Dissertation Report On

Comparative study of Automobile Industry

(In partial fulfillment of Master of Business Administration Human Resources)
BY Lata

Roll No. MBA (Marketing)

ND!R "H! # IDAN$! O%

Mrs. &&&&&&&&& 'r.(ecturer #(BIMR

' BMI""!D "O

#. (. Ba)a) Institute of Management and Researc* ttar +rades* "ec*nical #reater Noida. ni,ersit.+

E X E C U T I V E S U M M A R Y

/urt pen0erg 'ummarThe motive of this essay is to give clear information about FORD entry into the luxury and premium automobile sector. The flow of the essay would start with the background and introduction about the company, then coming over to the mark et factors that led company to enter !D ", also about the entry strategy in terms of corporate decisions they took for doing business in !D " and what companies# present strategy in !D " is to gain the market share. $ayerische %otoren &erke '. m. b. (. )tarted operations in *+*,, the foundation stone was laid as late as *+*- as $ayerische Flug.eugwerke "' /$F&0, it then cha nged into $ayerische %otoren &erke "ktiengesellschaft /FORD "'0 in *+*,. n today#s date. The list of ten largest automobile manufacturers features FORD g roup and even possess the brands like % ! and Rolls1Royce, the trio being the c ore heart of super luxury brands in the worlds industry.

The FORD 'RO23#) financial services also have a boosted stand in market and also the motorcycle sector is doing business successfully. FORD !D " 4ompany setting up head5uarter in gurgaon /the ncr0 FORD !D " is *667 subsidiary of the FORD group. The investment initially in !D " is around *.8 billion !D " n rupees. FORD !D " is a 'erman producer of cars and motorcycles marketed under flagship of FORD brand n 966- FORD focussed on one of the biggest and fastest growing market of luxury and niche car sector which is !D " and also looking at the fate of the competit or Daimler $en., grounded their tents in !D ". "lso allowing space for more inv estments in !D " following financial year for over :6 million again in addition the initial investment done. This is all for the premium automobile sector mark et in !D " which consist of about *.:7 which is in percent a small figure but w hen it comes to numbers it is around *6 million perspective customers in !D " a nd with the current market and economy this figure will certainly go up at the r apid speed !ow coming up to the factors which led FORD to invest as fdi into !D ".

TABLE OF CONTENTS

Introduction $ompan- +rofile 'cope 1 +roduct Data Markettign 'trategies Researc* Met*odolog Anal-sis 1 Interpretations 'uggestions Bi0liograp* Anne&ure 2uestionnare

INTRODUCTION

INTRODUCTION TO THE TOPIC

Todays society is warm with urbanization and demonstration effect. With a view towards it, there are drastic changes coming up in all sectors even in the automobile industries. The following information gives an insight about it. In the present conte t the companies operate on the principle of natural selection ! "#urvival $f The %ittest&. $nly those companies will succeed which at best match to the current environmental imperatives ! those who can deliver what people are ready to buy. 'ut real mar(eting does not involve the art of selling what the manufacturers ma(e. $rganizations gain mar(et leadership by understanding consumer needs and finding solutions that delight consumers. If customer value and satisfaction are absent, no amount of promotion or selling can be compensate. )ence the aim of mar(eting is to build and manage profitable customer relationship. This is a part of the strategic mar(eting done by every company to achieve it ob*ectives and goals. To ma imize the profits and longterm plans every organization has to follow a strategic planning.

+ar(eting is much more than *ust an isolated business function ! it is a philosophy that guides the entire organization towards sensing, serving and satisfying consumer needs. The mar(eting department cannot accomplish the companys customer relationship,building goals by itself. It must partner closely with other departments in the company and with other organization throughout its entire value ! delivery networ( to provide superior customer value and satisfaction. Thus mar(eting calls upon everyone in the organization to "thin( customer& and to do all they can to help build and manage profitable customer relationship. +ar(eting is all around us, and we need to (now that it is not only used by manufacturing companies, wholesaler and retailers, but also by all (inds of individuals and organizations There are four ma*or, powerful themes that go to the heart of modern mar(eting theory and practice, they are.. '/I01I23 A21 +A2A3I23 4$5%ITA'06 C/#T$+65 560ATI$2#)I4#. 7. '/I01I23 A21 +A2A3I23 #T5$23 '5A21#. 8. )A526##I23 26W +A596TI23 T6C)2$0$3I6# I2 T)I# 1I3ITA0 A36. :. +A596TI23 I2 A #$CIA00; 56#4$2#I'06 WA; A5$/21 T)6 30$'6 .

