Post Purchase Behaviour of Automobile Industry
Content
CHAPTER 1 INTRODUCTION ABOUT THE COMPANY
Maruti Suzuki is one of India's leading automobile manufacturers and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The Indian government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its' only competitorsthe Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries. The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's largest selling compact car ever since it was launched in 1983. More than a million units of this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment. Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact car model. Till recently the term "Maruti", in popular Indian culture, in India hindu's lord Hanuman is known as "maruti", was associated to the Maruti 800 model. Maruti Suzuki has been the leader of the Indian car market for over two decades. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Maruti Suzuki’s Gurgaon facility has an installed capacity of 350,000 units per
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annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined capability to produce over 700,000 units annually. More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is owned by the public and financial institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in India. During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 15 models, Maruti 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Gypsy, Grand Vitara. Swift, Swift DZire, A-star and SX4 are maufactured in Manesar, Grand Vitara is imported from Japan as a completely built unit (CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars for three decades. Suzuki’s technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient. Nearly 75,000 people are employed directly by Maruti Suzuki and its partners.It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific
Partner for the joint venture
Pressure started mounting on Indira and Sanjay Gandhi to share the details of the progress on the Maruti Project. Since country's resources were made available by mother to her son's pet project. A delegation of Indian technocrats was assigned to hunt a collaborator for the project. Initial rounds of discussion were held with the giants of the automobile industry in Japan including Toyota, Nissan and Honda. Suzuki Motor Corporation was at that time a small player in the four wheeler automobile sector and had major share in the two wheeler segment. Suzuki's bid was considered negligible.
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In the initial rounds of discussion the giants had their bosses present and in the later rounds related to the technical discussions executives of these automobile giants were present. Osamu Suzuki, Chairman and CEO of the company ensured that he was present in all the rounds of discussion. Osamu in an article writes that it subtly massaged their (Indian delegation) egos and also convinced them about the sincerity of Suzuki's bid. In the initial days Suzuki took all steps to ensure the government about its sincerity on the project. Suzuki in return received a lot of help from the government in such matters as import clearances for manufacturing equipment (against the wishes of the Indian machine tool industry then and its own socialistic ideology), land purchase at government prices for setting up the factory Gurgaon and reduced or removal of excise tariffs. This helped Suzuki conscientiously nurse Maruti Suzuki through its infancy to become one of its flagship ventures.
Joint venture related issues
Relationship between the Government of India, under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture that had a near monopolistic trade in the Indian automobile market and the nature of the partnership built up till then was the underlying reason for most issues. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987, and further to 50% in 1992. In 1982 both the venture partners had entered into an agreement to nominate their candidate for the post of Managing Director and every Managing Director will have tenure of five years Initially R.C.Bhargava, was the managing director of the company since the inception of the joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki. Joining in 1982 he held several key positions in the company before heading the company as Managing Director. Currently he is on the Board of Directors. After completing his five year tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr. Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General Manager. Later in 1987 he was promoted as
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Chief General Manager, 1988 as Director, Productions and Projects, 1989 Director, Materials and in 1993 as Joint Managing Director. Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the reason of it being called on a short notice. Later Suzuki Motor Corporation went on record to state that Mr. Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for the models including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy for the Government and would not let it increase its stake in the venture.[8] If Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have been able to manufacture all the models without the technical assistance from Suzuki. Till today the issue of localization of gear boxes is highlighted in the press. The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a stay order against the appointment of Mr. Bhaskarudu. The issue was resolved in an out-of-court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31 December 1999, and from 1 January 2000, Jagdish Khattar, Executive Director of Maruti Udyog Limited would assume charges as the Managing Director.[10] Many politicians believed, and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce imports. This remains true, even today the gear boxes are still imported from Japan and are assembled at the Gurgaon facility.
Industrial relations
For most of its history, Maruti Udyog Limited had relatively few problems with its labour force. Its emphasis of a Japanese work culture and the modern manufacturing process, first instituted in Japan in the 1970s, was accepted by the workforce of the company without any difficulty. But with the change in management in 1997, when it became predominantly government controlled for a while, and the conflict between the United Front Government and Suzuki may have been the cause of unrest among employees. A major row broke out in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike, demanding among other things,
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revision of the incentive scheme offered and implementation of a pension scheme. Employees struck work for six hours in October 2000, irked over the suspension of nine employees, going on a six-hour tools-down strike at its Gurgaon plant, demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. About this time, the NDA government, following a disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in a public offering. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidised by the Government. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers, with four MUL employees going on a fastunto-death. In December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives, a better pension scheme and other benefits. The management has refused to pass on the benefits citing increased competition and lower margins.
CUSTOMER CARE AND SALES PROCESSES
Service organizations are particularly dependent on levels of customer care, as the ‘people’ element in the marketing mix reflects. Customer care can play an equally important role, however, in manufacturing, production and other organizations providing goods and services. For customer care programmers to be successful They need to span the entire organization. Popular guarantees 100% customer satisfaction and has, over the years, developed a more conscientious approach to individual customers. There is Customer care training provided. Though this may initially be a very lengthy process as the ball starts rolling through all sectors of the organization and costs will grow too, as further investment is required to update and maintain the initiative in the future. To provide
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an effective customer care services, every employee is highly motivated. There are frequent internal newsletters circulated which strengthens the bond throughout the organization. Frequent performance appraisal throughout the organization is conducted to evaluate the employees and provide career developmental opportunities to potential employees. The customer care programme at Popular has mainly six main Current situation analysis: Present industrial trend is observed closely and various promotional offers are introduced to boost sales if there is a chance for a slump in sales. Also, a customer service audit is conducted both internally and externally. Monthly, a sales target is fixed by the Sales Manager. All the strategic areas like Schools, hospitals, government offices etc are located within a particular area and the contact details of all the employees are obtained. Strategy development: Develop a strategy for raising levels of both customer service and sales from the current to the desired standard based upon any change in trends and the economic conditions prevailing. Each region is divided into 4 zones. Each zonal level will be under the charge of a supervisor under whom there are four Sales executives. It is the duty of these sales executives to generate on field enquiries and to follow up the customers based on the appointment fixed. Functional planning: Define training needs and other requirements such problemsolving sessions or teambuilding exercise to execute the strategy. Daily, a meeting of all the staffs at their respective branch is convened. Here they discuss their daily programmes and targets to meet plus they also discuss about their previous days Work among the team. They consider the response of all the individual customers met.
