PROJECT REPORT

ON

CUSTOMER PERCEPTION
IN

HYUNDAI

BY
HARENDRA KUMAR YADAV

ROLL NO.-1408013178
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR THE AWARD OF THE
MASTERS DEGREE IN BUSINESS
ADMINISTRATION
(2016-2017)

SIKKIM MANIPAL UNIVERSITY-DE

DECLARATION
I, the undersigned, hereby declare that the project report entitled
CUSTOMER PERCEPTION carried out at HYUNDAI. Is my original
work written and submitted by me in partial fulfillment of Master`s Degree in
Business Administration of SIKKIM MANIPAL UNIVERSITY-DE. I also
declare that this project has not been submitted earlier in any other university or
institution.

Date:

Candidate Name
HARENDRA KUMAR YADAV

ACKNOWLEDGEMENT
I take this opportunity to extend my profound thanks and deep sense of
gratitude to the authorities of HYUNDAI. For giving me the opportunity to
undertake this project work in their esteemed organization. I profusely thank Mr.
RAJESH GOEL (Asst.Manager)
My sincere thanks to my guide Mr. Jahangeer Alam For the kind
encouragement and constant support extended in completion of this project
work. From the bottom of my heart
I am also thankful to all those who have incidentally helped me, through
their valued guidance, co-operation and unstinted support during the course of
my project.

HARENDRA KUMAR YADAV

ABSTRACT

Most prior research on bundling from a consumer perspective has focused on how
bundles are processed, particularly from a prospect theory or mental accounting perspective.
In contrast, relatively little research has examined the factors that might drive consumer
preference for bundles versus individual items. This article addresses one such factor: the
potential to reduce search and assembly costs. Through exploratory interviews and two
laboratory experiments, the authors show that preference for a bundle is greater when bundle
choice will reduce search effort than when it will not, particularly among consumers who are
less motivated to process information.
The study regarding consumer preference for cars was made in respect of selected
major car marketers. The area of consumer preference is one of the most interesting areas,
because it is concerned with understanding consumers with regard to why individuals act in
certain consumption related ways. Initially most concepts of consumer preference were
related with economic theories.
The mass communication has also changed the whole theory concept of marketing. The
marketers, who were concentrating only on urban consumers, have started to shift their target
towards rural markets too. Increasing awareness of new products has made consumer
choosier, there by consumers preference values have been changing very fast. These
characteristics are demographic, for example, sex or genders, age and socio-economic class. It
takes image characteristics of a brand and venders them in human as seen by the consumer.
Brand image is broader than brand personality because by the time we enter the personality
real, we are dealing with feelings and emotions that the consumer takes away from
communications. A well-established brand has a clear brand personality. It may remain
unstated. But it can play a strategic role in brand wars. Closely position brands may also
acquire distinct personalities as a result of exposure to the quality of the product, attraction in
packing, service at the time of sale and after sale, word-of-mouth and advertising strategies
adapted by the company. Brand is thought as being friendly, boring, funny, rude, caring stylish

etc. Consumers need to think of brands in human terms, memo ability of a brand personality
comes through consistency.

INDEX

S.No:

CONTENTS

CHAPTER-1

PAGE NO.
1-8

INTRODUCTION
Scope of the Study
Objectives of the Study
Methodology of the Study
Limitations of the Study

CHAPTER-2

9-25
REVIEW OF LITERATURE

CHAPTER-3

26-47
INDUSTRY PROFILES
COMPANY PROFILES

CHAPTER-4

48-58
DATA ANALYSIS AND INTERPRETATION

CHAPTER-5

59-65

FINDINGS
SUGGESTIONS
CONCLUSION
QUESTIONNAIRE

BIBILIOGRAPHY

CHAPTER-1
INTRODUCTION

Customer Perception

Consumers can evaluate a product along several levels. Its basic characteristics are inherent to the
generic version of the product and are defined as the fundamental advantages it can offer to a
customer. Generic products can be made distinct by adding value through extra features, such as
quality or performance enhancements. The final level of consumer perception involves augmented
properties, which offer less tangible benefits, such as customer assistance, maintenance services,
training, or appealing payment options. In terms of competition with other products and companies,
consumers greatly value these added benefits when making a purchasing decision, making it important
for manufacturers to understand the notion of a total package when marketing to their customers.
For example, when manufacturing automotive parts, a high-performing product will provide the
customer base with basic benefits, while adding spare parts, technical assistance, and skill training will
offer enhanced properties to create a total package with increased appeal to consumers.

Changing Product Strategies

In industrial product development, a marketing strategy that is flexible and adaptive to changing market circumstances
stands a greater chance of being effective in the long-term. Products and consumer perceptions are variable, so changes
in strategy may be required to better address customer needs, technological developments, new laws and regulations,
and the overall product life-cycle. By monitoring external conditions and shifting product development accordingly, a
company can better target its consumers and learn to react to their needs. The major factors that can necessitate a
change in product strategy include:

Customer Preferences: Fluctuations in the cost of materials, new application requirements, and
changing brand awareness are just a few of things that can cause consumer needs to change. Keeping
close track of customer response to a product and taking their demands into consideration are
important for maintaining market share.

 Technological Advances: A new technological development can engender a change in a product

line, causing products to need modification in order to remain competitive or rendering some products
obsolete. For example, fiber optic cables have replaced older cables in certain applications and many
businesses have switched from main frame computers to personal computers. Being aware of these
advances can help a business stay ahead of the curve.
Laws and Regulations: The implementation of new governmental regulations can cause certain
products or manufacturing methods to be restricted, limiting their consumer appeal. Conversely, new
laws can also lend an advantage to certain business and deregulation can sometimes benefit production
standards. Product development strategies must shift according to the legal landscape.
Product Life-Cycles: To preserve the rate of growth in profit and sales, many industrial companies
decide to alter, discontinue, or replace older products with newer models or more recent upgrades.
These changes are usually made periodically, allowing existing products that reach maturity or decline
to be phased out or modified, thus retaining their appeal.

Scope of the study

The scope is very limited because attitude of the people change according to the time.

The study is restricted to both Hyderabad and Ranga Reddy Dist and that to among 100
respondents.

The study is conducted for 45 days.

The study is restricted to certain area. So it could not give an accurate picture about Andhra
Pradesh of India.

NEED FOR THE STUDY

From the days of industrial revolution when goods & services were produced to the present
day, the emphasis has shifted from the producers to the consumer and his needs, and with the
consumer becoming more involved, in the marketing process there is greater need for information
regarding the consumer needs. Preferences and making them satisfied of the products & services, has
led to a constant but increasing need to conduct marketing research.
This research is an insight into the mind of the consumer, with the help of which the
organizations will become aware of their pitfalls and in turn can also make improvements in the
product regarding the level of satisfaction of the consumers towards their offerings in the market
place.
The basic need of this project is to know the CONSUMER PERCEPTION amongst the
respondents, with regard to HYUNDAI Motors services and its products.

OBJECTIVES OF THE STUDY

To know satisfaction level about Show rooms modern looking equipment and fixtures.
To know the Show room physical facilities are visually appealing or not
To know Show room convenience to move around the Show room.
To know the Show room people are knowledgeable to answer the customer questions
To know employees in the Show room are providing without delay services to the
customers.

To know the Show rooms can give personal attention to the customers or not.
To know the Show room management is immediately responding to customers
problem.

RESEARCH METHODOLOGY

One of the important tools for conducting marketing researching is the availability of necessary
and useful data. Data collection is more of an than science the methods of marketing research are
in a way the methods of data collection. The sources of information fall under two categories.

