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EXECUTIVE SUMMARY
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Evolving focus of CRM
CRM has always encompassed the broad set of sales, marketing, and customer service
activities associated with serving customers, and attracting new. While the scope of CRM
has remained constant, the focus has changed considerably.
The first CRM initiatives launched in the early 1!s focused primarily on improving a
single service channel " namely, the call centre. Companies adopted new technologies and
performance measures designed to streamline the process of answering and handling
customer in#uiries, hoping to increase customer satisfaction and their own operating
efficiency.
$ater, companies widened this focus to include sales as well, implementing new automation
tools to enhance sales force efficiency and productivity. %n the mid&to&late 1!s, the focus
of CRM e'panded yet again to include more service and sales channels&such as the web, e&
mail, and instant messaging&giving customers( alternatives for interacting with a company.
Comple' channel integration programs characteri)ed this phase of CRM, still underway
today, with companies focused on standardi)ing customer treatment across channels and
gathering more customer data at each contact point. Many companies also implemented data
warehouses and customer analytics programs to help manage this data and mine it for
deeper insights into customer preferences.
*ll of these previous efforts have produced important benefits. Contact center initiatives
enabled companies to reduce service costs while making transactions more convenient for
customers +for e'ample, by providing more self&service options,. -ales force automation
software made sales people more efficient and boosted their ability to help customers +for
e'ample, by giving sales people immediate access to pricing information on any product,.
.etter channel integration made it easier for customers to deal with providers, and enabled
companies to gather more information about customers. *nd internet&based initiatives
opened up a new avenue into customers( homes and offices for selling serving.
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CHAPTER.1
INTRODUCTION
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Bc!g"oun# of $%& s$u#'
Cus$o(&" "&l$ions%i) (ng&(&n$ *CRM+ is the process of the location, ac#uisition
and retention of customers.
CRM is a way to e'press having the ability to organi)e and maintain a connection with
clients, customers and service agents with regards to business relationship and customer
satisfaction. Customer relationship management translates directly to customer relationship
management. *nd a CRM application is an acronym for customer relation management
application. These are programs by which a customer can be profiled and tracked to assist a
sales staff in providing better service for that customer, resulting in improved customer
relations overall.
Customer relationship management +CRM, is a way to e'press having the ability to
organi)e and maintain a connection with clients, customers and service agents with regards
to business relationships and customer satisfaction. CRM translates directly to customer
relationship management. /verybody who profits from CRM has their own definition of
what it is, but they(re agreed as to what it is not0 CRM isn(t about technology any more than
hospitality is about throwing a welcome mat on your front porch.
CRM is a philosophy that puts the customer at the design point1 it(s getting intimate with the
customer. CRM is more as strategy than a process. %t(s designed to understand and
anticipate the needs of the current and potential customer base a company has. 2nce you
nail that, there(s a plethora of technology out there that helps capture customer data and
e'ternal sources, and consolidate it in a central warehouse to add intelligence to the overall
CRM strategy. .uying technology before you have your CRM business goals clearly in
mind leads to disaster.
CRM is an integrated approach to identifying, ac#uiring, and retaining customers. .y
enabling organi)ations to manage and coordinate customer interactions across multiple
channels, departments, lines of business, and geographies, CRM helps organi)ations
ma'imi)e the value of every customer interaction and drive superior corporate performance.
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Today(s organi)ations must manage customer interactions across multiple communications
channels&including the web, call centers, field sales, and dealers or partner networks. Many
organi)ations also have multiple lines of business with many overlapping customers. The
challenge is to make it easy for customers to do business with the organi)ation any way they
want&at any time, through any channel, in language or currency&and to make customers feel
that they are dealing with a single, unified organi)ation that recogni)es them at every touch
point.
S$$&(&n$ of $%& )"o,l&(
/fficient CRM is a pre&re#uisite for success in the high competitive automotive industry.
%ndus motors are finding it difficult to maintain high standards in CRM.
%n this competition field of automotive industry, to find out whether %ndus motors ensures
good after sales service.
R&vi&- of li$&"$u"&
3rancine $. 4uff, 5ournalist +6!!,.7 CRM .est 8ractices for .uilding Customer $oyalty7.
Creating loyal customers should be an important part of your business( strategy and can help
increase profitability. *n effective customer relationship management +CRM, system can
help you collect and analy)e data about customers. CRM best practices are being used
successfully by a variety of companies to ac#uire, retain and develop new customers.
*le'ander 4 9racklaver, :aniel ;uinn, Mills, :rik -eifert+6!!6,. <Collaborative Customer
Relationship Management 0Taking CRM to ne't level7.Customer management concept in
CRM is a new form of customer management. %t(s useful, therefore , to briefly describe the
concept of customer management and itd essential components. Customer management
consists of four elements, and can be illustrated as a phased model. *ll efforts are bound
tightly with a deep understanding of the consumer, or customer insight.
3rank 4uber, -ebastian 9..auer+6!!1,. < 4igh performance in after&sales support services
in the automotive industry7. %n the automotive aftermarket industry, market development
has become more than merely the offer of a core product portfolio. With the aim of genuine
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differentiation and increased customer loyalty, the so&called value&added services have been
brought into the market as separate=independent services or as product&supporting services
by the automotive industry. 4owever, owing to the increasing price erosion and budget
pressure in practice, it has become essential for companies to ensure the effectiveness and
efficiency of the services offered. The groundwork of effective and efficient service is a
market& and customer&oriented service portfolio.
9ristin *nderson, Carl 9err +6!!1,. <Customer Relationship Management7 CRM today is
about integrating that intelligence into all parts of organi)ation. -o everyone knows about an
organi)ation(s customer. CRM has immense power and potential to reduce conflicts with
customer and to organi)ation to maintain relation in those instances where conflicts occur.
>oe Taylor +6!!?,. <4ow CRM helps companies market to buyers7. While marketing
automation modules have started to attract a new wave of companies to CRM software, the
long&term benefit of CRM systems can help businesses make the most effective use of their
advertising and sales resources.
N&&# n# i()o"$nc& of $%& s$u#'
The benefits of CRM are clear0 by streamlining processes and providing sales, marketing,
and service personnel with better, more complete customer information, CRM enables
organi)ations to establish more profitable customer relationships and decrease operating
costs.
-ales organi)ations can shorten the sales cycle and decrease key sales performance metrics
such as revenue per sales representative, average order si)e, and revenue per customer.
Marketing organi)ations can increase campaign response rates and marketing&driven
revenue while simultaneously decreasing lead&generation and customer&ac#uisition costs.
Customer service organi)ations can increase service&agent productivity and customer
retention while decreasing service costs, response times, and re#uest&resolution times.
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CRM is the foundation of any customer&focused business strategy. %t encompasses the
people, process, and technology associated with successful marketing, sales, customer
service solutions.
Meeting with customer on a regular basis gives C%2(s fresh ideas on how to improve
customer service and 5ustify new systems.
%t is a process or methodology used to learn more about customer(s needs and behaviors in
order to develop stronger relationships with them. There are many technological
components to CRM, but thinking about CRM in primarily technological terms is a mistake.
The more useful way to think about CRM is as a process that will help bring together lots of
pieces of information about customers, sales, marketing effectiveness, responsiveness and
market trends.
%t helps business use technology and human resources to gain insight into the behavior of
customers and the value of those customers.
T%& n&&#
Customer satisfaction and retention is critical to the success of any organi)ation. To make
timely information delivery, actionable responses and collaborative work possible a
versatile re#uest handling system is essential for a @Customer&facing( organi)ation.
T%& solu$ion
S&"vic& "&.u&s$ (ng&(&n$& re#uest registration, dovetailing frontend re#uests to
backend, automated notifications=reminders via -M-, pager, emails.
/ulfill(&n$ -o"!flo- (ng&(&n$0 *udit trails of workflows, tracking to completion,
auto&escalation via emails, pager, -M-.
S1A Mng&(&n$0 -ervice #uality management by attaching -$* to workflows, defining
and following up on 9ey 8erformance %ndicators +98%s, such as response= resolution time.
R&)o"$ing0 3le'ible decision support layer, providing a dashboard of 98%s defined by the
-$*s, drill down and graphical analysis.
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2no-l&#g& (ng&(&n$& ;uick solutions, web based tracking of re#uests.
R&sou"c& (ng&(&n$0 ;uick solutions, web based tracking of re#uests.
R&sou"c& (ng&(&n$0 *dvance activity planning, labor and resource management.
T%& ,&n&fi$s
Customer care management enables end&to&end customer service process management and
improvement, 9ey benefits includes0
1, Cus$o(&" R&$&n$ion n# D&lig%$& Through responsive, consistent, #uality service.
6, I()"ov&# &ffici&nc'& Through streamlining of operations, improved transactional velocity,
adherence to and tracking of -$*=98%s.
A, T"ns)"&nc'& %mproved collaboration, sharing of knowledge and authenticated data
record.
