CHAPTER-1 INTRODUCTION

Customer Perception
Consumers can evaluate a product along several levels. Its basic characteristics are inherent to the generic version of the product and are defined as the fundamental advantages it can offer to a customer. Generic products can be made distinct by adding value through extra features, such as quality or performance enhancements. The final level of consumer perception involves augmented properties, which offer less tangible benefits, such as customer assistance, maintenance services, training, or appealing payment options. In terms of competition with other products and companies, consumers greatly value these added benefits when ma ing a purchasing decision, ma ing it important for manufacturers to understand the notion of a !total pac age" when mar eting to their customers. #or example, when manufacturing automotive parts, a high$ performing product will provide the customer base with basic benefits, while adding spare parts, technical assistance, and s ill training will offer enhanced properties to create a total pac age with increased appeal to consumers. Changing Product Strategies In industrial product development, a mar eting strategy that is flexible and adaptive to changing mar et circumstances stands a greater chance of being effective in the long$term. %roducts and consumer perceptions are variable, so changes in strategy may be required to better address customer needs, technological developments, new laws and regulations, and the overall product life$cycle. &y monitoring external conditions and shifting product development accordingly, a company can better target its consumers and learn to react to their needs. The ma'or factors that can necessitate a change in product strategy include( Customer Pre!erences" #luctuations in the cost of materials, new application requirements, and changing brand awareness are 'ust a few of things that can cause consumer needs to change. )eeping close trac of customer response to a product and ta ing their demands into consideration are important for maintaining mar et share. *

Techno#ogica# Ad$ances" + new technological development can engender a change in a product line, causing products to need modification in order to remain competitive or rendering some products obsolete. #or example, fiber optic cables have replaced older cables in certain applications and many businesses have switched from main frame computers to personal computers. &eing aware of these advances can help a business stay ahead of the curve. %a&s and Regu#ations" The implementation of new governmental regulations can cause certain products or manufacturing methods to be restricted, limiting their consumer appeal. Conversely, new laws can also lend an advantage to certain business and deregulation can sometimes benefit production standards. %roduct development strategies must shift according to the legal landscape. Product %i!e-C'c#es" To preserve the rate of growth in profit and sales, many industrial companies decide to alter, discontinue, or replace older products with newer models or more recent upgrades. These changes are usually made periodically, allowing existing products that reach maturity or decline to be phased out or modified, thus retaining their appeal.

Scope o! the stud'

The scope is very limited because attitude of the people change according to the time. The study is restricted to both ,yderabad and -anga -eddy .ist and that to among 1// respondents. The study is conducted for 01 days. The study is restricted to certain area. 2o it could not give an accurate picture about +ndhra %radesh of India.

NEED (OR THE STUD)

#rom the days of industrial revolution when goods 4 services were produced to the present day, the emphasis has shifted from the producers to the consumer and his needs, and with the consumer becoming more involved, in the mar eting process there is greater need for information regarding the consumer needs. %references and ma ing them satisfied of the products 4 services, has led to a constant but increasing need to conduct mar eting research. This research is an insight into the mind of the consumer, with the help of which the organi5ations will become aware of their pitfalls and in turn can also ma e improvements in the product regarding the level of satisfaction of the consumers towards their offerings in the mar et place. The basic need of this pro'ect is to now the" CONSU*ER PERCEPTION" amongst the respondents, with regard to H)UNDAI 6otors services and its products.

O+,ECTI-ES O( THE STUD)

To now satisfaction level about 2how room7s modern loo ing equipment and fixtures. To now the 2how room physical facilities are visually appealing or not To now 2how room convenience to move around the 2how room. To now the 2how room people are questions nowledgeable to answer the customer

To now employees in the 2how room are providing without delay services to the customers. To now the 2how rooms can give personal attention to the customers or not. To now the 2how room management is immediately responding to customer7s problem. 0

RESEARCH *ETHODO%O.) 8ne of the important tools for conducting mar eting researching is the availability of necessary and useful data. .ata collection is more of an than science the methods of mar eting research are in a way the methods of data collection. The sources of information fall under two categories. Interna# sources" 9very company has to eep certain records such as accounts, records, reports, etc., these records provide sample information which can organi5ations usually eeps collecting in its wor ing.

E/terna# sources( :hen internal records are insufficient and required information is not available, the organi5ations will have to depend on external sources. The external sources of data are( Primar' data" %rimary data are data gathered for a specific purpose or for a specific research report. #or systematically collecting the data the closed end questionnaire is used. The questionnaire consists of questions relating to various aspects of the study for proper data collection the questionnaire is divided into * sections. &oth the sections are meant for the respondent only. Secondar' data" 2econdary data are data that are collected for another purpose and already exist somewhere. .ata pertaining to company is collected from company web site company catalogues and maga5ines. The company profile gives a detailed report of history various products manufacture by its etc.

*ETHOD O( RESEARCH SUR-E) *ETHOD" + survey is a complete operation, which requires some technical nowledge survey methods are mostly personal in character. 2urveys are best suited forgetting primary data. The researcher obtains information from the respondents by interviewing them.

SA*P%IN." It is not always necessary to collect data from whole universe. + small representative sample may serve the purpose. + sample means a small group should be emanative cross section and really !representative" in character. This selection process is called sampling. SA*P%E SI0E" 2amples are devices for learning about large masses by observing a few individuals. The selected sample is 1//.Iin that sample 1; is males and 0* are females.

*ETHOD O( SA*P%IN.

RANDO* SA*P%IN. *ETHOD The method adopted here is random sampling method. + random sample is one where each item in the universe has as equal chance of nown opportunity of being selected. -929+-C, I<2T-=69<T

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1UESTIONNAIRE" + ?uestionnaire is carefully completed logical sequence of question directed to a define ob'ective. It is the out line of what information is required and the framewor on which the data is built upon. ?uestionnaire is son commonly used in securing mar et information that its preparation deserves utmost s ill and care. (OR*S O( 1UESTIONS OPEN ENDED 1UESTIONS( They are descriptive in nature. -espondents are allowed to answer in their own words. 2uch questions buying the actual opinion of the respondent s regarding srvices.

C%OSED ENDED 1UESTIONS( They are not descriptive in nature. They will be given certain choices and the respondents have to choose choice among them. They ma e analysis easy but sometimes they restrict the respondents7 choices.

T)PES O( C%OSED ENDED 1UESTIONS( DICHOTA*S( *U%TIP%E CHOICE( RATIN. SCA%E( !excellent". a question offering two answers choice. a question offering three choices. a scale that rates some attributes from !poor" to

%I*ITATIONS O( THE STUD)

Time is the main limitation for the study, as pro'ect was restricted only for 01 days. The methods used in this pro'ect are random sampling methods and results obtained may not be accurately fully accurate and believable. The research has been centered to only 8ne hundred Customers of ,A=<.+I fresh The analysis is purely based on closed ended questions and due their deliberate manipulation, important information may be lost and even barriers of communication would cause a limitation. The whole pro'ect research was confined to only customers of ,A=<.+I #reshB.

CHAPTER-2 RE-IE3 O( %ITERATURE

Perception
In philosophy, psychology, and cognitive science, perception is the process of attaining awareness or understanding of sensory information. The word DperceptionD comes from the Eatin words perceptio, percipio, and means Dreceiving, collecting, action of ta ing possession, apprehension with the mind or senses.D %erception is one of the oldest fields in psychology. The oldest quantitative law in psychology is the :eber$#echner law, which quantifies the relationship between the intensity of physical stimuli and their perceptual effects. The study of perception gave rise to the Gestalt school of psychology, with its emphasis on holistic approach. :hat one perceives is a result of interplays between past experiences, including one7s culture, and the interpretation of the perceived.

T'pes
Two types of consciousness are considerable regarding perception( phenomenal Fany occurrence that is observable and physicalG and psychological. The difference every sighted person can demonstrate to him$ or herself is by the simple opening and closing of his or her eyes( phenomenal consciousness is thought, on average, to be predominately absent without senses such as sight. Through the full or rich sensations present in senses such as sight, nothing by comparison is present while the senses are not engaged, such as when the eyes are closed. =sing this precept, it is understood that, in the vast ma'ority of cases, logical solutions are reached through simple human sensation. The analogy of %latoHs Cave was coined to express these ideas. %assive perception Fconceived by -enI .escartesG can be surmised as the following sequence of events( surrounding J input FsensesG J processing FbrainG J output Fre$ actionG. +lthough still supported by mainstream philosophers, psychologists and neurologists, this theory is nowadays losing momentum. The theory of active perception has emerged from extensive research of sensory illusions, most notably the wor s of -ichard E. Gregory. This theory, which is increasingly gaining experimental support, can

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be surmised as dynamic relationship between DdescriptionD Fin the brainG K senses K surrounding, all of which holds true to the linear concept of experience.