Implementation: Implement training and other initiatives through workshops, seminars. The prospective customers are segregated and the issues raised by certain customers will also be addressed. Some customers may not be satisfied with
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the present offers and price. In such cases efforts will be put up to make maximum adjustments and convert it to sales. Monitoring: Results are tested through customer and employee surveys and evaluation of the training methods is also conducted. The programme is improved and updated on a continuous basis. Sales Promotion: The competitive nature of the automobile industry has prompted the companies to take up new and innovative marketing strategies to thwart the competition. All the companies as a part of their marketing strategy offers a range of vehicles in all the segment to make sure that the customer is driving one of their vehicles only. Advertisement: Advertisements on the Audio visual medium are a rage as it gives the car makers an opportunity to flaunt their cars. Flashy cars can be demonstrated on television but when it comes to the finger prints of the cars, print and online Media comes to the rescue. The online medium offers a greater flexibility to the car companies since they come with a lot of interactive features like demonstrating the interiors of the car with its salient features. The print medium on the other hand provides an opportunity to the car makers to explain the function of a car in detail. Check up camps: The Company organizes check up camps occasionally where the health of the vehicle is tested by company trained technical professionals. The present health status is reported to the owner. Moreover, vehicles that have done checkups will be given nearly 10% discounts for their service and spares. Also at the camps, the resale value of the vehicle is calculated and interested parties are given fast loan to exchange their vehicle for a new one. There is also an option to get a used car through the Marti True Value as an exchange. Displays: Popular organizes various displays at all major fairs, functions etc. This is to make people aware more about the company, its product and the various schemes and offers that are available. This is an opportunity to establish the company
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Mouth to mouth: All the employees of popular are enthusiastic to meet the customer satisfaction. Hence, in the course of time, Popular was able to build trust in the heart and mind of the people. Moreover, it is believed that ensuring the customer with quality products and services is the better than all other means. Infect, most of the sales that occurs is through reference of our customers which makes mouth to mouth communication an important element in promoting the sales. SALES ACCOLADE Overall Excellence Award Recipient since inception HR Practices Award Winner since inception Best Innovative Marketing Initiatives No.1 in All India Technical Skill Competition. Highest Man Power Retention in Service Best Showroom (Kottayam) SERVICE AND AFTER SALES For any dealer the service is of strategic importance and the value of service offered is both as a profit centre and as a marketing tool. As this awareness has become established, there has been a considerable increase in the resources being made available to maximize its value to the overall profitability, directly and indirectly, of the company. After-sales service plays a crucial role in ensuring the long-term credibility of company and brand image. Popular always lives up to its image as the leader on quality and customer satisfaction to the fullest. In substance, the quality, image and responsiveness of the service has significantly influenced the decision to buy and thus gain market share. issues of service are significantly more important than the product price and product features in the final purchase decision. SERVICE PROMOTION Various service promotions are offered at the Popular Service Centers in addition to the Marti Extended Warranty. The main among them are the Popular Unlimited Care Packages in which customers are given the best service for their vehicle. POPULAR UNLIMITED CARE PACKAGE
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The entire package is divided into two categories. Customers buying a Marti from Popular can opt for Popular UCP Category A. Customers buying it from elsewhere or having a used Marti can opt for category B only. SERVICE FEATURES The only CRM Package of its kind in India Unlimited After Sales Care for Unlimited Years Free Registration Total Peace of mind Recognized by Marti Dog as the most innovative service Package in India
CHAPTER 2 REVIEW OF LITERATURE
Prolay C Vinay (2005) “Growth on Vertical”
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Growth in the short term is likely to be higher following increased consumer spending (improved economic performance) and launch of new models. The midsize segment is expected to record the highest growth followed by the premium and economy segments. In the economy and medium segments, it is estimated that total capacity is expected to more or less match the expected demand by 2003-04. Ankith Dekate (2004) “Class level Premium on Indian sector” The premium segment of the industry is however expected to witness acute over-capacity. The premium segment is likely to emerge as the largest segment over the very long term as people graduate to more expensive models. In the meantime, exports are also expected to increase because of over capacity in the domestic car industry and the Government's policy to bring about a more liberal regime on the foreign exchange front. Rahul Knalya (2003) “Consumer the KING” The industry will witness substantial over capacity in the next few years unless there is a substantial spurt in sales. If not, Low capacity utilization will lead to an inevitable marketing war between the car manufacturers which is most likely to lead to a shakeout which will see some of today's major players withdrawing from particular segments in the coming years. Consumer will however continue to remain the KING. Vicky Nair (2004) “Statistical on Future Dimension” With current penetration level of six cars per thousand people, the potential for growth is significant. In view of a couple of positive measures such as the excise duty exemption on tractors and 150% deduction on R&D expenditure, we remain positive on the future prospects of the industry.
CHAPTER 3 RESEARCH METHODOLOGY
3.1 MEANING
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Methodology can properly refer to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a branch of knowledge. In this sense, one may speak of objections to the methodology of a geographic survey (that is, objections dealing with the appropriateness of the methods used) or of the methodology of modern cognitive psychology (that is, the principles and practices that under lie research in the field). In recent years, however, methodology has been increasingly used as a pretentious substitute for method in scientific and technical contexts, as in the tea industry have not yet decided on a methodology for restoring the beaches. People may have taken to this practice by influence of the adjective methodological to mean “pertaining to methods.” Methodological may have acquired this meaning because people had already been using the more ordinary adjective methodical to mean “orderly, systematic.” But the misuse of methodology obscures an important conceptual distinction between the tools of scientific investigation (properly methods) and the principles that determine how such tools are deployed and interpreted.
3.2 SOURCES OF DATA Source of data for this project primary & secondary only. In reference to the theoretical concept as well as for information are collected through secondary sources from paper published material i.e. Newspaper, journal and magazine & from
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printed electronic media i.e. Internet websites. The primary data was collected through questionnaire filled from the respondents.
PRIMARY DATA Questionnaire is used as a primary data, where a set of 20 questions were formed to give an appropriate and absolute answers and to know the base line of each and every individual customer. The Questions were framed in such a way that the view of the entire problems is focused and to avail the maximum information regarding the issue
SECONDARY DATA The Secondary data is collected by various means of sources like Books from various authors, The recessions regarding the economic factors and the current role of the automobile industry is know by the journals, A vast and preloaded data is collected from the internet sources to obtain the absolute information.
3.3 SAMPLE SIZE 100 Sets of Questionnaire were distributed to the respective people in the organization
3.4 SAMPLE UNIT The Questionnaire were given to various persons and the data is collected
3.5 STASTICAL TOOLS
Simple Percentage
Analysis=Number of Respondents/Total Number of Respondents×100%
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CHI-SQUARE Chi Square analysis has been used to judge the relationship or association between two attributes and to find out how they are influencing the investment patterns. Χ2=Σ (O-E) 2/E Degree of freedom= (R-1) (C-1) Where O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns
CHAPTER 4 ANALYSIS AND INTERPRETATION
Table 1
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Age of the respondents
S.No
Factors
No of respondents
Percentage
1. 2. 3.
