 10 I 4 1 .7 I 33 .3 I 6.7

15 .6

12 .5C.5

. i------------I 5I 27 .8 I 16.7 I 4 .3

38.a 2 7 .3 2.6119.6

25.9

2 5 .01 .7

a7.0

617.620.0

5 .2

302 6 .1

233.36.11 .7

Q2 7.3 27 .3

7.8

416. 7 1 2 . 1

3.5

633 .310.25 .2

1225.3 3 6 . .10.4

3328.7

1)30. 3 3 0 .1

a . 77

2 0 .72 1 . 26.1

527.615.24 .2

11*2.433.2

•».&

3328.7

908TCTAL

65 .2

3326 .7

2420.9

IB15.7

3429 .6

US100.0CHI SQUARE 12.38564 WITH 16 OEGREES CF FP.EFCCM SIGNIFICANCE > 0.7170

U>00

TABIE 160

C2 P?»CENT4G= n r VISITS Tn P.W. i.Ki*.N.*i'U:JC10 TV PAe T4l6 INDUSTRY GKO'JP* * * * * * ♦ • ' * * * * * * * *4 i ■’ . » •• » +PAP T416

CCUNTf-OW P e r COL PCT TCT °CT

APPLUNCES

1.

ALTO'CTIVE

2 .

CHEMICAL

3.

FCCC

4 .

C7H( P

5.U2 * • • • • -■ ! •0. 6 4 15 13 13

NONE 11.0 7 .8 2 9 .4 25. > 26 .554. 5 5C.0 5 0 . C 3 7.4 39 .4

5 .2 3 .5 13.0 11.3 11 .3

i • I I 7 6 425Y CR IESS 5 .3 5 .3 ?o .5 31 .6 21 .1

5. 1 12.5 2 ? .? lri.2 12.10 .9 0 .9 6.1 5 .2 1.5

2 . 2 2 5 4 526* TO 90 t h . 7 fi.7 2 1 .7 21 .7 3 ? . 1

18.2 25 .0 16.7 15.2 27 .31.7 1 .7 4 .3 4 . 1 7. E

3 . 0 1 3 151* TO 15* 0.0 0 .0 2 0 .0 60 . ) 2 0 .00.0 0 .0 3 .3 4.1 3 .00.0 0 .0 C.9 2 .4 0. !

4 . I 0 0 1 376* TO 9 9 t 23 .0 u .o C.O 2C. 1 60. C

c . l 0 .0 0 .0 3 . ) 9 .1C.5 C.O 0 .0 Ua # 2 .6

5 . 1 1 2 5 31001 8 .3 8 .3 16 .7 41 .7 25. C

9 .1 12 .5 6 .7 15.2 4 . 1e . 5 C.9 1 .7 4 . J 2 .6

CCLUMN 11 a 30 33 33TCTAL 9.6 7.0 •CM 28 .7 2B.7

s r«TCTAL

*> i 44.3

1916.5

2320.0

54 .3

54 .3

1210.4

U S1 0 0 .0

&HI SQUARE 12.19023 WITH 20 DEGREES C6 F2EFCCM SIGNIFICANCE * 0.9044

VJVO

C3* * • *

TABIE 161PERCENT tlF VISITS TO SOLVE SPECIFIC PROP »Y

« * * * *

CCOMTfcv* pr. ICOL PCT TCT PCT

C3

NOME

25t OR LESS

2 6 t TO 5Ct

5 1 f TO 75T

76« TO 99T

10 OR

I.

?.

3.

6.

5.

CCLUMNTCTAL

* * V * V * » • * * * * * * » ■» < » - - . -> ■ i

P4PT416

IAPPL1ANf AUTCP0T1 CHEMICAL FCCO FCWIES VE TCTALI 1. I

1 2 . 3 . 4 . 5 .1

I 0iI 1 3 7 7 t 23

I 0 .0 I 4 .3 34 .3 3 J . V 3 1 .4 I 2 0 .0I 0 .0 I 12.5 2 6 .7 21.2 2 1 .2 II 0 .0 I 0 .9 7.0 4 .1 F . l t

I 3 I 4 12 19 16 I 55I 5 .5 I 7 .3 23 .6 34 .5 2 4 .1 I 4 7 .8I 2 7 .3 I 5C.9 4 3 .3 57.6 4 1 .5 1I 2 .6 1 3 .5 11 .3 I t . 5 U . S 1

I 5 I 2 6 3 7 t 23I 2 1 .7 I 8 .7 2 6 .1 12.0 3 0 .4 I 20 .0I 4 5 .5 I 25 .0 2 0 .0 9.1 2 1 .? II 4 .3 1 1 .7 5 .2 2 .6 o.l 1