Perception and rea#it'

In the case of visual perception, some people can actually see the percept shift in their mindHs eye. 8thers, who are not picture thin ers, may not necessarily perceive the Hshape$ shiftingH as their world changes. The HesemplasticH nature has been shown by experiment( an ambiguous image has multiple interpretations on the perceptual level. The question, DIs the glass half empty or half fullLD serves to demonstrate the way an ob'ect can be perceived in different ways. Must as one ob'ect can give rise to multiple percepts, so an ob'ect may fail to give rise to any percept at all( if the percept has no grounding in a personHs experience, the person may literally not perceive it. The processes of perception routinely alter what humans see. :hen people view something with a preconceived concept about it, they tend to ta e those concepts and see them whether or not they are there. This problem stems from the fact that humans are unable to understand new information, without the inherent bias of their previous nowledge. + person7s nowledge creates his or her reality as much as the truth, because the human mind can only contemplate that to which it has been exposed. :hen ob'ects are viewed without understanding, the mind will try to reach for something that it already recogni5es, in order to process what it is viewing. That which most closely relates to the unfamiliar from our past experiences, ma es up what we see when we loo at things that we don7t comprehend. This confusing ambiguity of perception is exploited in human technologies such as camouflage, and also in biological mimicry, for example by 9uropean %eacoc butterflies, whose wings bear eye mar ings that birds respond to as though they were the eyes of a dangerous predator. %erceptual ambiguity is not restricted to vision. #or example, recent touch perception research -obles$.e$Ea$Torre 4 ,ayward *//1 found that inesthesia based haptic perception strongly relies on the forces experienced during touch.

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Cognitive theories of perception assume there is a poverty of stimulus. This Fwith reference to perceptionG is the claim that sensations are, by themselves, unable to provide a unique description of the world. 2ensations require HenrichingH, which is the role of the mental model. + different type of theory is the perceptual ecology approach of Mames M. Gibson. Gibson re'ected the assumption of a poverty of stimulus by re'ecting the notion that perception is based in sensations. Instead, he investigated what information is actually presented to the perceptual systems. ,e and the psychologists who wor within this paradigm detailed how the world could be specified to a mobile, exploring organism via the lawful pro'ection of information about the world into energy arrays. 2pecification is a 1(1 mapping of some aspect of the world into a perceptual arrayN given such a mapping, no enrichment is required and perception is direct perception. %reconceptions can influence how the world is perceived. #or example, one classic psychological experiment showed slower reaction times and less accurate answers when a dec of playing cards reversed the color of the suit symbol for some cards Fe.g. red spades and blac heartsG. There is also evidence that the brain in some ways operates on a slight DdelayD, to allow nerve impulses from distant parts of the body to be integrated into simultaneous signals.

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Perception-in-action
+n ecological understanding of perception derived from GibsonHs early wor is that of Dperception$in$actionD, the notion that perception is a requisite property of animate actionN that without perception action would be unguided, and without action perception would serve no purpose. +nimate actions require both perception and motion, and perception and movement can be described as Dtwo sides of the same coin, the coin is actionD. Gibson wor s from the assumption that singular entities, which he calls DinvariantsD, already exist in the real world and that all that the perception process does is to home in upon them. + view nown as constructivism Fheld by such philosophers as 9rnst von GlasersfeldG regards the continual ad'ustment of perception and action to the external input as precisely what constitutes the DentityD, which is therefore far from being invariant. Glasersfeld considers an DinvariantD as a target to be homed in upon, and a pragmatic necessity to allow an initial measure of understanding to be established prior to the updating that a statement aims to achieve. The invariant does not and need not represent an actuality, and Glasersfeld describes it as extremely unli ely that what is desired or feared by an organism will never suffer change as time goes on. This social constructionist theory thus allows for a needful evolutionary ad'ustment. + mathematical theory of perception$in$action has been devised and investigated in many forms of controlled movement, and has been described in many different species of organism using the General Tau Theory. +ccording to this theory, tau information, or time$to$goal information is the fundamental HperceptH in perception. In today7s globalising economy competition is getting more and more fierce. That means it becomes more difficult for products and services to differentiate themselves from other offerings than ever before. <ot only is the number of competitive offerings rising due to globalisation of production, sourcing, logistics and access to information. 6any products and services face new competition from substitutes and from completely new offerings or bundles from industry outsiders. 2ince product differences are closed at an increasing speed and many companies try to win the battle for customers by price reductions, products and services tend to become commodities.

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8n the other hand, customer behaviour becomes more hybrid. 8n one hand, customers are increasingly price sensitive O searching for bargains at mar etplaces li e ebay or buying their groceries at discount mar ets. 8n the other hand they en'oy branded and luxury goods. 8ne and the same person may plan a wee end trip with a no$frills airline and a stay at a five$star$hotel. In the result, customers have a wider choice of often less distinguishable products and they are much better informed. #or many offerings the balance of power shifts towards the customer. Customers are widely aware of their greater power, which raises their expectations on how companies should care for them. &ringing it all together, it becomes ever more difficult to differentiate a product or service by traditional categories li e price, quality, functionality etc. In this situation the development of a strong relationship between customers and a company could li ely prove to be a significant opportunity for competitive advantage. This relationship is not longer based on features li e price and quality alone. Today it is more the perceived experience a customer ma es in his various interactions with a company Fe.g. how fast, easy, efficient and reliable the process isG that can ma e or brea the relationship. %roblems during a single transaction can damage a so far favourable customer attitude. The consequence for companies is that they have to adapt their ways of competing for customers. Traditionally, companies have focused their efforts of customer relationship management on issues li e customer satisfaction and targeted mar eting activities li e event mar eting, direct mar eting or advertising. +lthough doubtless necessary and beneficial, these activities are not longer enough. They narrow the relationship between company and customer down to a particular set of contacts in which the company invests its efforts. 6ost li ely this will produce not more than a satisfied customer who is well aware of the companies offerings and has a positive attitude towards them. ,owever, a satisfied customer is not necessarily a loyal one.P*Q If a customer is satisfied that means that a product of service has met his expectations and that he was not dissatisfied by it. Customer satisfaction is doubtlessly very important. It is the precondition for repeat purchases and it prevents the customer from telling others

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about his disappointing experiences. + loyal customer, however, is more than a customer who frequently purchases from a company. The difference is the emotional bond which lin s the customer so closely to the company that he develops a clear preference for these products or brands and is even willing to recommend them to others. Eoyal customers truly prefer a product, brand or company over competitive offerings. Thus loyalty goes beyond a rational decision for nown quality or superior price$performance$ratio. It is about the customers7 feelings and perceptions about the brand or product.

:hen the customer ma es his buying decision, he evaluates the benefits he perceives from a particular product and compares them with the costs. The value a customer perceives when buying and using a product or service go beyond usability. There is a set of emotional values as well, such as social status, exclusivity, friendliness and responsiveness or the degree to which personal expectations and preferences are met. 2imilarly, the costs perceived by the customer, normally comprise more than the actual price. They also include costs of usage, the lost opportunity to use an other offering, potential switching costs etc. ,ence, the customer establishes an equation between perceived benefits and perceived costs of one product and compares this to similar equations of other products. 11

&ased on this, customer loyalty can be understood as to how customers feel about a product, service or brand and whether their perceived total investments with a it live up to their expectations. The important point here is the involvement of feelings, emotions and perceptions. In today7s competitive mar etplace, these perceptions are becoming much more important for gaining sustainable competitive advantage. Customer perceptions are influenced by a variety of factors. &esides the actual outcome O i.e. did the product or service deliver the expected function and did it fulfil the customers need O the whole process of consumption and all interactions involved are of crucial importance. In today7s globalised information driven economy this can also comprise issues li e 4 4 ,ow other customers or influencing groups perceive the product or brand The degree to which the customer feels the actual mar eting campaign addresses

the most important issues 4 -esponsiveness and service quality of any affiliates, e.g. distribution partners

Customer perceptions are dynamic. #irst of all, with the developing relationship between customer and company, his perceptions of the company and its products or services will change. The more experience the customer accumulates, the more his perceptions will shift from fact$based 'udgements to a more general meaning the whole relationship gains for him. 8ver time, he puts a stronger focus on the consequence of the product or service consumption. 6oreover, if the customers7 circumstances change, their needs and preferences often change too. In the external environment, the offerings of competitors, with which a customer compares a product or service will change, thus altering his perception of the best offer around. +nother point is that the public opinion towards certain issues can change. This effect can reach from fashion trends to the public expectation of good corporate citi5enship. 2hells intention to dump its &rent 2par platform into the ocean