20-25 25-35 35 Above Total
31 33 36 100
31 33 36 100.00
Interpretation From the Above Table we predict that 36 % of respondent are above 35 years and 33 % of the respondent are between 25-35 and 31% of respondent are below 25
Chart 1
Age of the respondents
14
NO OF RESPONDENTS
Table – 2 Gender of the respondents
S.No
Factors
No of respondents
Percentage
1.
Male
74
15
74
2.
Female Total
26 100
26 100.00
Interpretation From the Above Table we predict that 74% of the Respondents are Male and 26% of them are female
Chart 2 Gender of the respondents
16
NO OF RESPONDENTS
Table 3 Income Level
S.No
Factors
No of
17
Percentage
respondents 1. 2. 3. BELOW 10000 100000-50000 50000 Above Total 24 52 26 100 24 52 26 100.00
Interpretation From the Above Table we predict that 24 % of respondents earn below 10000 while 52% earn between 10000-50000 & 26% earn above 50000.
Chart 3 Income Level
18
NO OF RESPONDENTS
Table 4 Work Specification
S.No
Factors
No of
19
Percentage
respondents 1. 2. 3. 4. Employee Entrepreneur Student Others TOTAL 29 47 11 13 100 29 47 11 13 100.00
Interpretation From the Above Table we predict that 29% of respondent are Employee while 47 are entrepreneur, 11% are students & 13% are others
Chart 4 Work Specification
20
NO OF RESPONDENTS
Table 5 Owing a Maruthi Car
S.No
Factors
No of
21
Percentage
respondents 1. 2. Yes No Total 62 38 100 62 38 100.00
Interpretation From the Above Table we predict that 62% of the Respondents owe Maruthi car while 38 do not.
Chart 5 Owing a Maruthi Car
22
NO OF RESPONDENTS
Table - 6 Vehicle running parameter
S.no
Factors
No of
23
Percentage
respondents 1. 2. 3. Below 50 50-100 Above 100 Total 20 40 40 100 20 40 40 100.00
Interpretation From the above table we predict that 20 % of the vehicle runs below 50 km while 40 % run between 50-100 km & 40 % above 100 km
Chart 6 Vehicle running parameter
24
NO OF RESPONDENTS
Table 7 Maruthi`s Compactable
S.No
Factors
No of
25
Percentage
respondents 1. 2. 3. 4. Price Service Spares Quality TOTAL 26 29 36 9 100 26 29 36 9 100.00
Interpretation From the Above Table we predict that 26 % of respondent go for Price while 29% go for service, 36% go for Spares & 9% go for Quality
Chart 7 Maruthi`s Compactable
26
NO OF RESPONDENTS
Table 8
Other Validity Options
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S.No
Factors
No of respondents
Percentage
1. 2. 3. 4.
Hyundai Chevy Tata Ford TOTAL
45 23 26 6 100
45 23 26 6 100.00
Interpretation From the Above Table we predict that 46 % of respondent chose Hyundai, 23% choose Chevy while 26% choose Tata and 6% of Ford
Chart 8
Other Validity Options
28
NO OF RESPONDENTS
Table – 9 Service
S.no
Factors
29
No of
Percentage
respondents 1. 2. 3. Average Good Excellent Total 26 29 45 100 26 29 45 100.00
Interpretation From the above table we predict that 26% of the respondents state that the service is Average while 29 % feel it’s good & 45 Vote for excellent
Chart 9 Service
30
NO OF RESPONDENTS
Table – 10 Satisfaction with the service
S.no
Factors
No of
31
Percentage
respondents 1. 2. Yes No Total 73 27 100 73 27 100.00
Interpretation From the above table we predict that 73% of the respondents are satisfied and 27 % are not.
Chart 10 Satisfaction with the service
32
NO OF RESPONDENTS
Table – 11 Complaint solving issue
S.no
Factors
No of
33
Percentage
respondents 1. 2. Yes No Total 64 36 100 64 36 100.00
Interpretation From the above table we predict that 64 % of the service is solved while 36 % are not solved.
Chart 11
Complaint solving issue
34
NO OF RESPONDENTS
Table – 12 Service reason
S.no
Factors
No of respondents
Percentage
1.
Free service
35
26
26
2. 3. 4.
Oil replacement Break down General service Total
34 15 25 100
34 15 25 100.00
Interpretation From the above table we predict that 26 % of the respondents do it for free service while 34 % do it for oil replacement 15 % for break down and 25 % for general service
Chart 12 Service reason
36
NO OF RESPONDENTS
Table – 13 Service period
S.no
Factors
37
No of
Percentage
respondents 1. 2. 3. Below 1000 1000-5000 Above 5000 Total 24 53 33 100 24 53 33 100.00
Interpretation From the above table we predict that 24 % of the respondents give service below 1000 km while 53 % give it 1000-5000 and 33 % give vehicle above 5000 km
Chart 13 Service period
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NO OF RESPONDENTS
Table – 14 Pay for general service
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S.no
Factors
No of respondents
Percentage
1. 2. 3.
Below 1000 rs 1000-5000 rs Above 5000 rs Total
35 46 19 100
35 46 19 100.00
Interpretation From the above table we predict that 35 % of the respondents pay below 1000 while 46 % pay between 1000-5000 and 19 % pay above 5000
Chart 14 Pay for general service
40
NO OF RESPONDENTS
Table – 15 Proper render service
41
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
67 33 100
67 33 100.00
Interpretation From the above table we predict that 67 % of respondents get proper service while 33 % do not render proper service.
Chart 15 Proper render service
42
NO OF RESPONDENTS
Table – 16 Return on promised time
S.no
Factors
43
No of
Percentage
respondents 1. 2. Yes No Total 73 27 100 73 27 100.00
Interpretation From the above table we predict that 73 % of respondents get their vehicle on promised time while 27 % do not.
Chart 16 Return on promised time
44
NO OF RESPONDENTS
Table – 17 Suggestions welcomed
45
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
64 36 100
64 36 100.00
Interpretation From the above table we predict that 64 % of their suggestions are welcomed while 36 % are not.
Chart 17 Suggestions welcomed
46
NO OF RESPONDENTS
Table – 18 Servicing the complaints mentioned
47
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
53 47 100
53 47 100.00
Interpretation From the above table we predict that 53 % of their complaints are serviced while 47 % are not.
Chart 18 Servicing the complaints mentioned
48
NO OF RESPONDENTS
Table – 19
Fraudulent activity
49
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
46 54 100
46 54 100.00
Interpretation From the above table we predict that 46 % of their service are not fraudulent while 54 % are fraudulent based
Chart 19 Fraudulent activity
50
NO OF RESPONDENTS
Table – 20 Efficiency of private sector
S.no
Factors
No of
51
Percentage
respondents 1. 2. Yes No Total 86 14 100 86 14 100.00
Interpretation From the above table we predict that 86 % of the respondents believe in private sector while 14 % do not .
