Vishal's Project

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 PROJECT ON  CUSTOMER SATISFACTION IN MARUTI SUZUKI  Submitted to:  Under supervision of: Ms.SAPNA MATHUR CAMPUS 8 Knowledge park II, Greater Noida(U.P) PREFACE 1 | Page

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PROJECT ON

 

CUSTOMER SATISFACTION IN MARUTI SUZUKI

 

Submitted to:

 

Under supervision of:

Ms.SAPNA MATHUR 

CAMPUS 8 Knowledge park II, Greater Noida(U.P)

PREFACE

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As a part of course curriculum of post graduate diploma in management we were asked to

Undergo 8 week’s summer training in any Organization so as to give us exposure to practicalManagement to get us familiar with various activities taking place in the organization.

I have put my sincere efforts to accomplish my objectives within the stipulated time. Despite

All limitations, obstructs, hurdles and hindrances, I have toiled and worked to my optimum

Potential to achieve desired goals. Being neophytes in the highly competitive world of 

 business. I came across some difficulties to make my objective a reality. Anyhow with the

Kind of help and genuine interest and the guidance of my supervisor. I am presenting this

hand carved effort. I tried my level best to conduct a research to gain a thorough knowledge

about the project on topic, “CUSTOMER SATISFACTION ON MARUTI INDIA LTD.” I

 put the best of my Efforts and have also tried to be justice with available. If anywhere

something is found Unacceptable or unnecessary to the theme; you are welcomed with your 

valuable suggestions.

Thanks and Regards

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DECLARATION

We hereby declare that the project titled “Customer satisfaction on Maruti Suzuki” is

an original piece of research work carried out by us under the guidance and supervision of 

Ms.SAPNA MATHUR . The information has been collected from genuine & authentic

sources. The work has been submitted in partial fulfillment of the requirement of PGDM(MRKT).

Place: Signature:

Date: Name of the student

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ACKNOWLEDGEMENT

I would like to thank Premsons Motors Udyog Pvt Ltd. (A REPUTETED AUTHORISED

DEALER OF MARUTI INDIA LTD) for constant guidance to conduct the present arduous

 project and untiring cooperation which they extended to me throughout the duration of my

summer training. Getting a project ready requires the work and effort of many people. I

would like all those who have contributed in completing this project.

First of all I would like to send my sincere thanks to MR.RAJIV SINHA (General Manager,

sale) for his helpful Hand in the completion of my project and the other thanks is goes to Ms. NATASCHA SAHU (Customer Care Manager).

I would like to take an opportunity to thank all the people who helped me in collecting

necessary information and making of the report. I am grateful to all of them for their time,

energy and wisdom.

(VISHAL KUMAR SINHA)

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TABLE OF CONTENT

Page No.

Preface

Declaration

Acknowledgement

Chapter-1

Introduction

A. Objective

B. Company profile

Chapter-2

Research Design

A. Research type

B. Research step

C. Sample Used

D. Data used in study

E. Tools & technique

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F. Customer satisfaction methodology

Chapter-3

Review of the relevant literature

A. Customer satisfaction index:

B. JD Power group CSI

Chapter-4

Data Analysis & interpretation

A. Satisfaction Level of Customer 

B. Presales and Post sales Satisfaction level

C. PSF 72 hrs. & 15 days report

D. SSI Report

E. Complaint Analysis

Chapter-5

A. SWOT Analysis

B. Competitive strength of MSIL.

Chapter-6

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Research Findings

A. Customer Meet

B. Extendable Warranty

C. Sales operation standard

D. Follow up System

Chapter-7

A. Suggestion

Chapter-8

A. Conclusion

Chapter-9

A. Bibliography

Chapter-10

A. Annexure

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Chapter-1

Introduction

 

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Objective

Mainly the objective behind a research in customer satisfaction to gain maximum knowledge

about the criteria by which Maruti a big brand name of India that how satisfied their 

customer. They used to various tools and technique through that the customer become

influenced. It was great experience wherein i have completed my training with India’s most

  powerful automobile company. in this season i tried to understand different different

 parameters as per the customer has to measure.

The main objective of the study is to recognize the know customer satisfaction in Maruti

Suzuki .Special challenges that must be identified and addressed:

To know the customer satisfaction trend of Maruti Suzuki.

Along with this we are trying to assess key advantages of the organization.

To know the areas in which the dealers satisfy their customer and the areas that they

do not satisfy.

To come out with the conclusion and recommendations based on the analysis and

interpretation.

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HISTORY OF MARUTI SUZUKI INDIA Ltd.

Maruti Suzuki India Ltd., formerly known as Maruti Udyog, is the one of the oldest car 

manufacturers in India. The company has written 28 years old history in the rich Indian

heritage.

Maruti Udyog’s inception came in the country in 1981 under the provisions of the Indian

Companies Act, 1956. During this era, scooters or two-wheelers had a long waiting as

industrial production was low in numbers. There were only two car models in the name of 

Indian car industry, Hindustan Ambassador and Fiat Padmini. Later, Maruti Suzuki made a

successful move with its ever running Maruti 800 in 1983. With the launch of Maruti 80,

Indian manufacturing and car industry saw a new dawn.

The successive years after the 1980s became fruitful for India and many new cars were being

introduced in the market. Maruti got a very good response for its old warehouse which

imposed the company to make other launches. In 1984, Maruti launched Maruti Suzuki

Omni.

Though today, Maruti Suzuki Omni has lost its importance in the growing car market, it was believed to be one of the best passenger cars until the late 1990s. Even today, this car is

found on Indian roads but the sector has shifted from Passenger van to school vans. The year 

1985 celebrated a year of off-road vehicle with the launch of Maruti Suzuki Gypsy. This is

till date one of the bets SUV in India. Though the car has been faded by even better SUVs

like Mahindra Pajero, Mahindra Scorpio, and Tata Safari, Maruti Suzuki Gypsy is still a hot

time favorite for youngsters.

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The early 1990s witnessed an era of liberalization, a period when Indian car market had

 become a crucial part of the growing Indian economy. During this time, India was lookingahead towards the global car market with renewed hope and dynamism. The year 1990 saw

the launch of India’s first contemporary sedan, Maruti 1000, a car that many of us have not

even heard about.

As and when time was moving the company was coming up with innovations and

advancements. In the year 1991, Maruti Suzuki started cumulative indigenization of nearly

about 65% of all its car models and thereafter introduced Maruti Suzuki Zen in 1993.

By this period of time, few other car manufacturers had also hit the Indian market which

eventually made Maruti more competitive in its car models and more aggressive in its

operations. The introduction of Zen was then followed by the launch of Maruti Suzuki

Esteem in 1994, Maruti Suzuki Baleno and Maruti Suzuki WagonR in 1999, and Maruti

Suzuki Alto in 2000. The company also launched another SUV in the Indian market known

as Maruti Suzuki Grand Vitara in 2003. This car was not successful during that year and was

 phased out. Later in 2007, the company re-introduced the new car with better features and

engine technology. Maruti Suzuki Versa and Maruti Suzuki Zen Estilo are an addition to

Maruti cars but unfortunately were not as successful as other in the list.

After these successful launches by Maruti Suzuki, a world strategic car model, popularly

known as Maruti Suzuki Swift, was introduced in 2005. This car is available in both petrol

and diesel version and is a big hit in the Indian car market. Swift is as swift as its name and is

winning hearts and applauds across the country.