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significantly altered many customers perception of which company was worth buying fuel from. -esearch has been don on the impact of mar et share on the perceived quality of a product.P3Q .epending on the nature of the product and the customers7 preferences, increasing mar et share can have positive or negative effects on how the customer perceives the product. Positi$e e!!ects o! increasing mar5et share on customer perception 4 Increasing mar et share can send out positive signals by acting as an indicator of superior quality that is recognised by more and more other customers. This effect is particularly strong for premium priced products. Customers normally assume that a product must be of exceptional quality if it can gain such an unexpected mar et success despite its high price. 4 6any brands offer positive emotional benefits of using a product that is popular in

the mar ets. 4 The value of a product or service can rise through increasing number of users of

the same product, e.g. number of members of an online community, better availability of software for popular computer systems. Negati$e e!!ects o! increasing mar5et share on customer perception 4 #or premium and luxury products, customers may translate an increasing mar et share into a loss of exclusivity and thus perceive it as less valuable. 4 The quality of services may suffer if they are consumed by increasing numbers of users. .iseconomies of scales and congestions can be observed with busy airports and many other services so that customers may loo out for other providers that promise more timely service and convenience.

The concept of customer perception does not only relate to individual customers in consumer mar ets. It is also valid in business to business situations. #or example, a competitor benchmar ing survey of a large industrial supplier revealed that the mar et leader, although recognised for excellent quality and service and nown to be highly innovative, was perceived as arrogant in some regions. If we ta e into consideration that there are about four other large players with a similar level of quality and innovative 1@

ideas, this perceived arrogance could develop into a serious problem. Customers here are well aware the main characteristics of all the offerings available at the mar et are largely comparable. 2o they might use the development of a new product generation of their own to switch to a supplier that can serve them not better or worse, but with more responsiveness and understanding. Companies have done a lot to improve customer satisfaction and customer relationships in the past. +s discussed above, this will not be enough anymore. +ny serious effort to manage customer perceptions starts with a good measurement system. Companies must be truly willing to loo at the whole process of interaction through the customers eyes. #or many companies, this requires a more or less extensive shift in mindset, since most departments from development to sales will be involved. The bac bone of any customer perception management and measurement system, however, is thorough mar et research and surveys. There are several aspects of measuring customer perceptions. 4 #irst of all the company has to find out how itself and its offerings are perceived

by the customers. It is essential to identify what the customer is actually buying and which features are most important to him. 8nly this way it is possible to align the internal focus and resources to the customers expectation. This information is of greater value if it can be compared to the customers7 perception of competitive offerings. <ot only will this reveal relative strengths and wea nesses, it is also a valuable source of ideas for improvement. 4 &esides that, surveys should also identify the relative importance of several

influencing variables in the eyes of the customer. To now what matters most to the customer helps to set priorities for pro'ects. 4 8f course, as with any mar et research activities, it should be based on a careful

customer segmentation. Customer groups that differ by frequency of use, social status, geographical region or other criteria, are li ely to have different expectations and preferences. ,ence, they will probably perceive an offering in different ways.

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Reithaml suggest to incorporate several behavioural$intentions questions to

identify signals that are potentially favourable or unfavourable for the company. ?uestions for behaviour intentions are potentially of higher validity and richer diagnostic value than the !overall service quality" or !customer satisfaction" variables. 2ince these questions are directed at potential future actions they can not only indicate of changes in demand and mar et trends. They also provide early warning signs and help to ta e to ta e timely corrective action. 8nly if a company nows which features of its products and services or which other points of contact with the customer are considered most important by the customers, it can develop appropriate strategies. 2uch a strategy will not only help the company to strengthen the emotional bond with the customer through targeted improvements and activities. It may also have the positive side effect that the customers7 whole experience leads him to the conclusion that this company really understands his distinctive needs and really ta es him seriously. ,ence, the customers perception of the whole company may improve beyond a positive attitude towards a particular product. &ased on thorough research, companies can develop strategies and initiate targeted activities to manage and improve customer perceptions. This article finishes with some examples of how this can be done. It has to be ta en into consideration, however, that there is no one right strategy. 2ince these measures shall provide a distinctive competitive advantage, they should be based on the particular competencies and resources of a company and they should aim at setting the company apart from the other mar et participants. 4 The service experience is closely lin ed to his perception of the total company and

its offerings O be it products or service. + common idea of many authors is that it is not always necessary to deliver the absolutely perfect customer experience. Instead it is important to solve the customers need or problem in a matter that is perceived appropriate. #or many retail products, for example, it will be sufficient in most cases to offer an appropriate group of substitute products, but not all particular products. In service situations, customers will $ depending on the actual nature of the service $ not expect an immediate service delivery. They will however expect a delivery within a time frame that is either mar et standard or meets the service promise of the actual service provider. +s long as the company eeps this promise, the customer will perceive this as 1C

satisfying. &yrnes even suggests that you earn more customer loyalty when you do a good 'ob fixing a service problem, than if there had been no problem at all. The point is to meet or excel the customers7 expectations, not to achieve some ideal level of product or service delivery. 4 Companies should try to ma e sure that their customers are fully aware of all the

ways their offering can provide value to them. They have to explain the customer how this particular product can deliver more value than those from competitors. This approach means to widen the customer perception and to extend their awareness and appreciation to more features or aspects of the offering. ,owever, this point has to be considered very carefully in order not to produce an diametrical effect. This point again highlights the critical importance of mar et research. In this example, mar et research would help the company to develop different communication strategies that focus on those product features that are of high priority for particular mar et segments. 4 + commonplace strategy to circumvent the loss of exclusivity associated with high

mar et share is to leverage the brand by introducing new related brands. This is very efficient with fragrances or fashion brands. 4 In situations in which customers perceive high mar et shares lead as a sign of

quality, it is advisable to advertise a favourable high share, e.g. !+mericas most popular 2=S", !Three out of five people already use T". 4 It is advisable to contact customers who indicate low results for loyalty or

perception of the company in the surveys. .irect contact allows to identify the roots of the problem and O if possible O to solve the issue. &esides solving some customer$ specific problems and thus improving the perception of some individuals, such follow$ ups may reveal some causes for problems that are common to wider parts of the customer base. These are the starting points for some improvements with potentially significant effects. %erception is the process by which organisms interpret and organi5e sensation to produce a meaningful experience of the world. Sensation usually refers to the immediate, relatively unprocessed result of stimulation of sensory receptors in the eyes, ears, nose, */

tongue, or s in. Perception, on the other hand, better describes oneHs ultimate experience of the world and typically involves further processing of sensory input. In practice, sensation and perception are virtually impossible to separate, because they are part of one continuous process. Thus, perception in humans descri6es the process &here6' sensor' stimu#ation is trans#ated into organi7ed e/perience. That experience, or percept, is the 'oint product of the stimulation and of the process itself. -elations found between various types of stimulation Fe.g., light waves and sound wavesG and their associated percepts suggest inferences that can be made about the properties of the perceptual processN theories of perceiving then can be developed on the basis of these inferences. &ecause the perceptual process is not itself public or directly observable Fexcept to the perceiver himself, whose percepts are given directly in experienceG, the validity of perceptual theories can be chec ed only indirectly. Historica##', systematic thought a6out percei$ing &as the pro$ince o! phi#osoph'. %hilosophical interest in perception stems largely from questions about the sources and validity of what is called human nowledge FepistemologyG. 9pistemologists as whether a real, physical world exists independently of human experience and, if so, how its properties can be learned and how the truth or accuracy of that experience can be determined. They also as whether there are innate ideas or whether all experience originates through contact with the physical world, mediated by the sense organs. As a scienti!ic enterprise, however, the in$estigation o! perception has especia##' de$e#oped as part o! the #arger discip#ine o! ps'cho#og'. #or the most part, psychology bypasses the questions about perceiving raised by philosophy in favour of problems that can be handled by its special methods. The remnants of such philosophical questions, however, do remainN researchers are still concerned, for example, with the relative contributions of innate and learned factors to the perceptual process. 2uch fundamental philosophical assertions as the existence of a physical world, however, are ta en for granted among most scientific students of perceiving. Typically, researchers in perception simply accept the apparent physical world particularly as it is described in those branches of physics concerned with electromagnetic energy, optics, and mechanics. The problems they consider relate to the process whereby percepts are formed from the *1