Chart 20 Efficiency of private sector
52
NO OF RESPONDENTS
Table – 21 Charging more
S.no
Factors
No of
53
Percentage
respondents 1. 2. Yes No Total 68 22 100 68 22 100
Interpretation From the above table we predict that 68 % the respondents are charged more while 22 % are not
Chart 21 Charging more
54
NO OF RESPONDENTS
Table – 22
Replacement
55
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
75 25 100
75 25 100.00
Interpretation From the above table we predict that 75 % of the respondents are replaced with the original & 25 % are not
Chart 22 Replacement
56
NO OF RESPONDENTS
Table – 23
Waiting time
57
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
84 16 100
84 16 100.00
Interpretation From the above table we predict that 84 % are been waited while 16 % are not.
Chart 23
Waiting time
58
NO OF RESPONDENTS
CHAPTER 5 5.1 SUMMARY Manufacture and export of small cars, MUVs, two & three wheelers, tractors, components to be promoted.
Appropriate Tariff Policy will be followed to attract investment
Specific measures will be taken for expansion of domestic market
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Exports to be encouraged Policy initiatives for competitiveness and development of technology would be taken National Road Safety Board to act as the coordinating body for promoting safety Inspection and Certification system to be strengthened by encouraging Publicprivate Partnership Fleet Modernisation to be encouraged Implementation of GST should be time bound Centres for automotive manufacturing excellence to be created An Auto Design Centre to be established Integration of IT in manufacturing and in Automotive infotronics to be promoted Infrastructure development around identified automotive clusters to be undertaken R & D for product, processes and technology to be incentivised Continuous investment in road, port, railways and power to be encouraged Strive for Labour reforms. Road Map for Auto Fuel Policy beyond 2010 would be drawn Rationalisation of motor vehicle regulations to be undertaken
5.2 FINDINGS
This study reveals that 64 % of the respondents are between 25-35 age groups
The Projection of This Study Implicates that 36 % of respondent are above age group
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The Projection of This Study Implicates that 74% of the Respondents are Male
The Projection of This Study Implicates that 52% earn between 10000-50000
The Projection of This Study Implicates that 47 % are entrepreneurs
The Projection of This Study Implicates that 62% of the Respondents owe Maruthi car
The Projection of This Study Implicates that 40 % of the respondents car run between 50-100 km weekly
The Projection of This Study Implicates that 36% go for maruthi because of easy availability of Spares
The Projection of This Study Implicates that 46 % of respondent chose Hyundai as alternative
The Projection of This Study Implicates that 45% of the respondents Vote for excellent service
The Projection of This Study Implicates that 73% of the respondents are satisfied with the service.
The Projection of This Study Implicates that 64 % of complaints are solved
The Projection of This Study Implicates that 34 % do service for oil replacement
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The Projection of This Study Implicates that 53 % give the car for service during 1000-5000 km
The Projection of This Study Implicates that 46 % pay 1000-5000 for their service
The Projection of This Study Implicates that 67 % of respondents get proper service
The Projection of This Study Implicates that 73 % of respondents get their vehicle on promised time
The Projection of This Study Implicates that 64 % of their suggestions are welcomed
The Projection of This Study Implicates that 53 % of their complaints are serviced
The Projection of This Study Implicates that 54 % of the service is fraudulent based
The Projection of This Study Implicates that 86 % of the respondents go for private sectors
The Projection of This Study Implicates that 68 % the respondents are charged more than estimation
The Projection of This Study Implicates that 75 % of the respondents are replaced with the original parts
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The Projection of This Study Implicates that 84 % are been waited
5.3 CONCLUSION
Automobiles have become an indispensable part of our lives, an extension of the human body that provides us faster, cheaper and more convenient mobility every passing day. 100 Behind this betterment go the efforts of those in the industry, in the form of improvement through technological research. What actually lie behind this betterment of the automobiles are the opinions, requirements, likes and dislikes of those who use these vehicles. These wheeled
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machines affect our lives in ways more than one. Numerous surveys and research are conducted throughout the world every now and then to reveal one or the other aspect of automobiles, be it about the pollution caused due to vehicle population in cities, or rising motor accidents and causes, vehicular technology, alternative medicine and so on. This section keeps you updated on the latest and the most interesting researches Conducted in the field of automobiles, and help you draw the right conclusion.
Annexure
5.4 QUESTIONNAIRE
1. Name _______________________ 2. Age ❏20-25 ❏25-35 ❏35 above
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3. Gender ❏Male ❏Female
4. Income ❏Below 10000 ❏10000-50000 ❏Above 50000
5. Which of the following is the most appropriate to describe you?
❏Student ❏Employee ❏Entrepreneur ❏Other
6. Do you own a maruti car ❏Yes ❏No
7. How much km does your vehicle run in a week ❏Below 50 ❏50- 100 ❏Above 100
8. On what basis do you feel maruti is compactable? ❏ Price ❏Service ❏Spares ❏Quality
9. If maruthi is your 1st option what is your second
❏Hyundai
❏Chevy
❏Tata
❏Ford
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10. How do you personally feel maruti on service ❏Good ❏Average ❏ Excellent
11. How many free services does maruti provide? ❏Below 2 ❏2-5 ❏Above 5
12. Are you satisfied with you service providers?
❏Yes
❏No
13. Does your service provider solve all your complaints? ❏Yes ❏No
14. Your vehicle needs service because of ❏Free Service❏ Oil Replacement ❏Break down ❏General Service
15. How often do u service your vehicle ❏Below 1000 km ❏1000-5000 ❏Above 5000
16. How much do u pay for General Service? ❏Below 1000rs ❏000rs-5000rs ❏Above 5000rs
17. Do the service providers render proper service? ❏Yes ❏No
18. Do they give your vehicle on promised time? ❏Yes ❏No
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19. Do they welcome suggestions? ❏Yes ❏No
20. Do they really service the mentioned complaints?
❏Yes
❏No
21. Is there any fraudulent activity occurred during the service? ❏Yes ❏No
22. DOES the private Service Sectors provide much efficient work? ❏Yes ❏No
23. Do they charge extra more than the estimation? ❏Yes ❏No
24. Do they replace with the original Spares Parts? ❏Yes ❏No
25. Do they make you wait for a long time? ❏Yes ❏No
5.5 BIBLIOGRAPHY Websites www.altavista.com www.askjeeva.com
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www.google.com www.aol.com www.hindustan.com www.projecthubs.com
www.indiainfoline.com
Newspapers Times of India The Economic Times Financial Times, Sunday 2007 august 19, ‘Automobile an Revolution’ http://www.financialtimescom/2007/08/19/auto/20070111012438267.ht m.