B, R&sou"c& o)$i(i3$ion& Through smooth planning, better resource allocation and
management.
C, Mng&(&n$ gili$'& 8roviding management insight into process based performance
indicators.
D, P"oc&ss i()"ov&(&n$s& *chieving service e'cellence, by identifying process bottlenecks=
non&conformance areas, and reconfiguration of the system to implement improved
processes.
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A#vn$g&s of CRM
Using CRM4 ,usin&ss cn5
8rovide better customer service.
%ncrease customer revenues.
:iscover new customers.
Cross sell=Ep sell products more effectively.
4elp sales staff close deals faster.
Make call centers more efficient.
-implify marketing and sales processes.
T%& n&- CRM g&n#
Enfortunately, companies are now reali)ing that investments are not enough to sustain a
leadership position&soon, they won(t be enough to maintain parity within their industry.
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/ven as they perfect their sales and service applications, add more channels, and e'pand
their customer data management capabilities, companies are discovering they must do more.
Customers already e'pect more, and what they e'pect changes at an ever&increasing rate. *s
a result, the costs of ac#uiring and serving customers are also skyrocketing, considerably
impacting margin per customer and customer lifetime value.
Consider 5ust one change indicator0 brand loyalty. While the shopping habits of consumers
in the 1?!s and 1F!s were highly influenced by the brand of product or company that sold
the item, consumers today are less likely to purchase a specific brand or patroni)e a
particular company simply because the brands are well&known.
Many factors contribute to the erosion of brand loyalty. 2ne is the e'plosion in choice0 the
number of companies selling to consumers has mushroomed in the past two decades. %n the
E- retail sector, for instance, the number of book retail outlets has more than tripled since
1?C1 the number of discount stores has nearly doubled since 1?!1 and the number of
apparel outlets has increased by C! percent since 1?!.
Concurrently, the variety of items available to consumers has e'panded significantly. The
typical E- supermarket now carries, on average, more than A!,!!! products.
%n the financial services sector, an individual investor now has to select among F,6!! mutual
funds for his or her retirement plan.
4ungry consumers in the E- have almost FC!,!!! eatery outlets to choose from&nearly
66!,!!! of which are parts of a regional or national chain.
Given all these new option, it(s not surprising that buyers are spreading their purchases
around&especially in the E- and /urope, where an essentially static population bases en5oys
an ever&e'panding array of choices.
*ccompanying the increase in choice is huge 5ump in the number of messages&marketing
and advertising, e&mails, phone calls, etc&to which consumers are e'posed. %n 1FC,
consumers e'perienced an average of DC! such messages a day1 today, that figure is A!!!.
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:irect mail certainty plays a role0 The number of direct&mail pieces consumers receive each
year has ballooned in the past two decades from AC million in 1F! to FC.D million in 1.
Telemarketing is also on the rise, as the average consumer receives between D! and !
telemarketing phone calls every month.
*nd, the average %nternet user is flooded with hundreds of e&mail messages a week&many of
them unsolicited <commercial7 pitches.
3inally, customers are increasingly sophisticated, and increasingly unwilling to settle for
less than the best. The web and cable television give consumers access to more information
than ever before, enabling them to compare offers from competing companies more easily.
Customer e'pectations now increase at a faster rate than most companies can match by
relying on the traditional approaches to CRM. Consider the findings of a recent study, which
revealed that ?B percent of online customers will elsewhere if their in#uiries are not #uickly
answered, and that most e'pect these online responses within an hour.
Conse#uently, many e'ecutives feel like they are running in place. 3or companies to break
free, 2rgani)ations will need to change the strategic focus behind their CRM programs once
more, adopting the new methods and tools re#uired to satisfy a new set of customer
e'pectations and competitive demands. *nd they will also need to find new, better ways to
e'ecute their vision, to deliver the outcomes they seek.
N&- gui#ing )"inci)l&s
%n the ne't phase of CRM, what will companies need to get rightH
3irst, they should base future investments on a holistic approach that ties together customer,
channel, and brand strategies with supporting processes and technologies. Companies
should focus not only on generating customer insights, but also on realigning their customer
treatment protocols with the highly individuali)ed view of the customer that emerges from
those insights. 3inally, they should broaden their CRM focus to include marketing as well as
sales and service. *s a business practice, marketing needs be revitali)ed by reintroducing
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the rigor of marketing analytics to what has often been viewed as primarily a creative
activity.
As co()ni&s "&s%)& $%& focus of $%&i" CRM )"og"(s4 $%&' s%oul# ,&" in (in#
$%"&& gui#ing )"inci)l&s5
1, Customer e'perience is essential to creating brand value.
6, Customer insight should inform and drive customer treatment.
A, CRM programs should be e'ecuted in a pragmatic way that mitigates financial and delivery
risk.
1, Cus$o(&" &6)&"i&nc& is &ss&n$il $o c"&$ing ,"n# vlu&. -mart logos, catchy 5ingles, or
memorable commercials can play a ma5or role in generating awareness, but they(re 5ust part
of the brand e#uation. .rand strength and brand value are the sum total of e'periences that
customers have with the company and all its products and service.
6, Cus$o(&" insig%$ s%oul# info"( n# #"iv& cus$o(&" $"&$(&n$. /very contact customers
have with a company contributes to their perception of the company, and either enhances or
destroys economic value.
A, CRM )"og"(s s%oul# ,& &6&cu$&# in )"g($ic -' $%$ (i$ig$&s finncil n#
#&liv&"' "is!. CRM is not about building elegant capabilities +based on the latest software
packages, or serving customers at any cost. Rather, companies must be pragmatic, learning
how to ac#uire the new capabilities they need with reduced upfront investment, how to
mitigate financial risk with innovative business structures.
O"gni3ing fo" CRM succ&ss
Given these guiding principles, we recommended that companies organi)e their CRM
initiatives around four components0
1, -etting the strategy
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6, Gaining customer insights
A, Reali)ing greater value from customer contact activities
B, Transforming marketing
S&$$ing $%& s$"$&g'7
To generate the greatest return, CRM must be viewed from a strategic perspective that
encompasses0
Cus$o(&" s$"$&g', identifying the customers that the company wants, based on its e'isting
business model and corporate mission.
C%nn&l s$"$&g', selecting the most appropriate and effective channels for reaching
desired customers.
B"n# s$"$&g', understanding how all interactions with customers&not 5ust advertising or
logos&contributes to the company(s brand value.
CRM s$"$&g', determining the most appropriate CRM capabilities for supporting the
critical interaction points and channels needed to reach chosen customers and prospects.
8ining Cus$o(&" Insig%$s5
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Many CRM initiatives lacked the element of customer insight&the ability to understand
customer needs and accuracy predict customer behavior. This has become particularly
critical as customers have become more mobile, more fickle, and more demanding.
Companies must have all the capabilities re#uired to capture and analy)e critical customer
data and analy)e that data to a create deep insights into how customers behave, how they(d
like to interact with the company, and what they truly want and need from the company. %n
turn, these insights should determine how the company interacts with customers in the
future&what offers they make, what service options they provide, etc.
R&li3ing 8"&$&" Vlu& f"o( Cus$o(&" Con$c$ Ac$ivi$i&s5
2ne of the criticisms made of many CRM initiatives today is that they often fail to generate
a satisfactory return on invested capital. 2ne ma5or cause is that many companies built
elegant but e'tremely e'pensive CRM infrastructures that are now difficult to 5ustify. We
believe organi)ations face a dual challenge0 improving the #uality of customer interactions
while at the same time driving down the cost&to&serve. *ccomplishing this task will involve
reengineering the customer e'perience, adopting innovative sourcing strategies, and
optimi)ing workforce in the contact center.

T"nsfo"(ing ("!&$ing5
The primary focus of past CRM efforts has primarily been on enhancing aspects of sales and
service1 by contrast, marketing has been relatively neglected. This has prevented companies
from generating deeper customer insights, because they couldn(t <close the loop7 on
customer information. %n addition, by neglecting to apply CRM concepts and technologies
to a function that has been left to operate largely on its own terms.
/ffective marketing is not a matter of guesswork or gut instinct. %t can and must be #ualified
and optimi)ed in ways that most have not yet attempted&5ust as companies streamlined their
manufacturing processes or made their logistics activities more effective and efficient.
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Given the challenges that all companies face today in being heard above the market noise,
it(s essential that they begin to take a more rigorous approach to marketing&one that not only
makes their activities more effective, but also identifies where money is being wasted or
misspent.
T%& Cus$o(&" In$&"c$ion c'cl&

T%&"& "& fou" ,sic &l&(&n$s $o c'cl&5
1. Receiving
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6. Enderstanding
A. 4elping
B. 9eeping
R&c&iving
*s a customer, you often within the first few moments of a visit or call to a company or to a
colleague, whether you will be provide with good service. These impressions fre#uently
depend on how you are received.
