ABSTRACT

Customer satisfaction depends on a products perceived

performance in delivering value relative to a buyers expectations. If the
products performance falls short of the customers expectations, the buyer
is dissatisfied. If performance matches expectations, the buyer is satisfied. If
performance exceeds expectations, the buyer is delighted. Outstanding
marketing companies go out of their way to keep their customers satisfied.
Satisfied customers make repeat purchases, and they tell others about their
good experiences with the product. he key is to match customer
expectations with company performance. Smart companies aim to delight
customers by promising only what they can deliver, then delivering more
than they promise.
Customer expectations are based on past buying experiences,
the opinions of friends, and marketer and competitor information and
promises. !arketers must be careful to set the right level of expectations. If
they set expectations too low, they may satisfy those who buy but fail to
attract enough buyers. If they raise expectations too high, buyers will be
disappointed.
odays most successful companies are raising expectations"
and delivering performance to match. hese companies embrace total
customer satisfaction. hus, the marketer must continue to generate more
customer value and satisfaction but not #give away the house$.


TABLE OF CONTENTS
CONTENTS
PAGE NO
LIST OF TABLES
LIST OF CHARTS
I
Ii
CHAPTER 1 INTRODUCTION
1
CHAPTER 2 REVIEW OF LITERATURE
7
CHAPTER 3 INDUSTRY PROFILE
12
CHAPTER 4
COMPANY PROFILE
PRODUCT PROFILE
23
35
CHAPTER 5
DATA ANALYSIS &
INTERPRETATION
40
CHAPTER 6 FINDINGS & SUGGESTIONS 59
CHAPTER 7
CONCLUSIONS
62
CHAPTER 8
APPENDICES
QUESTIONNAIRE
BIBLIOGRAPHY
63
68




CHAPTER 1
INTRODUCTION





CUSTOMER SATISFACTION


%hether the buyer is satisfied after purchase depends on the
offer performance in relation to the buyers expectations.
Satisfaction is a person feeling of pleasure or disappointments
resulting from comparing a product perceive performance or outcome in
relation to his&her expectation.
's this definition makes clear, satisfaction is function perceive
performance and expectations. If the performance falls short of
expectations the customer is dissatisfied. If the performance matches the
expectation the customer is satisfied. If the performance exceeds
expectation the customer is highly dissatisfied.
!any companies are aiming for high satisfaction because customers
who are (ust satisfied still find easy to switch when a better offer comes
along. hose who are highly satisfied are much less ready to switch. )igh
satisfaction or delight creates an emotional bond with the bond, not (ust a
rational preference. he result is high customer loyalty.
Senior management believes that a very satisfied that a very satisfied
or delighted customer is worth ten times as much to the company as a
satisfied customer. ' very satisfied customer is likely to stay in company for
many more years and by more than a satisfied customer will.



*uyers form their expectations from past buying experience, friends and
associates, advice marketers + competitor information and promises. If
marketer raises expectations too high, the buyer is likely to be disappointed.
Some of todays most successful companies are raising expectations
and delivering performance to match. hese companies are aiming for CS
,otal Customer Satisfaction-. Some companies guarantee total customer
satisfaction and will replace at its expense any dissatisfied customers
e.uipment within period of many years after purchase.
/or customers centered companies, customer satisfaction is both a goal
and a marketing too. Companies that achieve high customer satisfaction
rating make sure that the target market knows it.
Study shows that although customers are dissatisfied with one out
of every four purchases, less than 5% of dissatisfied customers will
complain. !ost customers will by less or switch suppliers. Complaints levels
are thus not a good measure of customers satisfaction. 0esponsiveness
companies measure customer satisfaction directly by conducting periodic
surveys. hey sent .uestionnaire or make telephone calls to random sample
of recent customers. hey also solicit buyers view on their competitors
performance.
%hile collecting customers satisfaction data kit is also useful it ask
additional .uestions to measure repurchase intention, this will normally by
high if the customers satisfaction is high, it is also useful to measure the
likelihood or willingness to recommend the company and the brand to
others. )igh positive word"of"mouth score indicates that the company is



1roducing high customers satisfaction. %hen customers rate their
satisfaction with the element of companys performance like delivery. he
company needs to recogni2e that customer vary in how they define good
delivery. It could mean early delivery on time delivery, order completeness
and so on. 3et if the company had to spell out every element in detail
customers would face huge .uestionnaire the company must also reali2e
that customers can report being satisfied for different reasons. One may be
easily satisfied most of the time and other might be hard to please, but was
pleased on this occasion.
Company should also note that managers and sales people could
manipulate customers satisfactions rating. hey can especially nice to
customers (ust before the survey. hey can also try to exclude 4n"happy
customers from the survey. 'nother danger is that if the customer knew
that the company would go out it way to lease customers.
Some express high dissatisfaction ,even if satisfied-. In order to
receive more concessions. Some companies navigate all these pit falls to
reach their customers value and satisfaction goals. %e call these companies
high"performance business.
Customers satisfaction depends on the products perceive
performance in delivery value relative to buyers expectations. If the product
performance falls short of customer expectations, the buyer is satisfied.
Outstanding marketing companies go out of their way to keep their
customer satisfied.





Satisfied customer may report purchase and they tell us about their
good experience with the product. he key being to match customers
expectations with company performance. Smart companies aim to delight
customers by promising only what they can deliver then delivering more
than they promise.
Customers satisfaction is closely linked to .uality in recent years.
!any companies have adopted otal 5uality !anagement ,5!-
programs, designs to constantly improve .uality of their products, service +
marketing processes. 5uality has an impact on product performance and
hence on customer satisfaction.


OBJECTIVES
OF
RESEARCH




STATEMENT OF PROBLEM:
%ith the recent influx of different brands in todays four wheeler
auto segment each striving to satisfy customers with the end results of
maintaining loyalty, at present cars as such have become necessity but not a
nicety.
%ith this out look of todays market it is even a laymans perceptive
that /ord itself reflects a satisfied customer.
6eeping in mind curriculum re.uirement + organi2ational
re.uirement the study has been conducted to find out customer satisfaction
towards !aruti cars. )owever, due to time constraints an in"depth study
could not be undertaken.
OBJECTIVES OF STUDY:
he board ob(ective of the study is to know the consumer behavior in
the light of various factors governing preferences decision regarding
various aspects before purchasing a four"wheeler.
o find customer satisfaction level during sales process.
o know about the post sales service provided by the dealer.
o find out the overall experience of the customers with
reference to
7arun !aruti 'gency


o know which factors are considered by the consumers before
they
1urchase any four"wheeler.


o find out whether the vehicle details were made known to
every Customer or not.
o know the promptness of the vehicle deliveries made to
customers.
o find out the most preferred media of communication and
then to analy2e the advertisement campaign in terms of media
effectives.
SCOPE OF STUDY:
he geographical scope of study is confined to the city of
)yderabad. he various customers were met to find out their perception
towards the various elements that satisfies the customer.
LIMITATIONS OF STUDY:
he study could not be conducted on a large sample si2e and area
because of time constraint.
he number of sample si2e is respondents and the study is confined
Only to the )yderabad confined limits.
he study is time bound + would be applicable to the current


/indings of the study.
CHAPTER 2
REVIEW
OF
LITERATURE




REVIEW OF LITERATURE
Custom! s"t#s$"%t#o&:
Customer satisfaction, commonly abbreviated CS, is a business term
which is used to capture the idea of measuring how satisfied an enterprise8s
customers are with the organi2ation8s efforts in a marketplace. It is seen as a
key business performance indicator and is part of the four perspectives of a
*alanced Scorecard.
9very organi2ation has customers of some kind. he organi2ation
provides products ,goods and&or services- of some kind to its customers
through the mechanism of a marketplace. he products the organi2ation
provides are sub(ect to competition whether by similar products or by
substitution products.
R"so&s to Mo&#to! Custom! S"t#s$"%t#o&
he reason an organi2ation is interested in the satisfaction of its
customers is because customers purchase the organi2ation8s products. he
organi2ation is interested in retaining its existing customers and increasing
the number of its customers.
M"su!#&' Custom! S"t#s$"%t#o&
Customer satisfaction is an ambiguous and abstract concept and the actual
manifestation of the state of satisfaction will vary from person to person and


product&service to product&service. he state of satisfaction depends on a
number of both psychological and physical variables which correlate with
satisfaction behaviors such as return and recommend rate. he level of

satisfaction can also vary depending on other options the customer may
have and other products against which the customer can compare the
organi2ation8s products.
*ecause satisfaction is basically a psychological state, care
should be taken in the effort of .uantitative measurement, although a large
.uantity of research in this area has recently been developed. %ork done by
*erry, *rodeur between 1990 and 1998 defined ten 85uality 7alues8 which
influence satisfaction behavior, further expanded by *erry in 2002 and
known as the ten domains of satisfaction. hese ten domains of satisfaction
include: 5uality, 7alue, imeliness, 9fficiency, 9ase of 'ccess,
9nvironment, Inter"departmental eamwork, /ront line Service *ehaviors,
Commitment to the Customer and Innovation. hese factors are
emphasi2ed for continuous improvement and organi2ational change
measurement and are most often utili2ed to develop the architecture for
satisfaction measurement as an integrated model. %ork done by
1arasuraman, ;eithaml and *erry between 1985 and 1988 provides the basis
for the measurement of customer satisfaction with a service by using the
gap between the customer8s expectation of performance and their perceived
experience of performance. his provides the measurer with a satisfaction
#gap$ which is ob(ective and .uantitative in nature. work done by Cronin
and aylor propose the <confirmation&disconfirmation< theory of
combining the <gap< described by 1arasuraman, ;eithaml and *erry as two
different measures ,perception and expectation of performance- into a


single measurement of performance according to expectation. 'ccording to
=ar brand, customer satisfaction e.uals perception of performance divided
by expectation of performance.