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Maruti Suzuki is one of India's leading automobile manufacturers and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The Indian government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its' only competitorsthe Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries. The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's largest selling compact car ever since it was launched in 1983. More than a million units of this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment. Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact car model. Till recently the term "Maruti", in popular Indian culture, in India hindu's lord Hanuman is known as "maruti", was associated to the Maruti 800 model. Maruti Suzuki has been the leader of the Indian car market for over two decades. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Maruti Suzuki’s Gurgaon facility has an installed capacity of 350,000 units per
1
annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined capability to produce over 700,000 units annually. More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is owned by the public and financial institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in India. During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 15 models, Maruti 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Gypsy, Grand Vitara. Swift, Swift DZire, A-star and SX4 are maufactured in Manesar, Grand Vitara is imported from Japan as a completely built unit (CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars for three decades. Suzuki’s technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient. Nearly 75,000 people are employed directly by Maruti Suzuki and its partners.It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific
Partner for the joint venture
Pressure started mounting on Indira and Sanjay Gandhi to share the details of the progress on the Maruti Project. Since country's resources were made available by mother to her son's pet project. A delegation of Indian technocrats was assigned to hunt a collaborator for the project. Initial rounds of discussion were held with the giants of the automobile industry in Japan including Toyota, Nissan and Honda. Suzuki Motor Corporation was at that time a small player in the four wheeler automobile sector and had major share in the two wheeler segment. Suzuki's bid was considered negligible.
2
In the initial rounds of discussion the giants had their bosses present and in the later rounds related to the technical discussions executives of these automobile giants were present. Osamu Suzuki, Chairman and CEO of the company ensured that he was present in all the rounds of discussion. Osamu in an article writes that it subtly massaged their (Indian delegation) egos and also convinced them about the sincerity of Suzuki's bid. In the initial days Suzuki took all steps to ensure the government about its sincerity on the project. Suzuki in return received a lot of help from the government in such matters as import clearances for manufacturing equipment (against the wishes of the Indian machine tool industry then and its own socialistic ideology), land purchase at government prices for setting up the factory Gurgaon and reduced or removal of excise tariffs. This helped Suzuki conscientiously nurse Maruti Suzuki through its infancy to become one of its flagship ventures.
Joint venture related issues
Relationship between the Government of India, under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture that had a near monopolistic trade in the Indian automobile market and the nature of the partnership built up till then was the underlying reason for most issues. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987, and further to 50% in 1992. In 1982 both the venture partners had entered into an agreement to nominate their candidate for the post of Managing Director and every Managing Director will have tenure of five years Initially R.C.Bhargava, was the managing director of the company since the inception of the joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki. Joining in 1982 he held several key positions in the company before heading the company as Managing Director. Currently he is on the Board of Directors. After completing his five year tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr. Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General Manager. Later in 1987 he was promoted as
3
Chief General Manager, 1988 as Director, Productions and Projects, 1989 Director, Materials and in 1993 as Joint Managing Director. Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the reason of it being called on a short notice. Later Suzuki Motor Corporation went on record to state that Mr. Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for the models including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy for the Government and would not let it increase its stake in the venture.[8] If Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have been able to manufacture all the models without the technical assistance from Suzuki. Till today the issue of localization of gear boxes is highlighted in the press. The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a stay order against the appointment of Mr. Bhaskarudu. The issue was resolved in an out-of-court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31 December 1999, and from 1 January 2000, Jagdish Khattar, Executive Director of Maruti Udyog Limited would assume charges as the Managing Director.[10] Many politicians believed, and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce imports. This remains true, even today the gear boxes are still imported from Japan and are assembled at the Gurgaon facility.
Industrial relations
For most of its history, Maruti Udyog Limited had relatively few problems with its labour force. Its emphasis of a Japanese work culture and the modern manufacturing process, first instituted in Japan in the 1970s, was accepted by the workforce of the company without any difficulty. But with the change in management in 1997, when it became predominantly government controlled for a while, and the conflict between the United Front Government and Suzuki may have been the cause of unrest among employees. A major row broke out in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike, demanding among other things,
4
revision of the incentive scheme offered and implementation of a pension scheme. Employees struck work for six hours in October 2000, irked over the suspension of nine employees, going on a six-hour tools-down strike at its Gurgaon plant, demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. About this time, the NDA government, following a disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in a public offering. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidised by the Government. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers, with four MUL employees going on a fastunto-death. In December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives, a better pension scheme and other benefits. The management has refused to pass on the benefits citing increased competition and lower margins.
CUSTOMER CARE AND SALES PROCESSES
Service organizations are particularly dependent on levels of customer care, as the ‘people’ element in the marketing mix reflects. Customer care can play an equally important role, however, in manufacturing, production and other organizations providing goods and services. For customer care programmers to be successful They need to span the entire organization. Popular guarantees 100% customer satisfaction and has, over the years, developed a more conscientious approach to individual customers. There is Customer care training provided. Though this may initially be a very lengthy process as the ball starts rolling through all sectors of the organization and costs will grow too, as further investment is required to update and maintain the initiative in the future. To provide
5
an effective customer care services, every employee is highly motivated. There are frequent internal newsletters circulated which strengthens the bond throughout the organization. Frequent performance appraisal throughout the organization is conducted to evaluate the employees and provide career developmental opportunities to potential employees. The customer care programme at Popular has mainly six main Current situation analysis: Present industrial trend is observed closely and various promotional offers are introduced to boost sales if there is a chance for a slump in sales. Also, a customer service audit is conducted both internally and externally. Monthly, a sales target is fixed by the Sales Manager. All the strategic areas like Schools, hospitals, government offices etc are located within a particular area and the contact details of all the employees are obtained. Strategy development: Develop a strategy for raising levels of both customer service and sales from the current to the desired standard based upon any change in trends and the economic conditions prevailing. Each region is divided into 4 zones. Each zonal level will be under the charge of a supervisor under whom there are four Sales executives. It is the duty of these sales executives to generate on field enquiries and to follow up the customers based on the appointment fixed. Functional planning: Define training needs and other requirements such problemsolving sessions or teambuilding exercise to execute the strategy. Daily, a meeting of all the staffs at their respective branch is convened. Here they discuss their daily programmes and targets to meet plus they also discuss about their previous days Work among the team. They consider the response of all the individual customers met.