*s a provider, you want to welcome customer and let them know you appreciate their
business and their input they are a valued individual. 4ow the customer is received may
determine whether they want to continue to do business with you and your organi)ation.
* provider needs to do two things1
1. .e ready for almost any eventually.
6. Welcome the customer makes a good first impression.
Un#&"s$n#ing
2nce the customer has been greeted and acknowledged, the ne't stage is to move into
processes of understanding what the nature of their en#uiry is.
This is often the most difficult stage, as provider has to concentrate completely on what the
customer is saying. %t can be particularly hard to say focused on your customer when they
call stop by your office with the same #uestions and re#uests day after day. Iet customers
value highly the personali)ed attention providers can give. 8rovider who focuses on the
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customer at this stage concentrates on everything the customer is saying not only the words
themselves, but also the way they are spoken and responds in a way that shows appreciation
of, and for the customer(s feelings and needs. The emphasis in their stage is on identifying
customer(s needs and e'pectations e'actly. %n routine situations the provider may find that
this re#uires only brief conversation. *t other times + for e'ample, when the customer is
unsure about what he or she needs or when the situation is comple',, the provider may need
more time to make sure that should understand clearly. %n either situation, the provider must
focus on the customer as individual.
H&l)ing
The third stage of the cycle is helping. 4elping might simply be e'plaining something or
giving some information. %t may be discussing various options solving the customers need
or en#uiry. %nstead of saying one thing, it will almost certainly be more persuasive and more
satisfactory, from the customer(s e'perience, to have a small number of options presented. %t
also means saying whatever it is the customer wants to hear or suggesting vague or
e'aggerated e'pectations.
Ac$ion )ln %&l)ing
What are the most commonly asked #uestions or #ueries from customersH %dentify these and
prepare clear and effective answers in anticipation.
Make sure that all customer services staff has information sources to hand.
Review basic knowledge. 4ow well the people should know what they should and can they
e'plain it clearly.
4ow well do you offer optionsH .e ready to offer alternatives at each decision point of in a
customer interaction.
2&&)ing
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The final stage in the customer interaction cycle is keeping the customer informed and
satisfied. Customers vividly remember first and last impressions. 2nce the customer has
helped the provider, that the need to check their level of satisfaction, thank them for their
time, their business and their custom, and bridge to any other aspect that the provider would
like to mention, or link into some other product information, and ask them if there is
anything else that the provider can help them with. :on(t make the simple transaction " the
personal transaction " end with whatever they phoned up about and then if there is follow "
up involved, make sure this happens accurately and #uickly. The follow " up may only be
internal " updating the customer(s records putting in place something that the provider
promised to do or passing on a message " but make sure it is done in a timely and a
competent fashion.
T%& s!ills involv&# "&5
Check for satisfaction
Thank them for their time
.ridge to other aspects
3ollow&up
Af$&" sl&s s&"vic& of In#us (o$o"s
3or any dealer the service is of strategic importance and the value of service offered is both as a
profit centre and as a marketing tool. *s this awareness has become established, there has been a
considerable increase in the resources being made available to ma'imi)e its value to the overall
profitability, directly and indirectly, of the company. *fter&sales service plays a crucial role in
ensuring the long&term credibility of company and brand image. %ndus always lives up to its
image as the leader on #uality and customer satisfaction to the fullest. %n substance, the #uality,
image and responsiveness of the service has significantly influenced the decision to buy and thus
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gain market share. %ssues of service are significantly more important than the product price and
product features in the final purchase decision.
S&"vic& )"o(o$ion
Jarious service promotions are offered at the %ndus -ervice Centers in addition to the Maruti
/'tended Warranty. The main among them are the %ndus Enlimited Care 8ackages in which
customers are given the best service for their vehicle.
In#us unli(i$&# c"& )c!g&s
The entire package is divided into two categories. Customers buying a Maruti from %ndus can opt
for %ndus EC8 Category *. Customers buying it from elsewhere or having a used Maruti can opt
for category . only.
S&"vic& f&$u"&ss
The only CRM 8ackage of its kind in %ndia
Enlimited *fter -ales Care for Enlimited Iears
3ree Registration
Total 8eace of mind
Recogni)ed by Maruti Edyog as the most innovative service package in %ndia
In#us UCP ,&n&fi$s5 c$&go"' A
3ree repair=maintenance=service for first two years.
3ree paid periodic service in first two years.
3ree 1
st
specified engine oil change in first two years.
3ree replacement of all spares even those not covered under warranty1 e'cept tyres, tubes,
petrol, engine oil
3ree e'clusive accident repairs benefit with comprehensive insurance policy from
specified insurer with nil depreciation and nil policy e'cess in first year.
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%ndus .irthday -pecial on completion of first year " free engine tuning, wheel balancing,
topping of engine oil, gear oil, brake fluid, coolant
3ree A year Critical Component Care +CCC,
6B hours breakdown *ssistance from %ndus -ervice Centre
Kormal accident repairs facility
In#us UCP ,&n&fi$s5 c$&go"' B
3ree A year Critical Component Care +CCC,
6B hours breakdown *ssistance from %ndus -ervice Centre
Kormal accident repairs facility
OB9ECTIVES O/ THE STUDY
P"i("' O,:&c$iv&
The primary ob5ective of the study is to understand the customer relationship management and
after sales service of %ndus motors.
S&con#"' O,:&c$iv&s
The secondary ob5ectives are0&.
1. To find out the different factors that influence the consumer to buy a maruti vehicle
under %ndus motors.
6. To know the respondents opinion on the performance of their vehicle.
A. To understand the consumer level of satisfaction with regards to %ndus motors.
B. To find out where do the consumers get their vehicle service.
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C. To find out perception of the consumers towards the after sales service offered by %ndus
motors.
1IMITATIONS O/ THE STUDY
The following are the unavoidable limitations of the study.
1. $ess time duration is the main limitation of the study.
6. %n this pro5ect only one district is considered.
A. Money constraints are one of the ma5or limitations of the study.
B. There wasn(t 1!!L response from the consumers, who could not devote time for
answering #uestions.
SCOPE O/ STUDY
The benefits of CRM are clear0 by streamlining processes and sales marketing and service
personal with better more complete customer information, CRM enables organi)ations to
establish more profitable customer relationships and decrease operating costs.
-ales organi)ations can shorten the sales cycle and decrease key sales performance metrics such
as revenue per and sales representative, average older si)e, and revenue per customer
Marketing organi)ations can increase campaign response rates and marketing " driven revenue
while simultaneously decreasing lead generation and customer " ac#uisition costs.
Customer service organi)ations can increase service&agent productivity and customer retention
while decreasing services cost, response time, and re#uest " resolution time.
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CRM is the foundation of any customer " focused business strategy .it encompasses the people,
process, and technology associated with successful marketing, sales, customer service solutions.
Meeting with customer on a regular basis gives C%2(- fresh ideas on how to improve customer
service and 5ustify new systems.
%t is process or a methodology used to learn more about customer needs and behavior in order to
develop stronger relationship with them. There are many technological components to CRM,
but Thinking about CRM primarily technological term is mistake .the more useful way to think
about CRM is a process that will help bring together lots of pieces of information about
customers, marketing effectiveness, responsiveness and market trends.
%t helps business technology and human resources to gain insight into the behavior of customers
and the value of those customers

CHAPTER.;
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RESEARCH AND
METHODO1O8Y
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METHODO1O8Y
R&s&"c% D&sign
The type of research used in this study is descriptive. * study on the customer relationship
management and after sales service in relation to %ndus motors is done through structured
#uestionnaire consisting of both open&ended and close ended #uestions. The findings thus
obtained were tabulated analy)ed and interpreted suggestions and recommendations were given
in the analysis.
S()ling
The study was conducted with a sample of hundred respondents from Jadakara city. The study
was descriptive in nature. The sampling method used for the study is convenience sampling.
Sou"c&s of #$
.oth primary and secondary data is used to collect information necessary to satisfy the ob5ective
of the study.
P"i("' D$5
3or meeting the re#uirements of the study, primary data was collected from1!! customers
through a detailed survey using a structured #uestionnaire. * scheduled way of collecting
information using #uestionnaire was applied, to know the customer relation.
S&con#"' #$5
-econdary data was mainly collected from0 maga)ines, websites, and news paper.
Mo#& of s$u#'
The survey method used for this study. -tructured #uestionnaire was used collect information
from customers data collection was done by filling #uestionnaire through direct conversation
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with respondents. There were opportunities to record all relevant information and opinions that
surfaced during the conversation with respondents. Thus valuable insights in to different views
of customers could be gained.
Tools fo" nl'sis
The collected data has been analy)ed using basic statistical tools like percentage method and
ranking method. Graphs, Chart etc were used to present the results in a more simplified manner.
P&"io# of s$u#'
The period of study is F weeks.