he usual measures of customer satisfaction involve a survey instrument
with a set of statements using a >ikert echni.ue or scale. he customer is
asked to evaluate each statement and in term of their perception and
expectation of the performance of the organisation being measured.
oday, customer satisfaction is the mission of most
companies. Companies like ?ell have made make"to"order products and
direct sales their differential advantage in increasing customer satisfaction.
Operational strategies can now be structured for attaining high levels of
customer satisfaction at relatively low costs. Innovations in online
information access, creative product design, flexibility, outsourcing,
postponement, dynamic pricing, and reactive"capacity have been the ma(or
enablers of managing manufacturing"supply networks.
)owever, the choice of positioning a firm along the dimensions of
customer satisfaction and total delivered cost, and its implications for
operational strategies, are not yet clear.
Po(!)s o*!"++ ,o#&t:"
1roduct .uality counts. It is a key determinant of customer
satisfaction. Customer satisfaction leads to improved financial performance.
he authors make the point that executives know this correlation but do
not always live and breathe this philosophy. Customer satisfaction builds


loyalty. =ood customer service often generates good word of mouth
advertising @ no matter what the industry. I found it interesting that one of
the nations largest house builders, 1ulte )omes,

Suggests that 45% of its sales are influenced by the positive
recommendations of another customer. I might have been a little dubious of
that figure had I not learned at a recent conference for mortgage brokers I
attended, that the top performing brokers got up to 40% of their business
from previous customer.
Satisfaction contains numerous product references featuring good
and bad performance by manufacturers and service providers. Aot too
surprisingly, Bet*lue and >exus get significant coverage reflecting a very
high level of customer satisfaction. >exus figures prominently in the book
simply because they are )9 best and consistently so. It really is
astonishing that >exus was able to take brand leadership in the luxury car
market, against !ercedes"*en2, Cadillac and *!% within ten years of
entering this market sector.
'ccording to the findings of the 2004 4"wheeler total customer
satisfaction study released today by leading market information provider,
AS, !aruti and oyota models rank highest in six out of the ten vehicle
segments. 'mong the new models launched since AS8 2003 study, /ord
9ndeavour achieves top honors in the <premium S47< segment.
0epresenting the responses of more than seven thousand car buyers
towards the performance of over 40 models in the key areas of sales
satisfaction, product .uality, vehicle performance and design, after"sales


service, brand image, and cost"of"ownership, the 2004 4"%heeler otal
Customer Satisfaction ,CS- study conducted by AS specialist division,
AS 'utomotive, is the largest syndicated automotive study in India. he

CS index score provides a measure of commitment a given model or brand
en(oys with its customers. 0ankings for the CS study are done at the
vehicle segment"level to provide comparisons among similar groups of
vehicles. he ten models ranking highest in their respective segments for
total customer satisfaction are: !aruti 800 for <entry compact<C !aruti ;en
1etrol for <premium compact<C ata Indica ?iesel for <small car " diesel<C
!aruti 9steem 1etrol for <entry midsi2e<C !itsubishi >ancer 1etrol for
<midsi2e<C oyota Corolla for <premium midsi2e<C !itsubishi >ancer ?iesel
for <midsi2e car " diesel<C oyota Camry for <entry luxury<C oyota 5ualis
for <S47<C and /ord 9ndeavour for <premium S47S.
2006 India TCS an!in" C#a$%


CHAPTER 3
INDUSTRY
PROFILE


INTRODUCTION
AUTOMOBILE INDUSTRY:
he Indian auto ancillary industry has come a long way since it had
its small beginnings in the 1940s. If the evolution of the industry is traced in
India, it can be classified into three distinct phases namely: 1eriod prior to
the entry of !aruti 4dhyog >td, 1eriod after the entry of !aruti 4dhyog
>td and 1eriod post >iberali2ation. he period prior to the entry of !aruti
4dhyog >td was characteri2ed by small number of auto ma(ors like
)industan !otors, 1remier 'utomobiles, elco, *a(a(, !ahindra and
!ahindra, low technology and assured business for most of the auto"
component"manufacturers.
he entry of !aruti in the 1980s marked the beginning of the second
phase of the industry. he autoancillary industry in the country really
showed a spurt in growth during this period. his period witnessed the
emergence of a new generation of auto ancillary manufacturers who were
re.uired to meet the stringent .uality standards of !arutis 6orean
collaborator Su2uki of Bapan. he good performance of !aruti resulted in
an upswing for the domestic auto ancillary industry. It was during this
period that auto components from India began to be exported.
he entry of foreign automobile manufacturers ranging from
!ercedes *en2, /ord, and =eneral !otors to ?aewoo following the
government liberali2ing the foreign investment limits saw the beginning of


the third phase of the evolution of the industry. he auto ancillary industry
witnessed huge capacity expansions and moderni2ation initiatives in the
post liberali2ation period. echnological collaborations and e.uity

1artnerships with world leaders in auto components became a common
affair. )owever, the global automobile ma(ors soon reali2ed the folly of their
estimations in India. he market did not seem to be as big as it appeared to
be. )ence, sales targets went awry. he tough competitive scenario saw a lot
of consolidation in the industry and it still continues unabated.
Evolution of Automobile Industry
Initial Years
Manufacturing was licensed
High Customs duty on import
Steep excise duties
sales tax
! Ma"or players#
$remier Automobiles %td
Hindustan Motors
1980s
Entry of M&%' better product'
with government support
Seller(s Mar)et
%ong *aiting $eriods
Early to mid 90s
Seller(s mar)et and long
waiting periods
+elicensing in ,--.
/emoval of capacity
restrictions
+ecrease in customs
excise
Auto finance boom0 more
players 1foreign ban)s
non ban)ing companies'
better schemes2
Mid 90s Early 2000s
3uyers mar)et
Increase in
Indigeni4ation
Easy Auto finance
Manufactures
diversifying into related
activities# finance lease'
fleet management'
insurance and used car
mar)et

Vehicle sales in India in 2006 - 07 ( in mil)
11!
0"#
70#
0"6
0 2 ! 6 8
Cars C5s 6wo wheelers 6hree *heelers


I&-#"& Auto I&-ust!. / M"!0t O*!*#(
he industry has grown at a C'=0 of 14% p.a over the last 5 years,
with sales of D million vehicles in 2006-07
%ith the potential to emerge as one of the largest in the world.
1resently, India is
1. 2
nd
largest two wheeler market in the world
2. 4
th
largest commercial vehicle market in the world
3. 11
th
largest passenger car in the world and is expected to be the
7
th
largest market by 2016
he industry has emerged as a key contributor to the Indian
economy



S#1 o$ "!ou&-
US2 34 3#++#o&
#& 2006


I&-#"& Automo3#+ I&-ust!.4R%&t T!&-s
he Indian automotive industry has flourished like never before in
the recent years. his extra"ordinary growth that the Indian automotive
industry has witnessed is a result of a two ma(or factors namely, the
improvement in the living standards of the middle class, and an increase in
their"disposable"incomes.
!oreover, the liberali2ation steps, such as, relaxation of the
foreign exchange and e.uity regulations, reduction of tariffs on imports,
and refining the banking policies, initiated by the =overnment of India,
have played an e.ually important role in bringing the Indian 'utomotive
industry to great heights. It is estimated that the sale of passenger cars have
tripled compared to their sale in the last five years. hus, the sale of cars has
reached a figure of E million users and is expected to increase further. It8s
also to be noted that the demand for luxurious models, S47s, and mini"cars
for family owners, have shot up, largely due to increase in the consumer8s
buying"capacity.
he increased demand for Indian automobiles has resulted in a large
number of multi"national auto companies, especially from Bapan, 4. S. '.,
and 9urope, entering the Indian market and working in collaboration with
the Indian firms. 'lso, the institutionali2ation of automobile finance has
further paved the way to sustain a long"term high growth for the industry.