Internal sources:
Every company has to keep certain records such as accounts, records, reports, etc.,
these records provide sample information which can organizations usually keeps collecting
in its working.

External sources:
When internal records are insufficient and required information is not available, the
organizations will have to depend on external sources. The external sources of data are:
Primary data:
Primary data are data gathered for a specific purpose or for a specific research
report.
For systematically collecting the data the closed end questionnaire is used. The
questionnaire consists of questions relating to various aspects of the study for proper data
collection the questionnaire is divided into 2 sections. Both the sections are meant for the
respondent only.
Secondary data:
Secondary data are data that are collected for another purpose and already exist
somewhere. Data pertaining to company is collected from company web site company
catalogues and magazines. The company profile gives a detailed report of history various
products manufacture by its etc.

METHOD OF RESEARCH
SURVEY METHOD:

A survey is a complete operation, which requires some technical knowledge survey

methods are mostly personal in character. Surveys are best suited forgetting primary data.
The researcher obtains information from the respondents by interviewing them.

SAMPLING:
It is not always necessary to collect data from whole universe. A small representative
sample may serve the purpose. A sample means a small group should be emanative cross section
and really representative in character. This selection process is called sampling.

SAMPLE SIZE:

Samples are devices for learning about large masses by observing a few individuals. The
selected sample is 100 in that sample 58 is males and 42 are females.

METHOD OF SAMPLING

RANDOM SAMPLING METHOD

The method adopted here is random sampling method. A random sample is one where each
item in the universe has as equal chance of known opportunity of being selected.

QUESTIONNAIRE:

A Questionnaire is carefully completed logical sequence of question directed to a define

objective. It is the out line of what information is required and the framework on which the data is
built upon. Questionnaire is son commonly used in securing market information that its preparation
deserves utmost skill and care.
FORMS OF QUESTIONS

OPEN ENDED QUESTIONS:

They are descriptive in nature. Respondents are allowed to answer in their own
words. Such questions buying the actual opinion of the respondent s regarding services.

CLOSED ENDED QUESTIONS:

They are not descriptive in nature. They will be given certain choices and the
respondents have to choose choice among them. They make analysis easy but sometimes
they restrict the respondents choices.

TYPES OF CLOSED ENDED QUESTIONS:

DICHOTAMS:

a question offering two answers choice.

MULTIPLE CHOICE:

a question offering three choices.

RATING SCALE:

a scale that rates some attributes from poor to excellent.

LIMITATIONS OF THE STUDY

Time is the main limitation for the study, as project was restricted only for 45 days.
The methods used in this project are random sampling methods and results obtained may not
be accurately fully accurate and believable.
The research has been centered to only One hundred Customers of HYUNDAI
The analysis is purely based on closed ended questions and due their deliberate manipulation,
important information may be lost and even barriers of communication would cause a
limitation.
The whole project research was confined to only customers of HYUNDAI

CHAPTER-2
REVIEW OF LITERATURE

Perception
In philosophy, psychology, and cognitive science, perception is the process of attaining awareness or
understanding of sensory information. The word "perception" comes from the Latin words perceptio,
percipio, and means "receiving, collecting, action of taking possession, apprehension with the mind or
senses."
Perception is one of the oldest fields in psychology. The oldest quantitative law in psychology is the
Weber-Fechner law, which quantifies the relationship between the intensity of physical stimuli and
their perceptual effects. The study of perception gave rise to the Gestalt school of psychology, with its
emphasis on holistic approach.
What one perceives is a result of interplays between past experiences, including ones culture, and the
interpretation of the perceived.

Types
Two types of consciousness are considerable regarding perception: phenomenal (any occurrence that is
observable and physical) and psychological. The difference every sighted person can demonstrate to
him- or herself is by the simple opening and closing of his or her eyes: phenomenal consciousness is
thought, on average, to be predominately absent without senses such as sight. Through the full or rich
sensations present in senses such as sight, nothing by comparison is present while the senses are not
engaged, such as when the eyes are closed. Using this precept, it is understood that, in the vast
majority of cases, logical solutions are reached through simple human sensation. The analogy of
Plato's Cave was coined to express these ideas.
Passive perception (conceived by Ren Descartes) can be surmised as the following sequence of
events: surrounding input (senses) processing (brain) output (re-action). Although still
supported by mainstream philosophers, psychologists and neurologists, this theory is nowadays losing
momentum. The theory of active perception has emerged from extensive research of sensory illusions,
most notably the works of Richard L. Gregory. This theory, which is increasingly gaining
experimental support, can be surmised as dynamic relationship between "description" (in the brain)
senses surrounding, all of which holds true to the linear concept of experience.

Perception and reality

In the case of visual perception, some people can actually see the percept shift in their mind's eye.
Others, who are not picture thinkers, may not necessarily perceive the 'shape-shifting' as their world
changes. The 'esemplastic' nature has been shown by experiment: an ambiguous image has multiple
interpretations on the perceptual level. The question, "Is the glass half empty or half full?" serves to
demonstrate the way an object can be perceived in different ways.
Just as one object can give rise to multiple percepts, so an object may fail to give rise to any percept at
all: if the percept has no grounding in a person's experience, the person may literally not perceive it.
The processes of perception routinely alter what humans see. When people view something with a
preconceived concept about it, they tend to take those concepts and see them whether or not they are
there. This problem stems from the fact that humans are unable to understand new information,
without the inherent bias of their previous knowledge. A persons knowledge creates his or her reality
as much as the truth, because the human mind can only contemplate that to which it has been exposed.
When objects are viewed without understanding, the mind will try to reach for something that it
already recognizes, in order to process what it is viewing. That which most closely relates to the
unfamiliar from our past experiences, makes up what we see when we look at things that we dont
comprehend.
This confusing ambiguity of perception is exploited in human technologies such as camouflage, and
also in biological mimicry, for example by European Peacock butterflies, whose wings bear eye
markings that birds respond to as though they were the eyes of a dangerous predator. Perceptual
ambiguity is not restricted to vision. For example, recent touch perception research Robles-De-LaTorre & Hayward 2001 found that kinesthesia based haptic perception strongly relies on the forces
experienced during touch.

Cognitive theories of perception assume there is a poverty of stimulus. This (with reference to
perception) is the claim that sensations are, by themselves, unable to provide a unique description of
the world. Sensations require 'enriching', which is the role of the mental model. A different type of
theory is the perceptual ecology approach of James J. Gibson. Gibson rejected the assumption of a
poverty of stimulus by rejecting the notion that perception is based in sensations. Instead, he

investigated what information is actually presented to the perceptual systems. He and the
psychologists who work within this paradigm detailed how the world could be specified to a mobile,
exploring organism via the lawful projection of information about the world into energy arrays.
Specification is a 1:1 mapping of some aspect of the world into a perceptual array; given such a
mapping, no enrichment is required and perception is direct perception.
Preconceptions can influence how the world is perceived. For example, one classic psychological
experiment showed slower reaction times and less accurate answers when a deck of playing cards
reversed the color of the suit symbol for some cards (e.g. red spades and black hearts).
There is also evidence that the brain in some ways operates on a slight "delay", to allow nerve
impulses from distant parts of the body to be integrated into simultaneous signals.