I 1 I 0 1 ) 2 I 4I 2 5 .0 I 0 .0 2 5 . C C.O 50. C I 3 .5I S. 1 I 0 .0 3 .3 0 .0 6 .1 II 0 .9 I 0 .0 0 .4 C.o 1 .7 I

I 0 I 0 I i? 1 1 2I 0 .0 I 0 .0 5 0 .0 0 .0 50. C I 1 .7I fl.O I 0 .0 3 .3 ».■» 3 . u fI <3.0 I 0 .0 C.4 0 .3 3 .5 ]

I 2 I 1 1 4 3 I 8I 2 5 .C I 12 .5 12 .5 53 .0 0 . C I 7 .0I I d . 2 I 12 .5 3 .3 12.1 C.C I1 1. 7 I

t0 .4 O.o 3 .5 3 .1 I

111

8 30 33 33 115

I NOWST4V GROUP

9 .6 7 .0 26 .1 2 8 .7 2 0 .7 IJO.O

CHI SQUARE 21.76554 WITH 20 DEGREES CF FPfcFCCM SIGNIFICANCE * 0.3545

VjJ§

f

TABUS 162

C4* * * * *

NUMOER OF ON—SI Tf AUDITS FOR SECURITY Oi. t ■>, 1

MY P A« > T 4 1 6!•'*»( INDUSTRY GROUP! l) ♦ . * * * * • » * » . * # *

CCUNT PCk PCT COL PCT TCT PCT

PAP.T416

APPLIANC ES

I .C4

I V IS IT

2 V IS IT S

3 V IS IT S

1.

2.

3 .

4 .4 V IS IT S OR PORE

COLUMNTOTAL

AUTCMfTI CHEMICAL VEI 2.1I--------------1—

3.3

ia.92 7 .32.648.0

3 6 .43 . 5

li.i2 7 .32.61

I I . I 9 . I0 . 9

C0.00.00.011

9 . 6

I 01 0 . 01 C .JI 0 .0

■I------------I 3I 6 .0I 3 7 .5I 2 .6

- I ------------I I 1 I

-I- I I I I

-I- 1 I I I

-1-

I 4I 25 .0 I 13.3 1 3 .5

■I------------I IPI 3 6 .0 I 6 0 .0 I 15.7

311.1 3 7 .5 2.62

2 2 . 2 2 5 . C

1 .7

00.00.00.0

87 . 0

82 9 .62 6 . 7

7 . 0

r c c c

1 4 .

CThhR

5 .

FCWTCTAL

1 4 5 16I 2 5 . ) 3 1 .3 1 3 .9! 12 .1 1 5 .2I 3 .5 4 .3

1 10 15 50I 2 0 . J 3.1. & 4 3 . 5I 3 0 .3 4 5 . 5I H .7 1 3 . J

I 6 7 27I ? 2 .2 2 5 .5 23 .5I 1 8 .2 2 1 .3I 5 .2 6 . 1

00.0

'0.0o.a

0 . 0 0.0 0.0 ! — I

30 2 6 . 1

33 .3 33. 3 7 .85.1 9 .12 .0 2 .6

10 3 1376 .9 2 2. 1 11.330 .3 4 .1

8 .7 2 .6

33 33 11520.7 2 8 .7 1C0.0

CHI SQUARE 29.14145 kITH 16 OCGREES CF FPF.ECCM SIGNIFICANCE » 0.0230

■P-

TABLE 163C6 X OF FKEIUOT BILLS AUDITED FOP PERFOUMAWCf 8V PA<tT416 IN3IJSI9Y G»0'JP

* * * * 9 * f * a * * + H t « » « $ t * N | v r . \ t. « i y i f « a t t p y f | * 9

FA&T416CCLNT 1

F Jh PCT APPLIANC AU7CPUTI CHFPICAL fccc LlHh« PC*COL PCT ES VF TCTALTOT PCT 1. 2.1 3 . 4 . 5.

0 . 3 3 I 6 7 5 25NONE 12.0 12 .0 1 2 4 .0 23. 3 7-..C 21 .7

2 7 .3 37 .5 I 2 0 .0 21 .2 13.22 .6 2 .6 I 5 .2 6 .1 S .?