 

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HISTORY OF PREMSONS MOTOR 

Pemsons Motor a reputeted authorized Maruti Suzuki Dealer at Ranchi This world class

centrally air-conditioned showroom was inaugurated on 26 th June 2005,by the executive

director of Maruti Suzuki india Ltd. Mr.K.saito and his holiness cardinal tellisphore toppo in

the august presence of many dignitaries and well wishers of Premsons motor.

Premsons motor is headed by the CMD,Mr.punit Kumar poddar and the director Mr.Pankaj

Kumar Poddar.

Among the other sister concerns of premsons motor are the following:-

1. Babulal premkumar the wholesale shop of textiles, which is more than 100 years old.

2. Muva Industries Ltd which manufactures railway sleepers at madhupur.

The very same year of its establishment, premsons motor was awarded the best showroom of 

India award. today it is one of the best top 10 showroom of India.

It has a single window concern where various personalized services are provided under one

roof itself such as sales,service,accessories,spares,mauti insurance renewal and the true value.

In its workshop many machines have been installed with latest technological advances. some

of them have been introduced for the first time in Jharkhand at premsons motor like imported

collision repairs system for proper reshaping of distorted body shell and chassis.

It has factory trained technicians for proper diagnosis and repair. it also maintain a fleet of 

test drive vehicles for customers to have a feel of vehicle before the actually buy.

Premsons motor bosts of an exclusive high tech,dust free, point booth for high quality

 painting for the first time in Jharkhand mig wielding machine for factory finished repair has

 been introduced and also have for the first time in Jharkhand the spot wielding machine for factory finish repair.

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The true value showroom for buying, selling and exchange their old vehicle for new ones

avail various exchange bonuses.

Premsons motor has an exclusive department for Maruti insurance renewal. here customer 

can get their insurance of the vehicles renewed under friendly atmosphere and avail all the

 benefits of Maruti insurance.

In the year 2008 the Maruti driving school inaugurated which is unique in many ways. here

learn driving or improve their driving skill by getting themselves enrolled at minimal rate.

Training is imparted with the help of imported simulator. Trained experts are provided to

assist in giving driving lesson and practical classes.

Altogether premsons motor is an institution in itself where one can feel delighted for the rest

of their lives.

 No wonder many Awards and Prizes have been best owed upon Premsons motor, mainly:-

1. Best showroom in India award.

2. Best market share award.

3. the most innovative marketing awards.

4. Jharkhand ratna

5. Maruti insurance award

6. Customer satisfaction index award.

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MARUTI DRIVING SCHOOL

 

Road safety is a key concern area for both the government and people on the road. according

to various studies lack of professionalism in driving and untrained drivers are primarily

responsible for the majority of road accidents. 

As a part of our initiative to improve road safety and and inculcate safe and systematic

driving habits among people. maruti suzuki has opened Maruti Driving Training School

(MDS) modeled on International Lines, where there are components of Classroom Training,

Practical Training and Attitude Training. There are world-class Simulators to give a hands-on

feel to learners before taking the vehicle on the road, which is especially beneficial to those

who have a fear of driving. These also simulate various road and weather conditions like fog,

dim light, uphill and downhill terrain, to provide comprehensive training to learners.

Having started in Bangalore in March 2005, Maruti Driving School has now spread its

network throughout the country. Maruti Suzuki has involved its vast dealer network in

 promoting road safety and safe driving. In collaboration with the dealers, the company has

set up over 69 Maruti Driving Schools (MDS) in over 59 cities across the country.

One of the unique feature of these driving schools is that there are lady instructors

appointed to train women at these schools

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MARUTI INSURANCE

It is launched in 2002 Maruti provides vehicle insurance to its customers with the help of the

 National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The

service was set up the company with the inception of two subsidiaries Maruti Insurance

Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited. This service

started as a benefit or value addition to customers and was able to ramp up easily. By

December 2005 they were able to sell more than two million insurance policies since its

inception. Premsons motor udyog ltd is also doing tremendous job in field of maruti

Insurance. The company tied-up with two insurance company the national Insurance

Company and Iffico Tokyo. Premsons motor udyog pvt ltd has got best maruti insurance

award in year 2009-10.the company is working with well framed customer relation team.

In 1982 Maruti Suzuki has provided customer with word-class and unmatched. The drive to

small auto related needs under one roof has earned the trust and respect of over 40 lakhs

satisfied customers. In situation with this, Maruti Suzuki presents Maruti Insurance. The car 

insurance option that lets you sit back relax.

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MARUTI TRUE VALUE

Maruti True service offered by Maruti Udyog to its customers. It is a market place for used

Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with the help of this

service in India The size of the pre-owned car market in India has been estimated to be more

then the size of the new car market. The A and B segments account for between 70 and 80%

of the total sales volumes in the pre-owned passenger car market in India. The proportion of 

 pre-owned cars from segment B is increasing and is expected to form the largest portion of 

the pre owned passenger car market. Mid-size and large cars are less popular in the pre

owned passenger car market. Here also Maruti Suzuki started its own market known as

TRUE VALUE. Here the company sells all kind of cars without altering their specification,

The selling/buying old cars. Basically achieving two objective viz. exchanging of car and

used car. Customer can sell, buy or exchange pre-owned Maruti car up to 7 years old,100000

Kms, run than 2 owners.Maruti car of any age / mileage / condition can be bought “under 

exchange of a new car Maruti car”.Best value offered for exchange old car.

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SPARE PARTS AND ACCESSORIES

The Company draws competitive advantage from the fact that its car parts are priced

competitively and are affordable. In recent years, the focus has been to improve access and

availability by setting up a national network of spare parts distributors.

In the Accessories business, enterprising dealers have used Maruti Genuine Accessories to

create customized versions of the Company's existing models. In many cases, these specialedition cars have enhanced sales, improved margins and enable the Company to address

Younger customer profiles. Although at a nascent stage, these dealer initiatives signify the

 potential offered by this business.

During the year, the Company achieved a new milestone: a gross turnover of Rs 10 billion in

the spares and accessories business. This marked a growth of 19 percent over the previous

year. The business is supported by a robust back end operation, which employs technology

and competence in logistics to deliver on time to customers across the country. 

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Chapter-2

Research design

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Research types

There may be 3 type of research methodology these are:

Exploratory Research

Descriptive Research

Casual Research

Our research is based on the exploratory research.

Exploratory Research

“The objective of this research is to gather preliminary information that will help us to

Define the problem and to suggest any hypothesis.” Which means first we have to define the problem

and research objective? then we have To develop the research plan for collecting information. Now

after collection data we have to Interpret those data for any suggestion,

To understand the satisfaction criteria of the company there are six steps involve in effective

marketing research process:

Step 1:-

Define the problem and research objectives It is extremely important to define the problem very

clearly. The Objectives of the research have to be very clearly defined. No amount of Vagueness is

acceptable here. More specifically defined the objectives would be to find out the kind of accounts

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 being closed down and the objective would be stated as “To study the reasons for closure of savings

accounts in urban and metro areas”.

Step 2:-Develop the research plan

The second stage of marketing research calls for developing the most efficient plan For gathering theneeded information. The marketing manager needs to know the Cost of the research plan before

approving it. Designing a research plan calls for Decisions on the data sources, research approaches,

research instruments, Sampling plan, and contact methods.

.