Perception-in-action
An ecological understanding of perception derived from Gibson's early work is that of "perception-inaction", the notion that perception is a requisite property of animate action; that without perception
action would be unguided, and without action perception would serve no purpose. Animate actions
require both perception and motion, and perception and movement can be described as "two sides of
the same coin, the coin is action". Gibson works from the assumption that singular entities, which he

calls "invariants", already exist in the real world and that all that the perception process does is to
home in upon them. A view known as constructivism (held by such philosophers as Ernst von
Glasersfeld) regards the continual adjustment of perception and action to the external input as
precisely what constitutes the "entity", which is therefore far from being invariant.
Glasersfeld considers an "invariant" as a target to be homed in upon, and a pragmatic necessity to
allow an initial measure of understanding to be established prior to the updating that a statement aims
to achieve. The invariant does not and need not represent an actuality, and Glasersfeld describes it as
extremely unlikely that what is desired or feared by an organism will never suffer change as time goes
on. This social constructionist theory thus allows for a needful evolutionary adjustment.
A mathematical theory of perception-in-action has been devised and investigated in many forms of
controlled movement, and has been described in many different species of organism using the General
Tau Theory. According to this theory, tau information, or time-to-goal information is the fundamental
'percept' in perception.
In todays globalising economy competition is getting more and more fierce. That means it becomes
more difficult for products and services to differentiate themselves from other offerings than ever
before. Not only is the number of competitive offerings rising due to globalisation of production,
sourcing, logistics and access to information. Many products and services face new competition from
substitutes and from completely new offerings or bundles from industry outsiders. Since product
differences are closed at an increasing speed and many companies try to win the battle for customers
by price reductions, products and services tend to become commodities.
On the other hand, customer behaviour becomes more hybrid. On one hand, customers are
increasingly price sensitive searching for bargains at marketplaces like ebay or buying their
groceries at discount markets. On the other hand they enjoy branded and luxury goods. One and the
same person may plan a weekend trip with a no-frills airline and a stay at a five-star-hotel.
In the result, customers have a wider choice of often less distinguishable products and they are much
better informed. For many offerings the balance of power shifts towards the customer. Customers are
widely aware of their greater power, which raises their expectations on how companies should care for
them.
Bringing it all together, it becomes ever more difficult to differentiate a product or service by
traditional categories like price, quality, functionality etc.

In this situation the development of a strong relationship between customers and a company could
likely prove to be a significant opportunity for competitive advantage. This relationship is not longer
based on features like price and quality alone. Today it is more the perceived experience a customer
makes in his various interactions with a company (e.g. how fast, easy, efficient and reliable the process
is) that can make or break the relationship. Problems during a single transaction can damage a so far
favourable customer attitude.
The consequence for companies is that they have to adapt their ways of competing for customers.
Traditionally, companies have focused their efforts of customer relationship management on issues
like customer satisfaction and targeted marketing activities like event marketing, direct marketing or
advertising. Although doubtless necessary and beneficial, these activities are not longer enough. They
narrow the relationship between company and customer down to a particular set of contacts in which
the company invests its efforts. Most likely this will produce not more than a satisfied customer who is
well aware of the companies offerings and has a positive attitude towards them. However, a satisfied
customer is not necessarily a loyal one.[2]
If a customer is satisfied that means that a product of service has met his expectations and that he was
not dissatisfied by it. Customer satisfaction is doubtlessly very important. It is the precondition for
repeat purchases and it prevents the customer from telling others about his disappointing experiences.
A loyal customer, however, is more than a customer who frequently purchases from a company.
The difference is the emotional bond which links the customer so closely to the company that he
develops a clear preference for these products or brands and is even willing to recommend them to
others. Loyal customers truly prefer a product, brand or company over competitive offerings. Thus
loyalty goes beyond a rational decision for known quality or superior price-performance-ratio. It is
about the customers feelings and perceptions about the brand or product.

When the customer makes his buying decision, he evaluates the benefits he perceives from a particular
product and compares them with the costs. The value a customer perceives when buying and using a
product or service go beyond usability. There is a set of emotional values as well, such as social status,
exclusivity, friendliness and responsiveness or the degree to which personal expectations and
preferences are met. Similarly, the costs perceived by the customer, normally comprise more than the
actual price. They also include costs of usage, the lost opportunity to use an other offering, potential
switching costs etc. Hence, the customer establishes an equation between perceived benefits and
perceived costs of one product and compares this to similar equations of other products.
Based on this, customer loyalty can be understood as to how customers feel about a product, service or
brand and whether their perceived total investments with a it live up to their expectations.
The important point here is the involvement of feelings, emotions and perceptions. In todays
competitive marketplace, these perceptions are becoming much more important for gaining sustainable
competitive advantage.
Customer perceptions are influenced by a variety of factors. Besides the actual outcome i.e. did the
product or service deliver the expected function and did it fulfil the customers need the whole

process of consumption and all interactions involved are of crucial importance. In todays globalised
information driven economy this can also comprise issues like

How other customers or influencing groups perceive the product or brand

The degree to which the customer feels the actual marketing campaign addresses the most

important issues

Responsiveness and service quality of any affiliates, e.g. distribution partners

Customer perceptions are dynamic. First of all, with the developing relationship between customer and
company, his perceptions of the company and its products or services will change.
The more experience the customer accumulates, the more his perceptions will shift from fact-based
judgements to a more general meaning the whole relationship gains for him. Over time, he puts a
stronger focus on the consequence of the product or service consumption.
Moreover, if the customers circumstances change, their needs and preferences often change too. In the
external environment, the offerings of competitors, with which a customer compares a product or
service will change, thus altering his perception of the best offer around. Another point is that the
public opinion towards certain issues can change. This effect can reach from fashion trends to the
public expectation of good corporate citizenship. Shells intention to dump its Brent Spar platform into
the ocean significantly altered many customers perception of which company was worth buying fuel
from.
Research has been don on the impact of market share on the perceived quality of a product.[3]
Depending on the nature of the product and the customers preferences, increasing market share can
have positive or negative effects on how the customer perceives the product.
Positive effects of increasing market share on customer perception

Increasing market share can send out positive signals by acting as an indicator of superior
quality that is recognised by more and more other customers. This effect is particularly strong for
premium priced products. Customers normally assume that a product must be of exceptional quality if
it can gain such an unexpected market success despite its high price.

Many brands offer positive emotional benefits of using a product that is popular in the markets.

The value of a product or service can rise through increasing number of users of the same

product, e.g. number of members of an online community, better availability of software for popular
computer systems.
Negative effects of increasing market share on customer perception

For premium and luxury products, customers may translate an increasing market share into a
loss of exclusivity and thus perceive it as less valuable.

The quality of services may suffer if they are consumed by increasing numbers of users.

Diseconomies of scales and congestions can be observed with busy airports and many other services
so that customers may look out for other providers that promise more timely service and convenience.

The concept of customer perception does not only relate to individual customers in consumer markets.
It is also valid in business to business situations. For example, a competitor benchmarking survey of a
large industrial supplier revealed that the market leader, although recognised for excellent quality and
service and known to be highly innovative, was perceived as arrogant in some regions. If we take into
consideration that there are about four other large players with a similar level of quality and innovative
ideas, this perceived arrogance could develop into a serious problem. Customers here are well aware
the main characteristics of all the offerings available at the market are largely comparable. So they
might use the development of a new product generation of their own to switch to a supplier that can
serve them not better or worse, but with more responsiveness and understanding.
Companies have done a lot to improve customer satisfaction and customer relationships in the past. As
discussed above, this will not be enough anymore.
Any serious effort to manage customer perceptions starts with a good measurement system.
Companies must be truly willing to look at the whole process of interaction through the customers
eyes. For many companies, this requires a more or less extensive shift in mindset, since most
departments from development to sales will be involved.
The backbone of any customer perception management and measurement system, however, is
thorough market research and surveys. There are several aspects of measuring customer perceptions.