— ———— —— — ------ I --------- ---— - - - - — — — -I . 0 3 I 6 <• 7 20

25 X OR LESS 0 .0 15.0 I 3 0 .0 2 0 .0 35 .3 17.4J.C 3 7 .5 I 2 0 .0 12. 1 21 .2C.O 2 .6 I 5 .2 3.5 6 .1

2 . 2 1 I 3 0 5 1126« TO 502 10. 2 5 .1 I 2 7 .3 0 .3 4 5 .5 9 .6

18 .2 12 .5 I 10 .0 0 .3 15 .21.7 0 .9 I 2 .6 0 .0 4 .3

3 . 1 0 I 0 3 1 55 l t TO 75t 2 0 .0 0 .0 I 0 .0 63 . J 2 0 .0 4.3

9 .1 0 .0 I 0 .0 5.1 ?.C0 .9 0 .0 t 0 .0 2 .6 C.S

— —------ ----- I --------- ------ -—A. 0 0 I Q 2 c 2

76 t TO 59X 0 .0 c . o I 0 .0 100.3 0 .0 1.7c .o 0 .3 I 0 .0 o . l 4 * uo .u 0 .0 I

I-1

0 .0 1 .7 0 .0

5 . 5 1 15 17 14 521002 5 .6 1.9 1 2 8 .8 32 .7 26 .« 45 .2

55 . * 12.5 I 5C.0 5 1 . S 4 2 .4• 4 .3 0.9 1 1 3 .3 1 4 .h 12 .2— — —————— ———---- — I- ——---- — —

CCLUHN 11 a 30 33 33 115TOTAL 5 .6 7 .0 2 6 .1 29 .7 2 8 .7 1CO.O

CHI SQUARE « 22.58390 WITH 20 OEGREES CF F»FEDCH S1GMITItANCE » 0.3094

C7TAEUS 164

W1YS USED TO KCNITCR SERVICE jY P4«.T4l6 INOIISTRY GROUP

P4JJT416CCUNT

PCM PCT COL PCT TCT PCT

0.NO

APPL1ANCLS

I .

17 .7 S. I0 .9

AUICMCTIVE 2 .

215.42 5 . C-

1 .7

CHEMCAL

2.

323 .1 10. ) 2.6

FCCC

4 .

430. <1 12.1

3 .5

C TFEK

5.

323.1

9 .1 ? . j

F9*'TCTAL

1311.3

I . 0 1 3 4 7 15SERVICE P6RF0RMA 0.0

O .J0.06 .7

12 .50 .9

20.010.02 .6

26 .712.1

3 .5

4 6 .72 1 .2

6 .1

13.0

2. 1 0 2 I 3 7YES 14.3

9 .10*0O .J

2 8 .66 .7

14 .33 . J

42. 9 5 .1

6. 1C.9 0 .0 1 .7 0 .9 2 .6

— -----— ——3. 4 0 7 6 12 29

- CUSTOMER CCMPLAt 13 .8 3 6 .A

3 .5

C.O 0 .0 3 . <3

24 .12 3 .3

6 .1

2 3.7 U .2

5.2

41 .436 .4 I ) . 4

25 .2

4 . ' 1 0 I 5 2 QSALESMENS COHMEN 11.1

9 .1C.O0 .0

11.13 .3

55 .615.2

22 .26 .1

7 .3

0 .5 0.0 0 .9 4 .3 1 .7

S. 3 3 13 11 5 32COMPARE PKOMISF 9. 4

27 .3 2 .6

9 .437 .5

2 .6

3 1 .333 .3

R.7

3« .433.39 .6

15 .615.2

s . 3

27 .8

7 . 0 I 2 0 1 4SURVEY CAROS FRO •3.0

0 .00 .0

25 .012.50 .9

5 0 .06 .71.7

O.JO.J0 .0

2 6 .03.G0 .5

3 .5

— — ————— — -— — - - - - - -COLUMN 11 8 30 33 33 115

ICIAL(CCNT INUEOl

5 .6 7 .0 2 6 .1 28.7 2 8 . 7 1C9.U

TABIfi 164-C7 WAYS USED TC MONITOR SERVICE PV. PAR r A16 INDUSTRY group

PART416CCUMT I

PCW PCT IAPPLIANC AUTCMCTI CHEMICAL PCCn COL PrT I t S VE

CTHE* SCWTCTAL

TOT PCT I 1. 2. 3. 5.1w»