Step 3:-Collect the information

The data collection phase of marketing research is generally the most expensive and the most

Prone to error. In this case of surveys, four major problems arise. Some respondents will not be at

home and must be contacted again or replaced. Other respondents will refuse to cooperate. Still others

will give biased or dishonest answers. Finally, some interviewers will be biased or dishonest. Getting

the right respondents is critical. It is important to recognize that not everyone in the sample

 population will be online.

Step 4:-Analyze the information

The next-to-last step in the process is to extract findings from the collected data. The researcher 

tabulates the data and develops frequency distributions. Averages and measures of dispersion are

computed for the major variables. The researcher will also apply some advanced statistical techniques

and decision models in the hope of discovering additional findings.

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Step 5:-Present the findings

As the last step in marketing research, the researcher presents his or her findings to the relevant

 parties. The researcher should not overwhelm management with lots of numbers and fancy statisticaltechniques, but rather should present major findings that are pertinent to the major marketing

decisions facing management.

Step 6:-make the decision

The managers who commissioned the research need to weigh the evidence. If their confidence in the

findings is low, they may decide against introducing the in-flight internet service. If they are

 predisposed to launching the service, the findings support their inclination. They may even decide to

study the issues further and do more research. The decision is theirs, but hopefully the research

 provided them with insight into the problem.

Data sources: -The researcher can gather secondary data, primary data, or both. Secondary

data are data that were collected for another purpose and already exist Somewhere. Primary data are

data freshly gathered for a specific research Project.

.

Research approaches: - Primary data can be collected in five main ways:

Through Observation,

Focus groups,

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Surveys,

Behavioral data,

Experiments.

.

Research instruments:- Marketing researchers have a choice of three main

Research Instruments in collecting primary data:

1. Questionnaires: -A questionnaire consists of questions presented to Respondents for their 

answers. Because of its flexibility, the questionnaire is by far the most common Instrument used to

collect primary data. E.g.-instant feedback form, sales satisfaction index, post sales follow-up 20

days.

Questions can be open-ended or closed-Ended.

2. Qualitative measures: - Some marketers prefer more qualitative Methods for gauging consumer 

opinion because consumer actions do not Always match their answers to survey questions.

Qualitative research Techniques are relatively unstructured measurement approaches that Permit arange of possible responses, and they are a creative means of Ascertaining consumer perceptions that

may other-Wise be difficult to Uncover.

3. Mechanical devices: -Mechanical devices are occasionally used in Marketing research

.Mechanical devices like galvanometers measure the Respondent’s interest or emotions aroused by

exposure to a specific ad or Picture.

.

Sampling plan: -After deciding on the research approach and instruments, the

marketing researcher must design a sampling plan. This calls for three Decisions:

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a) Sampling unit: -Who is to be surveyed? The marketing researcher must define the target population that will be sampled.

b) Sample size: -How many people should be surveyed? Large samples give more reliable

results than small samples. However, it is not necessary to sample the entire target population

or even a substantial portion to achieve reliable results

c) Sampling procedure: -How should the respondents be chosen? To obtain a representative

sample of the population should be drawn. Probability sampling allows the calculation of 

confidence limits for sampling error. Some marketing researchers feel that no probability

samples are very useful in many circumstances, even though they do not allow sampling

error to be measured.

Contact methods:-Once the sampling plan has been determined, the marketing

researcher must decide how the subject should be contact: 

a) Mail questionnaire: -The mail questionnaire is the best way to reach people who would

not give personal interviews or whose responses might be biased or distorted by the

interviewers. Mail questionnaires require simple and clearly worded questions.

b) Telephone interview: -Telephone interviewing is the best method for gathering

information quickly; the interviewer is also able to clarify questions if respondents do not

understand them. The response rate is typically higher than in the case of mailed

questionnaires. E.g. post sales follow-up 72 hours and 15 days post sales follow-up.

c) Personal interview: -Personal interviewing is the most versatile method. The interviewer 

can ask more questions and record additional observations about the respondent, such as

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dress and body language. Personal interviewing takes two forms. In arranged interviews,

respondents are contacted for an appointment, and often a small payment or incentive isoffered. Intercept interviews involve stopping people at a shopping mall or busy street corner 

and requesting an interview.

d) Online interviews: -There is increased use of online methods. There are so many ways to

use the Net to do research. In this method, researcher can include a questionnaire on its Web

site and offer a people to answer the questionnaire.

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CUSTOMER SATISFACTION METHODOLOGY:

 

A Summary of Key Issues

Any methodology for researching customer satisfaction cannot be meaningfully evaluated

without first articulating exactly what it is one wants to accomplish.

In a competitive environment, customer satisfaction is crucial to long-term profitability.

Given the opportunity to choose, customers whose needs or desires are not met will not

continue to support the companies from whom they have been buying. The ideal firm, fromthe perspective of both customer and shareholder, is one which allocates its resources to

continually improve those processes and quality aspects that drive customer satisfaction, and

converts increased customer satisfaction into improved financial performance.

The primary goal of any corporation is to maximize long-term profits. The objective of 

customer satisfaction management is to harness customer satisfaction in order to achieve that

larger corporate goal. Methods of measuring and diagnosing customer satisfaction should be

evaluated according to this criterion: How well do these methods help corporations

understand and optimize the economic value of the customer relationship?

Given the nature of modern competition, hoping to retain a competitive advantage is seldom

realistic. Competitive advantage is most often achieved by continually monitoring the

customer base, and continually improving aspects of quality which have high rates of return.

The problem is to find out where improvements in quality will bring a better return-on-

investment, and how those improvements should be achieved.

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The traditional approaches to market research, on which many firms rely, simply ask customers what they consider important. There are more and less sophisticated ways of 

asking this, but none of them will gather information relevant to the objective: increasing

customer satisfaction in ways that will maximize long-term profits. Most firms also make the

mistake of treating satisfaction as a simple binary concept. Simple in the sense that only one

question is used; binary in the sense that customers are categorized as either satisfied or 

dissatisfied (a so-called Top Box approach) – often in percentage terms. This approach is

crude and rarely provides reliable and valid information over time. This is also why many

firms fail to find any relationships between quality and satisfaction and between satisfaction

and profit. Perhaps the best way to get the point across is to compare satisfaction, as a

concept, to intelligence. Both are multidimensional and not directly observable. Any attempt

to measure intelligence by a simple question (“Are you dumb or smart?”) is not likely to

yield useful information. It is not reasonable to think that one can assess a person’s

intelligence by a single question (or by a single survey question). Likewise, it is not

reasonable to assume that one can capture the concept of satisfaction by a single overall

Question. Aside from the necessity to use multiple questions, satisfaction, like intelligence, is

a matter of degree. It will not be possible to relate satisfaction to profits if satisfaction is

expressed in broad categories. Accordingly, CFI Group treats satisfaction as a matter of 

degree, indicated by the responses to several continuous (10-point scales) variables, which

are transformed to 100-point scales in our analysis. Furthermore, even when a good scale is

used, the analysis of the data can be fraught with difficulties. For example, some firms use

relative weights from a factor analysis of a number of questions on quality. Their resulting

index is simply a consequence of the shared aspects (correlation) of the questions. (If there

are more questions on a particular attribute, that attribute will have a disproportionate

representation in the index.) The fact that quality aspects correlate among themselves has

little to do with customers’ repurchase behavior or their reservation prices. In other words,

 because economic variables and/or repurchase and price tolerance variables are not included

as criteria for the factor analysis, this type of index is constructed on the basis of an irrelevant

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criterion. To be useful, a satisfaction index must be based on a more relevant criterion (such

as repurchase or willingness to pay, for example).