Implementation: Implement training and other initiatives through workshops, seminars. The prospective customers are segregated and the issues raised by certain customers will also be addressed. Some customers may not be satisfied with
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the present offers and price. In such cases efforts will be put up to make maximum adjustments and convert it to sales. Monitoring: Results are tested through customer and employee surveys and evaluation of the training methods is also conducted. The programme is improved and updated on a continuous basis. Sales Promotion: The competitive nature of the automobile industry has prompted the companies to take up new and innovative marketing strategies to thwart the competition. All the companies as a part of their marketing strategy offers a range of vehicles in all the segment to make sure that the customer is driving one of their vehicles only. Advertisement: Advertisements on the Audio visual medium are a rage as it gives the car makers an opportunity to flaunt their cars. Flashy cars can be demonstrated on television but when it comes to the finger prints of the cars, print and online Media comes to the rescue. The online medium offers a greater flexibility to the car companies since they come with a lot of interactive features like demonstrating the interiors of the car with its salient features. The print medium on the other hand provides an opportunity to the car makers to explain the function of a car in detail. Check up camps: The Company organizes check up camps occasionally where the health of the vehicle is tested by company trained technical professionals. The present health status is reported to the owner. Moreover, vehicles that have done checkups will be given nearly 10% discounts for their service and spares. Also at the camps, the resale value of the vehicle is calculated and interested parties are given fast loan to exchange their vehicle for a new one. There is also an option to get a used car through the Marti True Value as an exchange. Displays: Popular organizes various displays at all major fairs, functions etc. This is to make people aware more about the company, its product and the various schemes and offers that are available. This is an opportunity to establish the company
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Mouth to mouth: All the employees of popular are enthusiastic to meet the customer satisfaction. Hence, in the course of time, Popular was able to build trust in the heart and mind of the people. Moreover, it is believed that ensuring the customer with quality products and services is the better than all other means. Infect, most of the sales that occurs is through reference of our customers which makes mouth to mouth communication an important element in promoting the sales. SALES ACCOLADE Overall Excellence Award Recipient since inception HR Practices Award Winner since inception Best Innovative Marketing Initiatives No.1 in All India Technical Skill Competition. Highest Man Power Retention in Service Best Showroom (Kottayam) SERVICE AND AFTER SALES For any dealer the service is of strategic importance and the value of service offered is both as a profit centre and as a marketing tool. As this awareness has become established, there has been a considerable increase in the resources being made available to maximize its value to the overall profitability, directly and indirectly, of the company. After-sales service plays a crucial role in ensuring the long-term credibility of company and brand image. Popular always lives up to its image as the leader on quality and customer satisfaction to the fullest. In substance, the quality, image and responsiveness of the service has significantly influenced the decision to buy and thus gain market share. issues of service are significantly more important than the product price and product features in the final purchase decision. SERVICE PROMOTION Various service promotions are offered at the Popular Service Centers in addition to the Marti Extended Warranty. The main among them are the Popular Unlimited Care Packages in which customers are given the best service for their vehicle. POPULAR UNLIMITED CARE PACKAGE
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The entire package is divided into two categories. Customers buying a Marti from Popular can opt for Popular UCP Category A. Customers buying it from elsewhere or having a used Marti can opt for category B only. SERVICE FEATURES The only CRM Package of its kind in India Unlimited After Sales Care for Unlimited Years Free Registration Total Peace of mind Recognized by Marti Dog as the most innovative service Package in India
CHAPTER 2 REVIEW OF LITERATURE
Prolay C Vinay (2005) “Growth on Vertical”
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Growth in the short term is likely to be higher following increased consumer spending (improved economic performance) and launch of new models. The midsize segment is expected to record the highest growth followed by the premium and economy segments. In the economy and medium segments, it is estimated that total capacity is expected to more or less match the expected demand by 2003-04. Ankith Dekate (2004) “Class level Premium on Indian sector” The premium segment of the industry is however expected to witness acute over-capacity. The premium segment is likely to emerge as the largest segment over the very long term as people graduate to more expensive models. In the meantime, exports are also expected to increase because of over capacity in the domestic car industry and the Government's policy to bring about a more liberal regime on the foreign exchange front. Rahul Knalya (2003) “Consumer the KING” The industry will witness substantial over capacity in the next few years unless there is a substantial spurt in sales. If not, Low capacity utilization will lead to an inevitable marketing war between the car manufacturers which is most likely to lead to a shakeout which will see some of today's major players withdrawing from particular segments in the coming years. Consumer will however continue to remain the KING. Vicky Nair (2004) “Statistical on Future Dimension” With current penetration level of six cars per thousand people, the potential for growth is significant. In view of a couple of positive measures such as the excise duty exemption on tractors and 150% deduction on R&D expenditure, we remain positive on the future prospects of the industry.
CHAPTER 3 RESEARCH METHODOLOGY
3.1 MEANING
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Methodology can properly refer to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a branch of knowledge. In this sense, one may speak of objections to the methodology of a geographic survey (that is, objections dealing with the appropriateness of the methods used) or of the methodology of modern cognitive psychology (that is, the principles and practices that under lie research in the field). In recent years, however, methodology has been increasingly used as a pretentious substitute for method in scientific and technical contexts, as in the tea industry have not yet decided on a methodology for restoring the beaches. People may have taken to this practice by influence of the adjective methodological to mean “pertaining to methods.” Methodological may have acquired this meaning because people had already been using the more ordinary adjective methodical to mean “orderly, systematic.” But the misuse of methodology obscures an important conceptual distinction between the tools of scientific investigation (properly methods) and the principles that determine how such tools are deployed and interpreted.
3.2 SOURCES OF DATA Source of data for this project primary & secondary only. In reference to the theoretical concept as well as for information are collected through secondary sources from paper published material i.e. Newspaper, journal and magazine & from
11
printed electronic media i.e. Internet websites. The primary data was collected through questionnaire filled from the respondents.
PRIMARY DATA Questionnaire is used as a primary data, where a set of 20 questions were formed to give an appropriate and absolute answers and to know the base line of each and every individual customer. The Questions were framed in such a way that the view of the entire problems is focused and to avail the maximum information regarding the issue
SECONDARY DATA The Secondary data is collected by various means of sources like Books from various authors, The recessions regarding the economic factors and the current role of the automobile industry is know by the journals, A vast and preloaded data is collected from the internet sources to obtain the absolute information.
3.3 SAMPLE SIZE 100 Sets of Questionnaire were distributed to the respective people in the organization
3.4 SAMPLE UNIT The Questionnaire were given to various persons and the data is collected
3.5 STASTICAL TOOLS
Simple Percentage
Analysis=Number of Respondents/Total Number of Respondents×100%
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CHI-SQUARE Chi Square analysis has been used to judge the relationship or association between two attributes and to find out how they are influencing the investment patterns. Χ2=Σ (O-E) 2/E Degree of freedom= (R-1) (C-1) Where O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns
CHAPTER 4 ANALYSIS AND INTERPRETATION
Table 1
13
Age of the respondents
S.No
Factors
No of respondents
Percentage
1. 2. 3.