25
INDUS MOTORS
CHAPTER.<
COMPANY PRO/I1E
26
INDUS MOTORS
AUTOMOBI1E INDUSTRY
The automobile industry in %ndiaMthe tenth largest in the world with an annual production
of appro'imately 6 million unitsMis e'pected to become one of the ma5or global
automotive industries in the coming years. * number of domestic companies produce
automobiles in %ndia and the growing presence of multinational investment, too, has led to
an increase in overall growth. 3ollowing the economic reforms of 11 the %ndian
automotive industry has demonstrated sustained growth as a result of increased
competitiveness and rela'ed restrictions.
The automotive industry directly and indirectly employs 1A million individuals in %ndia. The
industry is valued at about E-N AC billion contributing about A.1L of %ndiaOs G:8
+nominal,. %ndiaOs cost&competitive auto components industry is the second largest in the
world. %n addition, %ndiaOs motorcycle market is also the second largest in the world with
annual sales of about C million units.
The automobile has enabled people to travel and transport goods faster and has opened
wider market areas for business and commerce. The auto industry has reduced the overall
cost of transportation by using methods like mass production. .etween 1FFD and 1FF,
about A!!! automobiles where built, but there was no real establishment industry. * century
later, without auto makers and auto buyers e'panding globally, auto making has become
world largest manufacturing activity, with nearly CF million new vehicles build in each year
worldPwide. %ndia *utomobile %ndustry includes the manufacture of trucks, buses, passenger
cars, defence vehicles, two&wheelers, etc. The industry can be broadly divided into the Car
manufacturing, two&wheeler manufacturing and heavy vehicle manufacturing units.
The dawn of automobile actually goes back to B!!! years when the first wheel was used for
transportation in %ndia. %n the beginning of the 1C
l
centaury 8ortuguese arrived in China and
the interaction of the two cultures led to a variety of new technologies, including the
creation of wheels that turned under its own Qpower. .y 1D!!s small steam engine models
was developed, but it took another century before a full si)ed engine powered vehicle was
created. The actual horseless carriage was introduced in the year 1FA by brothers Charles
27
INDUS MOTORS
and 3rank :uryea. %t was the first internal&combustion motor car of the *merica. %t was
followed by 4enry 3ordOs first e'perimental car that same year.
2ne of the highest early lu'ury automobiles was the 1! Rolls&Royce -ilver Ghost that
featured a #uiet D cylinder engine, leather interior, folding wind screens and hood and
aluminum body. %t was usually driven by chauffeurs and emphasis was on comfort and style
rather than speed. :uring the 16!s, the cars e'hibited design refinement& such as balloon
tires, pressed steel wheels, and four&wheel breaks. Graham 8aige :C 8haeton of 16
featured an F cylinder engine and aluminum body.
The 1A? 8ontiac :e $u'e -edan had rooming interior and rear&hinged back door. That
suited more to the needs of the families. %n 1A!s vehicles were less bo'y and more
streamlined than their predecessors. The 1B!s saw features like automatic transmission,
seated beam head lights and tubeless tires. The year 1C? brought powerful&high
performance cars such as Mercedes&.en) A!! D$. %t was bui l t on compact and styli)ed
lines, and was capable of 6A!kmph +1BBmph,.
Today, modern cars are generally light, aerodynamically shaped, and compact. %ndiaOs
transport network is developing at a fast pace, %ndian automobile industry growing too. *lso
the automobile industry strong back ward and forward linkages and hence provides
employment to large section of the population. Thus the automobile industry cannot be
overlooked in %ndian economy. *ll kinds of vehicles are produced by the automobile
industry. %ndian automobile includes the manufactures of trucks, buses, passenger cars,
defense vehicles, two wheelers etc. The industry can broadly di vi de into car
manufacturing, two wheeler manufacturing and heavy vehicle manufacturing.
The %ndian automobile market is e'pected to grow a C*GR of .C percent amounting Rs.
1A!!F million by 6!1!. The commercials has been contributing to the automobile market to
a great e'tend. Many foreign companies have been investing in the %ndian automobile
market in various ways such as technology transfer +technology, partners,, 5oint ventures,
strategic alliance, e'port and financial collaborations.
28
INDUS MOTORS
%n %ndia there are 1!! people per vehicle, while this figure is F6 in China. %t is e'pected that
%ndian automobile industry will achieve mass motori)ation status by 6!1B.
PRO/I1E O/ INDUS MOTOR COS *P+ 1TD
This is done at %ndus Motor co. +p., $td at Jatakara, dealers of prestigious Maruti vehicles
in 9erala with head office at Cochin. %ndus Motor Co. +p., $td briefly called =INDUS> was
established on March 1B
th
1FB and inaugurated by Mr.8.9. 9ERE8, $ate Minister of
9erala. *t the beginning, Mr.T.Madhavan Kair and Mr.8.*. %brahim were the partners of
the company with e#ual shares and their sons Mr.*nil Kair and Mr.8.*.4amsa were the
Managing :irectors.
Car marketing in %ndia is the entire most comple' because it is rare market that has moved
so suddenly from mere monopoly to full throat competition. .ecause the automatic industry
has certain trends it has to follow 5ust like fashion designers and music composers. Car
marketing became more comple' with the arrival of global car manufactures. Maruti Edyog
ltd is preparing plans to enter in to the service and car finance business, %ndus Motors has
come to a greater force to be reckoned with among the car dealerships presently fighting it
out in the immensely competitive scenario.
3our years ago, %ndus was taken over by its present owners =PEEVEES 8ROUP O/
COMPANIES>. *round B years back %ndus reached a certain e'tent that need good
financial support to improve their growth. -o they walked towards the peeves Group by
accepting good finance and giving them a ma5or portion of share around !L.
The chairman and Managing :irector of this group is Mr.8.J.*bdul Jahab, the
businessman with wide e'perience and acumen. The group has completed 6C years in its
adverse activities, while doing this it has been taking special care to ensure that business
ethics are followed meticulously and that they can confirm to the country(s social
environment. %ndus occupies the pride of place among these ventures.
29
INDUS MOTORS
%ndus was started as an *utomatic Co with dealership of G%RK*: -C22T/R-, but they
sold only B! scooters because of vehicles complaints and cancelled the dealership in 1F?. %t
came up again with a new dealership with @/-C2RT- I*M*4* M2T2R CIC$/( at
Cochin, Calicut and 9anhangad. They are also authori)ed distributors of GE$3 2%$ in
Korth 9erala and -4/$$ 2%$ in -outh 9erala.
.ut now, %ndus is popularly known as the dealers of M*RET% vehicles in 9erala. %ndus has
well established show rooms and workshops facilities at all the branches. %ndus has won an
award from Maruti Edyog $td.for showing the ma'imum improvement in Maruti 1!!!cc
car sales. %ndus is the largest Maruti spare parts dealer in 9erala and Tamil Kadu and service
wise 9erala(s first %-2 !!6 Maruti workshop. This has been ranked number one in
southern region.
%ndus has gone from strengthen to strengthen over the years. The sales turnover, the services
provided and the number of people employed are increasing year to year and the annual turn
over e'ceeds ?!! corers.
%ndus also has its own authori)ed service network through out 9erala. This service network
divided as certain sections for easy access of Maruti owners. There are service divisions1
Maruti genuine parts division, vehicle sales division, Maruti insurance renewal division,
Maruti e'tended warranty division, Maruti accessories division and Maruti true value
e'change division. The authori)ed service stations are situated at1 9anhanged, 9annur,
Thalessery, Calicut, 8alakkad, Thrissur, 9alamassery, /dapally, Thevera, 9ottayam,
9ayamkulam and Thiruvananthapuram.
Maruti has its three main showrooms in 9erala like Thiruvananthapuram, Cochin and
Calicut.
30
INDUS MOTORS
IN/RASTRUCTURE O/ INDUS
-ales, service, spares, stockyard all are in one location. -pread over 1,C!,!!! s#.ft is
one of %ndia(s largest automobile dealerships.
Eltramodern showroom with wide display area for cars, coffee shop, %nternet cafR, art
gallery and children(s play area etc.
-tate &of &art&service facility with latest e#uipment and tools backed by 1!!L ME$
+Maruti Edyog $imited, trained manpower.
$argest accident repairs facility with pressuri)ed paint booth.
%ndus main business is to sell the maruti cars. %ndus is one of the leading maruti agencies.
/very year they prepare a fi'ed budget schedule. -o they easily reach target customers in
9erala.
8"o-$% of In#us (o$o"s
The sales of different products at %K:E- M2T2R- during the year 6!!C&!D, 6!!D&!? and
6!!?&!F were 1C,!!!, 66,?FD and 6F!!! respectively.
/innci&"s
The main financiers of %K:E- M2T2R- are1
s1. %C%C%
6. 4:3C
A. -undaram financiers
B. 9odak Mahindra
C. -.%
D. -.T
2f the above financiers %C%C%, 4:3C, -undaram financiers and 9odak Mahindra have
direct tie up with %K:E- M2T2R-
31
INDUS MOTORS
MODE1S O/ MARUTHI UDYO8 1IMITED
Maruti -u)uki F!! 1FA
Maruti -u)uki 2mni 1FB
Maruti -u)uki Gypsy 1FC
Maruti -u)uki *lto 6!!!