CFI Group’s system relies on a weighting scheme such that the resulting index is optimal. It

is optimal because the relationship between satisfaction and economic returns is maximized.

This is a critical part of CFI Group’s system. It assures that a given increase in the Customer 

Satisfaction Index has a maximal impact on that which is typically the ultimate objective of 

the firm – economic returns. The implication of an optimal satisfaction index is that we avoid

the common problem that an increase in the index does not lead to economic results. It also

 points to the fact that it is not satisfaction, but economic returns, that should be maximized.

There will always be a point beyond which increases in satisfaction cost more than the

additional revenue they bring in.

Most traditional approaches to market research either confuse comparison of levels (“where

we are today vs. last year/the competition/other aspects of quality and levels of importance as

 provided by customers”) with marginal contributions (“what should be changed”), or fail to

make the connections to economic returns, or both. CFI Group’s system quantifies the impact

of quality components on satisfaction and, in turn, the impact of satisfaction on economic

returns. Our clients can then use this information for efficient resource allocation.

Our approach provides specific and quantifiable information about the levels of service and

quality and the marginal contribution, to both customer satisfaction and profits, which will

result from a change in a process, service, aspect of quality, etc. Unlike other consulting

firms, CFI Group utilizes a cause-and-effect system that isolates the effects of a change in a

quality component on the change in customer satisfaction, and the subsequent change in

economic returns. This is very different from focusing on what customers deem “important”.

It is also characterized by a “systems” treatment of all its components (i.e., quality,

satisfaction, profit). All of these aspects make it different from other approaches.

Modeling Customer Satisfaction

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CFI Group’s process takes place in four stages to ensure maximum reliability, validity and

inclusion of essential issues:

1) Secondary Research

2) Management Interviews

3) Qualitative Customer Research

4) Quantitative Research

1) Secondary Research

Some firms might argue against the necessity of this stage, stating that vast quantities of such

Research had already been performed, oftentimes yielding no more information than they

had had before. However, one reason firms often do not benefit from such research is that its

focus tends to be scattered. One study might look at concepts of customer loyalty, while

another looks at current attitudes of store personnel, and still another asks customers to focus

on aspects of in-Store shopping. Our purpose in performing secondary research is to build

upon and synthesize prior research thereby gaining the maximum information available from

it.

2) Management Interviews

Interviewing management personnel across relevant areas of businesses is also critical to

Synthesizing useful information which might otherwise remain isolated. These interviews aid

in:

Understanding a heterogeneous customer base

Identifying current business issues viewed as relevant by management personnel

Developing a substantive knowledge of the competitive environment

Designing the qualitative interview guidelines for in-depth interviews with customers

Determining how performance measures will be represented in the subsequent model

3) Qualitative Customer Research

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The need to talk with customers to uncover issues salient to them has become increasingly

obvious over the past several years. What has not become obvious, however, are thetechniques needed to uncover such issues accurately and in-depth. CFI Group’s system

utilizes qualitative one-on-one customer interviews specifically designed to cover both issues

identified as relevant by management personnel and to allow customers to voice their 

opinions, concerns and desires which might otherwise be left unknown to management.

While management would likely be able to predict a large percentage of the components and

issues salient to customer satisfaction, there is still a reasonable amount of information to be

gained from customers which would go unsaid if customer interview structures were too

rigid. Further, management personnel might also be unaware of the language that customers

tend to use (i.e., voice of the customer) when discussing such issues or, quite importantly, all

the aspects of a particular issue, even if correctly identified by management, relevant to the

customer.

CFI Group’s qualitative system applies a combination of current social-psychological

techniques whose power and scope exceed common research methods utilized by other firms.

CFI Group’s system employs the following techniques:

One-on-one interviews. While focus groups can be useful in certain cases, typically what

Happens in such settings are that one or two strong voices emerge only to be followed by the

rest of the group. The resulting information is highly biased and skewed toward the more

vocal customers in the group. Although interviewers often try to avoid such biases by

requiring focus group attendees to talk “in turn”, they may still miss subtle (and not-so

subtle) pressures which come from group meetings. Valuable information may be lost in such

settings where the interview is highly structured.

.

Open ended, semi-structured interview approach. This approach allows us to ask 

Customers about issues mentioned in secondary research and management interviews, while

still leaving the opportunity for each customer to discuss “top-of-mind” issues during the

course of the interview, thereby identifying salient factors which might otherwise go

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undetected. Respondent focused on the asking someone “why” they like or dislike Metaphors

and narrative accounts. By giving customers the opportunity to tell stories and use metaphorsto describe and the various experiences they have had, we also encourage the identification of 

new and valuable information. Given innovative social-psychological research techniques,

and a more conversational style interview, customers can relax and converse as they might

with a friend during the interview.

A skilled interviewer can keep a relevant topic while still allowing them to recall experiences

regarding which could be very useful to management and other personnel. Similarly, simply

some aspect of , will not get at the real ways in which people think about things and make

 purchase decisions. CFI Group’s qualitative system utilizes techniques which help customers

to identify and discuss issues relevant to their purchasing behaviors, unlike most other 

consulting firms where customers are asked only to confirm or rank pre-identified and

ultimately incomplete factors relevant to decision making.

Customer interviews performed by CFI Group are recorded and transcribed verbatim

ensuring maximum reliability and validity in performing the analysis. Qualitative research

techniques are then applied to the subsequent analysis of each transcript as well as the

transcripts as a group. Unlike other firms who rely on “frequency of response” coding to

identify relevant factors (thereby only increasing interviewer created bias), CFI Group’s

system relies on a “narrow lens approach” – a social-psychological analysis process which

allows us to identify and categorize salient factors and re-group all relevant information into

a subsequent model, thereby maximizing the information gained from the interviews.

CFI Group’s qualitative analysis allows us to specify a hypothetical model of customer 

satisfaction, and makes certain that attributes of each component are preserved utilizing the

language of the customer. The subsequent questionnaire we develop is based on the voice of 

the customer and ensures that the information we gather from it means what we intended it to

mean.

4) Quantitative Research

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Ultimately, the power and precision of the hypothetical model is proven in the quantitative

 phase of CFI Group’s system. Understanding our methodology requires an understanding of three distinct points:

i. Estimating Importance, Utility, and Impact

ii. Estimating Derived Importance

iii. Causal Models: comparing covariance structure analysis (e.g., LISREL) and partial least

squares (e.g., World’s PLS system), the two major approaches to causal models.

Our objective is to identify those quality dimensions whose improvement offers the greatest

returns, as measured in customer satisfaction, retention rate (and potentially related measures

of individual behavior, such as spending level) and corporate financial performance. That is,

if the level of performance on a quality attribute improves by a given amount, how much will

satisfaction (and, subsequently customer retention or financial performance) improve? In

evaluating a methodology, the most important criterion is whether a method can quantify the

return-on-quality.

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Chapter-3

Review of relevant literature

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CUSTOMER SATISFACTION INDEX( CSI):

During the year, the Company took forward several initiatives to retain its top position in the

area of customer Satisfaction. These initiatives ranged from product design and quality to

network expansion, and included new Service programmes to meet latent needs of customers.