What marketing is what it does and what it offers< "+ar(eting is a social and managerial process whereby individual and groups obtain what they need and want through creating and e changing products and value with others.& "+ar(eting management is the process of planning and e ecuting the conception, pricing, promotion and distribution of ideas, goods and services to create e changes that satisfy individual and organizational goals.& "+ar(eting offers some combination of products, services, information, or e periences offered to a mar(et to satisfy a need or want&

+ar(eting is an orderly and insightful process for thin(ing about and planning for mar(ets. The process starts with researching the mar(et place to understand its dynamics. The mar(eter uses research methodologies to identify opportunities, that is, to find individuals all groups of people with unmeet needs or latent interest in some products or service. The mar(eting process consists of the following.. Analyzing mar(eting opportunities. 7. 1eveloping mar(eting strategies. 8. 4lanning mar(eting programs :. +anaging the mar(eting efforts.

'efore ta(ing any decision and achieving the goals, it has to ma(e analysis of what to do, how to do, when to do, where to do and who is to do it. This is nothing but strategic planning. 3oals indicate what a business units wants to achieve whereas strategy is how to get there. +ar(eting strategies in simple terms are the complete and unbeatable plans designed specifically for attaining the mar(eting ob*ectives of the firm. +ar(eting can be called as a game plan for achieving its goals. #trategy choice will depend on whether the firm or the mar(eter plays the following roles +ar(et leader A challenger A follower A nicher The identification of ob*ectives, both in =uantitative and =ualitative terms, is an essential bac(drop to strategy formulation. 3oals have a =uality and time frame attached to

them. These are typically spelt out in terms of financial return, mar(et share, mar(et presence, etc. Thus, the concept of mar(et oriented strategic planning arises with the lin( between the products the lin( between the products the manufacturer is dealing in and the mar(et conditions. In this direction, our study deals only with the mar(eting strategies i.e.

promotional strategies of the %ord automotives.

OBJECTIVES

OBJECTIVES OF THE STUDY

Primary Objecti e!
To (now the influence of various +ar(eting #trategies, 4romotional Activities towards the customers of four wheelers>cars?.

Sec"#$ary "bjecti e!

To (now the effective factors for preferring : wheelers>CA5#? To (now the factor of awareness of the cars. To #tudy and analyze the 4romotional #trategies of %ord To (now whether the customers are satisfied with the offers given by the dealer.

To (now which (ind of offers can attract the new customers. To find the area to be improved To find out satisfaction of the customers. To find the reasons for the dissatisfaction To study the channel levels involved in the promotion of %ord T$ study and analyze the customer@s perception regarding the usefulnessAutility of %ord cars. T$ study and analyze the distributors perception regarding the promotional and distributional strategies of %ord.

INTRODUCTION TO AUTOMOBILE INDUSTRY

INTRODUCTION TO %UTO&OBI'E INDUSTRY

$ne of the fastest growing industries in the world is automobile industry. This automobile industries even has its influence on the Indian mar(et. 4robably automobile industries occupy a large mar(et share in the worlds mar(et as well as in the Indian mar(et. 2early .BC of the total national income is being incurred from the automobile industry. %rom this we can estimate how important is the automobile industry in the improvement of 314 of a country. In India automobile industry has a growth rate is at the average of .D, .7C.

INDI%N %UTO&OBI'E INDUSTRY SINCE ()*+!