Maruti -u)uki Wagon R 6!!6
Maruti -u)uki -wift 6!!C
Maruti -u)uki -SB 6!!?
Maruti -u)uki * -tar 6!!F
Maruti -u)uki -wift :)ire 6!!F
Maruti -u)uki Ten /stilo 6!!
Maruti -u)uki /eco 6!1!
32
INDUS MOTORS
M"u$i ?@@
Maruti F!! is the most popular entry segment car in %ndia. With the introduction of Maruti F!! in
1F!(s Maruti Edyog $imited broke the hegemony of *mbassador and 3iat in the %ndian Car
market.
T&c%nicl S)&cific$ions50
Di(&nsions
$ength AAAC mm
Width 1BB! mm
4eight 1B!C mm
Enladen Weight DCC 9gs +*C /uro %,, DB! 9gs +*C /uro %,, DDC 9gs + *C
/uro %%,, DC! 9gs +*C /uro %%,
Ground Clearance 1?! m
Wheel .ase 61?C mm
Po-&"
/ngine Type B -troke, Water cooled -24C
8iston :isplacement ?D cc
Ma'. 8ower A.C bhp U CC!! rpm
Ma'. Tor#ue C.? K m U 6C!! rpm
3uel -ystem Carburetor
Transmission and Gear bo' Manual, B 3orward +-ynchromesh,, 1 Reveres
Sus)&nsion
3ront Mc8herson struts and coil spring
Rear $eaf -pring
33
INDUS MOTORS
S$&&"ing
Type Manual Rack and 8inion
Turning radius B.B mts
B"!&s
Type :ual Circuit
3ront :isc
Rear :rum
T'"&s C.DC " 16 " B 8R
C)ci$i&s
-eating B 8ersons
3uel Tank A! $iters
M"u$i Al$o
Maruti *lto is one of the hottest selling compact cars in %ndian market. *lto uses Maruti F!!(s
proven and highly fuel efficient , A pot motor with a four valve head and its electronic
tachometer results in unmatched fuel efficiency . %t is the most fuel efficient car in *6 -egment.
TECHNICA1 SPECI/ICATIONS50
Di(&nsions
$ength ABC mm
Width 1BC mm
4eight 1BD! mm
Wheel base 6AD! mm
34
INDUS MOTORS
Tread 16! mm
Min. turning radius B.D m
Ground clearance 1D! mm
A&ig%$
*lto ?6C kgs
*lto $S, $Si ?B! 9gs
Gross vehicle weight 11DC 9gs
Engin&
-wept volume ?D cc
/ngine type 3C /ngine, B valve per cylinder M83%
Ko. of cylinder A
/ngine control A6 bit computer
Ma'. 8ower B? bhp U D6!! rpm
Ma'. Tor#ue D6 Km U A!!! rpm
Transmission C -peed all synchromesh, Manual
Sus)&nsion S's$&(
3ront Mc8herson strut with Torsion type coil anti roll bar
Rear Coil sprint with double action telescopic shock absorbers
S&$ing C)ci$' B persons
T'"&s 1BC=F! R16
35
INDUS MOTORS
M"u$i O(ni *Vn+
Maruti 2mni is popularly known as Maruti Jan. Maruti 2mni comes in three variants and they
are0 & 2mni C& -eater, 2mni F& seater and 2mni $8G. Maruti 2mni is a perfect family car. %t
has enough space for our life style needs whether we are going on a picnic, weekend outing or
for a game of golf. We can pick our entire luggage without thinking twice. 2mni provides ample
headroom and legroom to ensure a comfortable and en5oyable 5ourney.
TECHNICA1 SPECI/ICATIONS50
Di(&nsions
$ength AA?! mm
Width 1B1! mm
4eight 1DB! mm
Wheelbase 1FB! mm
Ground clearance 1DC mm
Min turning radius B.1 m
A&ig%$
2mni ?FC 9gs
2mni / F!! 9gs
Engin&
Type B -troke cycle, water cooled
Ko. of cylinders A
Ko. of cylinder valves D
8iston displacement ?D cc
36
INDUS MOTORS
Ma'. 8ower AC.! bhp U C!!! rpm
Ma'. Tor#ue D!1 KM U A!!! rpm
Po-&" T"ns(ission
Type Manual, B forward all synchromesh
B"!&s
3ront .ooster assisted disc
Rear :rum
/u&l $n! c)ci$' AD $itres
M"u$i E&co
//C2 was introduced in %ndia by Maruti -u)uki during 6!1!. This car is essentially an updated
Jersa1 this is an urgent refresh in lines with Maruti -u)uki not being able to come up with a new
minivan. //C2 comes with C seater and ? seater options. //C2 is e#uipped with advanced
/ngine Management -ystem for optimi)ing fuel efficiency and performance. %t is branded by the
manufacturer as a perfect car for every occasion&a business trip or a picnic with the loved ones.
* new minivan from Maruti -u)uki is e'pected in 6!11 to replace the /eco=Jersa and +possibly,
the ageing 2mni.
Maruti //C2 is available in following variants0&
C seater, standard
C seater, *C
? seater, -tandard
//C2 is powered by .harath -tage %J compliant engine.
37
INDUS MOTORS
TECHNICA1 SPECI/ICATIONS 50
3uel0 8etrol
/ngine type0 *luminum
3uel distribution0 Multipoint %n5ection
8ower0 ?A bhp +CB kW1 ?B 8-, U D!!! rpm
:isplacement0 11D cc
$ayout0 B cylinder in&line
Ma'. Tor#ue0 1!1 KVm +?B ftVlbf, U A!!! rpm
Jalve train0 1D valves = B per cylinder
Transmission0 Manual&C speed
Sus)&nsion
3ront -uspension0 Mc8herson strut
Rear -uspension0 A $ink Rigid
B"!&s
3ront .rakes0 Jentilated disc
Rear .rakes0 :rum
T'"&s5 1CC R&1A $T
T'"& $')&0 Tubeless
38
INDUS MOTORS
BEN ESTI1O
Maruti Ten is a clear leader in the premium compact car segment in %ndia. %t has several
technologies that make it stand out from other cars in its segment.
Maruti Ten comes e#uipped with 1D ' B all aluminum hyper tech engines, with its power to
weight ratio of ?F.B bhp per tones , the highest in its class, the engine also offers optimum fuel
economy , e'cellent pick up and acceleration.
The 1D& bit Micro processor in Ten delivers ideal combo of speed, power and fuel efficiency. %ts
electronic power steering ensures effortless maneuverability, more control and a better grip.
TECHNICA1 SPECI/ICATIONS50
C)ci$i&s
-eating 8ersons C
3uel in liters AC
/ngine in CC A
Enladen weight in kgs ?DC
$aden weight in kgs 11!
Tyres 1BC = F! R 16
+3ront W rear,
PETRO1 B%"$ S$g& II
$S $Si JSi
*ll aluminum engine
39
INDUS MOTORS
1D valve, B cylinder inline engine
1D bit /CM
Multipoint fuel in5ection
Ma'imum engine output in
bhp=rpm
D!U D!!!
Ma'imum engine tor#ue in
kgm=rpm
FUBC!!
Compression ratio .B01
8/TR2$ .harat -tage %%%
$S $Si JSi
*ll aluminum engine
1D valve, B cylinder inline engine
A6 bit /CM
Multipoint fuel in5ection
Ma'imum engine output in
bhp=rpm
D! U D6!!
Ma'imum engine tor#ue in
kgm=rpm
F U BC!!
Compression ratio .B01
:%M/K-%2K-
2verall length ACACmm
2verall width 1BCmm
2verall height 1B!Cmm
Wheelbase 6AACmm
Ground clearance 1DCm
40
INDUS MOTORS
AA8ON R
Wagon R is a hugely successful car which comes in four variants& Maruti Wagon R $S, Maruti
Wagon R $Si, Maruti Wagon R JSi and Maruti Wagon R *S. Wagon R comes with 1!DB cc
M83% low friction engine that delivers an awesome DB bhp UD6!! rpm for smoother pick up and
faster acceleration. :ual :istributor less :igital %gnition +::$%, ensures an instant hassle free
start every time and a more efficient power distribution. Wagon R(s tall body, high seats and
wide opening doors make it easier to get in and out.
TECHNICA1 SPECI/ICATIONS50
Di(&nsion in MM
$ength ABC
Width 1BC
4eight 1DD!
Wheelbase 6AD!
3ront track 16C
Rear track 16!