Automot#* I&-ust!.: I&-#" St!"t'#% M"!0t P!o$#+
'lthough India has been much discussed in recent years, and has
been the recipient of ma(or foreign investment in its automotive industry, it
has in many ways not received the attention of the worlds other ma(or
developing country, China @ but this is about to change.
%ith the worlds second largest and fastest"growing population,
there is no denying Indias potential in both economic and population terms
and the effect it will have on the auto industry in the years to come. he
country is already off to a good start, with a well"developed components
industry and a production level of one million four"wheeled vehicles a year,
plus a further five million two" and three"wheelers.

Vehicle E$%orts &rom India
7
,77777
!77777
.77777
877777
977777
:77777
C5 Cars ! *heelers . *heelers
'
n
i
t
s
7
,7
!7
.7
87
97
:7
(
Exports1!77:0!77;< =rowth rate 1 8 year CA=/<
Indian vehicle exports have grown at a scorching rate of over 40 F over
the last few years5 6ey exporters include:
!aruti, ata !otors, ! + ! and )yundai for 1assenger Cars and
!47s
ata !otors and 'shok >eyland for >C7 & ! + )C7s
*a(a(, 7S !otors and )ero )onda for G wheelers


T6 Automot#* I&-ust!. "&- t6 E&*#!o&m&t
he automotive industry currently faces huge challenges. he
fundamental technological paradigm it relies on, volume production, has
become progressively more unprofitable in the face of increasingly
segmented niche markets. 't the same time it faces increasing regulatory
and social pressures to improve both the sustainability of its products and
methods of production. *uilding on a wealth of research, the automotive
industry and the environment addresses those challenges and how they can
be met in producing a sustainable and profitable industry for the future.
I&-#")s -*+o,#&' Automot#* M"!0ts "&- I&-ust!.
India is an emerging country with huge potential. he domestic
economy is now growing at around 7% per annum and India8s growing
importance in global terms is being reinforced by rapidly rising exports.
India8s low cost but highly skilled manufacturing base means that the
country is also taking centre stage as a favored location for global
outsourcing.
he automotive industry is at the centre of Indias new global
dynamic. he domestic market is expanding rapidly as incomes rise and
consumer credit becomes more widely available. !anufacturers product
lines are being continually expanded, as is the local automotive
manufacturing base. 9xpectations are high that India can develop as a
global hub for small car manufacture and as an outsourcing centre that
offers the global automotive industry solutions high up the automotive
value"chain.
his management briefing reviews the current status of and future
prospects for India8s automotive industry.



INDIA / ADVANTAGE AND BUSINESS
OPPOURTUNITES

P!o*& ,!o-u%t
D*+o,m&t %","3#+#t#s
Capabilities to develop
complete vehicles and
systems
!ore than EGH /ortune HII
,including large auto
companies- have 0+?
centers in India
Companies can leverage
Indias acknowledged
leadership in the I
industry
St"3+ %o&om#%
,o+#%#s
Continuity in reforms
and policies
India targets to emerge
as the
7m"&u$"%tu!#&'
6u38
for small cars
H#'6 9u"+#t.
st"&-"!-s
EG Indian
component
manufacturer
s have won
the ?eming
1ri2e for
.uality
!ost leading
component
manufacturer
s are 5S and
ISO certified
INDIAN AUTO
INDUSTR
Com,t#t#*
m"&u$"%tu!#&'
%ost
Implementation
of 7', has
positioned
India as one
of the leading
low cost
manufacturin
g sources
E:,o!t Pot&t#"+
Increased
outsourcing has
led to
a large potential to
export
components and
vehicles
to other markets
L"!' "&- '!o(#&'
-omst#% -m"&-
?emand growth expected
to be around
EI F C'=0 making India
one of the fastest
growing markets


O,,o!tu&#t#s #& t6 I&-#"& Automot#* S%to!


AUTOMOTIVE www.imacs.in
Opportunities in the Indian
automotive sector
1articipate in domestic
growth opportunities
9xports of vehicles
9xports of components
9ngineering and ?esign
Services
I&-#"&
Automot#*
S%to!
Domst#% O,,o!tu&#t#s
G+o3"+ outsou!%#&'
O,,o!tu&#t#s
Pot&t#"+ #&*sto!s %"& %",#t"+#s o& o,,o!tu&#t#s 3ot6 #& t6 -omst#%
"&- :,o!t o!#&t- s'm&ts
I&*stm&t ,ot&t#"+ o$ u,to USD ;< / => 3& #& t6#s s%to! o*! t6 &:t ?> ."!s
I&*stm&ts #& t6 I&-#"& "utomot#* #&-ust!. %"& 3 #& *"!#ous $o!ms
?>> @ su3s#-#"!. / ?>> @ FDI t6!ou'6 "utom"t#% !out "++o(- #& t6#s s%to!
JVs (#t6 +o%"+ $#!ms
T%6&o+o'. su,,o!t o! s6"!#&' "'!m&ts
India 'dvantage and business opportunities




I&-ust!. St!u%tu!
he Indian car market has been divided in to small cars, mid
si2e cars, luxury cars and multi utility vehicles.
Sm"++ %"!s:
It is the most preferable small car segment in Indian
economy. 4nder this segment we have !aruti 800, !aruti ;en, !aruti
%agoner, !aruti swift, ata Indica, )yundai Santro, /iat 1alio, and !aruti
'lto, !aruti ;en, 9stilo ,ata Aano etc.,
hese are the best suitable for Indian middle class people.
hese cars also suit Indian roads and traffic conditions. he concept of
small cars has emerged from Bapan.
Small cars are fuel efficient with latest sleek look and
advanced technology.
M#- s#1 %"!s:
he mid si2e cars are to upper middle class people of society.
*usiness executives mainly use these cars.

4nder this we have !aruti sxJ,9steem, /ord /usion, /ord /iesta,
Opel 'stra, ata Indigo, ata !arina, )onda City, Chevrolet 'veo, )yundai
'ccent etc.,



Lu:u!. %"!s:
he elite members of the society use these luxury cars. he luxury
cars are symbol of success of a man.
4nder this we have !aruti =rand 7itara, /ord !ondeo, Skoda
Octavia, Skoda >aura, )yundai Sonata, )yundai 9lantra, oyota Corolla,
oyota Cramy, !itsubishi >ancer, !itsubishi Cedia, )onda Civic, )onda
C07, )onda 'ccord, Chevrolet Optra, !ercedes"*en2 ,S"class, 9"class-,
!aruti *aleno etc.,
Mu+t# Ut#+#t. V6#%+:
!47S are used for transportation purpose. 's !47s are very
rugged and powerful vehicles they are used in hilly regions. oday there are
a lot of players in the car segment. his has increased competition amongst
the manufacturers.
4nder this we have ata Sumo, ata Sierra, ata Safari, !aruti
=ypsy, *a(a( empo, /ord 9ndeavour, oyota 5ualis, oyota Innova,
!ahindra 7oyager, !ahindra Scorpio, !ahindra *olero etc.,
Aow"a"days dealers and manufacturers are providing many
attractive financial facilities for the consumers. his indicates that the
manufacturers will have huge demand in coming decades.



M"Ao! ,+".!s #& "utomo3#+ #&-ust!.
he ma(or players in the automobile industry are as follows:
M"!ut# Su1u0#
To.ot"
S0o-"
Ho&-"
H.u&-"#
C6*!o+t
T"t"
H#&-ust"& Moto!s
M#tsu3#s6#
Fo!-
hese are the companies that bring to us our dream machines.
his where it all starts from the bourgeoisie !aruti 800! the up market
the stately !ercedes, and the rest.
%end your way through the automobile companies, their
history product lines. /ind out hitherto unknown facts about the vehicle
you use. ?id you know that the )industan !otors were the first vehicles
manufacturing company to be set up in IndiaK 'nd it is the same
)industan !otors, which manufactures both the sturdy 'mbassador
and the elegant >ancer, in association with !itsubishi.