interaction of physical energy Ffor example, lightG with the perceiving organism. 8f further interest is the degree of correspondence between percepts and the physical ob'ects to which they ordinarily relate. ,ow accurately, for example, does the visually perceived si5e of an ob'ect match its physical si5e as measured. Consumer 6eha$ior is the study of when, why, how, and where people do or do not buy a product. It blends elements from psychology, sociology, social anthropology and economics. It attempts to understand the buyer decision ma ing process, both individually and in groups. It studies characteristics of individual consumers such as demographics and behavioural variables in an attempt to understand peopleHs wants. It also tries to assess influences on the consumer from groups such as family, friends, reference groups, and society in general. Customer behaviour study is based on consumer buying behaviour, with the customer playing the three distinct roles of user, payer and buyer. -elationship mar eting is an influential asset for customer behaviour analysis as it has a een interest in the re$ discovery of the true meaning of mar eting through the re$affirmation of the importance of the customer or buyer. + greater importance is also placed on consumer retention, customer relationship management, personalisation, customisation and one$to$one mar eting. 2ocial functions can be categori5ed into social choice and welfare functions. 9ach method for vote counting is assumed as social function but if +rrow7s possibility theorem is used for a social function, social welfare function is achieved. 2ome specifications of the social functions are decisiveness, neutrality, anonymity, monotonicity, unanimity, homogeneity and wea and strong %areto optimality. <o social choice function meets these requirements in an ordinal scale simultaneously. The most important characteristic of a social function is identification of the interactive effect of alternatives and creating a logical relation with the ran s. 6ar eting provides services in order to satisfy customers. :ith that in mind, the productive system is considered from its beginning at the production level, to the end of the cycle, the consumer The blac box model shows the interaction of stimuli, consumer characteristics, decision process and consumer responses. It can be distinguished between interpersonal stimuli Fbetween peopleG or intrapersonal stimuli Fwithin peopleG. The blac box model is related to the blac box theory of behaviourism, where the focus is not set on the processes **

inside a consumer, but the relation between the stimuli and the response of the consumer. The mar eting stimuli are planned and processed by the companies, whereas the environmental stimulus are given by social factors, based on the economical, political and cultural circumstances of a society. The buyers blac box contains the buyer characteristics and the decision process, which determines the buyers response. The blac box model considers the buyers response as a result of a conscious, rational decision process, in which it is assumed that the buyer has recogni5ed the problem. ,owever, in reality many decisions are not made in awareness of a determined problem by the consumer.

In!ormation search
8nce the consumer has recognised a problem, they search for information on products and services that can solve that problem. &elch and &elch F*//@G explain that consumers underta e both an internal FmemoryG and an external search. 2ources of information include(

%ersonal sources . Commercial sources %ublic sources %ersonal experience

The relevant internal psychological process that is associated with information search is perception. %erception is defined as Dthe process by which an individual receives, selects, organises, and interprets information to create a meaningful picture of the worldD. The se#ecti$e perception process 2tage .escription

2elective exposure consumers select which promotional messages they will expose themselves to. 2elective attention consumers select which promotional messages they will pay attention to. *3

2elective comprehension consumer interpret messages in line with their beliefs, attitudes, motives and experiences. 2elective retention consumers remember messages that are more meaningful or important to them.

The implications of this process help develop an effective promotional strategy, and select which sources of information are more effective for the brand. In!ormation e$a#uation +t this time the consumer compares the brands and products that are in their evo ed set. ,ow can the mar eting organi5ation increase the li elihood that their brand is part of the consumerHs evo ed FconsiderationG setL Consumers evaluate alternatives in terms of the functional and psychological benefits that they offer. The mar eting organi5ation needs to understand what benefits consumers are see ing and therefore which attributes are most important in terms of ma ing a decision.

Purchase decision
8nce the alternatives have been evaluated, the consumer is ready to ma e a purchase decision. 2ometimes purchase intention does not result in an actual purchase. The mar eting organi5ation must facilitate the consumer to act on their purchase intention. The organisation can use variety of techniques to achieve this. The provision of credit or payment terms may encourage purchase, or a sales promotion such as the opportunity to receive a premium or enter a competition may provide an incentive to buy now. The relevant internal psychological process that is associated with purchase decision is integration.8nce the integration is achieved, the organisation can influence the purchase decisions much more easily.

Postpurchase e$a#uation
The 9)& model was further developed by -ice F1CC3G which suggested there should be a feedbac loop, #oxall F*//1G further suggests the importance of the post purchase evaluation and that the post purchase evaluation is ey due to its influences on future purchase patterns.

*0

Interna# in!#uences
Consumer behaviour is influenced by( demographics, psychographics FlifestyleG, personality, motivation, nowledge, attitudes, beliefs, and feelings. Consumer behaviour concern with consumer need consumer actions in the direction of satisfying needs leads to his behaviour of every individuals depend on thin ing

E/terna# in!#uences
Consumer behaviour is influenced by( culture, sub$culture, locality, royalty, ethnicity, family, social class, past experience reference groups, lifestyle, mar et mix factors.

*1

CHAPTER-8 INDUSTR) PRO(I%E 9 CO*PAN) PRO(I%E

*>

Automo6i#e industr' in India

The automo6i#e industr' in India is the ninth largest in the world with an annual production of over *.3 million units in *//; In *//C, India emerged as +siaHs fourth largest exporter of automobiles, behind Mapan, 2outh )orea and Thailand. #ollowing economic liberali5ation in India in 1CC1, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. 2everal Indian automobile manufacturers such as T8A8T+ 6otors, 6aruti 2u5u i and 6ahindra and 6ahindra, expanded their domestic and international operations. IndiaHs robust economic growth led to the further expansion of its domestic automobile mar et which attracted significant India$specific investment by multinational automobile manufacturers. In #ebruary *//C, monthly sales of passenger cars in India exceeded 1//,/// units. bryonic automotive industry emerged in India in the 1C0/s. #ollowing the independence, in 1C0@, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. ,owever, the growth was relatively slow in the 1C1/s and 1C>/s due to nationali5ation and the license ra' which hampered the Indian private sector. +fter 1C@/, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a ma'or luxury. Mapanese manufacturers entered the Indian mar et ultimately leading to the establishment of 6aruti =dyog. + number of foreign firms initiated 'oint ventures with Indian companies. In the 1C;/s, a number of Mapanese manufacturers launched 'oint$ventures for building motorcycles and light commercial$vehicles. It was at this time that the Indian government chose 2u5u i for its 'oint$venture to manufacture small cars. #ollowing the economic liberali5ation in 1CC1 and the gradual wea ening of the license ra', a number of Indian and multi$national car companies launched operations. 2ince then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. *@

The &ritannica 9ncyclopedia a motorcycle as a bi e or tricycle propelled by an internal Ocombustion engine For, less often by an electric engineG. The automobile was the reply to the 1Cth Ocentury reams of self$propelling the horse$drawn bi eriage. 2imilarly, the invention of the motorcycle created the self Opropelling bicycle. The first commercial design was three$wheeler built by 9dward &utler in Great &ritain in 1;;0. This employed a hori5ontal single$cylinder gasoline engine mounted between two steer able front wheels and connected by a drive chain to the rear wheel. The 1C//s saw the conversion of many bicycles or pedal cycles by adding small, centrally mounted spar ignition engine engines. There was then felt the need for reliable constructions. This led to road trial tests and competition between manufacturers. Tourist Trophy FTTG races were held on the Isle of main in 1C/@ as reliability or endurance races. 2uch were the proving ground for many new ideas from early two$stro e$cycle designs to supercharged multivalent engines mounted on aerodynamic, bi ebon fiber reinforced bodywor .

The invention of two wheelers is a much$debated issue. !:ho invented the first motorcycleL" 6ay seem li e a simple question, !safety", bicycle, i.e., bicycle with front and rear wheels of the same si5e, with a pedal cran mechanism to drive the rear wheel. Those bicycles in turn described from high$wheel bicycles. The high Owheelers descended from an early type of pushbi e, without pedals, propelled by the rider7s feet pushing against the ground. These appeared around 1;//, used iron banded wagon wheels, and were called !bone$crushers", both for their 'arring ride, and their tendency to toss their riders. Gottiieb .aimler Fwho credited with the building the first motorcycle in 1;;1, one wheel in the front and one in the bac , although it had a smaller spring$loaded outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the iron$banded wooden$spoo ed wagon$type and it definitely had a !bone$crusher" chassisU

*;

#=-T,9- .9S9E8%69<T2( 6ost of the developments during the early phase concentrated on three and four$ wheeled design since it was complex enough to get the machines running with out having to worry about them falling over. The next notable two$wheeler though was the ,ildebrand 4 :olf 6ueller, patented in 6unich in 1;C0. In 1;C1, the #rench firm of .e.ion$button built and engine that was to ma e the mass production and common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical systemN the ,ence special from the Indian 6otorcycle Company astounded the industry in 1C31. &efore :orld :ar 1, I6C was the largest motorcycle manufacturer in the world producing over *//// bi es per year.