Min. ground clearance 1DC m
A&ig%$ in 2g
9erb weight F6C+$S, $Si, JSi,
41
INDUS MOTORS
FB! +*S,
Gross Weight 166C +$S, $Si, JSi,
16B!+*S,
Engin&
-wept volume 1!D1 cc
Type 3C /ngine, B Jalve per cylinder, M83%
3uel distribution Multipoint in5ection
/ngine control 1D " .it /lectronic Control Module +/CM,
Ko. of cylinders !B
Ma'. 8ower DB bhp UD6!! rpm
Ma'. Tor#ue FB KM U AC!! rpm
Po-&" S$&&"ing
Type /lectronic 8ower -teering +/8-,
Transmission Manual C speed, *ll synchromesh
Sus)&nsion
3ront Mc8herson strut with torsion type roll control device
Rear Coil spring, gas filled shock absorber with A link rigid a'le isolated
trialing arms.
A0STAR
%ndian car market leader Maruti -u)uki has launched *&-tar in the hatchback car segment in
which the company holds ruling position with CCL market share. Maruti has unveiled * -tar as a
ne't generation model of its model *lto which is already selling greatly in the segment. -croll
down to know more about the sporty and striking features of all new * -tar Car.
42
INDUS MOTORS
TECHNICA1 SPECI/ICATIONS50
Di(&nsion in ((
$ength AC!!
Width 1D!!
4eight 1B!
Wheelbase 6AD!
3ront track 16C
Rear track 16!
Min. Ground clearance 1?!
Min. Turning radius B.C
A&ig%$ In 2gs
9erb weight F?!
Gross Jehicle weight
C)ci$'
-eating capacity C persons
3uel tank capacity AC litres
Engin&
-wept volume 1!D1 cc
Type 9. series
3uel distribution Multipoint in5ection
:isplacement F cc
Ko. of cylinders !A
Ma'. power D? bhp UD6!! rpm
Ma'. Tor#ue ! KM U AC!! rpm
-teering Rack and pinion, 8ower assisted
Transmission Manual +, " C -peed, *ll synchromesh
43
INDUS MOTORS
Sus)&nsion s's$&(
3ront Mc8herson strut and coil spring
Rear %solated trailing link and coil spring
SAI/T
Maruti -wift brings a feeling of freshness to the compact car segment. %t(s appealing looks,
spacious interiors, and a whole a lot of user friendly features at once catch our attention. %t comes
in three variants0&Maruti -u)uki -wift $Si, -wift JSi, -wift TSi.
TECHNICA1 SPECI/ICATIONS50
.ody Type0 & 4atch back
44
INDUS MOTORS
Ko. of doors0 & C
-eating Capacity0 & C
Engin&
Capacity0 & 16F cc
Ko. of cylinders0 & B
.ore S stroke0 & ?B.! S ?C.C
Compression Ratio0 & .! 01
Ma'. 8ower0 & F? bhp U D!!! rpm
Ma'. Tor#ue0& 11A Km U BC!! rpm
3uel distribution0 & Multipoint in5ection
T"ns(ission
Type 0& C -peed Manual with synchromesh in all and 1 reverse
Gear ratios0 & 1
st
A.CBC
6
nd
1.!B
A
rd
1.6!F
B
th
!.DD
C
th
!.?C?
Reverse A.!6?6
Po-&" S$&&"ing
Type0 & /lectronic power steering +/8-,
Sus)&nsion S's$&(
3ront0 Mc8herson -trut with torsion type roll control device
Rear0 & coil spring, gas filled shock absorber with A link rigid a'le isolated
trailing arms
MARUTI 8YPSY
45
INDUS MOTORS
%t is manufactured in %ndia by Maruti -u)uki. %t was introduced in the %ndian market in 1FC with
the ?! cc 31!* -u)uki engine and was an instant hit in the civilian market as well as with law
enforcement. %t was codenamed MGB1! that stood for Maruti Gypsy B cylinder 1.! litre engine.
%nitially, it was only available as a soft&top1 but a bolt on hardtop was later introduced to the
public after the aftermarket hardtops became e'tremely popular.
%n >uly 1A, Maruti introduced the Xwide track GypsyX codenamed MGB1!W replacing the
MGB1!. .oth front and rear track of the wheels are increased by !mm +from 1,61! mm +B?.D
in, to 1,A!! mm +C1.6 in, for front wheels and from 1,66! mm +BF.! in, to 1,A1! mm +C1.D in,
for rear wheels, and these Gypsy are instantly recogni)able by the pronounced painted fender
flares.
TECHNICA1 SPECI/ICATIONS50
Di(&nsions
$ength B,!1! mm +1C?. in,
Width 1,CB! mm +D!.D in,
4eight 1F?C=1FBC mmY
Wheelbase 6,A?C mm +A.C in,
3ront Track 1,A!! mm +C1.6 in,
Rear Track 1,A1! mm +C1.D in,
9erb Weight FC kg=1, !B! kgY
Gross Jehicle Weight 1CFC kg=1,D6! kgY
46
INDUS MOTORS
Engin&
Type G1A.. M83% 1D Jalve Gasoline
Cylinders B
:isplacement 16F cc
Ma'imum 8ower F! bhp +D! kW1 F1 8-, UD!!! rpm
Ma'imum Tor#ue 1!A KVm +?D lbVft, U BC!! rpm
Transmission Type 3ive forward +all -ynchromesh,, 2ne reverse
Transfer gearbo' Two&speed
Type constant mesh
Transfer gear ratio 4igh 0 1.B!1 $ow 0 6.6DF
-uspension 3ront and Rear $eaf spring with :ouble action damper
B"!&s Ai$% Boos$&"
3ront :isc
Rear :rum
Tyres 3?F&1C&B 8R 6!C=?!R1C
C)ci$i&s
3uel tank B! $ +11 E- gal1 imp gal,
/ngine oil B $ +1.1 E- gal1 !. imp gal,
MARUTI SUBU2I SXC
:esigned by Giorgetto GiugiaroOs %taldesign studio, the -SB +an abbreviation of X-ports S&over
B all seasons X, replaces the *erio +some markets called $iana,. The X-S BX designation was
used by *merican Motors +*MC, for a sporty lift back model in its all&wheel drives *MC /agle
passenger cars.
47
INDUS MOTORS
T&c%nicl S)&cific$ions50
Di(&nsions D A&ig%$
$ength +mm, BB!
Width +mm, 1?AC
4eight +mm, 1CD!
Wheelbase +mm, 6C!!
9erb Weight +kgs, 11?!
-eating Capacity !C
Engin&
Model :esignation 1.D $ 1D J
Ko. 2f Cylinders !B %nline
Configuration :24C
:isplacement +cc, 1CFD
Transmission C Manual
Top -peed +kmph, 1?C
Sus)&nsion
3ront %ndependent suspension with gas&filled Mc8herson
strut W anti&roll bar
Rear -emi&independent torsion beam with gas filled shock absorbers
B"!&s
Type :isc
3ront = Rear .rakes Jentilated :iscs= :rums
T'"&s
48
INDUS MOTORS
Type 1C=DC R1C
Wheels 1CX -teel
3uel Tank C! $itres
8erformance
Ma'. 4orsepower +ps=rpm, 1!A 8- U CC!! rpm
Ma'. Tor#ue +kg m=rpm, 1BC Km U B6!! rpm
8RAND VITARA
Grand Jitara is meant for the people who want to live life grand si)e. With 16? 9W U D!!! rpm
on call, the 6.? litres :24C JD engine can empower the Grand Jitara to climb up steep terrains1
49
INDUS MOTORS
Tip effortlessly down the highway and with plenty of low end tor#ue, the high performance
vehicle can take on snowy ramps and muddy tracks with e#ual ease. %ts four wheel drive gives
Jitara the power to go places.
T&c%nicl S)&cific$ions50
Di(&nsion in MM
$ength B?D!
Width 1?F!
4eight 1?B!
Wheelbase 6F!!
3ront track 1C!!
Rear track 1C!!
Min. Ground clearance 1FA m
A&ig%$ in 2gs
9erb Weight 1?!!
Gross Weight 6A!!
C)ci$'
-eating ? persons
3uel tank DD litres
Engin&
Type 46?* JD type
Ko. 2f cylinders !D
Ko. of valves 6B
8iston displacement 6?AD cc
.ore S -troke FF S ?C
Compression ratio .C0 1
Ma'. 2utput 1DD bhp U D!!! rpm
Ma'. Tor#ue 6AD KM U BC!! rpm
50
INDUS MOTORS
3uel distribution Multipoint in5ection
Ma'. -peed 1FA 9m = 4r
-teering Rack and 8inion
B"!&s
3ront :isc
Rear :rum
Sus)&nsion
3ront Mc8herson strut
Rear C " $ink rigid with coil spring
Tyres 6AC = D! R 1D Tubeless tyres
SAI/T DBIRE
-wift :)ire is one of the latest models introduced by the maruti -u)uki. This is the basic
model in sedan class for Maruti -u)uki. This model is widely accepted by the middle class
people
51
INDUS MOTORS
MARUTI RITB
Maruti Rit) will be a 1!!! CC petrol engine and 1A!! CC multi&5et diesel engine with 3lat(s
technology. Maruti Rit) features great styling, macho looks, lu'urious, interiors, nice head
room and leg room. 8ower -teering, *ir&conditioning and 4eating, body colored bumpers
are e'pect to be the standard fitments of all variants.