8. I 1 1 2 2 J t 6SPOTCHSCK AUDITS I 16 .7 16.7 33. ? 33.3 O.C 1 5 .2

III -

9 .1C.5

12 .50 .9

o .71.7

6.11.7

o .u t•J.O 1

CC-LUMN 11 8 30 33 33 115TOTAL 9 .6 7 .3 26.1 2R.7 2«W7 10-7.0

CNI SCLARE 2 5 .4 7 3 3 7 WITH 28 DEGREES CF FREfcCCH SIGNIFICANCE ■ 0 .6 0 2 0

34 4

345

BIBLIOGRAPHY

ARTICLES

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346

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*

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351

80. Wind, Yoram. "Industrial Source Loyalty." Journal ofM arketing R e s e a r c h . VII (November, 1970}, 450-7.81. Wind, Yoram, and Cardozo, Richard N. "IndustrialM a rket Segmentation." Industrial Marketing Manage- ' m e n t . Ill (1974), 153 - S £ T82. Zaltman, Gerald, and Bonoma, Thomas V. "OrganizationalBuying Behavior: Hypotheses and Directions." Industrial Marketing M a n a g e m e n t . VI (1977), 53-60.

BOOKS

83. Alexander, Ralph 3,; Gross, James S.; and Hill, RichardM. Industrial M a r k e t i n g . 3rd ed. Homewood, Illinois: Richard D. Irwin, Inc. , 1967.84. Brand, Gordon T. The Industrial Buying D e c i s i o n . London:Cassell/Assoelated Business P r o g a m m e s , 1972785. Buckner, Hugh. H ow British Industry B u y s . London:Jutchinson and C o ., 19 6 7 .86. Chorafa3, Dimitris N. W a r e h o u s i n g .New York: AmericanRlsevier Publishing Company, i n c . , 1974.8 7 . Copeland, M e lvin T. Principles of M e r c h a n d i s i n g . Chicago:A. W, S haw Company, 1924.88. .England, Wilbur B . , and Leenders, Michael R. Purchasingand Materials M a n a g e m e n t . 6th ed. Homewood, Illinois: Richard D. Irwin, Inc., 1975.89. H r d o s , Paul L. Professional Mall S u r v e y s . New York:McGraw-Hill Book Company, 1970.90. Heinritz, Stuart P . , and Parrell, Paul V. P u r c h a s i n g :Principles and A p p l i c a t i o n s . 5th ed. Bnglewood Cliffs, N ew Jersey: P r e n t i c e - H a l l , Inc., 1971.91. Jenkins, Creed H. Modern Warehouse M a n a g e m e n t . New York:McGraw-Hill Book Company, 1968.92. King, Robert L . , ed. Marketing and the New Science ofPl anning. Chicago: American Marketing Association,T9SFI93. La Londe, Bernard J . , and Zinszer, Paul H. CustomerService: Meaning and M e a s u r e m e n t . Chicago: National Council of Physical Distribution Management, 1976.

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94. Lee, Lamar, Jr., and Dabler, Donald W. Purchasing andMaterials Management — Text and C a s e s . 2nd ed. iJew tfork: McGraw-Hill, 1971.95. Levitt, Theodore. Industrial Purchasing B e havior.Boston: Harvard University, 1965.96. Nie, Norman H . , et a l . Statistical Package for theSocial S c i e n c e s . New York: McGraw-Hill, 1975.97. Platten, John H. How Industry Buys. New York: Scientific American, 1950.98. Robinson, Patrick J., and Paris, Charles W. IndustrialBuying and Creative M a r k e t i n g . Boston: A i l y n and Bacon, Inc., 1967.99. Schroder, Harold M . ; Diver, Michael J . ; and Streufert,Siegfried. Human Information Processing. New York: Holt, Rinehart and Winston, I n c . , 1967.100. Shoaf, P. Robert. -Emotional Factors Underlying Industrial P u r c h a s e s . Cleveland, Ohio: Steel/Penton Publishing Company, 1959.101. Sutton, Robert M . ; Weitz, Donald W . * and Potter,Ronald 3. Case Studies of Private Motor Car r i a g e . Washington, D. C . : Department of Transportation,

1973.102. Webster, Frederick E , , J r . , and Wind, Yoram.Organizational Buying B e h a v i o r . Englewood Cliffs,New Jersey: P r e ntice-Hall, 1972.103. Westing, J. H . , and Fine, I. V. Industrial P u rchasing.New York: John Wiley and Sons, Inc., 1955.104. Westing, J. H . ; and Fine, I. V.; and Zenz, GaryJoseph. Purchasing M a n a g e m e n t . 4th ed. New York: John Wiley and Sons, Inc., 1976.105. Woodside, Arch G. ; Sheth Jagdlsh N . ; and Bennett,Peter D . , eds. Consumer and Industrial Buying B e h a v i o r . New York: Elsevier North-Holland, 1977.106. Zaltman, Gerald, and Burger. Philip C. MarketingResearch: Fundamentals and D y n a m i c s . Hinsdale, fllinois: The Lryden Press, 1975.