I<C-9+2I<G %8%=E+-ITA( The popularity of the vehicle grew especially after 1C1/, in 1C1>N the Indian motorcycle company introduced the model , racer, and placed it on sale. .uring :orld :ar 1, all branches of the armed forces in 9urope used motorcycles principally for dispatching. +fter the war, it en'oyed a sport vogue until the Great .epression began in motorcycles lasted into the late */th centuryN weight the vehicle being used for high$speed touring and sport competitions. The more sophisticated of a 1*1cc model. 2ince then, an increasing number of powerful bi es have bla5ed the roads.

,I2T8-IC+E I<.=2T-A .9S9E8%69<T2( Indian is the second largest manufacturer and producer to two wheelers in the :orld. It stands next only to Mapan and China in terms of the number of S produced and domestic sales respectively. This destination was achieved due to variety of reason li e restrictive policy followed by the government of India towards the passenger bi e industry, rising demand for personal transport, inefficiency in the public transportation system etc. The Indian two$wheelers industry made a small beginning in the early 1/s when +utomobile products of India F+%IG started manufacturing scooters in the country. =ntil 1C1;, +%I and 9nfield were the sole producers. *C

The two Owheelers mar et was opened were opened to foreign competition in the mid$;/s. +nd the then mar et leaders$9scorts and 9nfield O were caught unaware by the onslaught of the 1//cc bi es of the four Indo$ Mapanese 'oint ventures. :ith the availability of fuel$efficiency low power bi es, demand swelled, resulting in ,ero ,onda Othen the only producer of four stro e bi es F1//cc categoryG, gaining a top slot. The first Mapanese motorcycles were introduced in the early eighties. TS2 2u5u i and ,ero ,onda brought in the first two$stro e and four$stro e engine motorcycles respectively. These two players initially started with assembly of C). )its, and later on progressed to indigenous manufacturing. The industry had a smooth ride in the 1/s, >/s and @/s when government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the ;/s. The industry witnessed a steady of 10V leading to a pea volume of 1.C mn vehicles in 1CC/. In 1CC/ the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 11V in 1CC1 and ;V in 1CC*, resulting in a production loss of /.0mn vehicles. &arring ,ero ,onda, all the ma'or producers suffered from recession in #AC3 and #AC0. ,ero ,onda showed a marginal decline in 1CC*. The reason for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant li e increased production in 1CC*, due to new entrants coupled with recession in the industry resulted in companies either reporting losses or a fall in profits. The two$wheelers mar et has had a perceptible shift from a buyers mar et to a seller7s mar et with a variety of choice, players will have compete on various fronts vi5. pricing, technology product design, productivity after sale service, mar eting and distribution. In the short term, mar et shares of individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and competitive pressures from other manufacturers. +s incomes grow and people grow and people feel the need to own a private means of transport, sales of two$wheelers will rise. %enetration is expected to increase to approximately to more than *1V by *//1. 3/

The motorcycle segment will continue to lead the demand for two$wheelers in the coming years. 6otorcycle sale is expected to increase by */V yoy as compared to 1V growth in the scooter mar et and 3V by moped sales respectively for the next two years. The four$stro e scooters will add new dimension to the two$wheeler segment in the coming future. The +sian continent is that largest user of the two$wheelers in the world. This is due to poor road infrastructure and low per capita income, restrictive policy on bi e industry. This is due to oligopoly between top five players in the segment, compared to thirsty manufacturers in the bi e industry.

E/ports
India has emerged as one of the worldHs largest manufacturers of small cars. +ccording to New York Times, IndiaHs strong engineering base and expertise in the manufacturing of low$cost, fuel$efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies li e ,yundai 6otors, <issan, Toyota, Sol swagen and 2u5u i. In *//;, ,yundai 6otors alone exported *0/,/// cars made in India. <issan 6otors plans to export *1/,/// vehicles manufactured in its India plant by */11. 2imilarly, General 6otors announced its plans to export about 1/,/// cars manufactured in India by */11. In 2eptember *//C, #ord 6otors announced its plans to setup a plant in India with an annual capacity of *1/,/// cars for =2W1// million. The cars will be manufactured both for the Indian mar et and for export. The company said that the plant was a part of its plan to ma e India the hub for its global production business. #iat 6otors also announced that it would source more than =2W1 billion worth auto components from India. +ccording to &loomberg E.%., in *//C India surpassed China as +siaHs fourth largest exporter of cars.

31

Indian automo6i#e companies

Nota6#e Indian automo6i#e manu!acturers

Asho5 %e'#and Chin5ara *otors( &eachster, ,ammer, -oadster 1.;2, -oc ster, Meepster, 2ailster. (orce *otors Hindustan *otors( +mbassador. *ahindra( 6a'or, Xylo, 2corpio. *aruti Su7u5i( ;//, +lto, :agon-, 9stilo, +2tar, -it5, 2wift, 2wift .Rire, 2X0, 8mni, Sersa, Gypsy Premier( 2igma, -oadster, -i8. San *otors( 2torm TO)OTA *otors( <ano, Indica, Indigo, 2umo, 2afari, TE.+ria

E#ectric car companies in India

+'anta Group 6ahindra ,ero 9lectric -9S+ Tara International T8A8T+ 6otors

Nota6#e *u#ti-nationa# automo6i#e manu!acturers

%oca##' manu!actured Automo6i#es o! *u#ti-nationa# Companies

Audi( +0, +>. +*3( 3 2eries, 1 2eries. Che$ro#et( 2par , &eat, +veo =$S+, +veo, 8ptra, Cru5e, Tavera. (iat( %alio, Grande %unto, Einea. (ord( I on, #iesta, #usion, 9ndeavour, #igo 3*

Honda( Ma55, City, Civic, +ccord. H'undai( 2antro, i1/, Get5, i*/, +ccent, Serna, ,yundai , 2onata. *ercedes-+en7( C$Class, 9$Class *itsu6ishi( Eancer, Eancer Cedia. Nissan( 6icra Renau#t( Eogan :5oda( #abia, 8ctavia, Eaura. To'ota( Corolla, Innova, #ortuner -o#5s&agen( Metta, %assat, %olo.

Cars so#d in India as C+U ;Comp#ete#' +ui#t Units<

Audi( +;, TT, -;, ?1, ?@. +ent#e'( +rnage, +5ure, &roo lands, Continental GT, Continental #lying 2pur, 6ulsanne. +*3( > 2eries, @ 2eries, X3, X1, X>, 63, 61, 6> and R0. Che$ro#et( Captiva (iat( <uova 1//. Honda( Civic ,ybrid, C-$S. H'undai( 2anta #e. ,aguar( X#, XM, X). %am6orghini( Gallardo, 6urciIlago. %and Ro$er( -ange -over, -ange -over 2port, .iscovery 0, #reelander *. *a'6ach( 1@ and >*. *ercedes-+en7( CE$Class, CE2$Class, 2$Class, 2E$Class, 2E)$Class, 6$Class, Siano. *itsu6ishi( %a'ero, 6ontero, 8utlander. Nissan( Teana, X$Trail, 3/@R. Porsche( C11, &oxter, %anamera, Cayman, Cayenne. Ro##s Ro'ce( Ghost, %hantom, %hantom CoupI, %hantom .rophead CoupI. :5oda( 2uperb. Su7u5i( Grand Sitara. 33

To'ota( Camry, Eand Cruiser, Eand Cruiser %rado, %rius.