First of all the company has to find out how itself and its offerings are perceived by the

customers. It is essential to identify what the customer is actually buying and which features are most
important to him. Only this way it is possible to align the internal focus and resources to the customers

expectation. This information is of greater value if it can be compared to the customers perception of
competitive offerings. Not only will this reveal relative strengths and weaknesses, it is also a valuable
source of ideas for improvement.

Besides that, surveys should also identify the relative importance of several influencing

variables in the eyes of the customer. To know what matters most to the customer helps to set priorities
for projects.

Of course, as with any market research activities, it should be based on a careful customer

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

Zeithaml suggest to incorporate several behavioural-intentions questions to identify signals that

are potentially favourable or unfavourable for the company. Questions for behaviour intentions are
potentially of higher validity and richer diagnostic value than the overall service quality or
customer satisfaction variables. Since these questions are directed at potential future actions they
can not only indicate of changes in demand and market trends. They also provide early warning signs
and help to take to take timely corrective action.
Only if a company knows which features of its products and services or which other points of contact
with the customer are considered most important by the customers, it can develop appropriate
strategies. Such a strategy will not only help the company to strengthen the emotional bond with the
customer through targeted improvements and activities. It may also have the positive side effect that
the customers whole experience leads him to the conclusion that this company really understands his
distinctive needs and really takes him seriously. Hence, the customers perception of the whole
company may improve beyond a positive attitude towards a particular product.
Based on thorough research, companies can develop strategies and initiate targeted activities to
manage and improve customer perceptions. This article finishes with some examples of how this can
be done. It has to be taken into consideration, however, that there is no one right strategy. Since these
measures shall provide a distinctive competitive advantage, they should be based on the particular
competencies and resources of a company and they should aim at setting the company apart from the
other market participants.

The service experience is closely linked to his perception of the total company and its offerings

be it products or service. A common idea of many authors is that it is not always necessary to deliver
the absolutely perfect customer experience. Instead it is important to solve the customers need or
problem in a matter that is perceived appropriate. For many retail products, for example, it will be
sufficient in most cases to offer an appropriate group of substitute products, but not all particular
products. In service situations, customers will - depending on the actual nature of the service - not
expect an immediate service delivery. They will however expect a delivery within a time frame that is
either market standard or meets the service promise of the actual service provider. As long as the
company keeps this promise, the customer will perceive this as satisfying. Byrnes even suggests that
you earn more customer loyalty when you do a good job fixing a service problem, than if there had
been no problem at all. The point is to meet or excel the customers expectations, not to achieve some
ideal level of product or service delivery.

Companies should try to make sure that their customers are fully aware of all the ways their

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

A commonplace strategy to circumvent the loss of exclusivity associated with high market share

is to leverage the brand by introducing new related brands. This is very efficient with fragrances or
fashion brands.

In situations in which customers perceive high market shares lead as a sign of quality, it is

advisable to advertise a favourable high share, e.g. Americas most popular SUV, Three out of five
people already use .

It is advisable to contact customers who indicate low results for loyalty or perception of the

company in the surveys. Direct contact allows to identify the roots of the problem and if possible
to solve the issue. Besides solving some customer-specific problems and thus improving the
perception of some individuals, such follow-ups may reveal some causes for problems that are

common to wider parts of the customer base. These are the starting points for some improvements
with potentially significant effects.

Perception is the process by which organisms interpret and organize sensation to produce a
meaningful experience of the world. Sensation usually refers to the immediate, relatively
unprocessed result of stimulation of sensory receptors in the eyes, ears, nose, tongue, or skin.
Perception, on the other hand, better describes one's ultimate experience of the world and
typically involves further processing of sensory input. In practice, sensation and perception
are virtually impossible to separate, because they are part of one continuous process.
Thus, perception in humans describes the process whereby sensory stimulation is
translated into organized experience. That experience, or percept, is the joint product of the
stimulation and of the process itself. Relations found between various types of stimulation
(e.g., light waves and sound waves) and their associated percepts suggest inferences that can
be made about the properties of the perceptual process; theories of perceiving then can be
developed on the basis of these inferences. Because the perceptual process is not itself public
or directly observable (except to the perceiver himself, whose percepts are given directly in
experience), the validity of perceptual theories can be checked only indirectly.
Historically, systematic thought about perceiving was the province of philosophy.
Philosophical interest in perception stems largely from questions about the sources and
validity of what is called human knowledge (epistemology). Epistemologists ask whether a
real, physical world exists independently of human experience and, if so, how its properties
can be learned and how the truth or accuracy of that experience can be determined. They also
ask whether there are innate ideas or whether all experience originates through contact with
the physical world, mediated by the sense organs.
As a scientific enterprise, however, the investigation of perception has especially
developed as part of the larger discipline of psychology. For the most part, psychology
bypasses the questions about perceiving raised by philosophy in favour of problems that can
be handled by its special methods. The remnants of such philosophical questions, however, do
remain; researchers are still concerned, for example, with the relative contributions of innate
and learned factors to the perceptual process.

Such fundamental philosophical assertions as the existence of a physical world, however, are
taken for granted among most scientific students of perceiving. Typically, researchers in
perception simply accept the apparent physical world particularly as it is described in those
branches of physics concerned with electromagnetic energy, optics, and mechanics. The
problems they consider relate to the process whereby percepts are formed from the interaction
of physical energy (for example, light) with the perceiving organism. Of further interest is the
degree of correspondence between percepts and the physical objects to which they ordinarily
relate. How accurately, for example, does the visually perceived size of an object match its
physical size as measured.
Consumer behavior is the study of when, why, how, and where people do or do not buy a
product. It blends elements from psychology, sociology, social anthropology and economics.
It attempts to understand the buyer decision making process, both individually and in groups.
It studies characteristics of individual consumers such as demographics and behavioural
variables in an attempt to understand people's wants. It also tries to assess influences on the
consumer from groups such as family, friends, reference groups, and society in general.
Customer behaviour study is based on consumer buying behaviour, with the customer playing
the three distinct roles of user, payer and buyer. Relationship marketing is an influential asset
for customer behaviour analysis as it has a keen interest in the re-discovery of the true
meaning of marketing through the re-affirmation of the importance of the customer or buyer.
A greater importance is also placed on consumer retention, customer relationship
management, personalisation, customisation and one-to-one marketing. Social functions can
be categorized into social choice and welfare functions.
Each method for vote counting is assumed as social function but if Arrows possibility
theorem is used for a social function, social welfare function is achieved. Some specifications
of the social functions are decisiveness, neutrality, anonymity, monotonicity, unanimity,
homogeneity and weak and strong Pareto optimality. No social choice function meets these
requirements in an ordinal scale simultaneously. The most important characteristic of a social
function is identification of the interactive effect of alternatives and creating a logical relation
with the ranks. Marketing provides services in order to satisfy customers. With that in mind,

the productive system is considered from its beginning at the production level, to the end of
the cycle, the consumer
The black box model shows the interaction of stimuli, consumer characteristics, decision process and
consumer responses. It can be distinguished between interpersonal stimuli (between people) or
intrapersonal stimuli (within people). The black box model is related to the black box theory of
behaviourism, where the focus is not set on the processes inside a consumer, but the relation between
the stimuli and the response of the consumer. The marketing stimuli are planned and processed by the
companies, whereas the environmental stimulus are given by social factors, based on the economical,
political and cultural circumstances of a society. The buyers black box contains the buyer
characteristics and the decision process, which determines the buyers response.
The black box model considers the buyers response as a result of a conscious, rational decision
process, in which it is assumed that the buyer has recognized the problem. However, in reality many
decisions are not made in awareness of a determined problem by the consumer.

Information search
Once the consumer has recognised a problem, they search for information on products and services
that can solve that problem. Belch and Belch (2007) explain that consumers undertake both an internal
(memory) and an external search.
Sources of information include:

Personal sources .