CHAPTER 4
COMPANY
PROFILE



!aruti 4dyog >imited ,!4>- was established in /eb 1981 through an 'ct of
1arliament, to meet the growing demand of a personal mode of transport
caused by the lack of an efficient public transport system.
!aruti 4dyog is Indias leading maker of automobiles. hrough a
partnership with Su2uki, the company makes models such as the 'lto,
=ypsy, and ;en. In addition to domestic sales, !aruti also exports its 'lto
model to many 9uropean markets. he companys three"plant
manufacturing complex near Aew ?elhi has an annual capacity of about 3.5
million cars per year. !aruti 4dyog en(oys about a HIF share of its
domestic market. o help maintain its share of the market, the company is
building a new plant near its existing plants in =urgaon about 25 miles from
Aew ?elhi.
Su2uki !otor Company was chosen from seven prospective partners
worldwide. his was due not only to their undisputed leadership in small
cars but also to their commitment to actively bring to !4> contemporary
technology and Bapanese management practices ,which had catapulted
Bapan over 4S' to the status of the top auto manufacturing country in the
world-.
' license and a Boint venture agreement were signed between =ovt.
of India and Su2uki !otor Company ,now Su2uki !otor Corporation of
Bapan- in Oct 1982.




T6 o3A%t#*s o$ MUL t6& (!:
!oderni2ation of the Indian 'utomobile Industry.
1roduction of fuel"efficient vehicles to conserve scarce resources.
1roduction of large number of motor vehicles which was necessary for
economic growth.
!aruti is Indias largest automobile company. he company, a (oint
venture with Su2uki of Bapan )as been a success story like no other in the
annals of Indian 'utomobile Industry.
SUBUCI PARTNERING MARUTI FOR LEADERSHIP
Su1u0#)s (o!+- +"-!s6#, #& %om,"%t %"!s5
>arge seller of compact cars worldwide 23 million Su2uki has been the
market leader in the Bapanese compact car segment for ED consecutive
years.
=eneral !otors has sought expertise in small car technologies from
Su2uki through strategic alliance since the 1980s and has recently
increased its e.uity stakes in Su2uki to 20 %.


Su2uki has also launched cars like the 7itara, %agon 0 %ide, carry and
other such models which have further contributed to Su2ukis image as
one of the most imaginative designers for functional compact vehicles.
he company has seen cumulative sales overseas in excess of EI million
cars.
Su2uki motor
Corporation sells its product in 170 countries
/or a concise yet comprehensive look at what !aruti has meant at the
industry.
%hen we entered
Success
9volution and adaptability
Aetwork
echnology trans


WHEN WE ENTERED:
%hen !aruti entered the Indian car market, there were two ma(or players
in the market. One is hLindustan motors and other was fiat. it sought to fill
what it perceived as two very glaring needs one, to provide fuel efficient,
low cost vehicles, which are reliable and of high .uality. o offers
customers good vehicles and better sales services which satisfies their
needs. otal automobile value and customer satisfaction, these ob(ectives
shaped out policies and our approach to .uality.

'dditionally, the absence of efficient public transportation system
was leading to a growing demand for passenger car.

' bargaining work force and growing middle class population meant
that personal transport had become a necessity. o attract good managerial
talent, they corporate world had started to offer cars even to (unior
executives. Since the car that !aruti manufactured were mainly entry level
cars the company successfully fulfilled the demand in the market.
SUCCESS:

T6 $#!st %+"ss rolled out for sale on 14
th
?ecember 1983,the customers
went into production in a record 13 months- marking the beginning of a
revolution in the Indian automobile industry.



he Indian car market had stagnated at a volume of 30!000 to 40!000cars a
year for the decade ending 1983.in 1983, this figure reached a number of 1,
and 96!820.marutis figures are a different story all together. %e reached a
total production of one million vehicles in !arch 1994! becoming the first
Indian company to cross this milestone. %e crossed the million marks in
1997.
/or the year ended 1997-98 !aruti had posted a turnover of us
dollars 2.1billion and a profit before tax of us dollars 244 million. during the
year !aruti produced 350000 vehicles, out of which 26000 were exported.
!aruti has played profits in every year since inception, and has been
paying dividends for the last EIyears.
hrough the !aruti has provided world class contemporary Bapanese
technology, suitably adapted to Indian conditions and Indian car users. we
have also provided users with a range of cars to suit different needs.
!arutis market share figures show the response of customers in 1997-98,
our market share of vehicles was over 70%.in addition to leading in the
economy car segment, !aruti is also the leader in the luxury car segments
with a market share of 38%.
%ith many international automobile ma(ors setting up base in Indian,
we expert intense competition in the coming years. %e however welcome
the transistor from a sellers market to a buyers market. In this
environment only those firms will survive, which have strong supplier base
a wide spread sales and after sales network and are able to offer a large
number of .uality variants at reasonable prices.



EVOLUTION AND ADAPTABILITY:
!arutis story in a changing economic scenario has been as follows. he
success of the (oint venture led Su2uki to increase its e.uity from 26% to
40% in 1987 and further to 50% in 1992.'s a result, !aruti changed from
being a =ovt.co.to a Aon"=ovt.co.
On /ebruary 24
th
1981 =ovt. of India incorporates !aruti 4dyog
limited as a 100% public limited co. on October 21982 license agreement and
(oint venture agreement signed with Su2uki. In 1983 the maruti800 launched
bringing about the first ma(or revolution in the Indian car market.
/rom 1984 onwards, for more than half a decade, the car industry had
to deal with certain factors. 9xcise duty was marked by a steady rise across
1984 to 1991 "15%M in 1984! 42% in 1989! 52.5% in 1990#66% in 1991-.
?espite a considerably weaker rupee the import duty on car components
that has also risen from 40% to 75%. 'll this lead to sharp increase in
customer price and a conse.uent fall in the overall demand for passengers
cars. !arutis growth continued despite rising tax levels and the low
accorded to car production. %ith the introduction of liberali2ation from
Buly1991, the =ovt. reali2ed the high growth potential of the passenger car
market. It took note of the contributions of this segment in promoting
employment, technological up gradation of industry and contribution to
=ovt. revenue. 1olicy changes took place accordingly.


!arutis excellent performance in the post liberali2ation milieu is in
keeping with the earlier trend set by it. !aruti has kept place with the times,
to continue providing its customer products of high .uality. oday, our
strong dealer and service network consists of 335 sales outlets, 1986 service
centers across 1053 cities as on 31-10-2007.

!aruti 4dyog limited rolls out one car every 43 seconds. %ith more
than I new product launched every year and 4 new products was launched
in 2000, since 1981 !aruti has consistently delivered high .uality products
to Indian customers, more than 30 lakh people in India are proud to own
and drive !aruti cars. ried, tested + trusted, proven
On Indian roads, it is customer oriented and responsive to every need +
budget.
PRODUCTIONDR&D
Spread over a sprawling 297 acres with 3 fully integrated production
facilities, the !aruti 4dyog plant has already rolled out over 4.3 million
vehicles. In fact, on an average, (ust 14 hours to make a car. !ore
importsntly, with an incredible range of EE models available in 50 variants,
theres a !aruti Su2uki made here to fit every car @ buyers budget dream.


PRODUCTION MILESTONES:
1
st
vehicles produced, ?ecember 1983
1! 00!000 vehicles produced by 'ugust 1986
5! 00!000 vehicles produced by Bune 1990
10! 00!000 vehicles produced by !arch 1994
15! 00!000 vehicles produced by 'pril 1996
20! 00!000 vehicles produced by October 1997
25! 00!000 vehicles produced by !arch 1999
30! 00!000 vehicles produced by Bune 2000
35! 00!000 vehicles produced by ?ecember 2001
40! 00!000 vehicles produced by 'pril 2003
45! 00!000 vehicles produced by 'pril 2004
50! 00!000 vehicles produced by 'pril 2005
55! 00!000 vehicles produce by 'pril 2006
60! 00!000 vehicles produced by 'pril 2007
60! 50!000 vehicles produced by /ebruary 2008
MARUTI SALES IN FEBRUARY 2008 :
Aew ?elhi, /ebruary 1! 2008: Car market leader !aruti 4dyog >imited sold
48!526 units in the domestic market in Banuary 2008. his is a growth of 7.1
percent over Banuary 2007.
In all, the company sold 50!109 units, including 1!583 units of
exports, during Banuary 2008. he companys volume in the domestic '2
segment grew by 21.2 per cent compared to Banuary 2007. 's published in
Overdrive !aga2ine dated 15
th
!arch 2008.


THE QUALITY ADVANTAGE:
!aruti Su2uki owners experience fewer problems with their vehicles
than any other car manufacturer in India ,B.?. 1ower I5S Study 2004-. he
'lto was chosen Ao. E in the premium compact car segment and the 9steem
in the entry level mid"si2e car segment across D parameters.
he B.?. 1ower '19'> Study 2004 proclaimed the %agon 0 no. E in
the premium compact car segment and the 9steem Ao. 1 in the entry level
mid @ si2e car segment. his study measures owner in terms on design,
content, layout and performance of vehicles across 8 parameters.
A Bu.#&' E:,!#&% +#0 No Ot6!
Maruti Su2uki has a sales network of 307 state"of the @art
showrooms across 189 cities, with a workforce of over 6000 trained sales
pertsommel to guide our customers in finding the right car. Our high sales
and customer care standards led us to achieve the Ao.1 nameplate in the
B.?. 1ower SSI Study 2004.