In recent years, there are clear trends that customer expectations from a car have evolved

considerably. Car customers now seek contemporary styling international quality and latest

features that enhance their safety and convenience, while expecting performance and fuel

efficiency, like their parents did before them. These changing preferences are reflected in the

sales data for existing Segments in the car market: models and variants that promise only

economy and low acquisition cost are increasingly losing out to models and variants that are

rich in features, style and safety. This trend holds true across segments, including among

entry level cars. The Company's product plan is designed for these changing customer 

expectations. World.

1.CUSTOMER SATISFACTION THEORY : Whether the buyer is satisfied after purchase

depends on the offer’s performance in relation to the buyer’s expectations. Satisfaction is a

  person’s fallings of pleasure or disappointment resulting from comparing a product’s

 perceived performance or outcome) in relation to his or her expectations. As this definition

makes clear, satisfaction is a function of perceived performance and expectation. If the

 performance falls short of expectations, the customers, the customer is dissatisfied. If the

  performance matches the expectations, the customers are satisfied. If the performance

exceeds expectations, the customers are highly satisfied or delighted.

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Many companies are aiming for high satisfaction because customers who are just satisfied

still find it easy to switch when a better comes along. Those who are highly satisfied aremuch less ready to switch. High satisfaction or delight creates an emotional bond with the

 brand, not just a rational performance. The result is high customer loyalty. Xerox’s senior 

management believes that a very satisfied or delighted customer is worth 10 times as much to

the company as a satisfied customer. A very customer is likely to stay with Xerox many more

years and buy more than a satisfied customer will.

There are four major factors, which affected satisfaction of the car namely: -

1. Problems Experienced: Contributing to 35% of the CSI score, this factor measures the

quality of the car in terms of the number of repair problems that cropped up and how often it

was returned for re-service.

2. Service Advisor: Which related to ability of the services advisor to ability of the service

advisor to understand the problem and his promptness in attending to the customer,

contributing to 28% of the CSI Score?

3. Service Performance: Measures the quality of the service performed as well as the dealer’s

ability to fix a problem on the first visit. It has a weight age of 26% in the CSI score and also

considers how easily spare parts are available when required.

4. Service Timing: Affecting the score by just 6%, this time taken for a service or repair job

was responsible and if the vehicle was ready at the time promised.

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5. Facility Appearance: - Deals with the appearance of the customer lounge at the dealership

and the look and cleanliness of the service area. This factors has the least impact CSI score atJust 5%.

 

JD Power Customer Satisfaction Index Study

Ranked Highest in Customer Satisfaction Index8 times in a row

Strategic Models like Swift and SX4, which offer bold European design and high end

features are targeted specifically at these customers. In the field, the products were supported

 by rapidly expanding networks. The Company has diverse networks for new cars, spares,

service, pre-owned cars and so on, and all of them were in expansion mode last year to

enable the Company to get closer to the customer. In particular, the Company encouraged

dealers to recruit Resident Sales Executives, dynamic youngsters from rural areas who would

network with local communities and operate from there, rather than report daily to a sales

showroom in an urban location. Going forward, the Company sees its network as a source of 

competitive advantage. Rising real estate prices and restrictions on land use in many cities

are together hampering the setting up of new car showrooms and workshops, especially in

 prime locations. The Company ranked first in the Customer Satisfaction for the 8 successive

years in the annual survey by J D Power Asia Pacific. It was the only player above industry

average, despite the much higher number of customers it has to serve. Certain unique

initiatives by the Company, such as the facility at service workshops to pick up and drop cars

of women customers, came in for appreciation. J D Power's Survey found that customers who

received such service were notably more delighted.

The Company dealers and authorized service stations serviced more than 10 million cars in

the year.At the back end, the Company took measures to improve productivity of workshops

so that customers can get their cars serviced faster. This also improves dealer profitability,

generating more revenues from the same fixed assets. The Express Service started by some

dealers offers to complete a standard service for a customer's car in two hours. Another 

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CUSTOMER VALUE AND SATISFACTION

If the performance and the experience are lower than the

expectation then customer satisfaction would be low.

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If the performance and the customer experience meet

expectations, than the customer is satisfied. 

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If the performance and the customer experience exceeds

expectations, than the customer is delighted.

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DATA COLLECTION

For the data collection regarding our project we are using questionnaire method. We had

 prepared a set of question which are being asked from different different customers present in

Ranchi And according to their answer we are tiring to analyze the customer satisfaction on

Maruti Suzuki.

For the data we asked questions to the customer through face to face interview or with the

help of telephonic interview the all questions were based on customer requirement and based

on their view and talk we try to interpret on our own. So the primary data is collected in the

form of questionnaire and their data analysis and interpretation is given afterward. adderass

Sources of data

Questionnaire

SSI report

PSF monthly report

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Q.ARE YOU SATISFIED WITH PRESALE SERVICE AS WELL AS THE POST

SALE SERVICE?

DATA TABLE OF PRESALES SERVICE OF DEALER 

% NO. OF SATISFIED CUSTOMER 93.33%

% NO. OF DISSATISFIED CUSTOMER 05.33%

% NO. OF NO REPLY 01.33%

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DATA ANALYSIS:(PRETSALES SERVICE)

From the table we can analyze the satisfaction label of the customer, according to the

Customer response we can conclude that the % of presales satisfaction is 94%,%dissatisfied

Customer is 7% and % no reply is only 1.5%.here the customers are delighted with pre sales

service.

DATA INTERPRITATION:

We can conclude that most of Maruti’s customer is almost satisfied with the overall Process

from the beginning of buying era ..According to those people who were not satisfied with the

dealer service due to some factor, such as

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DATA TABLE OF POSTSALES SERVICE OF DEALER 

% NO. OF SATISFIED CUSTOMER 91.5%

% NO. OF DISSATISFIED CUSTOMER 07%

% NO. OF NO REPLY 01.5%

 

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DATA ANALYSIS :( POSTSALES SERVICE)

From the table we can analyze the satisfaction label of the customer, according to the

Customer response we can conclude that the % of post sales satisfaction is 92%,%

dissatisfied Customer is 7% and % no reply is only 2%.here the customers are delighted with

 post sales service.

DATA INTERPRITATION:

We can conclude that most of Maruti’s customer responded nice they were very happy with

 provided facilities by the dealer. And according to rest of the customer those are not to be

happy with service due to lack of prefranceses for instance recreation facilities. And rest of 

the people were not able to express their views.