Commercial sources

Public sources

Personal experience

The relevant internal psychological process that is associated with information search is perception.
Perception is defined as "the process by which an individual receives, selects, organises, and interprets
information to create a meaningful picture of the world".
The selective perception process

Stage Description

Selective exposure consumers select which promotional messages they will expose themselves
to.

Selective attention consumers select which promotional messages they will pay attention to.

Selective comprehension consumer interpret messages in line with their beliefs, attitudes,
motives and experiences.

Selective retention consumers remember messages that are more meaningful or important to
them.

The implications of this process help develop an effective promotional strategy, and select which
sources of information are more effective for the brand.

Information evaluation
At this time the consumer compares the brands and products that are in their evoked set. How can the
marketing organization increase the likelihood that their brand is part of the consumer's evoked
(consideration) set? Consumers evaluate alternatives in terms of the functional and psychological
benefits that they offer. The marketing organization needs to understand what benefits consumers are
seeking and therefore which attributes are most important in terms of making a decision.

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

Postpurchase evaluation
The EKB model was further developed by Rice (1993) which suggested there should be a feedback
loop, Foxall (2005) further suggests the importance of the post purchase evaluation and that the post
purchase evaluation is key due to its influences on future purchase patterns.

Internal influences
Consumer behaviour is influenced by: demographics, psychographics (lifestyle), personality,
motivation, knowledge, attitudes, beliefs, and feelings. Consumer behaviour concern with consumer
need consumer actions in the direction of satisfying needs leads to his behaviour of every individuals
depend on thinking

External influences
Consumer behaviour is influenced by: culture, sub-culture, locality, royalty, ethnicity, family, social
class, past experience reference groups, lifestyle, market mix factors.

CHAPTER-3
INDUSTRY PROFILE
&
COMPANY PROFILE

Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual production of over
2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of automobiles,
behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated
sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian
automobile manufacturers such as TOYOTA Motors, Maruti Suzuki and Mahindra and Mahindra,
expanded their domestic and international operations. India's robust economic growth led to the further
expansion of its domestic automobile market which attracted significant India-specific investment by
multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India
exceeded 100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the
Government of India and the private sector launched efforts to create an automotive component
manufacturing industry to supply to the automobile industry. However, the growth was relatively slow
in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private
sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by
tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers
entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number of
foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles
and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its
joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual
weakening of the license raj, a number of Indian and multi-national car companies launched
operations. Since then, automotive component and automobile manufacturing growth has accelerated
to meet domestic and export demands.
The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal
combustion engine (or, less often by an electric engine). The automobile was the reply to the 19 th
century reams of self-propelling the horse-drawn bikeriage. Similarly, the invention of the motorcycle
created the self propelling bicycle. The first commercial design was three-wheeler built by Edward

Butler in Great Britain in 1884. This employed a horizontal single-cylinder gasoline engine mounted
between two steer able front wheels and connected by a drive chain to the rear wheel. The 1900s saw
the conversion of many bicycles or pedal cycles by adding small, centrally mounted spark ignition
engine engines. There was then felt the need for reliable constructions. This led to road trial tests and
competition between manufacturers. Tourist Trophy (TT) races were held on the Isle of main in 1907
as reliability or endurance races. Such were the proving ground for many new ideas from early twostroke-cycle designs to supercharged multivalent engines mounted on aerodynamic, bikebon fiber
reinforced bodywork.

The invention of two wheelers is a much-debated issue. Who invented the first motorcycle?
May seem like a simple question, safety, bicycle, i.e., bicycle with front and rear wheels of the
same size, with a pedal crank mechanism to drive the rear wheel. Those bicycles in turn described
from high-wheel bicycles. The high wheelers descended from an early type of pushbike, without
pedals, propelled by the riders feet pushing against the ground. These appeared around 1800, used
iron banded wagon wheels, and were called bone-crushers, both for their jarring ride, and their
tendency to toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in
1885, one wheel in the front and one in the back, although it had a smaller spring-loaded outrigger
wheel on each side. It was constructed mostly of wood, the wheels were of the iron-banded woodenspooked wagon-type and it definitely had a bone-crusher chassis!
FURTHER DEVELOPMENTS:
Most of the developments during the early phase concentrated on three and four-wheeled design
since it was complex enough to get the machines running with out having to worry about them falling
over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller, patented in Munich
in 1894. In 1895, the French firm of DeDion-button built and engine that was to make the mass
production and common use of motorcycle possible. The first motorcycle with electric start and a
fully modem electrical system; the Hence special from the Indian Motorcycle Company astounded the
industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in the world
producing over 20000 bikes per year.

INCREASING POPULARITY:
The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle
company introduced the model H racer, and placed it on sale. During World War 1, all branches of the
armed forces in Europe used motorcycles principally for dispatching. After the war, it enjoyed a sport
vogue until the Great Depression began in motorcycles lasted into the late 20 th century; weight the
vehicle being used for high-speed touring and sport competitions. The more sophisticated of a 125cc
model. Since then, an increasing number of powerful bikes have blazed the roads.

HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the World. It stands
next only to Japan and China in terms of the number of V produced and domestic sales respectively.
This destination was achieved due to variety of reason like restrictive policy followed by the
government of India towards the passenger bike industry, rising demand for personal transport,
inefficiency in the public transportation system etc. The Indian two-wheelers industry made a small
beginning in the early 50s when Automobile products of India (API) started manufacturing scooters in
the country. Until 1958, API and Enfield were the sole producers.

The two wheelers market was opened were opened to foreign competition in the mid-80s.
And the then market leaders-Escorts and Enfield were caught unaware by the onslaught of the 100cc
bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency low power
bikes, demand swelled, resulting in Hero Honda then the only producer of four stroke bikes (100cc
category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero
Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two
players initially started with assembly of CKD Kits, and later on progressed to indigenous
manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new
entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The
industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a decline of
15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda,
all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal
decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs and
reduced purchasing power due to significant like increased production in 1992, due to new entrants
coupled with recession in the industry resulted in companies either reporting losses or a fall in profits.
The two-wheelers market has had a perceptible shift from a buyers market to a sellers market
with a variety of choice, players will have compete on various fronts viz. pricing, technology product
design, productivity after sale service, marketing and distribution. In the short term, market shares of
individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and
competitive pressures from other manufacturers.
As incomes grow and people grow and people feel the need to own a private means of transport,
sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than 25%
by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in the coming
years. Motorcycle sale is expected to increase by 20% yoy as compared to 1% growth in the scooter
market and 3% by moped sales respectively for the next two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the coming future.
The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road
infrastructure and low per capita income, restrictive policy on bike industry. This is due to oligopoly
between top five players in the segment, compared to thirsty manufacturers in the bike industry.

Exports
India has emerged as one of the world's largest manufacturers of small cars. According to New York
Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient
cars has resulted in the expansion of manufacturing facilities of several automobile companies like
Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export
250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its
plans to export about 50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity
of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for
export. The company said that the plant was a part of its plan to make India the hub for its global
production business. Fiat Motors also announced that it would source more than US$1 billion worth
auto components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter of cars.

Indian automobile companies

Notable Indian automobile manufacturers

Ashok Leyland

Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.

Force Motors

Hindustan Motors: Ambassador.

Mahindra: Major, Xylo, Scorpio.

Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4, Omni,
Versa, Gypsy

Premier: Sigma, Roadster, RiO.

San Motors: Storm

TOYOTA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

Ajanta Group

Mahindra

Hero Electric REVA

Tara International

TOYOTA Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

Audi: A4, A6.