Qu"+#t. S!*#% "%!oss 1036 C#t#s
In the B.?. 1ower CSI Study 2004, !aruti Su2uki scored the highest across
all 7 parameters: least problems experienced with vehicle serviced, highest
service .uality, best in"service experience, best service delivery, best service
advisor experience, most user"friendly service and best service initiation
experience.
92% of !aruti Su2uki owners feel that work gets done right the first time
during service. he B.?. 1ower CSI study 2004 also reveals that 97% of
!aruti Su2uki owners would probably recommend the same make of
vehicle.
O& Sto, S6o,
't !aruti Su2uki, you will find all your car"related needs met under one
roof. %hether it is easy finance, insurance, fleet management services,
exchange" !aruti Su2uki is set to provide single"window solutions for all
your car related needs.
T6 Lo( Cost M"#&t&"&% A-*"&t"'
he ac.uisition cost is unfortunately not the only cost you face when buying
a car. 'lthough a car may be affordable to buy, it may not necessarily e
affordable to maintain, as some of its regularly used spare parts mayC be
priced .uit steeply. Ao to so in the case of a !aruti Su2uki. It is in the
economy segment that the affordability of sapres inn most competitive and
it is here where !aruti Su2uki shines.


Lo(st Cost o$ O(&!s6#,
he highest satisfaction ratings with regard to cost of ownership among all
model are all !aruti Su2uki vehicles: ;en, %agon 0, swift, 9steem, !aruti
800, 'lto and Omni %e are proud to have the lowest cost of operation&km
, among petrol vehicles - @ the top 5 models are all !aruti Su2uki !odelsN
!aruti 800. 'lto, ;en, Omni and %agon 0.
TECHNOLOGICAL ADVANTAGE:
%e have introduced the superior 16$4 )ypertech engines across the entire
!aruti Su2uki range. his new technology harnesses the power of a brainy
16"bit computer to a fuel @efficient 4-valve engine to create optimum engine
delivery. his means every !aruti Su2uki owner gets the ideal combination
of power and performance from his car.
Our other innovation has been the introduction of 9lectronic 1ower
Steering ,91S- in select models. his results in better and greater
maneuverability. In other words, our cars have become even more
pleasurable to drive.
SUBUCI COMPACT CAR TECHNOLOGY:
'll !aruti vehicles are the produce of Su2ukis worldwide leadership in
compact car technology. ' technology that has fine"tuned the art of
maximi2ing the minimum of providing compact cars with sufficient interior
space, performing and durability. his is an expression of phenomenon
engineer strength that has taken the lead in designing an entirely new
category of worldwide.


HIGH VALUE AND LOW MAINTENANCE:

'll !aruti cars are packed with value added features. hey are
engineered to give maximum fuel efficiency, and re.uire very little
maintenance, so what you get a superior .uality at the right price.
RELIABLE QUALITY:

%ith growing customer base of over 2 million people it goes without
saying that !aruti synonymous with reliability. It is also a car company that
constantly upgrades its product to with your changing needs, with the
changing times.
!arutis .uality policy revolves around:

ISO
6ai2en
he approach to .uality at !aruti is in tune with Bapanese practice.
#*uild it into the product$
In 1993, !aruti passed the conformity of production ,CO1- 'udit,
conducted by ' 7 *elgium.


In !ay 1995 obtained ISO 9002 certification the only one in India and
the fourth 'sian car manufacturer to receive this certification.
ISO 9002 includes the .uality assurance introduction, installation,
marketing and sales as well as after sales service.
6ai2en is a series of small improvements on a continuous basis
re.uiring negligible investments.
9mployees are encouraged to make suggestions and this activity has
led to cost savings of 0s.785 million last year.
5uality circles are formed to collectively generate suggestions for
improvements.
NETWORC:
!aruti has transformed the concept of after sales sales service I the
Indian automobile industry. %e are committed to making sure that our
relationship with the customer does not end with the purchase of the
vehicle. !aruti has built up an extensive network of showrooms, dealers
workshops and authori2ed service stations to ensure that no matter where
you go, you are never far away from a !aruti authori2ed station.


!aruti has believed that .uality and productivity are not merely functions
processing the best e.uipment our partners, Su2uki agree with us that an
effective transfer of manufacturing technology cannot consist merely of
drawings computer print outs or sending senior management members to
Bapan.
'ccordingly, we have concentrated on training and motivating
the people who operate and maintain this e.uipment ours services
supervisors and engineers are send to Bapan on a continuous basis for a six
month period. ill date over 20% of our employees out of a total strength of
4975 have benefited form this agreement. 's a result, the transfer of
technology form Su2uki has been an smooth process. *y /ebruary 1990
itself, a local contained of above 90% was reached from the !aruti 800.
ABOUT DEALERS:
!aruti believes that its relationship with the customer doesnt end
with the purchase of a car, from its inception. !aruti was committed to
providing an excellent network that would facilitate consumer vehicle,
accessing spare parts, and getting their vehitrategic alliance since the 1980s
and has recently increased its e.uity stake in Su2uki to 20%. Su2uki has
launched cars like the 7itara, %agon0 %ide, carry and other such models,
which have further contributed to Su2ukis image as one of the most
imaginative designers for functional compact vehicles. he company has
seen cumulative sales overseas in excess of 10 million cars. Su2uki !otor
Corporation ells its product in 170 countries. /or a concise yet
comprehensive look.


COMPREHENSIVE LOOC:
't what !aruti has meant Indian automobile company that can promise its
customer a wide range of cars to suit a host of different lifestyles.
MISSION AND VISION:
oday, !aruti is Indias largest 'utomobile Company. his fact was
achieved by the missionary 2eal of our employees across the lime and the
farsighted vision for our management.
THE COMPANY MISSION
o provide a wide range of modern high .uality of fuel"efficient vehicles
in order to meet the need of different customers both I domestic and export
markets.
THE COMPANY VISION:
%e must be an internationally competitive company in terms of
our products and services.
%e must retain our leadership in India and should also aspire to be
among the global players.


Fo%us O&:
*uildings continuously improving organi2ation adaptable to
.uick changes.
1roviding value and satisfaction it the customer.
'ligning and fully involving all our employees, suppliers and
dealers to face competition.
!aximi2ing shareholders value.
*eing a responsible corporate citi2en.
COMMINMENT TO SOCIETY:
>aunched omni Cabs with CA=, launches free pollution control drives.
1romotes safety on the roads thorough ads issued in public interest.
Interceptor vehicles have been sponsored along with e.uipment it the
raffic department, Is responsible for promotion of employment has tied up
with over 350 domestic vendors I?0"' uni.ue concept.


CARE FOR THE ADVANTAGE:
9ngine exhaust system designed to minimi2e emission. 0ecyclable material
has been used for most metal body parts including the dashboard, bumper,
front grill side molding + trims.
'sbestos" free materials have been adopted for the brake pads.
THE MARUTI ADVANTAGE:
Bapanese echnology.
Su2uki world leader in compact car segment.
Indias largest auto company.
Indias largest sales service and support network.
35!000O trained service personnel.
State of the art 3 echnology",ried, ested and rusted-.
1roduct range"every need and every budget. 7alue for money.
9ach one of you.


FINANCE OPTION:
/inance for vehicles
1995 @ !aruti countrywide set up by the association of =9 capital,
the worlds sargest non @ banking financial services, )?/C and !4>.
>ogo comprises three rings, which denotes the case of these 3 giants.
Shares the cultures of its parents.
Setup with the ob(ectives of offering innovative finance schemes.
!C% operational in over 22 locations across the country.
)ave over 46 ?S's and representatives in 50 dealerships.


SCHEMES
!argin money product: 85% of asset financed for a period of E"H
years, 0epayment by post dated che.ues ,9!Is-.
'dvance 9!I product: 100% of the asset with a number of 9!Is
taken in advance.
Security deposit is taken from the customer and the full value of
assets in found. 't the end of five years the security deposit with
interest is refunded tithe customers.
=reen channel: individuals with select credit cards are given loans
without asking for income documents.
9asy access: %here the amount of 9!I increases with the disposable
income of the customer.
Citicorp !aruti: Boint bonds with city banks to help finance not only
but also second hand cars too. he first to finance second hand cars.
*enefits:
1. %idest range of flexible financing options.
2. 'ttractive interest rates without hidden cost.
3. /lexible repayment loans.
4. 5uick and hassle free loans.