20-25 25-35 35 Above Total
31 33 36 100
31 33 36 100.00
Interpretation From the Above Table we predict that 36 % of respondent are above 35 years and 33 % of the respondent are between 25-35 and 31% of respondent are below 25
Chart 1
Age of the respondents
14
NO OF RESPONDENTS
Table – 2 Gender of the respondents
S.No
Factors
No of respondents
Percentage
1.
Male
74
15
74
2.
Female Total
26 100
26 100.00
Interpretation From the Above Table we predict that 74% of the Respondents are Male and 26% of them are female
Chart 2 Gender of the respondents
16
NO OF RESPONDENTS
Table 3 Income Level
S.No
Factors
No of
17
Percentage
respondents 1. 2. 3. BELOW 10000 100000-50000 50000 Above Total 24 52 26 100 24 52 26 100.00
Interpretation From the Above Table we predict that 24 % of respondents earn below 10000 while 52% earn between 10000-50000 & 26% earn above 50000.
Chart 3 Income Level
18
NO OF RESPONDENTS
Table 4 Work Specification
S.No
Factors
No of
19
Percentage
respondents 1. 2. 3. 4. Employee Entrepreneur Student Others TOTAL 29 47 11 13 100 29 47 11 13 100.00
Interpretation From the Above Table we predict that 29% of respondent are Employee while 47 are entrepreneur, 11% are students & 13% are others
Chart 4 Work Specification
20
NO OF RESPONDENTS
Table 5 Owing a Maruthi Car
S.No
Factors
No of
21
Percentage
respondents 1. 2. Yes No Total 62 38 100 62 38 100.00
Interpretation From the Above Table we predict that 62% of the Respondents owe Maruthi car while 38 do not.
Chart 5 Owing a Maruthi Car
22
NO OF RESPONDENTS
Table - 6 Vehicle running parameter
S.no
Factors
No of
23
Percentage
respondents 1. 2. 3. Below 50 50-100 Above 100 Total 20 40 40 100 20 40 40 100.00
Interpretation From the above table we predict that 20 % of the vehicle runs below 50 km while 40 % run between 50-100 km & 40 % above 100 km
Chart 6 Vehicle running parameter
24
NO OF RESPONDENTS
Table 7 Maruthi`s Compactable
S.No
Factors
No of
25
Percentage
respondents 1. 2. 3. 4. Price Service Spares Quality TOTAL 26 29 36 9 100 26 29 36 9 100.00
Interpretation From the Above Table we predict that 26 % of respondent go for Price while 29% go for service, 36% go for Spares & 9% go for Quality
Chart 7 Maruthi`s Compactable
26
NO OF RESPONDENTS
Table 8
Other Validity Options
27
S.No
Factors
No of respondents
Percentage
1. 2. 3. 4.
Hyundai Chevy Tata Ford TOTAL
45 23 26 6 100
45 23 26 6 100.00
Interpretation From the Above Table we predict that 46 % of respondent chose Hyundai, 23% choose Chevy while 26% choose Tata and 6% of Ford
Chart 8
Other Validity Options
28
NO OF RESPONDENTS
Table – 9 Service
S.no
Factors
29
No of
Percentage
respondents 1. 2. 3. Average Good Excellent Total 26 29 45 100 26 29 45 100.00
Interpretation From the above table we predict that 26% of the respondents state that the service is Average while 29 % feel it’s good & 45 Vote for excellent
Chart 9 Service
30
NO OF RESPONDENTS
Table – 10 Satisfaction with the service
S.no
Factors
No of
31
Percentage
respondents 1. 2. Yes No Total 73 27 100 73 27 100.00
Interpretation From the above table we predict that 73% of the respondents are satisfied and 27 % are not.
Chart 10 Satisfaction with the service
32
NO OF RESPONDENTS
Table – 11 Complaint solving issue
S.no
Factors
No of
33
Percentage
respondents 1. 2. Yes No Total 64 36 100 64 36 100.00
Interpretation From the above table we predict that 64 % of the service is solved while 36 % are not solved.
Chart 11
Complaint solving issue
34
NO OF RESPONDENTS
Table – 12 Service reason
S.no
Factors
No of respondents
Percentage
1.
Free service
35
26
26
2. 3. 4.
Oil replacement Break down General service Total
34 15 25 100
34 15 25 100.00
Interpretation From the above table we predict that 26 % of the respondents do it for free service while 34 % do it for oil replacement 15 % for break down and 25 % for general service
Chart 12 Service reason
36
NO OF RESPONDENTS
Table – 13 Service period
S.no
Factors
37
No of
Percentage
respondents 1. 2. 3. Below 1000 1000-5000 Above 5000 Total 24 53 33 100 24 53 33 100.00
Interpretation From the above table we predict that 24 % of the respondents give service below 1000 km while 53 % give it 1000-5000 and 33 % give vehicle above 5000 km
Chart 13 Service period
38
NO OF RESPONDENTS
Table – 14 Pay for general service
39
S.no
Factors
No of respondents
Percentage
1. 2. 3.
Below 1000 rs 1000-5000 rs Above 5000 rs Total
35 46 19 100
35 46 19 100.00
Interpretation From the above table we predict that 35 % of the respondents pay below 1000 while 46 % pay between 1000-5000 and 19 % pay above 5000
Chart 14 Pay for general service
40
NO OF RESPONDENTS
Table – 15 Proper render service
41
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
67 33 100
67 33 100.00
Interpretation From the above table we predict that 67 % of respondents get proper service while 33 % do not render proper service.
Chart 15 Proper render service
42
NO OF RESPONDENTS
Table – 16 Return on promised time
S.no
Factors
43
No of
Percentage
respondents 1. 2. Yes No Total 73 27 100 73 27 100.00
Interpretation From the above table we predict that 73 % of respondents get their vehicle on promised time while 27 % do not.
Chart 16 Return on promised time
44
NO OF RESPONDENTS
Table – 17 Suggestions welcomed
45
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
64 36 100
64 36 100.00
Interpretation From the above table we predict that 64 % of their suggestions are welcomed while 36 % are not.
Chart 17 Suggestions welcomed
46
NO OF RESPONDENTS
Table – 18 Servicing the complaints mentioned
47
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
53 47 100
53 47 100.00
Interpretation From the above table we predict that 53 % of their complaints are serviced while 47 % are not.
Chart 18 Servicing the complaints mentioned
48
NO OF RESPONDENTS
Table – 19
Fraudulent activity
49
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
46 54 100
46 54 100.00
Interpretation From the above table we predict that 46 % of their service are not fraudulent while 54 % are fraudulent based
Chart 19 Fraudulent activity
50
NO OF RESPONDENTS
Table – 20 Efficiency of private sector
S.no
Factors
No of
51
Percentage
respondents 1. 2. Yes No Total 86 14 100 86 14 100.00
Interpretation From the above table we predict that 86 % of the respondents believe in private sector while 14 % do not .