Its fascinating drive through history, which begins as a story of isolation and missed opportunities to one of huge potential and phenomenal growth. Indias fi ation with socialism and planned economies had a crippling impact on the automotive industry in its formative years. The goal at that time for independent India was self,sufficiency. Issues li(e =uality and efficiency were simply not considered. 1ependence of foreign technology was banned and manufacturers were forced to localize their productsE import substitution became the order of the day. Though we learnt to localize, the cars we made were all outdated designs with little or not improvements for decades. The automotive industry stagnated under the governments stifling restrictions and the Indian car buyer was saddled with cars of appalling =uality and even then there was a waiting list that at one point stretched to eight yearsF This attempt at self,reliance failed miserably because of the industrys isolation from the best technology. The Gapanese and later 9orean auto industries were also highly protected in their formative years but they never shut the door on technology. Instead, they relentlessly tapped the best talent pools in the world to absorb the (now,how to produce good cars. $ne of the most important chapters in the Indian automotive industrys history was written by +aruti. It mar(ed the Indian government getting into the far business in the early .HBDs, a radical shift in thin(ing after decades of treating cars with disdain. The +aruti BDD went on to become the staple car of India and put a nation on wheels. This little car set a benchmar( for price, size and =uality and structured India as small car mar(et. It wasnt till .HH8 that things really started to change for the Indian car buyer. With the liberalization of the economy, a host of international carma(ers rushed in. 'ut most of them were in for a shoc( as Indian customers re*ected their product. Indian customers refused to allow the glitter of prestigious brands blind them to the outdated and overpriced products they were offered. The Indian consumer wanted super value, and rewarded the brands that delivered it, handsomely. )yundai and +aruthi delivered, and profited. The period also saw the emergence of the Indian players li(e Tata +otors and +ahindra I +ahindra. They rose to the challenge of the +2Cs and responded brilliantly with the Indica and the #corpio. This was ironically due to the license ra* that forced Indian

carma(ers to be innovative and develop products frugally. Indias frugal engineering s(ill has now caught the worlds imagination, and an increasing number of carma(ers are preparing to setup ma*or capacities here. India is changing. And changing fast. Its moving forward. Indias largest,selling car is not its cheapest car, the BDD. It is the Alto. 4eoples aspirations are rising and so are their mista(es, have got their finger on the pulse of the mar(et. 3et the right product and the rewards are handsome. The Indian auto industry is today bubbling with promise and confidence. Its been a long *ourney but to see where the Indian car industry is going. We have to see where it has been.

%UTO&OBI'E INDUSTRY IN PRE,INDEPENDENCEThe first motorcar on the streets of India was seen in .BHB, 'ombay had it first ta icabs by the turn of the century. In .HD8, an American company began a public ta i service with a fleet of JD cars. %or about JD years after car arrived in India, cars were directly imported. 'efore World War I, around :D,DDD motor vehicles were imported. 1uring the years between the wars, a small start for an automobile industry was made when assembly plant were established in 'ombay, Calcutta and +adras. The importAassembly of vehicles grew consistently after the .H7Ds, crossing 8D,DDD units by .H8D. It was during the end of the war that the importance of establishing an indigenous automobile in India was realized. 4remier +otors, )industan +otors and +ahindra I +ahindra set up factories in the .H:Ds for progressive manufacture rather than assembly from imported components. The cars they chose to ma(e were the latest in the world when they were introduced in India in the formative years of the industry.

POST, INDEPENDENCE!
The government clamped down on imports and foreign investments. Companies li(e 3+ and %ord pac(ed their bags and left. Indias cloc(, thereafter, stood still while the world raced on ahead. It would ta(e nearly JD years before the Indian auto industry could catch up with the rest of the world again.

BRO%DB%NDIN- ER%-

In Ganuary .HBJ, the government announced its famous Kbroad banding policy which gave new licenses to brad groups of automotive products such as two and four, wheeled vehicles. Through a liberal move, the licensing system was very much intact. A manufacturer had to submit a phased,manufacturing programme to the +inistry of Industry specifying the indigenization progress and allowing for almost complete indigenization within five to seven years. The biggest hurdle was the foreign,e change clearance re=uired for these pro*ects. 6 cept for +/0, which had direct access to policy,ma(ers, every other All three traditional manufacturer still faced a series of obstacles. #everal new products were launched during this period. carma(ers added new models to their ranges ! #tandard +otors returned to the car business after .D years, when in .HBJ it introduced the #tandard 7DDD, a 5over #1. body with the old two,litre Languard engine. )+ bought in a .HM7 Lau hall Lictor in .HBJ, transplanted its ageing Ambassador engine into it and the Contessa was born.

THE BIRTH OF THE %&B%SS%DOR!

In .HJM, a small tail fin was added on either side of the rear fenders, along with a new, dimpled hood, and the car was re,christened the Ambassador Mark I. The car cost 5s..M,DDD. In .HN8, it underwent a frontal facelift with a closely chec(ered grille and was named the Ambassador Mark II. It would be another .7 years before the Ambassador got a facelift. In .HMJ, another minor facelift to the same grille and a much bigger frontal facelift turned out as the +ar( III. The +ar( IL, launched in .HMH, was the last of the +ar( cars. The Ambassador Nova was launched in .HHD, followed by Ambassador .BDD I#O three years later. The 2ova was the last Ambassador powered by the .:BHcc petrol engine. In 7DD:, )+ launched the cosmetically,revised Ambassador under the Avigo name. 1esigned by Mavendra Singh, the retro loo( Avigo had classic touch internals li(e a centrally mounted console, beige,colored seats and wood finish interiors.