BMW: 3 Series, 5 Series.

Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

Fiat: Palio, Grande Punto, Linea.

Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

Honda: Jazz, City, Civic, Accord.

Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

Mercedes-Benz: C-Class, E-Class

Mitsubishi: Lancer, Lancer Cedia.

Nissan: Micra

Renault: Logan

koda: Fabia, Octavia, Laura.

Toyota: Corolla, Innova, Fortuner

Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units)

Audi: A8, TT, R8, Q5, Q7.

Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur, Mulsanne.

BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.

Chevrolet: Captiva

Fiat: Nuova 500.

Honda: Civic Hybrid, CR-V.

Hyundai: Santa Fe.

Jaguar: XF, XJ, XK.

Lamborghini: Gallardo, Murcilago.

Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.

Maybach: 57 and 62.

Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class, Viano.

Mitsubishi: Pajero, Montero, Outlander.

Nissan: Teana, X-Trail, 307Z.

Porsche: 911, Boxter, Panamera, Cayman, Cayenne.

Rolls Royce: Ghost, Phantom, Phantom Coup, Phantom Drophead Coup.

koda: Superb.

Suzuki: Grand Vitara.

Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.

COMPANY PROFILE

HISTORY:
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale of its
entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars and also
deals in spare parts of Hyundai cars.
Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of
Hyundais first car in India- the evergreen SANTRO. The entire business is managed under the able
leadership and guidance of the managing Director Shri K.Rama Mohana Rao.
Soon after the Himayathnagar showroom, came up the state-of-art service facilities at
Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped to cater to the needs
of valued customers. The management left no stone unturned to review, research and implement the
latest of technologies and methodologies to improve on the sales, service on the customer satisfaction.
Continuous up gradation of the facilities at the sales and service outlets and adding to the service
agenda each time, add been sales graph go high by the yea

AWARDS:
The awards received for Best in sales in south region, Best in finance , Top performer in
2005 and their technicians being awarded with a Gold Medal for standing No.1 in the world at World
skill Olympics held at Korea-stand testimony to the recognition that received at the global level.
According to the popular belief, a customer walking into LAKSHMI HYUNDAI is treated like an
asset. His/her needs are assessed in the first stage and the customer is educated subsequently about the
product line, service range, allied services, etc., ample information and time is given to the prospective
buyer to make up his/her mind on which car to buy.
Totally focused customer centric approach, unparalleled service motto, top-end facilities, bouquet
of allied services, solid after sales backup, quality assurance, unconditional warranty promise and
desire to excel through service are some of the threads which blend in effectively to give birth to the
fabric called LAKSHMI HYUNDAI LAKSHMI HYUNDAIs success is just beginning and more to
expect spectacular chapters in the preamble Winning Edges.

LAKSHMI HYUNDAI MAN POWER:

Department

Own

Contract

Total

Sales

57

57

Service

126

49

175

Spaces

15

15

Finance &

98

98

296

49

345

HR/Administration
Total

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal methods namely
are employee referrals, promotions, inter company transfers.

Promotions
Posts falling vacant due to be filled will be notified within the division/office, giving educational
qualifications and experience laid down for the post and the extent to which these will be relaxed for
promotion and inviting applications from eligible employees in lower group, who have rendered the
requisite qualifying service and who have requisite higher post.

Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If
employment exchanges are unable to sponsor the suitable candidates with in the prescribed time
limits, the vacancies may be advertised in the press on a local/regional advertisement the vacancies
may be advertised on India Basis. A minimum of two weeks notice is to given to the Local
Employment Exchange for sponsoring suitable candidates.
Paper advertisements:
Of the external methods this method is mostly adopted by the organization. This method of
recruitment involves advertising the requirements of personnel in two of the leading newspapers one
being in English language and other being in regional language. For recruitments in Hyderabad,
Eenadu and Deccan Chronicle are the two leading newspapers that the requirement of personnel is
advertised.
SELECTION PROCESS AT LAKSHMI HYUNDAI:
After the recruitment process next step is the selection process in employing a suitable candidate into
the organization. At Hindustan Aeronautics Limited the selection process mainly includes
test/interviews. If a candidate passes through the different rounds of interviews/test then he is
employed into the organization. The Personnel Department of each division or the corporate office

will screen the applications received and categorize them to those that satisfy prescribed minimum
educational qualification and experience and those do not .
Personal Manager Interview:
This is the first round of interview for the candidate. The Personal manager checks the knowledge of
the candidate in the applied field along with his positive attitude, communication skills and so on. On
personal dissatisfaction the manager can call the candidate for another round of interview. He prepares
an evaluation report on the candidates' performance in the interview.

Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors Interview. There are 4
directors who take the seat of interviewer. Questions about family background, health details,
academic performance and activities, likes and dislikes, attitudes and capabilities etc. are all
questioned. The interview conducted by the Board directors can take any shape from stress interview
to formal or informal interview depending on the kind of department they are being recruited for. All
the directors prepare an evaluation report individually on the candidates performance in relation to
personality, intelligence, attitudes, skills and knowledge and so on. .
Verification of Date of Birth, Character and Antecedents
The secondary school certificate is the accepted document required for verification of date of birth.
However, if this document is not available, the candidate should produce a RESUME. In that he/she
mention all study details of them.
APPOINTMENT OF SELECTED CANIDIDATES
Candidates who are selected for appointment to post will be issued with a letter proposing to offer
the post or offering the post. If they accept appointment offer they are to be reply in the form.

SALES TEAM PERFORMANCE BONUS POINTS

Universal Factors

Sub-Factors

No. of Points

Job Knowledge &

Product Information

100

Communication Skills

75

GDMS Up gradation

100

Accessories Selling Skills

25

Finance Dealing Skills

50

Presentation Skills

50

Confidence Level

50

Voice & Body Culture

100

Appearance

50

Selling Skills

50

Time Management

50

Obeying Orders

100

Alertness

75

Company Dress

50

Attendance Record

75

Total points

Judgment

Sales Personality

Code Of Conduct

350

300

350

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company
(HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer
in India. HMIL presently markets 6 models of passenger cars across segments. The A2 segment
includes the Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5
segment includes the Sonata Transform and the SUV segment includes the Santa Fe.

HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most advanced
production, quality and testing capabilities in the country. To cater to rising demand, HMIL
commissioned its second plant in February 2008, which produces an additional 300,000 units per
annum, raising HMILs total production capacity to 600,000 units per annum.
In continuation with its commitment to providing Indian customers with cutting-edge global
technology, HMIL has set up a modern multi-million dollar research and development facility in the
cyber city of Hyderabad. It aims to become a centre of excellence for automobile engineering and
ensure quick turnaround time to changing consumer needs.
As HMCs global export hub for compact cars, HMIL is the first automotive company in India to
achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more than 110
countries across EU, Africa, Middle East, Latin America, Asia and Australia. It has been the number
one exporter of passenger car of the country for the sixth year in a row.
To support its growth and expansion plans, HMIL currently has a 315 strong dealer network and 640
strong service points across India, which will see further expansion in 2010.
Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in the finance
department and ever since he has been involved with costing, auditing and the financial operations of
the company.
He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer and since then he has
played a pivotal role in HMIL as he was involved in all aspects of the company in his capacity as a
CFO.
Mr. Park has a vast experience and understanding of Hyundai Motor India Ltd and the Indian culture
and has successfully led his team for the last seven years. Mr. Park holds a degree in Business
Administration from the University of Dankook in Seoul, South Korea.
Prior to his becoming the Managing Director of HMIL he held the position of CFO and Senior
Executive Director. Mr Park lives in Chennai with his wife. He has two children, a son and a daughter.
The son is studying at University of Texas, Austin and the daughter is studying at SUNY Buffalo. Mr
Park was born in South Korea on January 29, 1958.