CO*PAN) PRO(I%E

30

HISTOR)" The Company is an authori5ed .ealer of ,yundai 6otors India Eimited F,6IEG for sale of its entire range of motor vehicles. It is also authori5ed to service 4 repair of all ,yundai cars and also deals in spare parts of ,yundai cars. Ea shmi ,yundai was established in the year 1CC; in ,imayathnagar with the launch of ,yundai7s first car in India$ the evergreen 2+<T-8. The entire business is managed under the able leadership and guidance of the managing .irector 2hri ).-ama 6ohana -ao. 2oon after the ,imayathnagar showroom, came up the Ystate$of$art service facilities at )u atpally, &an'arahills and E.&.<agar. These service centers are well equipped to cater to the needs of valued customers. The management left no stone unturned to review, research and implement the latest of technologies and methodologies to improve on the sales, service on the customer satisfaction. Continuous up gradation of the facilities at the sales and service outlets and adding to the service agenda each time, add been sales graph go high by the yea A3ARDS" The awards received for ! &est in sales " in south region, !&est in finance ", !Top performer " in *//1 and their technicians being awarded with a Gold 6edal for standing <o.1 in the world at :orld s ill 8lympics held at )orea$stand testimony to the recognition that received at the global level. +ccording to the popular belief, a customer wal ing into E+)2,6I ,A=<.+I is treated li e an asset. ,isZher needs are assessed in the first stage and the customer is educated subsequently about the product line, service range, allied services, etc., ample information and time is given to the prospective buyer to ma e up hisZher mind on which car to buy. Totally focused customer centric approach, unparalleled service motto, top$end facilities, bouquet of allied services, solid after sales bac up, quality assurance, unconditional warranty promise and desire to excel through service are some of the threads which blend in effectively to give birth to the fabric called E+)2,6I ,A=<.+I E+)2,6I ,A=<.+I7s success is 'ust beginning and more to expect spectacular chapters in the preamble !:inning 9dges". 31

%A=SH*I H)UNDAI *AN PO3ER" .epartment 2ales 2ervice 2paces #inance 4 ,-Z+dministration Total 8wn 1@ 1*> 11 C; *C> Contract / 0C / / 0C Total 1@ 1@1 11 C; 301

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI: The recruitment process involves both internal and external methods. Interna#

methods namely are employee referrals, promotions, inter company transfers.

Promotions

%osts falling vacant due to be filled will be notified within the divisionZoffice, giving educational qualifications and experience laid down for the post and the extent to which these will be relaxed for promotion and inviting applications from eligible employees in lower group, who have rendered the requisite qualifying service and who have requisite higher post.
Emp#o'ment E/change" +ll vacancies are to be notified to the Eocal 9mployment 9xchange. If employment exchanges are unable to sponsor the suitable candidates with in the prescribed time limits, the vacancies may be advertised in the press on a localZregional advertisement the vacancies may be advertised on India &asis. + minimum of two wee s notice is to given to the Eocal 9mployment 9xchange for sponsoring suitable candidates. Paper ad$ertisements"

8f the external methods this method is mostly adopted by the organi5ation. This method of recruitment involves advertising the requirements of personnel in two of the leading newspapers one being in 9nglish language and other being in regional language. #or recruitments in ,yderabad, 9enadu and .eccan Chronicle are the two leading newspapers that the requirement of personnel is advertised.

3>

SE%ECTION PROCESS AT %A=SH*I H)UNDAI"

+fter the recruitment process next step is the selection process in employing a suitable candidate into the organi5ation. +t ,industan +eronautics Eimited the selection process mainly includes testZinterviews. If a candidate passes through the different rounds of interviewsZtest then he is employed into the organi5ation. The %ersonnel .epartment of each division or the corporate office will screen the applications received and categori5e them to those that satisfy prescribed minimum educational qualification and experience and those do not .
Persona# *anager Inter$ie&"

This is the first round of interview for the candidate. The %ersonal manager chec s the nowledge of the candidate in the applied field along with his positive attitude, communication s ills and so on. 8n personal dissatisfaction the manager can call the candidate for another round of interview. ,e prepares an evaluation report on the candidatesH performance in the interview.

+oard Directors Inter$ie&"

+fter the personal manager interview, the next in line is the &oard .irectors Interview. There are 0 directors who ta e the seat of interviewer. ?uestions about family bac ground, health details, academic performance and activities, li es and disli es, attitudes and capabilities etc. are all questioned. The interview conducted by the &oard directors can ta e any shape from stress interview to formal or informal interview depending on the ind of department they are being recruited for. +ll the directors prepare an evaluation report individually on the candidates performance in relation to personality, intelligence, attitudes, s ills and nowledge and so on. .

-eri!ication o! Date o! +irth> Character and Antecedents

The secondary school certificate is the accepted document required for verification of date of birth. ,owever, if this document is not available, the candidate should produce a -92=69. In that heZshe mention all study details of them.

3@

APPOINT*ENT O( SE%ECTED CANIDIDATES Candidates who are selected for appointment to post will be issued with a letter proposing to offer the post or offering the post. If they accept appointment offer they are to be reply in the form.

SA%ES TEA* PER(OR*ANCE +ONUS POINTS =niversal #actors Mob )nowledge 4 Mudgment Communication 2 ills G.62 =p gradation +ccessories 2elling 2 ills #inance .ealing 2 ills 2ales %ersonality %resentation 2 ills Confidence Eevel Soice 4 &ody Culture +ppearance 2elling 2 ills Time 6anagement 8beying 8rders +lertness Company .ress +ttendance -ecord @1 1// *1 1/ 1/ 1/ 1// 1/ 1/ 1/ 1// @1 1/ @1 31/ 2ub$#actors %roduct Information <o. of %oints 1// Total points

3//

Code 8f Conduct

31/

,yundai 6otor India Eimited F,6IEG is a wholly owned subsidiary of ,yundai 6otor Company F,6CG, 2outh )orea and is the largest passenger car exporter and the second largest car manufacturer in India. ,6IE presently mar ets > models of passenger cars across segments. The +* segment includes the 2antro, i1/ and the i*/, the +3 segment includes the +ccent and the Serna, the +1 segment includes the 2onata Transform and the 2=S segment includes the 2anta #e.

3;

,6IE7s fully integrated state$of$the$art manufacturing plant near Chennai boasts of the most advanced production, quality and testing capabilities in the country. To cater to rising demand, ,6IE commissioned its second plant in #ebruary *//;, which produces an additional 3//,/// units per annum, raising ,6IE7s total production capacity to >//,/// units per annum. In continuation with its commitment to providing Indian customers with cutting$edge global technology, ,6IE has set up a modern multi$million dollar research and development facility in the cyber city of ,yderabad. It aims to become a centre of excellence for automobile engineering and ensure quic turnaround time to changing consumer needs. +s ,6C7s global export hub for compact cars, ,6IE is the first automotive company in India to achieve the export of 1/ la h cars in 'ust over a decade. ,6IE currently exports cars to more than 11/ countries across 9=, +frica, 6iddle 9ast, Eatin +merica, +sia and +ustralia. It has been the number one exporter of passenger car of the country for the sixth year in a row. To support its growth and expansion plans, ,6IE currently has a 311 strong dealer networ and >0/ strong service points across India, which will see further expansion in */1/. 6r. ,an :oo %ar 'oined ,yundai 6otor Company in 2eoul, 2outh )orea, in 1C;* in the finance department and ever since he has been involved with costing, auditing and the financial operations of the company. ,e 'oined ,yundai 6otor India Eimited in *//3 as the Chief #inancial 8fficer and since then he has played a pivotal role in ,6IE as he was involved in all aspects of the company in his capacity as a C#8. 6r. %ar has a vast experience and understanding of ,yundai 6otor India Etd and the Indian culture and has successfully led his team for the last seven years. 6r. %ar holds a degree in &usiness +dministration from the =niversity of .an oo in 2eoul, 2outh )orea. 3C

%rior to his becoming the 6anaging .irector of ,6IE he held the position of C#8 and 2enior 9xecutive .irector. 6r %ar lives in Chennai with his wife. ,e has two children, a son and a daughter. The son is studying at =niversity of Texas, +ustin and the daughter is studying at 2=<A &uffalo. 6r %ar was born in 2outh )orea on Manuary *C, 1C1;. ,yundai 6otor India 9ngineering F,6I9G is a fully owned subsidiary of ,yundai 6otor Company, 2outh )orea, which has set up the -4. Centre in ,yderabad. ,6I9 is a centre with one of the most advanced research and development facilities which focuses on state of the art product and design engineering and rigorous quality enhancement. The new -4. Centre at ,yderabad in India is ,yundai 6otor Company7s fourth overseas -4. centre. 2et up with an investment of -s. 1;0 crores, the new *//,/// square$foot facility -4. Centre, is aimed at further accelerating local content development and enable ,yundai to respond even more quic ly to changing customer needs across the world. The -4. Centre will further facilitate the development of India as ,yundai7s global hub for manufacturing and engineering of small cars. The new -4. Centre in ,yderabad will support all bac $end operations li e computer aided engineering FC+9G, computer aided design FC+.G and help the - 4 . wor ta ing place across ,yundai7s car line$up. The -4. Centre will help in developing vehicles which includes their styling, design engineering and vehicle test 4 evaluation. The -4. Centre will play a pivotal role for cars manufactured in India inorder to satisfy the specific needs of the Indian customers. ,yundai 6otor Company7s other overseas -4. centres are located in the =nited 2tates, Germany, Mapan 4 )orea. *anagement Phi#osoph' :ith the spirit of creative challenge, we will strive to create a more affluent lifestyle for humanity, and contribute to the harmony and co$prosperity with shareholders, customers, employees and other sta eholders in the automobile industry. The spirit of creative challenge has been a driving force in leading ,6C to where it is today. It is the permanent ey factor for ,6C to actively respond to change in the management system and see creative and selfOinnovative system. :ith the spirit of creative 0/

challenge, we create profits, the primary ob'ective of a private enterprise. #urthermore, we ta e responsibility for the environment and society we belong to, and offer sustainable mobility in order to implement our corporate philosophy and provide benefits to all sta eholders including shareholders, customers, executives, employees, suppliers, and communities. -ision :e announced DInnovation for CustomersD as our midOto longO term vision with five core strategies( global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. :e desire to create an automobile culture of putting customer first via developing humanOcentered and environmentOfriendly technological innovation.