INDUS BECOME THE NO.1 DEA1ER IN INDIA
%ndus Motors 8vt. $td. The authori)ed Maruti dealer has become Ko. 1 :ealer in %ndia.
With an all time record sale of ABFA6 Maruti cars in the financial year 6!!&1!. The Ko. 1
Maruti dealer in 9erala becomes Ko. 1 in %ndia. Ko other Maruti dealer in %ndia has been able to
reach such heights within one year.
%n the *ll %ndia :ealers Conference 6!1! held at Macau, %ndus bagged 11 awards
from Maruti -u)uki including @The 2ver *ll /'cellence *ward(. *nd the *ward for 4ighest Car
-ales in %ndia. %ndus has the sales record in new Maruti cars, True Jalue cars, Maruti Genuine
*ccessories, Customer -atisfaction %nde' and -ales -atisfaction %nde' that has also contributed
to %ndus -uccess. %ndus will be committed to provide #uality service to all their customers and
will maintain the Ko. 1 position. %ndus Motors has A! service centers across 9erala from
Trivandrum to 9asargod. %t has e'tended its service from 9erala to Chennai and its target is to
cover all the ma5or cities in -outh %ndia.
*nother prestigious *ward received by %ndus is the Ko. 1 in .alanced -core Card with
8latinum 8lus. This performance linked *ward is based on operational /'cellence, %nfrastructure
W above all Customer -atisfaction.
%ndus Ko.1 in %K:%* in Car -ales
52
INDUS MOTORS
Record sale " ABFA6 cars in 6!!&1!
Ko.1 8latinum 8lus :ealer in %K:%*
.est :ealer " 2verall /'cellence *ward
A! *uthori)ed workshops in 9erala
11 *wards from Maruti this year
Maruti :ealer since 1FD
MARUTI UDYO8 1TD
Maruti is %ndia(s largest automobile company Maruti U#'og 1$#.*MU1+ was established in
3ebruary 1F1 through an act of parliament, to meet the demand of a personal mode of transport
caused by lack of efficient public transport system. The company being a 5oint venture with
Su3u!i of >apan has been a success story like no other in the annals of the %ndian automobile
industry. Su3u!i Mo$o" Company was chosen from seven prospective partner(s world wide. *
license and a 5oint venture agreement were signed between Government of %ndia and Su3u!i
Mo$o" Corporation of >apan in 2ctober 1F6.
T%& o,:&c$iv& of M"u$i U#'og 1$# is
Moderni)ation of %ndian *utomobile industry
8roduction of fuel efficient, low cost, high #uality vehicles to conserve scare resources.
8roduction of large number of motors

Bo"# of #i"&c$o"s
53
INDUS MOTORS
Mr. -hin)o Kakanishi, Chairman
Mr. Tsuneo 9obayashi, -enior 5oint Managing :irector
Mr. 4irofumi Kagao, >oint Managing :irector
Mr. -hu5i 2ishi, :irector +marketing W sales,
Mr. R.C .haragava, :irector
Mr. 2samu -u)uki, :irector
Mr. :.- .rar, :irector
Mr. *mal Ganguly, :irector
Ms. 8allavi -hroff, :irector
Mr. Manvinder -ingh .anagr, :irector
54
INDUS MOTORS
CHAPTER.C
DATA ANA1YSIS AND
INTERPRETATION
55
INDUS MOTORS
T,l&5 1 S%o-ing inco(& l&v&l of cus$o(&"

S1 NO CATE8ORY RESPONDENTS PERCENTA8E
1 1E@@@ C@ C@
; 1E@@@0;@@@@ <E <E
< ;@@@@0;E@@@ 1E 1E
C ;E@@@ D,ov& 1@ 1@
TOTA1 1@@ 1@@
1. CHART
56
INDUS MOTORS
In$&")"&$$ion
2ut of the sample si)e,B!L of the respondents are have income 1C!!!,and for
B!L , ACL ,1CL , 1!L have income level 1C!!!&6!!!!, 6!!!!&6C!!!, 6C!!! Wabove.
T,l& 5 ;. S%o-ing c$&go"' of cus$o(&"s o-ning M"u$%i Su3u!i


;. CHART
57
S1.NO CATE8ORY RESPONDENTS
F
1 BUSINESS MAN E@
E@
; PRO/ESSIONA1 1E
1E
<
8OVT.
EMP1OYEES
<E
<E
TOTA1 1@@
1@@
INDUS MOTORS
In$&")"&$$ion
The table above shows that ma5ority of the people who owns Maruti -u)uki vehicles
are businessman .While AC percent of the people who owns Maruti -u)uki are govt
employees and the last comes the professionals with 1C percent.

T,l&5 < R&s)on#&n$>s P"&f&"&nc& To-"#s 1oc$ion Of V&%icl& S&"vic& C&n$&"
SI NO OPENION RESPONDENTS
F
1 /AVOURAB1E GE
GE
; UN/AVOURAB1E E
E
58
INDUS MOTORS
TOTA1 1@@
1@@
<. CHART
In$&")"&$$ion
2ut of the total sample si)e CL of them consider location favorable and CL
unfavorable. The dealer location is located in the heart of Jadakara town and so customers
can easily reach the dealer location.
T,l&5 C R&s)on#&n$>s P"&f&",l& S&"vic& C&n$&" As D&l&"s%i)
59
INDUS MOTORS
<. CHART
45
40
15
INDUS
POPULAR
OTHERS
In$&")"&$$ion
The study depicts that a greater part of the respondents prefer to get there vehicle
serviced from %K:E- Motors than any other dealership and auto agencies.
T,l&5 E S%o-ing $%& ,u'ing (o$iv&s
60
S1.NO DEA1ER>S NAME RESPONDENTS
F
1 INDUS MOTORS CE
CE
; POPU1AR MOTORS C@
C@
< OTHERS
1E 1E
TOTA1
1@@ 1@@
INDUS MOTORS
S1 NO5 CATE8ORY RESPONDENTS F
1 MI1EA8E <@ <@
; STY1E ;@ ;@
<
BRAND
AAARENESS
C@ C@
C
HI8H RESA1E
VA1UE
1@ 1@
TOTA1 1@@ 1@@
E. CHART
In$&")"&$$ion
%n table indicates ma5ority +B! percent, .rand *wareness induces them to buy
Maruti -u)uki cars. Mileage comes to be a buying motive to A! percent of the respondents.
6! percent of respondents buy Maruti -u)uki cars because of its style and to the remaining
1! percent the buying motive is high resale value.
T,l&5 H /"&.u&nc' Of S&"vic& R&s)on#&n$>s V&%icl&
61
INDUS MOTORS
Du"$ion No. of R&s)on#&n$s F of R&s)on#&n$s
Ev&"' < (on$%s ;E ;E
Ev&"' H (on$%s C@ C@
Ev&"' G (on$%s ;@ ;@
No fi6&# sc%&#ul& 1E 1E
To$l 1@@ 1@@
H. CHART
In$&")"&$$ion
The above table shows that ma5ority of the respondents get their car serviced once in
every si' months. The ne't set of respondents get their cars serviced every #uarterly and in
every nine months. 2nly a minor 1C L of the respondents replied that they don(t follow any
fi'ed schedule.
T,l&5 I R&s)on#&n$>s s$isfc$ion "&g"#ing )&"fo"(nc& of $%&i" v&%icl&
62
INDUS MOTORS
S$isfc$ion No of R&s)on#&n$s F of R&s)on#&n$s
Y&s I? I?
No ;; ;;
To$l 1@@ 1@@
I. CHART
In$&")"&$$ion
The table shows that most of the respondents were satisfied with the performance of their
vehicle. 2nly 66L of respondents were not satisfied with it.
T,l&5 ? R&s)on#&n$>s o)inion on (in$&nnc& cos$ of $%& v&%icl&
63
INDUS MOTORS
R$ing No. of "&s)on#&n$s F of R&s)on#&n$s
Hig% ;? ;?
R&son,l& H? H?
1o- C C
To$l 1@@ 1@@
? CHART
In$&")"&$$ion
%t is observed from the above table that DFL of the respondents said that
maintenance cost of their vehicle is reasonable, 6FL respondents said it is high and very less
respondents say that it is low.
64
INDUS MOTORS
T,l&5 G Do In#us (o$o"s off&" n' s)&cil ,&n&fi$ $ $%& $i(& of )u"c%s&
of c".