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Post sales Follow up (72hrs PSF Report)

(REPORT ON MAY 2010)

 NO.OF DELIVERED (A) 254

 NO.OF CUSTOMER CONTACTED (B)

(Within the month)

221

 NO.OF CUSTOMER CONTACTED WITHIN 72HRS. ( C ) 221

( 0 to 24 hrs) 158

(24hrs to 48hrs) 63

PSF % (C* A/100) 88%

TOTAL NO. OF PENDING CUSTOMER (A-B) 254-221=33

TOTAL NO. DISSATISFIED CUSTOMER (D) 09

% OF SATISFIED CUSTOMER [(B-D) / B]*100 96%

DISSATISFIED CUSTOMER CONTACTED&

OBTAINED SATISFACTION NOTE 

07

MAX. TIME TO RESOLVE COMPLAINTS(> 9DAY) 0

  (6 TO 9 DAYS) 02

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(3 TO 6 DAYS) 03

( 0 TO 3 DAYS) 02

AVERAGE RESOLUTION TIME(in days) 05 days

TEST DRIVE OFFER % 98%

TEST DRIVE GIVEN % 92%

IS THE VOICE OF CUSTOMER CAPTURED (Y/N) Y

MONTHLY REPORT OF 15DAYS PSF(REPORT ON MAY 2010)

 NO.OF CAR DELIVERED (A) 254

 NO.OF CUSTOMER CONTACTED (B)

(Within the month)

233

TOTAL NO. DISSATISFIED CUSTOMER (C ) 12

 NO.OF COMPLAINTS CLOSED(WITH SATISFIED NOTE) 08

MAXIMUM TIME TAKEN TO RESOLVE A COMPLAINTS(in a day)  5 DAYS

COMPLAINTS CLOSED WITHIN 2 DAYS 4

COMPLAINTS CLOSE BETWEEN 2-4 DAYS 2

AVERAGE RESOLUTION TIME(in days) 3 DAYS

IS THE VOC BEING CAPTURED DURING 15 DAYS PSF?(Y/N) Y

IS THE 15 DAYS PSF DONE WITH SCRIPT GIVEN IN SOS?(Y/N) Y

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Chapter-5

SWOT Analysis

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SWOT ANALYSIS

PREMSONS MOTOR UDYOG PVT LTD.

STREGTH:

Leading player of its territory with largest share of customer.

Awarded by best Maruti showroom in India as well as lots of achievements.

Single window concern where various personalized services are provided under one

roof.

Tremendous Management system with nice working environment.

Well skilled employee support & factory trained technicians.

World class features with latest technological advances

Maruti annexure or guideline for the dealer. Sales operation standard.

Maruti own data base system dealer management system.

Differentiate itself with exclusive Promotional strategy.

WEAKNESS:

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Delay delivery of vehicle.

Lengthy question process.

 No sufficient space& line-up facilties (according to demand)

OPPORTUNITY:

Generate the Employment:

Enhanced the Technology:

Opportunity to spraded itself like a brand name.

THREATS:

To competitors threats.

To government policy or norms.

MUL’s Competitive Strengths

• Expertise in small car technology. As a subsidiary of Suzuki, they have access to globally

respected technology in the small car segment. They have the advantage of Suzuki’s

expertise in all aspects of small car technology and design, with respect to their products,

manufacturing processes and business practices, the development of their supply chain and

the training of personnel.

• Extensive product portfolio. Their diverse product range includes cars in segments A, Band C, and utility vehicles.. They are the major manufacturer of cars in segment A (priced

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 below Rs.300,000). The Maruti 800 has been the largest selling car in India for several years,

and still continues to have the very high sales volumes. They also manufacturer three distinctmodels, the Zen, the Alto and the WagonR, in segment B (priced between Rs. 300,000 and

Rs.500,000). Their dominance in segment A and extensive product range in segment B

enables them to offer the customer a wider choice in the small car segment than any of their 

competitors. In addition, the absence of any major manufacturers in segment A gives their 

dealers greater flexibility in promoting models in segment B.

• Quality products. In November 2001, MUL was one of the first automobile manufacturers

in the world to receive the ISO 9001:2000 certification. They benchmark their products

against international quality standards. They export heir products to approximately 70

countries, which are manufactured using the same assembly line as that for the domestic

market.

• Extensive sales and service network MUL has the largest network of dealers and service

centers amongst car manufacturers in India In addition to the distribution of cars, their 

dealership network is a critical resource in their efforts to provide customers with a “one-stop

shop” for automobiles and automobile related products and services such as automobile

finance, automobile insurance, Maruticertified pre-owned cars available for purchase, and

leasing and fleet management, in order to promote customer loyalty.

• Brand strength: MUL is present in the Indian market for almost 24 years and have built

the brand on the basis of the values of trust and reliability In 2000, 2001 and 2002, J.D.Power 

Asia Pacific, Inc. ranked MUL the No. 1 in the India Customer Satisfaction Index, which

assesses customer satisfaction with product quality and dealer service. NFO Auto motive’s

2002 Total Customer Satisfaction Survey ranked Maruti products as No. 1 in the “Economy”,

“Premium Compact” and “Entry Midsize” segments respectively, for 2002.

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• Integrated manufacturing facility. Their manufacturing facility consists of fully

integrated plants with flexible assembly lines located at Gurgaon. The facilities haveadvanced engineering capability and each plant is upgraded on an ongoing basis to improve

 productivity and quality. They are one of the most efficient among the vehicle manufacturing

facilities of Suzuki’s subsidiaries outside Japan in terms of productivity measured as the ratio

of number of vehicles produced to number of employees.

• Strong vendor base and higher rates of localization: In order to improve quality and

generate economies of scale, MUL has reduced the number of vendors of components in

India from 370 as of March 31, 2000 to about 100 as in 2005. As of the same date, they had

strategic equity interests through joint venture agreements in their vendors, who together 

supply a substantial portion of the purchases of components. A number of their vendors are

their dedicated suppliers in that they account for a majority of their turnover. Vendors located

within a radius of 100 kilometers from the facilities supply the majority of the components.

The production systems of their vendors are generally aligned to their needs for a reliable and

timely supply of components that meet the required quality standards. This has enabled MUL

to increase the proportion of locally xsourced, lower cost components in their models, a

concept refer to as localization.

• Skilled labor and experienced management. The labour force at MUL has become

increasingly productive in terms of vehicles produced per employee and receives training on

an ongoing basis, including training by Suzuki. Due to their presence in the Indian passenger 

car market for a significantly longer period they have been able to build a highly experienced

management team that is familiar with conditions in the Indian passenger car market.

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Chapter-6

Research Finding

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CUSTOMER MEET :-

According to the Maruti guideline or we can say as the part of tradition of Maruti Dealership.

The dealers will invite all of those customers that has purchased the vehicles. The dealer will

arranged the customer meet in end of the each and every month. Wherein the organization

head has to meet with all the monthly customer of Maruti.

They instruct to the customer about-

Fuel saving tip and safety related instructions

Information about insurance

Service and warranty concern instruction

Warranty and Extended Warranty Program

Maruti Suzuki offers a two-year warranty on all the vehicles at the time of sale. The dealers

are required to address any claim made by a customer, in accordance with practices and

 procedures prescribed by Maruti Suzuki, under the provisions of the warranty in force at that

time. The dealers subsequently claim the warranty cost from Maruti Suzuki. Maruti Suzuki

analyze warranty claims from dealers and either claim the cost from the vendors, in the case

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of defective components, or bear the cost ourselves, in the case of manufacturing

defects.Maruti Suzuki also offers an extended paid-warranty program marketed under the brand, “Forever Yours” for the third and fourth year after purchase. The extended warranty

 program is intended to maintain the dealer’s contact with the customer and increase the

revenue generated from sale of spares, accessories and automobile-related services. An effort

is made during the period of the extended warranty to encourage the customer to exchange

his existing Maruti car for a new Maruti car, or upgrade to a new Maruti car.

SALES OPERATION STANDARD

It is also known as SOS, It is to be mandatory for the all certified dealers of MUL.

Basically a set of requirement in term of infrastructure and work flow that shoud

be met at the dealership by adhering to “SOS”We have much higher chance of 

ensuring Customer satisfaction and hence retention.