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PROCEEDINGS

107. Barabba, Vincent P. "What's New for IndustrialMarketers." Proceedings of the 1975 Conference of the American Marketing Association. Chicago.108. Bird, Monroe Murphy. "The Industrial PurchasingDecision from the M a r k e t e r ’s Viewpoint," Proceedings of the 1975 Conference of the American Marketing a s s o c i a t i o n . Chicago.109. Cardozo, Richard N. "Segmenting the Industrial Market."Marketing and the New Science of P l a n n i n g . Robert L. King, ed. Proceedings of the 1968 Pall Conference of the A m erican Marketing Association. Chicago.110. Dempsey, William A. "A Canonical Analysis of VendorAttributes and Industrial Buyer Information Sources." Proceedings of the 1975 Conference of The American Marketing A s s o c i a t i o n . Chicago.111. Dodge, H. Robert. "The Marketing Concept as Applied toindustrial Marketing." Proceedings of the 1971 Conference of the American Marketing A s s o c i a t i o n . Chicago.112. Paris, Charles W. "Market Segmentation and IndustrialBuying Beh a v i o r . " Proceedings of the 1967 Summer Conference of the American Marketing A s sociation. Chicago.113. Peldman, Wallace, and Cardozo, Richard N. "IndustrialBuying as Consumer Behavior." Proceedings of the

1967 Summer Conference of the American Marketing A s s o c i a t i o n . Chicago.114. Grabner, John R . ; Densmore, Max C . ; and Saleh, ParoukA. "Selected Attributes of the Decision Process for an Industrial Service." Perspectives in Logistics R e s e a r c h . John R. Grabner, ed. Proceedings of the Third Annual Transportation and Logistics .Educators Conference (October, 1975), San Francisco.115. Howard, John A., and Sheth, J. N. "Theory of BuyerB e h a v i o r . " Proceedings of the 1967 Conference of the American Marketing A s s o c i a t i o n . Chicago.116. Luckett, P. H. "Industrial Marketing Channels: Director Indirect." Proceedings of the 1978 Conference of the American Marketing Association. Chicago.

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117. McMillan, James ft. "Role Differentiation In IndustrialBuying Decisions." Proceedings of the 1975 Conference of the American Marketing A s s o c i a t i o n . Chicago.118. Robinson, Patrick J. "Some Alternative Approaches toModeling and Evaluating Industrial Marketing Strate- gies." Proceedings of the 1968 Conference of the American Marketing A s sociation. Chicago.119. Sweitzer, Robert W. "Interpersonal Information Processing of Industrial Buyers." Proceedings of the 1976 Conference of the American Marketing A s s o c i a t i o n . C h i c a g o .120. Webster, Prederick E. "Industrial Buying Behavior:A ttate-of-the-Art Appraisal." Proceedings of the 1969 Conference of the American Marketing As s o c i a t i o n . C h i c a g o .121. Wind, Yoram. "Mathematical Analysis of Perception andPreference for Industrial Marketing." Proceedings of the 1968 Conference of the American Marketing A s sociation. 7d h l ^ g o "122. Wind, Yoram. "Recent Approaches to the Study of Organizational Buying Behavior." Proceedings of the 1973 Conference of the American Marketing a s s o c i a t i o n . Chicago.123. Wind, Yoram, and Robinson, Patrick J. "Simulating theIndustrial Buying Process." Proceedings of the 1968 Pall Conference of the American Marketing A s sociation. Chicago.

UNPUBLISHED MATERIALS

124. Binkley, Andrew J. "The A i r Freight Decision — ATotal Distribution Systems Analysis." Unpublished Ph.D. dissertation, Columbia University, 1974.125. Kennedy, Sherril H. "The Rationality of the IndustrialBuyer — A Study In the Transport Industry." Unpublished Masters' Thesis, University of Bradford Management Center, 1969.126. La Londe, Bernard J. "The Public Warehouse SelectionDecision and New Marketing Strategies." Unpublished Working Paper, Ohio State University, 1972.

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127. Pingry, Jack Richard. "An Examination of the PurchasingProcess for Technical Industrial Products." Unpublished Ph.D. dissertation, Ohio State University, 1972.128. Stiles, Gerald William. "An Information ProcessingModel of Industrial Buyer Behavior." Unpublished Ph.D. dissertation, University of Minnesota, 1972.129. Stock, James Robert. "An Analysis and Evaluation of theDistribution Mode Selection Decision." Unpublished Ph.D. dissertation, Ohio State University, 1975.

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