Chart 20 Efficiency of private sector
52
NO OF RESPONDENTS
Table – 21 Charging more
S.no
Factors
No of
53
Percentage
respondents 1. 2. Yes No Total 68 22 100 68 22 100
Interpretation From the above table we predict that 68 % the respondents are charged more while 22 % are not
Chart 21 Charging more
54
NO OF RESPONDENTS
Table – 22
Replacement
55
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
75 25 100
75 25 100.00
Interpretation From the above table we predict that 75 % of the respondents are replaced with the original & 25 % are not
Chart 22 Replacement
56
NO OF RESPONDENTS
Table – 23
Waiting time
57
S.no
Factors
No of respondents
Percentage
1. 2.
Yes No Total
84 16 100
84 16 100.00
Interpretation From the above table we predict that 84 % are been waited while 16 % are not.
Chart 23
Waiting time
58
NO OF RESPONDENTS
CHAPTER 5 5.1 SUMMARY Manufacture and export of small cars, MUVs, two & three wheelers, tractors, components to be promoted.
Appropriate Tariff Policy will be followed to attract investment
Specific measures will be taken for expansion of domestic market
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Exports to be encouraged Policy initiatives for competitiveness and development of technology would be taken National Road Safety Board to act as the coordinating body for promoting safety Inspection and Certification system to be strengthened by encouraging Publicprivate Partnership Fleet Modernisation to be encouraged Implementation of GST should be time bound Centres for automotive manufacturing excellence to be created An Auto Design Centre to be established Integration of IT in manufacturing and in Automotive infotronics to be promoted Infrastructure development around identified automotive clusters to be undertaken R & D for product, processes and technology to be incentivised Continuous investment in road, port, railways and power to be encouraged Strive for Labour reforms. Road Map for Auto Fuel Policy beyond 2010 would be drawn Rationalisation of motor vehicle regulations to be undertaken
5.2 FINDINGS
This study reveals that 64 % of the respondents are between 25-35 age groups
The Projection of This Study Implicates that 36 % of respondent are above age group
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The Projection of This Study Implicates that 74% of the Respondents are Male
The Projection of This Study Implicates that 52% earn between 10000-50000
The Projection of This Study Implicates that 47 % are entrepreneurs
The Projection of This Study Implicates that 62% of the Respondents owe Maruthi car
The Projection of This Study Implicates that 40 % of the respondents car run between 50-100 km weekly
The Projection of This Study Implicates that 36% go for maruthi because of easy availability of Spares
The Projection of This Study Implicates that 46 % of respondent chose Hyundai as alternative
The Projection of This Study Implicates that 45% of the respondents Vote for excellent service
The Projection of This Study Implicates that 73% of the respondents are satisfied with the service.
The Projection of This Study Implicates that 64 % of complaints are solved
The Projection of This Study Implicates that 34 % do service for oil replacement
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The Projection of This Study Implicates that 53 % give the car for service during 1000-5000 km
The Projection of This Study Implicates that 46 % pay 1000-5000 for their service
The Projection of This Study Implicates that 67 % of respondents get proper service
The Projection of This Study Implicates that 73 % of respondents get their vehicle on promised time
The Projection of This Study Implicates that 64 % of their suggestions are welcomed
The Projection of This Study Implicates that 53 % of their complaints are serviced
The Projection of This Study Implicates that 54 % of the service is fraudulent based
The Projection of This Study Implicates that 86 % of the respondents go for private sectors
The Projection of This Study Implicates that 68 % the respondents are charged more than estimation
The Projection of This Study Implicates that 75 % of the respondents are replaced with the original parts
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The Projection of This Study Implicates that 84 % are been waited
5.3 CONCLUSION
Automobiles have become an indispensable part of our lives, an extension of the human body that provides us faster, cheaper and more convenient mobility every passing day. 100 Behind this betterment go the efforts of those in the industry, in the form of improvement through technological research. What actually lie behind this betterment of the automobiles are the opinions, requirements, likes and dislikes of those who use these vehicles. These wheeled
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machines affect our lives in ways more than one. Numerous surveys and research are conducted throughout the world every now and then to reveal one or the other aspect of automobiles, be it about the pollution caused due to vehicle population in cities, or rising motor accidents and causes, vehicular technology, alternative medicine and so on. This section keeps you updated on the latest and the most interesting researches Conducted in the field of automobiles, and help you draw the right conclusion.
Annexure
5.4 QUESTIONNAIRE
1. Name _______________________ 2. Age ❏20-25 ❏25-35 ❏35 above
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3. Gender ❏Male ❏Female
4. Income ❏Below 10000 ❏10000-50000 ❏Above 50000
5. Which of the following is the most appropriate to describe you?
❏Student ❏Employee ❏Entrepreneur ❏Other
6. Do you own a maruti car ❏Yes ❏No
7. How much km does your vehicle run in a week ❏Below 50 ❏50- 100 ❏Above 100
8. On what basis do you feel maruti is compactable? ❏ Price ❏Service ❏Spares ❏Quality
9. If maruthi is your 1st option what is your second
❏Hyundai
❏Chevy
❏Tata
❏Ford
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10. How do you personally feel maruti on service ❏Good ❏Average ❏ Excellent
11. How many free services does maruti provide? ❏Below 2 ❏2-5 ❏Above 5
12. Are you satisfied with you service providers?
❏Yes
❏No
13. Does your service provider solve all your complaints? ❏Yes ❏No
14. Your vehicle needs service because of ❏Free Service❏ Oil Replacement ❏Break down ❏General Service
15. How often do u service your vehicle ❏Below 1000 km ❏1000-5000 ❏Above 5000
16. How much do u pay for General Service? ❏Below 1000rs ❏000rs-5000rs ❏Above 5000rs
17. Do the service providers render proper service? ❏Yes ❏No
18. Do they give your vehicle on promised time? ❏Yes ❏No
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19. Do they welcome suggestions? ❏Yes ❏No
20. Do they really service the mentioned complaints?
❏Yes
❏No
21. Is there any fraudulent activity occurred during the service? ❏Yes ❏No
22. DOES the private Service Sectors provide much efficient work? ❏Yes ❏No
23. Do they charge extra more than the estimation? ❏Yes ❏No
24. Do they replace with the original Spares Parts? ❏Yes ❏No
25. Do they make you wait for a long time? ❏Yes ❏No
5.5 BIBLIOGRAPHY Websites www.altavista.com www.askjeeva.com
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www.google.com www.aol.com www.hindustan.com www.projecthubs.com
www.indiainfoline.com
Newspapers Times of India The Economic Times Financial Times, Sunday 2007 august 19, ‘Automobile an Revolution’ http://www.financialtimescom/2007/08/19/auto/20070111012438267.ht m.
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