SI NO OPENION RESPONDENTS
F
1 YES ?@
?@
; NO ;@
;@
TOTA1 1@@
1@@
G. CHART
80
20
YES
NO
In$&")"&$$ion
/ighty percent of the respondents said they got special benefit at the time of purchase
of car from %ndus motors. While 6! percent didn(t get any special benefit. The customers
purchase the car from %ndus Motors because of the special benefits the reduction in car
accessory price, free gifts, financial assistance etc provided by the company to their
customers.
65
INDUS MOTORS
TAB1E5 1@ S$isfc$ion l&v&l of cus$o(&"s $o-"#s f$&" sl&s s&"vic&
The table shows whether the respondents are satisfied with the after sales service provided
by the dealer.
S1 NO5 OPENION RESPONDENTS PERCENTA8E
1 YES GE GE
; NO E E
TOTA1 1@@ 1@@
1@. CHART
In$&")"&$$ion
%n table no. to a ma5ority +C percent, of the customers were satisfied with the after
sales service and the remaining C percent respondents are not satisfied with the after sales
service provided by the dealer. This shows that the company provides e'cellent after sales
service to the customers.
T,l&5 11 /inncil ssis$nc&
66
INDUS MOTORS
11. CHART
67
SI NO OPENION RESPONDENTS F
1 YES I@ I@
; NO <@ <@
TOTA1 1@@ 1@@
INDUS MOTORS
In$&")"&$$ion
2ut of the total sample si)e, ?!L are satisfied with the finance scheme and A!L are not
satisfied. This shows that the customers were given better financial assistance and most of
the customers were satisfied with the finance facility provided to them.

T,l&5 1; S%o-ing (os$ &6c&ll&n$ #v&"$ising


1;. CHART
68
S1 NO5 CATE8ORY RESPONDENTS PERCENTA8E
1 N&-s ))&" C@ C@
; T.VJR#io <@ <@
<
/"i&n#s D
R&l$iv&s
;E ;E
C An' o$%&"s E E
TOTA1 1@@ 1@@
INDUS MOTORS
In$&")"&$$ion
2ut of the sample si)e,B!L of the respondents are heard about the news from news
paper,A!L of the respondents are heard about the news from T.J=Radio,6CL of the
respondents are heard about the news from 3riends W Relatives and rest of CL are heard
about the news from other medias.
CHAPTER.E
SUMMARY /INDIN8S4
SU88ESTIONS
69
INDUS MOTORS
AND
CONC1USION
/INDIN8S
1. %ndus Motors 8vt. $td. The authori)ed Maruti dealer has become Ko. 1 :ealer in %ndia.
With an all time record sale of 6FBB? Maruti cars in the financial year 6!!?&!F.
6. The ma5ority of the people who owns Maruthi -u)uki vehicles are business man. While
ACL of the people who owns Maruti -u)uki are Govt /mployees and last come the
professionals with 1CL.
A. C percent of the respondents consider location favorable and C percent unfavorable. The
dealer location is located in the heart of Jadakara town and so customers can easily reach
the dealer location.
B. The ma5ority B! percent brand awareness induces them to buy Maruti -u)uki cars. Mileage
comes to be a buying motive to A! percent of the respondents.6! percent of the respondents
buys Maruti -u)uki cars because of its style and to the remaining 1! percent the buying
motive is high resale value.
70
INDUS MOTORS
C. Kinety five percent of the respondents were satisfied with the after sales service and the
remaining C percent respondents are not satisfied after sales service provided by the dealer.
This shows that the company provides e'cellent after sales service to the customers.
D. 1!!L cars were delivered on time by the dealer. This shows that the company was perfect in
delivering the car to the customers.
?. /ighty percent of the respondents said they got special benefit at the time of purchase of car
from %ndus motors. While 6! percent didn(t get any special benefit. The customers purchase
the car from %ndus Motors because of the special benefits the reduction in car accessory
price, free gifts, financial assistance etc provided by the company to their customers.
F. 2ut of the total sample si)e, 6F percent of the customers found that cost of maintenance as
high, A! percent as medium and B percent as low. The low maintenance cost induces the
customer to reduce the e'penses on their car unnecessary.
. 2ut of the total sample si)e, ?! percent are satisfied with the finance scheme and A! percent
are not satisfied. This show the customers were given better financial assistance and most of
the customers were satisfied with finance facility provided to them.
1!. 2ut of the sample si)e, C percent of respondents are satisfied and C of respondents are not
satisfied.
11. 2ut of the sample si)e, B! percent of the respondents are heard about the news from news
paper, A! percent of the respondents are heard about the news from TJ=Radio, 6C percent of
the respondents are heard about the news from friends W relatives and rest of C percent are
heard about the news from other medias.
71
INDUS MOTORS
SU88ESTIONS
1. Most of the customers are highly interested with getting offers. There is no doubt if the
company provides better offers to customers.
6. There are number of players in the market. -o performance against the competitors should
be analy)ed and modified on a regular basis to plan counter moves W promotional measures.
A. The car should be properly checked before they are delivered.
B. To introduce more service centers.
C. The service personnel effectiveness should be improved as it is one of the main factor
affecting the customer relation and satisfaction.
D. The seller(s representatives must treat customers in such a manner they want to be treated.
?. * mobile customer service facility should be brought into use.
F. 3eedback information should be taking after the service is done.
72
INDUS MOTORS
CONC1USION
%ndus Motors 8vt. $td. The authori)ed Maruti dealers have become Ko. 1 :ealer
in %ndia. With an all time record sale of 6FBB? Maruti cars in the financial year 6!!?&!F.
The Ko.1 Maruti dealer in 9erala becomes Ko. 1 in %ndia. Ko other Maruti dealer in %ndia
has been able to reach such heights.
%n the *ll %ndia :ealers Conference 6!!? held at *thens, Greece, %ndus bagged 11
awards from Maruti -u)uki including @The over *ll /'cellence *ward(. *nd the *ward for
4ighest Car -ales in %ndia. %ndus has the sales record in new Maruti cars, True Jalue cars,
Maruti Genuine *ccessories, Customer -atisfaction %nde' and -ales -atisfaction %nde' that
has also contributed to %ndus -uccess. %ndus will be committed to provide #uality service to
all their customers and will maintain the Ko. 1 position. This performance linked *ward is
based on operational /'cellence, %nfrastructure W above all Customer relationship
Wcustomer -atisfaction.
73
INDUS MOTORS
BIB1IO8RAPHY
74
INDUS MOTORS
BIB1IO8RAPHY
R&f&"&nc& Boo!s
<Collaborative customer relationship management 0Taking CRM to ne't level7 by
*le'ander 4 9racklaver, :aniel ;uinn, Mills,:rik -eifert.8ublished by -pringer 8ublishers
.8age F
-chneider .. and .owen :./.+1,, Enderstading Consumer :elight and 2utrage <,
-logan Management Review, Jol.B1 ,pp.AC&BC.
ARTIC1ES
3rancine $. 4uff, >ournalist+6!!C,.7CRM .est 8ractices 3or .uilding customer $oyalty7
3rank 4uber, -ebastian 9. .auer+6!!,.74igh performance in after "sales support services
in the automotive industry7
>oe Taylor > r +6!!?,.74ow CRM helps companies market to buyers <
75
INDUS MOTORS
AEB SITES
www.marutiindia.com
www.indusmotors .com
http0==www.inderscience.com=search =inde' .phpHactionZrecord and
rec[idZ6?1?1Wprev;uer yZWpsZ1! WmZor
www.autoindia.com
http0==www.world trademage.com=*rticles=3eature
[*rticle=lea?FeDfFf?!1!JgnJCM1!!!!!fA6aFc!
76
INDUS MOTORS
ANNEXURE
KUESTIONNAIRE
1. Kame 0 \
6. *ge
A. 2ccupation of the owner
Govt. employee .usinessman
8rofessional 2thers
B. %ncome level of the customers
1C!!! 1C!!!&6!!!! *bove6C!!!!
6C!!!W above
77
INDUS MOTORS
C. :o you feel that the dealers of %ndus Motors located, convenient to youH
Ies Ko
D. Which among the following dealer do the customers prefer mostH
%ndus motors 8opular motors others
?. Why do you prefer Maruti -u)uki cars when compared with other cars H
Mileage -tyle
.rand awareness 4igh resale value
F. 4ow fre#uent the customers do the service of their vehicleH
/very A months /very D months
/very months Ko fi'ed schedule

. :o %ndus Motors offer any special benefit at the time of purchase of car H
Ies Ko
1!. *re you satisfied with the after sales service provided by the dealerH
Ies Ko
11. 2pinion of the customer regarding maintenance cost of the vehicleH
4igh Reasonable $ow
78
INDUS MOTORS
16. %s the customer really satisfied with the after sales service provide by %ndus MotorsH
Ies Ko
1A. *re you satisfied with the finance facility offered by the company H
Ies Ko
1B. Which is the most e'cellent advertisingH
Kews 8aper T.J=Radio
3riends W Relatives *ny others
1C. -uggestions]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]
]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]].
79