A satisfied Customer is a boon for us since he/she can result in additional

revenue through word of mouth publicity and also through repeat visits to our

showroom and workshop.

The main purpose of SOS:-

 Two main element directly impact customers satisfaction After the purchase of 

car:

1. Satisfaction with Dealer performance.

2. Vehicle quality.

Dealer performance in compasses all phases of the consumer dealer

relationship cycle.

Including vehicle delivery and dealer service. an unpleasant Experience

with dealer during the process of the vehicle can lead to dissatisfaction

,second thought and erosion of confidence in the dealer manufacturer. In

order to ensure 100% satisfaction of customer during the sales anddelivery process, certain basic minimum standard have been laid

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down,which have been named as “SOS”.delivery more than what the

customer expects result in a satisfied customer.

The main objective of “SOS”:-

Sales operation standard is to be a path by which each and every process of 

sales become easiest, in term of “SOS” is the guideline for the dealer, wherein

dealer has to follow certain format to deal their customer in nice manner.

 The main goal of SOS has to ensure their customer 100%.

 

FOLLOW-UP SYSTEM

With the help of nice follow-up process the organization is achieving its target in very Nice

way. the MUL follow-up process is a tool which the organization or customer both Are

connected to each other for the long period of time. The MUL is having the follow-up

 process in all the segment whether its insurance, true value or service center.

There are some follow-up tools-

Post sales follow-up 72 hrs. (telephonic interview)

Post sales follow-up 15 days(telephonic interview)

Post sales follow-up 20 days( home visit)

Types of feedback form-

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Instant feedback form

SSI form(sales satisfaction index)

Chapter-7

Suggestion

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SUGGESTION

· Initially Maruti was operating in the market which was a part of closed economy but with

opening of market, the scenario has changed dramatically and at an international juncture

where both challenges and opportunity are immense.

· With such immense growth Indian auto mobile sector attracts the global players, who want

to make their name a house hold name in Indian auto mobile sectors.

· Hence Maruti has a tough competition from the companies like Hyundai, GM, Honda,

Telco, ford etc.

· So Maruti should enhanced its few segment like :-

Gift must be facilitate to their own post sales customers at the time of delivery.

Organization should try to enhance the demonstration criteria of all maruti models

within the premises of showroom.

The organization must try to improve their delivery line up process.

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The organization should have a separate recreation layout wherein those customers

that’s on waiting could recreate their self with visual, music or magazine an news

 paper facility.

A multi facilitate canteen should be their for customer as well as staff.

The organization must be honest with their PSF’s otherwise the organization must

appoint a C.C.E who could get the all PSF’s whether it is 72 hrs. psf or 15 days.

Chapter-8

Conclusion

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CONCLUSION FROM THE STUDY

The research work was successfully identifying Maruti objective about customer satisfaction.

The MUL is continuously trying to do work to satisfy their customer with the help of maruti

guideline SOS.

The conclusion can be drawn from this study may be:-

  Maruti Suzuki is India’s one of the leading auto mobile manufactures and also the leader of 

the market both in terms of volume, revenue generated and top in J D power customer 

satisfaction index from last one decade.

A satisfied customer is most valuable assets for any organization since it is the satisfaction

which with decide the customer future intention of 3Rs i.e. Recommendation, Revisit,

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Repurchase. These 3 factors is most important aspect to increasing organization sales

volume there for satisfied customer 100% of time should be an obsession for all of us. Wecan achieve this objective by ensuring that the sales operation standard is in place all the

time.

Chapter-9

Bibliography

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BIBILIOGRAPHY

TITLE:

Market Research

Marketing Management

Research methodology

Maruti annexure

AUTHORS:

Philip Kotler

Rama swami

Kothari

MAGAZINES:

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Auto WorldOver Drive

Business Today

Auto India

WEB SEARCH:

www.marutisuzuki.co.in

www.google.com (search engine)

www.wikipedia.com

www.yahoosearch.com

Chapter-10

Annexure

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SAMPLE QUESTIONNAIRE(As a part of our management program project we have taken the initiative of conducting a

survey to know the customer satisfaction on Maruti Suzuki. Your unbiased and sincere

feedback would add value to this survey.)

{Please take your time to fill this form}

NAME OF THE DEALER: PREMSONS MOTOR MARUTI UDYOG LTD.

ADDRESS: 502, KANKE, RANCHI

1. DO YOU HAVE A MARUTI SUZUKI VEHICLES?

a) Yes b) No

2. WHY DID YOU PREFERED MARUTI SUZUKI VEHICLES?

a) Price b) Quality c) performance d) Other

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3. ARE YOU SATISFIED WITH PROVIDED FACILITIES BY THE DEALERS IN

SHOWROOM?a) Yes b) No

4. ARE YOU SATISFIED WITH THE MUL OFFERS AND DISCOUNT?

a) Yes b) No

5. ACCORDING TO YOU, WHAT SHOULD THE DEALER FACILITATE A GIFT TO

THEIR CUSTOMER AT THE TIME OF DELIVERY?

a) Yes b) No

6. ARE YOU SATISFIED WITH FINANCE AND DELIVERY PROCESS?

a) Yes b) No

5. WERE YOU SATISFIED WITH PRESALES SRVICE OF THE DEALER?

a) Yes b) No

7. ARE YOU SATISFIED WITH THE POST SALES FOLLOW UP PROCESS?

a) Yes b) No

8. ARE YOU SATISFIED WITH QUESTION PROCESS? DO FEAL THAT THE

QESTIONS SHOULD BE SUFFICIENT TO UNDERSTAND CUSTOMER POINT OF

VIEW?

a) Yes b) No

9. WOULD YOU RECOMMEND THE DEALERSHIP TO YOUR FRIENDS?

a) Yes b) No

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10. WOULD LIKE TO GIVE ANY SUGGESTION OR RECOMONDATION TO THE

DEALER ABOUT THEIR OVERALL SERVIC?

…………………………………………………………………………………………

DATE…………………….

INSTANT SALES FEEDBACK FORM

Congratulation on the purchase of your new maruti.it gives me and all of ushered at our 

dealership great pleasure to have you as a customer, as part of coveted maruti family. We are

thankful to you patronizing maruti and our dealerships were sure that your new maruti would

 bring convenience, joy and good luck to your family.

We hope you are satisfied with the purchase Experience and the delivery process offered by

our dealership. In order to serve you better, we would welcome your suggestion.

USING A SCALE OF 1 TO 10, WHERE 1 IS POOR AND 10 IS EXCELLENT, PLEASE

RATE ACCORDINGLY.

1. Price Paid relative to expectation.

2. Degree to which your influenced contract term.

3. Overall rating of fairness of deal.

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4. Courtesy during delivery.

Please tick mark in the appropriate box.

1. Explanation about vehicle features/warranty/service schedule?

2. Did the sales consultant offer you a test drive?

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and vehicles of all descriptions (all hereinafter comprised in the term “motor and other 

things”), whether propelled or assisted by means of petrol, diesel, spirit, steam, gas,electrical, animal, or other power, and of internal combustion and other engines, chassis-

 bodies and other components, parts and accessories and all machinery, implements, utensils,

appliances, apparatus, lubricants, cements, solutions enamels and all things capable of being

used for, in, or in connection with manufacture, maintenance, and working of motors and

other things or in the construction of any track or surface adapted for the use thereof.