*anagement Po#ic' &ased on a respect for human dignity, we ma e efforts to meet the expectations of all sta eholders including customers and business partners by building a constructive relationship amongst management, labor, executives and employees. +lso, we focus on communicating our corporate values both internally and

01

externally, and gaining confidence from all sta eholders.

6id$and Eong$term 2trategies :e developed five midOand longOterm strategies( global management, higher brand values, business innovation, environmental management, and strengthening product competitiveness. 9specially, we selected environmental management as one of our strategies to meet the needs of our sta eholders and the society

0*

we belong to. :e also intend to promote sustainability development and preservation of the environment.

682T EI)9. 26+EE C+- I2 2+<T-8XI<G

03

00

01

0>

Ne& Arri$a#s

98<

2antro Xing

0@

i1/

i*/

+ccent

#luidic Serna

The +ll <ew 2onata

0;

CHAPTER-? DATA ANA%)SIS 9 INTERPRETATION

0C

DATA ANA%)SIS
1. This 2how room has modern loo ing equipment and fixturesL.

TA+%E 1

Gender 6+E9

2trongly disagree 0 0 ;

V /./0 /./0

2omewhat disagree ; * 1/

V /./; /./*

<eutral 1* 10 *>

V /.1* /.10

2ome what agree ** 1; 0/

V /.* * /.1 ;

2trongly agree 1* 0 1>

V /.1* /./0

#96+E9

T8T+E

Table 1( reveals customer7s opinion on modern loo ing equipment and fixtures.
45 40 35 30 25 20 15 10 5 0
A

MALE FEMAL TOTAL

A L

G R E

D IS % A G R E

G R E

G R E

E S T A %

U T

IS

N E

Interpretation
#rom the above data it was found that, 0 male and 0 female are strongly disagreed with modern loo ing neutral in their opinion respondents are some what agree.1* male and 0 female are strongly agree with the modern furniture
1/

S W

and equipment., **male and 1; female equipment and fixtures,; male and * female are some what disagree, 1* male and 10 female respondents .

*. The %hysical facilities at this 2how room are visually appealingL

TA+%E 2@

Gender 6+E9

2trongly disagree V /./ 0 0 /

#96+E9 / T8T+E 0

2omewhat disagree V /.1 1/ / /./ * * 1*

<eutral V /.1 1/ / /.1 10 0 *0

somewha t agree V 1@ *3 0/ /.1@ /.*3

2trongly agree V ; 1* */ /./; /.1*

Table *( reveals customers opinion on visibility of physical facilities.

45 40 35 30 25 20 15 10 5 0
G A

MALE FEMAL TOTAL

A L

R E

D IS % A G R E

% G R E

G R E

E S T A %

U T

IS

N E

Interpretation #rom the table it is evident that 0/of the respondents are of the opinion that they are some what satisfied with visibility, and */ of the sample respondents said they strongly agree. ,owever, *0 of the sample collected are neutral with the appealing of physical facilities. 1* of the sample respondents said they some what disagree and only 0 of the sample respondents said they strongly disagree with visibility. #rom the above analysis we can say that ma'ority of the sample respondents are agreed with the visual appeal of physical facilities
11

S W

3. The 2how room layout at this 2how room ma es it easy for customers to move around 2how roomL
TA+%E 8@

Gender 6+E9 #96+E T8T+E

2trongly disagree 0 / 0

V /./ 0 /

2omewhat disagree V /./ * * /.1 1/ / 1*

<eutral 1> 1> 3*

V /.1 > /.1 >

somewha t agree V 1C 11 3/

2trongly agree V /.1* /.1/

/.1C 1* /.11 1/ **

Table 3( reveals customer7s opinion on visibility of layout of this 2how room easy to the customers to move around the 2how room.
35 30 25 20 15 10 5
E E

MALE FEMAL TOTAL

0
A

A L

G R E

D IS % A G R E

G R E

G R E

E S T A %

U T

IS

N E

Interpretation #rom the table it is evident that 3* of the respondents are of the opinion that they are neutral to move around the 2how room, and ** of the sample respondents said they strongly agree. ,owever, 3/ of the sample collected are some what agreed. ,owever only 1* of the people some what disagree and 0 of the respondents strongly disagree. #rom the above
1*

S W

analysis we can say that ma'ority of the people feels that this 2how room ma es easy for customers to move around the 2how room.

0. 9mployees in this 2how room have questionL

TA+%E ?

nowledge to answer customer

Gender 6+E9

2trongly disagree V / / /./ *

2omewhat disagree V ; 0 1*

#96+E9 * T8T+E *

<eutral V /./ /./; C C /./ /./0 C C 1;

somewha t agree V ** 1> 3; /.** /.1>

2trongly agree V 1> 10 3/ /.1> /.10

Table 0( reveals customers opinion on 9mployees have nowledge to answer customer7s question.
40 35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 Gender MALE FEMALE TOTAL

Interpretation
#rom the table it is evident that 3; of the respondent7s opinion that they are some what satisfied with nowledge of employees, and 3/ of the sample respondents said they strongly agree. ,owever, only 1; of the sample
13

respondents are <eutral with the nowledge of employees. ,owever1* of the sample respondents said they somewhat disagree and * of the respondents strongly disagree. #rom the above analysis we can say that ma'ority of the sample respondents are in agreed with the 9mployees have nowledge to answer customers question.

1. The behavior of employees in this 2how room instills confidence in customersL

TA+%E A

Gender 6+E9 #96+E 9 T8T+E

2trongly disagree V / * * / /./ *

2omewhat disagree V /./ 0 0 /./ > > 1/

<eutral V /.1 1; ; /.1 10 0 3*

2omewha t agree V 3/ 1/ 0/ /.3/ /.1/

2trongly agree V > 1/ 1> /./> /.1/

Table1( reveals customer7s opinions on the behavior of employees instill confidence in customers.
45 40 35 30 25 20 15 10 5 0
A

MALE FEMALE TOTAL

% U T R A L

G R E

D IS % A G R E

R E

% G R E S T A

E %

IS

N E

Interpretation #rom the table it is evident that 0/ of the respondents are of the opinion that they are some what satisfied with employee7s behavior, and 3*
10

S W

of the sample respondents said they strongly agree. ,owever, only 1>of the sample collected is strongly agreeing with the behavior of employees, and 1/ of the people are some what agree and * of the people are strongly disagreeing. #rom the above analysis we can say that ma'ority of the sample respondents are in agreed with the behavior of the employees in this 2how room instill confidence in customers.

>. 9mployees in this 2how room give prompt service to customersL.

TA+%E B

2trongl Gende y r disagree V 6ale / / #emal /./ e * * 0 T8T+ E * 1>

2ome what disagre ed 1*

V 1* /./ 0

<eutr al 1* 1* *0

V 1* /.1*

2omewha t agree */ 1> 3>

V /.*/ /.1>

2trogl y agree 1/ 1* **

V /.1/ /.1*

Table>( reveals customer7s opinions on the behavior of employees give prompt service to customers.
40 35 30 25 20 15 10 5 0
A

MALE FEMALE TOTAL

% U T R A L

G R E

D IS % A G R E

R E

% G R E S T A

E %

IS

N E

Interpretation #rom the table it is evident that 3> of the respondents are of the opinion that they are some what satisfied with employees give prompt
11

S W

service, and ** of the sample respondents said they strongly agree. ,owever, only *0 of the sample collected are <eutral with the behavior of employees. +nd 1> of the people are some what agree and * of the people are strongly disagreed. #rom the above analysis we can say that ma'ority of the sample respondents are in agreement with the employees in the 2how room give prompt service to customers.

@. This 2how room gives customers individual attentionL.