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor Company,
South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with one of the most
advanced research and development facilities which focuses on state of the art product and design
engineering and rigorous quality enhancement. The new R&D Centre at Hyderabad in India is
Hyundai Motor Companys fourth overseas R&D centre.
Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre, is
aimed at further accelerating local content development and enable Hyundai to respond even more
quickly to changing customer needs across the world. The R&D Centre will further facilitate the
development of India as Hyundais global hub for manufacturing and engineering of small cars. The
new R&D Centre in Hyderabad will support all back-end operations like computer aided engineering
(CAE), computer aided design (CAD) and help the R & D work taking place across Hyundais car
line-up. The R&D Centre will help in developing vehicles which includes their styling, design
engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars
manufactured in India inorder to satisfy the specific needs of the Indian customers.
Hyundai Motor Companys other overseas R&D centres are located in the United States, Germany,
Japan & Korea.
Management Philosophy With the spirit of creative challenge, we will strive to create a more
affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with shareholders,
customers, employees and other stakeholders in the automobile industry.
The spirit of creative challenge has been a driving force in leading HMC to where it is today.
It is the permanent key factor for HMC to actively respond to change in the management system and
seek creative and selfinnovative system. With the spirit of creative challenge, we create profits, the
primary objective of a private enterprise. Furthermore, we take responsibility for the environment and
society we belong to, and offer sustainable mobility in order to implement our corporate philosophy
and provide benefits to all stakeholders including shareholders, customers, executives, employees,
suppliers, and communities.

Vision We announced "Innovation for Customers" as our midto

longterm vision with five core strategies: global orientation, respect for human values, customer
satisfaction, technology innovation, and cultural creation. We desire to create an automobile culture of
putting customer first via developing humancentered and environmentfriendly technological
innovation.

Management Policy Based on a respect for human dignity, we make efforts to meet the expectations
of all stakeholders including customers and business partners by building a constructive relationship
amongst management, labor, executives and employees. Also, we focus on communicating our

corporate values both internally and externally, and gaining confidence from all stakeholders.

Mid-and Long-term Strategies We developed five midand longterm strategies: global management,
higher brand values, business innovation, environmental management, and strengthening product

competitiveness. Especially, we selected environmental management as one of our strategies to meet

the needs of our stakeholders and the society we belong to. We also intend to promote sustainability
development and preservation of the environment.

MOST LIKED SMALL CAR IS SANTROXING

New Arrivals

EON

Santro Xing

i10

i20

Accent

Fluidic Verna

The All New Sonata

CHAPTER-4
DATA ANALYSIS
&
INTERPRETATION

DATA ANALYSIS
1.

This Show room has modern looking equipment and fixtures?.

TABLE 1

Gender

Strongly
disagree

MALE

Some
what
agree

Strongly agree

12

0.12

22

0.22

12

0.12

14

0.14

18

0.18

0.04

Somewhat
disagree

Neutral

0.04

0.08

EMALE

0.04

0.02

TOTAL

10

26

40

Table 1: reveals customers opinion on modern looking equipment and fixtures.

16

Interpretation

From the above data it was found that, 4 male and 4 female are strongly
disagreed with modern looking neutral in their opinion respondents are some what
agree.12 male and 4 female are strongly agree with the modern furniture and
equipment., 22male and 18 female equipment and fixtures,8 male and 2 female are
some what disagree, 12 male and 14 female respondents .

2. The Physical facilities at this Show room are visually appealing?

TABLE 2.

Gender

Strongly %

Somewhat %

Neutral %

somewha %

Strongly %

disagree
MALE

FEMALE 0
TOTAL

disagree

t agree

agree

0.04 10

0.10 10

0.10 17

0.17

0.08

0.02 14

0.14 23

0.23

12

0.12

24

40

2
12

20

Table 2: reveals customers opinion on visibility of physical facilities.

Interpretation

From the table it is evident that 40of the respondents are of the opinion
that they are some what satisfied with visibility, and 20 of the sample
respondents said they strongly agree. However, 24 of the sample collected are
neutral with the appealing of physical facilities. 12 of the sample respondents
said they some what disagree and only 4 of the sample respondents said they
strongly disagree with visibility. From the above analysis we can say that

majority of the sample respondents are agreed with the visual appeal of physical
facilities

3. The Show room layout at this Show room makes it easy for customers to
move around Show room?

TABLE 3.

Gender

Strongly
disagree

Somewhat
disagree
%

MALE

0.04 2

0.02 16

0.16 19

0.19 12

0.12

FEMAL

10

0.10 16

0.16 11

0.11 10

0.10

TOTAL

12

32

30

22

Neutral

somewha
t agree
%

Strongly
agree
%

Table 3: reveals customers opinion on visibility of layout of this Show room easy to the customers to
move around the Show room.

Interpretation
From the table it is evident that 32 of the respondents are of the
opinion that they are neutral to move around the Show room, and 22 of the
sample respondents said they strongly agree. However, 30 of the sample
collected are some what agreed. However only 12 of the people some what
disagree and 4 of the respondents strongly disagree. From the above analysis we
can say that majority of the people feels that this Show room makes easy for
customers to move around the Show room.

4. Employees in this Show room have knowledge to answer customer question?

TABLE 4

Gender

Strongly
disagree %

Somewhat
disagree
%

MALE

0.08 9

0.09 22

0.22

16

0.16

0.02 4

0.04 9

0.09 16

0.16

14

0.14

FEMALE 2
TOTAL

12

Neutral %

18

somewha
t agree
%

38

Strongly
agree
%

30

Table 4: reveals customers opinion on Employees have knowledge to answer customers question.

Interpretation

From the table it is evident that 38 of the respondents opinion that they are
some what satisfied with knowledge of employees, and 30 of the sample
respondents said they strongly agree. However, only 18 of the sample respondents
are Neutral with the knowledge of employees. However12 of the sample
respondents said they somewhat disagree and 2 of the respondents strongly
disagree. From the above analysis we can say that majority of the sample
respondents are in agreed with the Employees have knowledge to answer customers
question.

5. The behavior of employees in this Show room instills confidence in

customers?

TABLE 5

Gender

Strongly
disagree %

Somewhat
disagree
%

MALE

Neutral %

0.04 18

Somewha
t agree
%

0.18 30

0.30

Strongly
agree
%
6

0.06

FEMALE 2
TOTAL

0.02 6

10

0.06 14

0.14 10

32

40

0.10

10
16

Table5: reveals customers opinions on the behavior of employees instill

confidence in customers.

Interpretation

From the table it is evident that 40 of the respondents are of the opinion
that they are some what satisfied with employees behavior, and 32 of the
sample respondents said they strongly agree. However, only 16of the sample
collected is strongly agreeing with the behavior of employees, and 10 of the
people are some what agree and 2 of the people are strongly disagreeing. From
the above analysis we can say that majority of the sample respondents are in
agreed with the behavior of the employees in this Show room instill confidence
in customers.

0.10

6. Employees in this Show room give prompt service to customers?.

TABLE 6

Strongl
Gende y
r
disagree %

Some
what
disagre
ed

Male

12

Femal
e

0.0
2
4

TOTA
L
2

16

Somewha
t agree

Strogl
y
agree

12

12

20

0.20

10

0.10

12

0.12

16

0.16

12

0.12

Neutr
al

12
0.0
4

24

36

22

Table6: reveals customers opinions on the behavior of employees give prompt service
to customers.