FOCUS AREAS:
Customer Satisfaction: #!easured through CSI done internally and by B?
1ower$.
MILE STONES:
GIEJ
!aruti Su2uki Celerio, launched in GIEJ, competes with )yundai
IEo, Chevrolet *eat and )onda *rio
GIEP
's of PE !arch GIEJ !aruti Su2uki has DPP dealerships across QQQ
towns and cities in all states and union territories of India.
GIEG
!aruti Su2uki will be introducing new LII cc model by ?iwali in
GIEE
Introduced new international brand 6i2ashi ,launched GIEE-
GIEI
he !anesar manufacturing plant was inaugurated in /ebruary GIIR
and is spread over QII acres ,G.J kmG-.Initially it had a production capacity
of EII,III vehicles annually but this was increased to PII,III vehicles
annually in October GIEI.
GIID


It has been rated first in customer satisfaction among all car makers
in India from EDDD to GIID by B ? 1ower 'sia 1acific
GIIL
?uring GIIR and GIIL, !aruti Su2uki sold RQJ,LJG cars, of which
HP,IGJ were exported. In all, over six million !aruti Su2uki cars are on
Indian roads since the first car was rolled out on EJ ?ecember EDLP.
2007
In this year launched SSJ ,1586 cc- innovative product.
'nd =0'A? 7I'0' ,1995 cc-.
2006
In this year re launched Swift Car.
Swift becomes bestselling Car. 'nd it got best car of the year.
2005
he fiftieth lakh car rolls out in 'pril, 2005
2004
Aew ,non '&C- variant of 'lto
'lto becomes Indias new bestselling car 7ersa 5"seater,
a new variant
*aleno >Si, a new variant
!aruti closed the financial year 2003-04 with an annual sale
of 472122 units, the highest ever since the company began operations
20 years ago.


2003
Aew Su2uki =rand 7itara S>"7
0edesigned and all"new ;wn
Aew upgraded %agon 0
9nters into partnership with State *ank of India
1roduction of 4 millionth vehicles. >isted on *S9 and AS9 after a
public issue oversubscribed 10 times
2002
%agon 0 1ride
9steem ?iesel. 'll other variants upgraded
!aruti Insurance. wo new subsidiaries started: !aruti
Insurance
?istributor Services and !aruti Insurance *rokers >imited
'lto Spin >Si, with electronic power steering
Special edition of !aruti 800, Indias fist colour" coordinated car
!aruti rue value In !umbai with 10 finance companies
2001
;en >Si
!aruti rue 7alue launched in *angalore and ?elhi
!aruti 7ersa, Indias first luxury !17
'lto Spin >Si, with electronic power steering
'lto 7xi
Customer information centers launched in )yderabad,
*angalore and Chennai >aunch of versa


2000
/irst Car Company in India to launch a Call Center
Aew 'lto 'lturra, a luxury estate car
I?0 ,Institute of ?riving raining and 0esearch- launched
(ointly with the ?elhi government to promoter safe driving habits
1999
!aruti 800 9S ,796cc, hatchback car-
;en >S ,993cc, hatchback car-
;en 7Si ,993cc, hatchback car with power steering-
Omni S> ,796cc, !47, high roof-
*aleno ,1600cc, 3 *ox Car-
%agon 0
>aunch of !aruti"Su2uki innovative traffic beat in ?elhi and Chennai
as social initiatives
!aruti launches website as part of C0! initiatives
;en ? ,1527 cc diesel, hatchback car-
;en 7S + Omni 9 O "796cc, !47-
>aunch of website as part of C0! initiatives
1997


1998 9steem ,1299cc, 3 box car- >S, 7S and 'S
A9% !aruti 800,796cc, hatchback Car- Standard and ?eluxe
1roduced the 2 millionth vehicle since the commencement of
production
1996
=ypsy ,9- "970cc, 4%? 8seater-
Omni ,9- ,796cc, !47, 8seater-
=ypsy 6ing ,1298cc, M%?, off road vehicle-
;en 'utomatic ,993cc, hatchback car-
9steem 1.3l ,1298cc 3 box Car- 'S
>aunch of 24"hour emergency on @road vehicle service
1995
9steem 1.3> ,1298cc, 3 box car- 7S
%ith the launch of second plant, installed capacity reached 200!000
units
1994
9steem 1.3> ,1298cc! 3 box car- >S
1roduction the E millionth vehicles since the commencement of
production

1993


;en ,993cc, hatchback Car-, which was late exported in 9urope and
elsewhere as the 'lto
1992
S!C increases its stake in !aruti to 50 percent
1991
0eaches cumulative indigeni2ation of 65 percent for all vehicles
produced
1990
!aruti 1000"970cc, 3 box-, Indias first contemporary sedan
1988
Installed capacity increased to 100!000 units
1987
9xported first lot of 500 cars to )ungary
1986
!aruti 800 ,Aew !odel"796cc, hatchback Car-
1roduced 100!000 vehicles ,cumulative production-




1985
>aunch of !aruti =ypsy ,970cc, 4%? off @road vehicle-
1984
Omni, a 796cc !47
Installed capacity reached 40!000 units
1983
!aruti 800, a 796cc hatchback, Indias first affordable car.
1roduction was started under B7'
1982
>icense and B7 agreement signed between !aruti 4dyog >td.
'nd '!C of Bapan
1981
!aruti 4dyog >td. %as incorporated under the provisions of the
Indian Companies 'ct, 1956.




PRODUCT
PROFILE
PRODUCT PROFILE


!aruti has brought to this country fuel efficient car in all segments, i.e.,
small cars, mid"si2e cars, luxury cars and multi utility vehicles.
he various products of !aruti cars are:
Maruti Maruti : : GRAND VITARA GRAND VITARA

' car that adventures the sports at a stretch
Overall length, width and height ,mm-"4470!1810!1695
/uel tank 66lts, 4"cylinder in"line, turbo charged + 'ccelerator
control is ?rive by wire
16"value multi point fuel in(ection engine
SS*S,sure stop breaking system-
5"speed gear box, 7IS,variable induction system-
*rakes: /ront ?isc, suspension, 'nti"lock braking system
?ual front airbags
9nvironment friendly dual 'C + 1ersonali2ed 'C vents for 2
nd
+3
%d
row seats
9lectric ad(ustable outside mirrors



MARUTI SE4: his is the bestselling car. It has the caption over
1erformance, Styling, echnology, Safety and >uxury.
Maruti SX4



Overall length, width and height ,mm-"4490!1735!1560
4 cylinder, in"line, 16& ?O)C
S9/I fuel system
6erb weight EGII kg
5-speed gear box
urning radius 5.3 m
Independent suspension with gas filled !c1herson struts
suspension + anti"roll bar
*rakes" 7entilated discs
win (ewel effect headlamps
'ir conditioning with cabin air re"circulation facility
Child safety rear door locks
50> fuel capacity



MARUTI ESTEEM: ' family car with different look. he caption is
welcome to the *I= world
NEW Maruti Esteem

Overall length, width and height ,mm-"4095!1575!1395
4 cylinder in"line, 16-& ?O)C
40 > fuel tank capacity
S9/I fuel system
9ngine control is 9lectronic control module,9C!-
5"speed manual gear box
!c1herson struts suspension
ubeless tyres
>uxurious Tavocado interiors"two tone: grey and beige
9ngine type is petrol engine, J stroke cycle, all aluminium water
cooled SO)C
>aden weight is 1315 '(
)eadlamps on warning: in case you forget to switch it off
?ay & night inside rear view mirror




MARUTI WAGONR: ' car for smarter race.
Maruti NE& &A'ON
CHANGE TO A POSITIVE OUT LOOK

Overall length, width and height ,mm-"3520!1490!1660
4 Cylinder in line, /C 9ngine, L"7 SO)C,
9lectronic 1ower Steering,91S-
!aximum tor.ue Am is 84)3500 %*+
5-Speed gear box, !anual ,>x, >xi, 7xi-
Sporty body colored bumpers
?ay"night inside rear view mirror
Internally ad(ustable outside mirrors
35> fuel capacity
Sporty bumper with fog lamps




MARUTI SWIFT: 3O409 )9 /49>,<OA9 SO4>.%O )9'0S<.
Maruti SWIFT

Overall length, width and height ,mm-"3695!1690!1530.
4"cylinder! 16"valves, in this petrol + diesel available
5"Speed manual
!aximum tor.ue 113N+)4500%*+ in petrol,190N+)2000%*+ in
diesel
/uel type&system: =as engine&Se.uential electronic fuel
in(ected
*rakes rear"drums, in front ventilated discs
/uel tank capacity 43litres
!aximum speed 160 kmph
9ngine capacity in petrol 1298cc, in diesel 1248cc
Steering in 0ack + pinion, power assisted.