TA+%E C Gender 6+E9 #96+E9 T8T+E 2trongly disagree V /./ 0 0 /./ * * > 2omewhat disagree V ; 1> *0 /./; /.1> <eutral V /.* */ / /.1 1* * 3* somewha t agree V /.1 1/ / /.1 1* * ** 2trongly agree V 1* 0 1> /.1* /./0

Table@( reveals customer7s opinions on the 2how room give customers individual attention.
35 30 25 20 15 10 5 0
E % G R E E AL % G R E E % G R E E % G R E U TR %

MALE FEMALE TOTAL

D IS A

N E

IS

SW

Interpretation #rom the table it is evident that 3* of the respondents are of the opinion that they are neutral with 2how room gives customers individual
1>

attention, and ** of the sample respondents said they somewhat agreed. ,owever, only 1>of the sample collected is strongly agreed and *0 of the people are some what disagree and * of the people are strongly disagreed. #rom the above analysis we can say that ma'ority of the sample respondents are said this 2how room gives customer7s individual attention.

;. :hen a customer has a problem, this 2how room shows a sincere interest in solving it L.
TA+%E D
Gender 6+E9 #96+E9 T8T+E 2trongly disagree ; 0 1* V /./; /./0 2omewhat disagree / > > V / /./> <eutral 11 11 *> V /.11 /.11 somewhat agree ** */ 0* V /.** /.*/ 2trongly agree 1* * 10 V /.1* /./*

Table;( reveals customer7s opinions on the customer7s problem.

45 40 35 30 25 20 15 10 5 0
A G

MALE FEMALE TOTAL

% U T R A L

R E

D IS % A G R E

% G R E

% G R E S T A

E %

IS

N E

Interpretation #rom the table it is evident that 0* of the respondents are of the opinion that they are some what agree with 2how room gives sincere interest in customers problem, and *> of the sample respondents said they neutral. ,owever, only 10of the sample collected is strongly agreed and > of the people are some what disagree and 1* of the people are strongly disagreed. #rom the above analysis we can say that ma'ority of the sample respondents
1@

S W

are agree with this 2how room shows a sincere interest in solving customers problem.

C. This Sho& room pro$ides p#ent' o! con$enient par5ing to a## their customersE TA+%E F
Gender 6+E9 #96+E 9 T8T+E 2trongly disagree V /./ > > /.1 1/ / 1> 2omewhat disagree V /./ ; ; /.1 1* * */ <eutral V /.1 1* * /./ ; ; */ somewha t agree V /.1 10 0 /.1 1/ / *0 2trongly agree V 10 > */ /.10 /./>

TableC( reveals customer7s opinions on the par ing convenience of customer7s.

30 25 20 15 10 5 0
E E A L G R E D IS % A G R E E % G R E G R E % % E U T R %

MALE FEMALE TOTAL

IS

N E

S W

Interpretation #rom the table it is evident that *0 of the respondents are of the opinion that they are some what agree with 2how room gives customers par ing problem, and */ of the sample respondents said they neutral.
1;

,owever, only */ of the sample collected are strongly agreed and */ of the people are some what disagree and 1>of the people are strongly disagree. #rom the above analysis we can say that ma'ority of the sample respondents are agree that this 2how room has a plenty of space for par ing.

1/. This 2how room has operating hours convenient to all their customersL.
TA+%E 1G

2trongly Gender disagree V /./ 6ale * * /./ #emale * * 0

2omewhat disagree V /./ > > /./ > > 1*

<eutral V /.1 1* * /.1 1/ / **

somewha t agree V /.1 1* * /.1 1/ / **

2trongly agree V 3/ */ 1/ /.3/ /.*/

TableC reveals customer7s opinions on the operating hours of this 2how room convenient to all their customers.
60 50 40 30 20 10
E E E D IS % A G R E % U T R A L G R E % G R E E

MALE FEMALE TOTAL

0
A

G R E

IS

N E

S W

Interpretation #rom the table it is evident that 1/ of the respondents are of the opinion that they are strongly agree with 2how room operating hours, and
1C

**of the sample respondents said they some what agree. ,owever, only **of the sample collected is neutral and 1* of the people are some what disagree and 0 of the people are strongly disagreed. #rom the above analysis we can say that ma'ority of the people said that they are strongly agree with the operating hours of this 2how room convenient to all their customers.

CHAPTER--

#I<.I<G2 2=GG92TI8<2 C8<CE=2I8< ?=92TI8<<+I-9 &I&IEI8G-+%,A

>/

(INDIN.S

#rom data analysis, I conclude that 0/V of the respondent7s satisfaction level about 2how room7s modern loo ing equipment and fixtures is some what agree. Then, only few respondents are strongly disagree. 6a'ority of the people F0/VG said the 2how room physical facilities are visually appealing. :hen as ing about 2how room convenience to move around the 2how room maximum number of respondents said that it is some what ease to move around the 2how room. 3;V respondents said that the 2how room people are somewhat nowledgeable to answer their questions. +ccording to data analysis, employees in the 2how room are providing without delay services to the customers. *0V of the respondents said that the 2how rooms cannot give personal attention to the customers. 0*V respondents have said that, the 2how room management is immediately responding to customer7s problem.

>1

 +fter the data analysis I found that ma'ority of the people are not pleased

with the par ing facilities

SU..ESTIONS
%ar ing facilities should be enhanced in order to satisfy customers. 6anagement personnel should maintain gracious relation with the customers. )nowledge of the employees should be improved in order to answer the customer7s troubles. The layout of the 2how room should be enhanced in order to move customers around the 2how room. Improve modern loo ing equipment and features in showroom. Give training to employees on how to convince the customer.

>*

CONC%USION
The respondents are of ,A=<.+I and they came now about the service from hoardings, print media, primarily and through electronic media and road shows secondarily. The respondents are using ,A=<.+I since 1 year and below 1 year in most of the cases. The service provided by ,A=<.+I is used by ma'ority of the respondents and the reason for choosing it is the quality of the service, followed by brand image.

C8<2=69- %9-C9%TI8< of the respondents towards ,A=<.+I is highN however a significant number of the respondents are dissatisfied with its services. In purchasing ,A=<.+I products family appear to be the prime motivators of the respondents in ma ing their purchase decisions, due to the special offers being targeted by the company at this segment. The respondents are paying their bills at the company show rooms, and these are also on delivery time.

>3

The respondents are desirous of having online bill payment service for convenience as its saves their time, money and effort. The instruments being providing with billing service are being well received by the respondents.

1UESTIONNAIRE
+<<9XT=-9 <ame of -espondent( [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ .esignation( [[[[[[[[[[[[[[[[[[[[[[[[ Income( [[[[[[[[[[[[[[[[[[[[[[[[[[[ +ddress( [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ %hone <o.[[[[[[[[[[[[[[[[[ 9mail id( [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

1@ This Sho& room has modern #oo5ing eHuipment and !i/tures" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree 2@ The ph'sica# !aci#ities at this Sho& room are $isua##' appea#ing" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree 8@ The Sho& room #a'out at this Sho& room ma5es it eas' !or customers to mo$e around Sho& room"
>0

\ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree ?@ Emp#o'ees in this Sho& room ha$e the 5no&#edge to ans&er customer Huestions" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree

A@ The 6eha$ior o! emp#o'ees in this Sho& room insti## con!idence in customers \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree B@ Emp#o'ees in this Sho& room gi$e prompt ser$ice to customers" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree C@ This Sho& room gi$es customers indi$idua# attention" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree D@ 3hen a customer has a pro6#em> this Sho& room sho&s a sincere interest in so#$ing it" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree F@ This Sho& room pro$ides p#ent' o! con$enient par5ing !or customers(

>1

\ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree 1G@ This Sho& room has operating hours con$enient to a## their customers" \ 2trongly .isagree \ 2omewhat .isagree \ <eutral \ 2omewhat +gree \ 2trongly +gree

+I+I%IO.RAPH) 2.<o. AUT OR NAME 1@ %,IEEI% )8TE9RE!ERE" #OO$S %rinciples of 6ar eting O 11th 9dition %rentice ,all India. 2@ %,IEEI% )8TE+6ar eting 6anagement O 6illennium 9dition.%rentice ,all India 8@ S.2.-+6+2:+6A 4 <+6+)=6+-I ?@ -IC,+-. - 2TIEE 6ar eting 6anagement $@th 9dition 6illennium India Etd. 2ales 6anagement $1th 9dition %rentice ,all India. A@ G.C.&9-I 6ar eting -esearch $>th 9dition Tata 6cGraw ,ill Co.Etd. B@ E=C) .+SI. 4 -8&I< -8<+E. 6ar eting -esearch $@th 9dition %rentice ,all India.

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