Interpretation

From the table it is evident that 36 of the respondents are of the opinion
that they are some what satisfied with employees give prompt service, and 22 of
the sample respondents said they strongly agree. However, only 24 of the
sample collected are Neutral with the behavior of employees. And 16 of the
people are some what agree and 2 of the people are strongly disagreed. From the
above analysis we can say that majority of the sample respondents are in
agreement with the employees in the Show room give prompt service to
customers.

7. This Show room gives customers individual attention?.

TABLE 7

Gender

Strongly
disagree

Somewhat
disagree

MALE

Neutral

0.04

0.08

FEMALE

0.02

16

0.16

TOTAL

24

somewhat
agree
%

Strongly
agree

20

0.20

10

0.10

12

0.12

12

0.12

12

0.12

0.04

32

22

16

Table7: reveals customers opinions on the Show room give customers

individual attention.

Interpretation

From the table it is evident that 32 of the respondents are of the opinion
that they are neutral with Show room gives customers individual attention, and
22 of the sample respondents said they somewhat agreed. However, only 16of
the sample collected is strongly agreed and 24 of the people are some what

disagree and 2 of the people are strongly disagreed. From the above analysis we
can say that majority of the sample respondents are said this Show room gives
customers individual attention.

8. When a customer has a problem, this Show room shows a sincere interest in
solving it ?.

TABLE 8

Gender

Strongly
disagree

Somewhat
disagree

Neutral

somewhat
agree

Strongly
agree

MALE

0.08

11

0.11

22

0.22

12

0.12

FEMALE

0.04

0.06

15

0.15

20

0.20

0.02

TOTAL

12

26

42

Table8: reveals customers opinions on the customers problem.

14

Interpretation

From the table it is evident that 42 of the respondents are of the

opinion that they are some what agree with Show room gives sincere interest in
customers problem, and 26 of the sample respondents said they neutral.
However, only 14of the sample collected is strongly agreed and 6 of the people
are some what disagree and 12 of the people are strongly disagreed. From the
above analysis we can say that majority of the sample respondents are agree
with this Show room shows a sincere interest in solving customers problem.

9. This Show room provides plenty of convenient parking to all their

customers?

TABLE 9

Gender

Strongly
disagree %

MALE

FEMALE 10
TOTAL

16

Somewhat
disagree
%

Neutral %

somewha
t agree
%

Strongly
agree
%

0.06 8

0.08 12

0.12 14

0.14 14

0.14

0.10 12

0.12 8

0.08 10

0.10 6

0.06

20

20

24

20

Table9: reveals customers opinions on the parking convenience of customers.

Interpretation

From the table it is evident that 24 of the respondents are of the opinion
that they are some what agree with Show room gives customers parking
problem, and 20 of the sample respondents said they neutral. However, only 20
of the sample collected are strongly agreed and 20 of the people are some what
disagree and 16of the people are strongly disagree. From the above analysis we
can say that majority of the sample respondents are agree that this Show room
has a plenty of space for parking.

10. This Show room has operating hours convenient to all their customers?.

TABLE 10

Strongly
Gender disagree %
Male

Somewhat
disagree
%

Neutral %

somewha
t agree
%

Strongly
agree
%

0.02 6

0.06 12

0.12 12

0.12 30

0.30

Female 2

0.02 6

0.06 10

0.10 10

0.10 20

0.20

22

22

50

12

Table9 reveals customers opinions on the operating hours of this Show room
convenient to all their customers.

Interpretation

From the table it is evident that 50 of the respondents are of the opinion
that they are strongly agree with Show room operating hours, and 22of the
sample respondents said they some what agree. However, only 22of the sample
collected is neutral and 12 of the people are some what disagree and 4 of the
people are strongly disagreed. From the above analysis we can say that majority
of the people said that they are strongly agree with the operating hours of this
Show room convenient to all their customers.

CHAPTER-V

FINDINGS
SUGGESTIONS
CONCLUSION
QUESTIONNAIRE
BIBILIOGRAPHY

FINDINGS

From data analysis, I conclude that 40% of the respondents satisfaction level about Show
rooms modern looking equipment and fixtures is some what agree. Then, only few
respondents are strongly disagree.

Majority of the people (40%) said the Show room physical facilities are visually appealing.

When asking about Show room convenience to move around the Show room maximum
number of respondents said that it is some what ease to move around the Show room.

38% respondents said that the Show room people are somewhat knowledgeable to answer
their questions.

According to data analysis, employees in the Show room are providing without delay services
to the customers.

24% of the respondents said that the Show rooms cannot give personal attention to the
customers.

42% respondents have said that, the Show room management is immediately responding to
customers problem.

After the data analysis I found that majority

of the people are not pleased with

the parking facilities

SUGGESTIONS
Parking facilities should be enhanced in order to satisfy customers.

Management personnel should maintain gracious relation with the customers.

Knowledge of the employees should be improved in order to answer the customers troubles.

The layout of the Show room should be enhanced in order to move customers around the
Show room.

Improve modern looking equipment and features in showroom.

 Give training to employees on how to convince the customer.

CONCLUSION

The respondents are of HYUNDAI and they came know about the service from hoardings, print
media, primarily and through electronic media and road shows secondarily. The respondents are using
HYUNDAI since 1 year and below 1 year in most of the cases. The service provided by HYUNDAI is
used by majority of the respondents and the reason for choosing it is the quality of the service,
followed by brand image.

CONSUMER PERCEPTION of the respondents towards HYUNDAI is high; however a

significant number of the respondents are dissatisfied with its services.

In purchasing HYUNDAI

products family appear to be the prime motivators of the

respondents in making their purchase decisions, due to the special offers being targeted by the
company at this segment.
The respondents are paying their bills at the company show rooms, and these are also on delivery time.
The respondents are desirous of having online bill payment service for convenience as its
saves their time, money and effort. The instruments being providing with billing service are being well
received by the respondents.

QUESTIONNAIRE
ANNEXTURE

Name of Respondent: ___________________________________________________

Designation: ________________________ Income: ___________________________
Address: ______________________________________________________________
Phone No._________________ Email id: ___________________________________

1. This Show room has modern looking equipment and fixtures:

 Strongly Disagree Somewhat Disagree Neutral Somewhat

Agree Strongly Agree
2. The physical facilities at this Show room are visually appealing:
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
3. The Show room layout at this Show room makes it easy for customers to
move around Show room:
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
4. Employees in this Show room have the knowledge to answer customer
questions:
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
5. The behavior of employees in this Show room instill confidence in
customers
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
6. Employees in this Show room give prompt service to customers:
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
7. This Show room gives customers individual attention:

 Strongly Disagree Somewhat Disagree Neutral Somewhat

Agree Strongly Agree
8. When a customer has a problem, this Show room shows a sincere interest
in solving it:
Strongly Disagree Somewhat Disagree Neutral Somewhat
Agree Strongly Agree
9. This Show room provides plenty of convenient parking for customers:
Strongly Disagree Somewhat Disagree Neutral Somewhat Agree
Strongly Agree
10. This Show room has operating hours convenient to all their customers:
Strongly Disagree Somewhat Disagree Neutral Somewhat Agree
Strongly Agree

BIBILIOGRAPHY
S.No. AUTHOR NAME
1. PHILLIP KOTLER

REFERED BOOKS
Principles of Marketing 11th Edition
Prentice Hall India.

2. PHILLIP KOTLAR

Marketing Management Millennium

Edition.Prentice Hall India

3. V.S.RAMASWAMY &
NAMAKUMARI

Marketing Management -7th Edition

Millennium India Ltd.

WEB SITES
www.google.com
www.hyundai.com
www.autoindia.com
www.customersopt.org