MARUTI BEN ESTILO:' car caption is TS)'19 3O40 %O0>?
Maruti ZEN ESTILO

Overall length, width and height ,mm- 3495!1495!1595
4-Cylinder, engine capacity 1061cc
5 speed manual
!aximum tor.ue ,Am&rpm- 84,3500
/uel tank capacity 35lt
/ront brake ventilated disc, rear brake drum
9lectronic power steering system ,91S-
=ross vehicle weight 1275 kg



MARUTI ALTO: ' Car caption is Aew '>O lets go.
Maruti >ew ALTO lets go


Overall length, width and height ,mm- 3495!1475!1460
3-cylinder, engine control 32 bit computer
9ngine type /C engine, 4 valves per cylinder !1/I
Swept volume 796cc
!aximum power 47 bhpU6200 rpm
!aximum tor.ue 62 AmU3000 rpm
Seating capacity 5 persons
5 speed, all synchromesh, manual
=ross vehicle weight is 1165 kg


MARUTI OMNI: )9 9CO 0I?9 Omni >1=
Maruti O+n- ./0

Overall length, width and height ,mm- 3370!1410!1640
3- cylinder, 6"valves in this >1= + 1etrol models are available
1ower transmission 4 forward, all synchromesh, 1 reverse
*rakes system front disc ,*ooster 'ssisted-, rear drum
!aximum power,>1= model- 27 bhpU4500 rpm
!aximum power ,1etrol model- 30 bhpU5000 rpm
!aximum tor.ue 5.1 kgmU2250 rpm
Suspension front !c person strut, rear leaf spring with shock
'bsorbers, shock absorbers telescopic, double action
9ngine capacity 796cc



MARUTI 800: ' car is very simple and safety + good look also.

Maruti ?77 change your life

Overall length, width and height ,mm- 3335!1440!1405

/uel tank capacity 28 liters
3"cyilender, 4 stroke cycle, water cooled SO)C,IC27-
Steering rack + pinion
Suspension front !c1herson strut + coil spring
0ear coil spring with gas filled shock absorbers
*rakes front disc, rear drum
>aden weight 1000 kg
!aximum tor.ue 59 N+ U 2500 rpm
9ngine capacity 796cc



CHAPTER 5
DATA
ANALYSIS
&
INTERPRETATION


RESEARCH METHODOLOGY AND RESEARCH
DESIGN:
Rs"!%6 Ds#'&
S"m,+ Ds#'& : ?escriptive 0esearch
ype of universe : Consumer
Sampling unit : )yderabad
Si2e of the sample : 100
ype of sampling : Simple random sampling
ype of .uestion : Open"ended and Close"ended
ype of .uestionnaire : Structure disguised
ype of scaling : Aominal, Ordinal, Interval scale
SOURCE OF DATA:
,a- P!#m"!. Sou!%: his was the main source of data. he data was
obtained from individual respondent.
,b- S%o&-"!. Sou!%: he use of secondary data is made in
knowing the industry trends and market share of individual
company.
COMMUNICATION D RESEARCH APPROACH:
?ata was collected from primary sources. he instrument used for
this purpose was a structured .uestionnaire, which was formatted in such a
way that it was clear and easy for the respondents to understand and it had
optimum number of .uestions. he .uestionnaire method was chosen for
this research because collection of behavioral data was the key ob(ective of
this research.




BANDS OF MAUTI CAS O&NED BY ES(ONDENTS
TABLE NO)1
B$and* N+) +, -*.+nd-n%* (-$/-n%a"-
Ma$0%i 800 12 12
O1ni 10 10
2-n 13 13
A3%+ 24 24
&a"+n 18 18
S4i,% 22 22
5-$*a 1 1
T+%a3 100 100

)rands o& mar*ti
7
9
,7
,9
!7
!9
.7
Maruti
?77
@mni Aen Alto *agon
/
Swift 5ersa
)rands
+
o

o
&

r
e
s
%
o
n
d
e
n
t
s
Maruti ?77
@mni
Aen
Alto
*agon /
Swift
5ersa
In%-$.$-%a%i+n: 24% 12st3+4%s *%454%%4d 6A.TO7 18%s! 22%*%454%%4d
6S9I:T7 18%s! 18% *%454%%4d 69A0ONR7 18%s! 13% *%454%%4d
6;<N7 18%s! 12% *%454%%4d 6=ARUTI 8007 18%s! 10% *%454%%4d
6O=NI7 18%s.


MODE OF A&AENESS
TABLE NO:2
M+d- N+ +, $-*.+nd-n%* (-$/-n%a"-
Ma"a6in-* 11 11
N-4* .a.-$* 23 23
T7 ad* 19 19
F$i-nd* 47 47
An8 +%#-$* 0 0
T+%a3 100 100

,,B
!.B
,-B
8;B
Maga4ines
>ewspapers
6elevision ads
Criends
In%-$.$-%a%i+n


Th-s sh3>s th8t th4 +3d4 35 8>8%4n4ss -s +8-nly d24 t3 th4 5%-4nds
1-%1l4 8nd th4n >4 s44 th%32(h T4l4&-s-3n! n4>s*8*4%s 8nd +8(8?-n4s.
S(ECIAL FEATUES T9AT ATTACTED A BUYE
TABLE NO :3
(a$%i/03a$* N+ +, $-*.+nd-n%* (-$/-n%a"-
B$and 29 29
($i/- 41 41
($+1+%i+n* 8 8
S-$7i/-* 22 22
T+%a3 100 100

!-
8,
?
!!
!-
8,
?
!!
7
9
,7
,9
!7
!9
.7
.9
87
89
3rand $rice $romotions Service
In%-$.$-%a%i+n


41% 35 th4 %4s*3nd4nts *%454%%4d *%-14 >h-l4 *2%1h8s-n( 8 &4h-1l4 8nd
29% 35 %4s*3nd4nts *%454%%4d @%8nd.
FEATUES (EFFEED BEFOE BUYIN' CA
TABLE :4
(a$%i/03a$* N+ +, $-*.+nd-n%* (-$/-n%a"-
(+4-$ 9 9
F0-3 -,,i/i-n/8 53 53
Sa,-%8 22 22
S%83- 16 16
T+%a3 100 100

In%-$.$-%a%i+n:

-B
9.B
!!B
,:B
$ower
Cuel Efficiency
Safety
Style

53% 35 th4 %4s*3nd4nts *%454%%4d 524l 455-1-4n1y 8s 548t2%4 b453%4
b2y-n( 8 18%. S854ty 8nd styl4 -s 13ns-d4%4d s413nd8%y >h4n 13+*8%4d
t3 th4 524l 455-1-4n1y)
FEEL &9ILE DI5IN' MAUTI
TABLE NO:5
,artic*lars +oo& -es%ondents %ercenta.e
More comfortable !7 !7
Comfortable :? :?
%ess comfortable ,, ,,
&n comfortable , ,
6otal ,77 ,77

!7
:?
,,
,
7
,7
!7
.7
87
97
:7
;7
More
comfortable
Comfortable %ess
comfortable
&n
comfortable
>o2of /espondents
In%-$.$-%a%i+n:


68% 35 th4 %4s*3nd4nts 8%4 54lt 13+53%t8bl4 >h-l4 d%-&-n( 8nd 20% 54lt
+3%4 13+53%t8bl4.
O5E ALL (EFOMANCE OF T9E CAS
TABLE NO:6
(a$%i/03a$* N+ +, $-*.+nd-n%* (-$/-n%a"-
E:/-33-n% 17 17
'++d 59 59
A7-$a"- 24 24
Bad 0 0
&+$*% 0 0
T+%a3 100 100
7
,7
!7
.7
87
97
:7
Excellent =ood Average 3ad *orst
>@2@C /ES$@>+E>6S
>@2@C /ES$@>+E>6S


In%-$.$-%a%i+n:
59% 35 %4s*3nd4nts 8%4 (33d 8nd 17% A%4 %4s*3nd4nts 4A14ll4nt -n
3&4%8ll *4%53%+8n14.
COST OF CA &IT9 OT9E SE'MENT CAS

TABLE NO) 7
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
E:.-n*i7- 4 4
M+d-$a%- 43 43
E/+n+1i/a3 53 53
T+%a3 100 100

cost o& car /ith other se.ment cars
Expensive 8B
Moderate 8.B
Economical
9.B
Expensive
Moderate
Economical
In%-$.$-%a%i+n:


53% 35 th4 %4s*3nd4nts %8t4d +8%2t- 18%s 8%4 th4 413n3+-18l 18%s! 8nd
43% %8t4d th4 13st 35 th4 8s +3d4%8t4 >h4n 13+*8%4d t3 3th4% s4(+4nt
18%s
AN; FO T9E MILEA'E