3.To carry on the business of garage keepers and suppliers of and dealers in petrol, electricity

and other motive power for motors and other things.

4.To carry on in the business of iron founders, mechanical engineers, and manufacturers of 

machinery, toolmakers, brass founders, metal workers, boiler makers, mill rights, machinists,

iron and steel converters, smiths, wood workers, builders, electroplaters, chromium platers,

lacquerers, enamellers, painters, metallurgists, electrical engineers, and printers and to carry

on any branch of manufacturing and engineering business.

INTERVIEW WITH MR. S. NAKANISHI, MANAGING DIRECTOR & CEO

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Q .The year 2007-08 has been the best for Maruti Suzuki in terms of domestic sales, exports

and turnover. What do you see as the way forward?

Answer. Our target is to achieve annual sales of one million cars in the domestic market in

2010-11.We also want to export 200,000 cars annually by that time. We are preparing

ourselves by expanding capacity to one million per annum, by October 2008. We will also

encourage our suppliers and dealers to invest in new capacity. The number of our sales points

will increase from about 600 now to 1,000 in three years. The workshop network will go up

 by 45% to service more cars on the road. Maruti Suzuki will launch World Strategic Models

like A-Star and Splash in India, so that Indian customers can continue to get global quality

and Design at the same time as customers in Europe and Japan. In addition, our growing in-

house Capability in R & D will enable us to refer models and launch special editions to

create excitement for the customer. Our programs to improve Productivity and quality as well

as reduce cost have yielded excellent results in recent years; will continue in-house and at our 

suppliers.

 

Q. You have said that Maruti Suzuki is ready to play a much bigger role in Suzuki's global

operations. What did you have in mind?

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Answer. It is quite simple. Maruti Suzuki has been the leader of the Indian car market for 

over two Decades. By focusing on India alone, it has become a major contributor to Suzuki'sglobal turnover and profit. My idea is: Let us start thinking at the next level. While

strengthening our leadership in the Indian market, we have to see how we can enhance our 

global role and contribution in different areas. For example, quality and productivity have

improved manifold in Maruti Suzuki in the last few years. Let us now channelize it to the

next level, where we become the exclusive base to manufacture small cars for Europe. The

A-Star model will become a reality. Similarly, Maruti Suzuki's R & D capability has evolved.

Its contribution to global design projects has been recognized, first with the Swift and now

the Concept A-Star. Let us do more. Further, Maruti Suzuki has been rated first in customer 

satisfaction for eight years in a row. We are sharing our experience on this with Suzuki

operations worldwide. The same applies to our dealer practices, supply chain, quality

 processes, information technology, parts operations and so on. In each of these, we have

attained a certain standard and should look to contribute to global thinking. That will enhance

our capability and enable us to serve Indian customers better.While Europe is important, we

need not be confined to it. Suzuki operations in South Asia, South East Asia, the Middle East

and Africa can also gain from the experience and expertise of Maruti Suzuki.

MUL’s Vision

  The Leader in the Indian Automobile Industry, Creating Customer Delight and

Shareholder's Wealth; A

pride of India.

MUL’s Core values

Customer Obsession

Fast, Flexible and First Mover 

Innovation and Creativity

 Networking and Partnership

Openness and Learning

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MUL’s Principal ObjectivesAs the leading player in the small car segment of the Indian market, they

have the following principal objectives:

  To expand the size of the Indian market for small cars by

strengthening and expanding the dealer network and making

automobile financing available at competitive rates.

 To strengthen their leadership position in the small car segment of 

the Indian market; and   To continue to benchmark them against improving global

manufacturing, marketing and other practices and standards, strive

to increase customer satisfaction through quality products and new

initiatives, and promote the financial strength of their sale network.

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The CFI Group System

The CFI Group system is an advancement of PLS. PLS estimates are consistent at large

(Wold).3 That is, as the sample size increases and the number of measures increases, the

scores approach their true values. Consequently, close association among related quality

variables is an advantage rather than a disadvantage (Fornell, Rhee and Yi). 4 Moreover,

convergence in measurement implies that the estimates of importance are also unbiased and

consistent (Fornell and Cha). 5 That is, the expected value of the impact is equal to the true

importance (unbiased). And, the estimates of impact converge to the true values as sample

size increases (consistent).

Thus the CFI Group system is better able to detect the true association between Quality and

Satisfaction, more able to explain satisfaction, and to do so with greater accuracy than

alternative methods of analysis. Whereas the basic PLS is more suitable than other methods

for the analysis of Customer Satisfaction data, it is not sufficient. Particularly, it does not

handle the problems of multicollinearity and standardization well. The contribution of the

CFI Group to the basic PLS method is threefold:

It reduces the multicollinearity by

(a) using the qualitative work in model specification and

(b) by Extracting and isolating any remaining excess co linearity in the quantitative analysis.

It retains the original scale values in analysis (the basic PLS method does not do this).

It reduces necessary sample size by putting the variables in the context of a comprehensive

system

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DATA COLLECTION

DATA ANALYSIS

DATA INTERPRITATION

DATA PRESANTATION

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delay in vehicle delivery,registration,ownership

lack of gift or discount

salespersons behavior 

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Post sales Follow up (72hrs PSF Report)

(REPORT ON MAY 2010)

 NO.OF DELIVERED (A) 254

 NO.OF CUSTOMER CONTACTED (B)

(Within the month)

221

 NO.OF CUSTOMER CONTACTED WITHIN 72HRS. ( C ) 221

( 0 to 24 hrs) 158

(24hrs to 48hrs) 63

PSF % (C* A/100) 88%

TOTAL NO. OF PENDING CUSTOMER (A-B) 254-221=33

TOTAL NO. DISSATISFIED CUSTOMER (D) 09

% OF SATISFIED CUSTOMER [(B-D) / B]*100 96%

DISSATISFIED CUSTOMER CONTACTED&

OBTAINED SATISFACTION NOTE 

07

MAX. TIME TO RESOLVE COMPLAINTS(> 9DAY) 0

  (6 TO 9 DAYS) 02

(3 TO 6 DAYS) 03

( 0 TO 3 DAYS) 02

AVERAGE RESOLUTION TIME(in days) 05 days

TEST DRIVE OFFER % 98%

TEST DRIVE GIVEN % 92%

IS THE VOICE OF CUSTOMER CAPTURED (Y/N) Y

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MONTHLY REPORT OF 15DAYS PSF

(REPORT ON MAY 2010)

 NO.OF CAR DELIVERED (A) 254

 NO.OF CUSTOMER CONTACTED (B)

(Within the month)

233

TOTAL NO. DISSATISFIED CUSTOMER (C ) 12

 NO.OF COMPLAINTS CLOSED(WITH SATISFIED NOTE) 08

MAXIMUM TIME TAKEN TO RESOLVE A COMPLAINTS(in a day)  5 DAYS

COMPLAINTS CLOSED WITHIN 2 DAYS 4

COMPLAINTS CLOSE BETWEEN 2-4 DAYS 2

AVERAGE RESOLUTION TIME(in days) 3 DAYS

IS THE VOC BEING CAPTURED DURING 15 DAYS PSF?(Y/N) Y

IS THE 15 DAYS PSF DONE WITH SCRIPT GIVEN IN SOS?(Y/N) Y

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CONCLUSION

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BIBLIOGRAPHY

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ANNEXURE

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RECOMONDATION

S

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Board of member’s w

 

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