TABLE NO) 8
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
5-$8 "++d 20 20
'++d 54 54
A7-$a"- 26 26
Bad 0 0
4+$*% 0 0
T+%a3 100 100

ran0 &or the milea.e
7
,7
!7
.7
87
97
:7
5ery good =ood Average 3ad worst
5ery good =ood Average 3ad worst
In%-$.$-%a%i+n:


54% 35 th4 %4s*3nd4nts %8n'4d th4 +-l48(4 35 th4 +8%2t- 18%s 8%4 (33d.
8nd 26% %8t4d 8s 8&4%8(4.
INFOMATION ABOUT SE5ICE OFFEED BY COM(ANY
TIME TO TIME
TABLE NO) 9
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
Y-* 85 85
N+ 15 15
T+%a3 100 100

+o 1& -es%ondents
Des ?9B
>o ,9B
Des >o


In%-$.$-%a%i+n:
85% 35 th4 %4s*3nd4nts >4%4 8>8%4 35 th4 5%44 s4%&-14 *%3&-d4d 35 th4
13+*8ny)
ASE T9E NUMBE OF SE5ICES OFFEED BY T9E
COM(ANY

TABLE NO) 10
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
Y-* 80 80
N+ 6 6
Can<% *a8 14 14
T+%a3 100 100

>o2 of /espondents
?7B
:B
,8B
Des >o Can(t say


In%-$.$-%a%i+n:
80% 35 th4 %4s*3nd4nts >4%4 d4s-%32s t3 -n1%48s4 th4 5%44 s4%&-14s
3554%4d by th4 13+*8ny
TOOL SUITABLE FO (OMOTION
TABLE NO) 11
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
Ad7-$%i*in" 45 45
Sa3-* .$+1+%i+n %++3 41 41
(-$*+na3 *-33in" 12 12
An8 +%#-$ 2 2
T+%a3 100 100

>o2 of /espondents
7
9
,7
,9
!7
!9
.7
.9
87
89
97
Advertising Sales
promotion
tool
$ersonal
selling
Any other
Advertising
Sales promotion tool
$ersonal selling
Any other



In%-$.$-%a%i+n: 45% 35 th4 %4s*3nd4nts 8%4 s8t-s5-4d >-th Ad&4%t-s-n( !
42% 53% s8l4s *%3+3t-3n t33l! 13% 53% *4%s3n8l s4ll-n( #Any 3th4%
*%3+3t4 =8%2t- 18%s
MAN FO DECISION MA;E

TABLE NO) 12

(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
Fa%#-$ 53 53
M+%#-$ 31 31
S+n 14 14
Da0"#%-$ 2 2
T+%a3 100 100

7
,7
!7
.7
87
97
:7
Cather Mother Son +aughter
>o2 of /espondents
Cather
Mother
Son
+aughter


In%-$.$-%a%i+n:
:8th4% -s th4 +8-n -n5l24n14 53% d41-s-3n +8'4% t3 *2%1h8s4 8 18%.
(ESONS ATTITUDE TO&ADS DEALES SALE
TABLE NO) 13
(a$%i/03a$* N+) +, -*.+nd-n%* (-$/-n%a"-
(+3i%- 36 36
;ind and *+,% 30 30
;n+43-d"-a=3- 19 19
E:/-33-n% *0..+$% 15 15
T+%a3 100 100

>o2 of /espondents
.:B
.7B
,-B
,9B
$olite
Eind and soft
Enowledgeable
Excellent support
In%-$.$-%a%i+n:


=3st 35 th4 %4s*3nd4ntBs 8tt-t2d4 t3>8%ds d48l4%Bs s8l4s -s t3 b4 *3l-t4
8nd '-nd 8nd s35t.

CHAPTER 6
FINDINGS
&
SUGGESTIONS




FINDINGS
he sales consultants were polite and courteous with the customers,
and answer all the .ueries.
Information regarding price list etc is readily available at the
showroom.
!a(ority of customers says that the sales consultants are
knowledgeable and they able to answers the .ueries.
's above mentioned 96% of the customers says that they get there
vehicles at clean + good conditions.
Over all 64% of the customers have received the letter of thanks from
this dealer.
he ma(ority of the customers experience regarding dealer was good
+ excellent.
!a(ority of the customers would like to recommend !aruti varun
dealer definitely to there friends + associates.


Customers who had purchased vehicles from this dealer would like to
visit the same showroom in case of purchasing another !aruti car.
'lmost every customer felt that they gain some advantage in buying
the vehicle from !arutisu2uki agencies.


!a(ority of the customers are highly satisfy with overall performance
of cars + still minor changes can be brought in the car.
he customers are satisfied with the available colors.
!ost of the customers are satisfied with the prices charged
by !aruti Su2uki varun 1vt >td agency.
Customers satisfaction towards organisation is to build long term
relation + strong value in them. he organisation has been successful
in satisfying individual needs of customers.




RECOMMENDATIONS
he company should work towards building customers lifetime value
enhances customer relationship.
1lacing knowledge and technical sales people who are able to provide
complete information to the customers their en.uiry would be of
greater advantage to the company.
he firm should work towards proper value delivery network where
customers get value for his product.
'ttention should be paid on addressing all the small and minute
problems and .ueries in the customer care division.
Customers feel that the customer care division should involve more
#1ersonnel and )uman touch$


Sunday car servicing would be an added advantage to official people
and it will be very convenient for every customer.
he firm should work towards bridging the gap between the
customers expectations before purchase and customers satisfaction after
the usage of the product.
CHAPTER 7
CONCLUSION



CONCLUSION
*ased on study conducted on customer satisfaction it has
been concluded that in order to improve the satisfaction level, a company
has to come up with different models and creative techni.ue. )ence, it has
been further concluded that to satisfy customer dealers plays a vital role in
providing accurate services by reaching there expectations and by
maintaining good relations with the customer which satisfies there needs
and wants.


QUESTIONNAI
RE


!I)0' '=9AC3
A'!9:"VVVVVVVVVVVVV..
'??09SS:"VVVVVVVVVVV..
1)OA9:"VVVVV... e"mailVVVVVVVVV.

,1C %hich model maruti car do you own...................D

,2- )ow did you to come to know about maruti carsD
, - maga2ines " C n4>s*8*4%s
, - 7 ads , - friends , - any others


,3- %hat attracted&prompted you to buy maruti among all other
*randsD 1lease rankV


, - brand , - price
, - promotion , - services

,4- %hat features attracts you to buy the car you owningD
, - power , - fuel efficiency
, - safety , - style
,5- )ow do you feel when you drive maruti carsD
, - more comfortable , - comfortable

, - less comfortable , - uncomfortable

,6-)ow do you rate the overall performance of the car compared
to othersD
, - excellent , - good , - average
, - bad , - worst
,7- )ow do you rate the cost of the car when compared to other
Segment of carsD
, - expensive , - moderate , - economical
,8- 1lease rank the mileage of the car when compared to other

Segment carsD


, - very good , - good , - average
, - bad , - very bad

,9- ?o you get information about the free service offered by the
CompanyK /rom time to timeD
, - yes , - no

,10- ?o you think the company should increase free servicingD
, - yes , - no , - cant say


,11- %hich tool do you think will be most suitable for

1romotionD
, - advertising , - sales promotion tool
, - personal selling , - any others
,12- %ho is the main influence and decision makerD
, - father , - mother
, - son , - daughter

,13- )ow do you rate the dealers sale persons attitudeD
, - polite , - kind and soft


, - knowledgeable , - excellent support
,EJ- 'ny suggestions to improve companies image
V..VVVVVVVVVVVVVVVVVVVVVVVVVVVV..
VVVVVVVVVVVVVVVVVVVVVVVVVVVVVV.



BIBLIOGRAPHY




BIBLIOGRAPHY
TEET BOOCS
1. E3tl4% # A%+st%3n(! 2006! /%-n1-*l4s 35 +8%'4t-n( "15
th
4d-t-3nC
/%4nt-14 h8ll 35 Ind-8
2. D8&-d F. .21' # R3n8ld S. R2b-n! 2002! +8%'4t-n( %4s48%1h
"9
th
4d-t-3nC /%4nt-14 h8ll 35 Ind-8
3. S...02*t8! 2002! G8s4s # /%3bl4+s -n +8%'4t-n( %4s48%1h "1
st

4d-t-3nC H-+8l8y8 *2bl-sh-n( h32s4
WEBSITES
www.researchmarkets.com
www.carwale.com

www.maruti.com
www.india.maruti.com



www.indiacar.com
www.marutisu2uki.com

www.marutiudyog.com