THE CONTESS% YE%RS!

The )industan Contessa, launched in .HB7, was one of the few lu ury cars manufactured in the country in the .HBDs and .HHDs. It was based on the .HMDs vintage Lau hall victor. While it was initially launched with the .:BHcc engine found in the

Ambassador, the Contessa was soon given the Isuzu engines. There were three versions of this car , ..B30P >Isuzu petrol?, 7.D10P >Isuzu diesel? and the rare 7.DT >Isuzu diesel, turbo?. The last Contessa rolled out in 7DD7, phased out by the demand for cheap Gapanese cars. #ome of the leading Indian auto players in Indian automobile industry are 4remier, Tata +ahindra and +ahindra +aruti )industan motors

Premier!
The story of premier is the story of one mans vision, #eth Walchand )irachand. )e not only give India its first car factory but also the countrys first aircraft factory ! )industan Aeronautics 0imited and the countrys first #hipyard 0imited modern ship yard, )industan

B.i/$i#0 I#$ia12 3ir2t a.t" 3act"ry

#eth Walchand )irachand has first started the trails to establish an Indian car manufacturing plant in Indian for which he went to /.#.A. where three largest car manufacturing companies are located. )e wants Indian company to be completely independent, with Indian management capital and employees, paying royalty or technology transfer payment to western countries. After approaching General Motors they insisted on part ownership. #eth Walchand then moved to second largest automa(er FordE )enry agreed, but delegated the pro*ect to %ord of Canada, which refused. %inally the third largest automa(er Chr sler agreed and singed in an agreement in 'ombay in .H:D.

T4e arri a/ "3 FI%TIn .HJ., 4A0 singed up with %iat to assemble the Fiat !"" in India. In .HJ7, the tariff commission spelled out future for the auto industry ! indigenize or get out.

Companies li(e %ord and 3+, which had assembly operations in India, pac(ed their bags and went home. $%&I'% in India. The biggest customers for 4A0s were (omba )s ta*i drivers. The 4adminies were easy for maintenance in terms of spares and labour cost, low on running cost, easy to drive and reasonably tough. It was everything that a ta i driver wants. by Telco to ta(e on the technically superior Gapanese products. The :DM immediately captured MD per cent of the mar(et. 'ut fiat decided to stic( it out and committed itself full,fledged manufacture of the Millicento in .HJ:. In sep .HN:, 4A0 and %IAT launched the Fiat ##""

COMPANY PROFILE

F"r$ &"t"r C"m5a#y

Ty5e 4ublic >2;#6- % F".#$e$ Gune .M, .HD8 F".#$er )enry %ord Hea$6.arter2 1earborn, +ichigan, /#A

%rea 2er e$ Worldwide William Clay %ord, Gr , 9urt penberg 7ey 5e"5/e Chairman Alan +ulally , 4resident, C6$ I#$.2try Automotive Pr"$.ct2 Automotive goods and services Re e#.e O5erati# i#c"me Net i#c"me /#Q.7D.. billion >7DDN? R.S /#Q,.J.D billion >7DDN?R.S /#Q,.7.N billion >7DDN?R.S

Em5/"yee2 7B8,DDD >7DDM?R7S %ord Credit %ord division Di i2i"#2 0incoln +ercury 4remier Automotive 3roup

Automotive Components )oldings Gaguar S.b2i$iarie2 0and 5over Lolvo >cars only? 'old +oves )ave you driven a %ord lately< 'uilt %ord Tough S/"0a# 'uilt for 0ife in Canada %eel the difference +a(e 6veryday 6 citing 8eb2ite www.ford.com

F"r$ &"t"r C"m5a#y is an American multinational corporation and the world@s third largest automa(r based on worldwide vehicle sales. In 7DDN, %ord was the second,ran(ed automa(er in the /# with a .M.JC mar(et share, behind 3eneral +otors >7:.NC? but ahead of Toyota >.J.:C? and $aimlerChr sler >.:.:C?. %ord was also the seventh,ran(ed American,based company in the 7DDM %ortune JDD list, based on global revenues of Q.ND.. billion. In 7DDN, %ord produced about N.N million automobiles, and employed about 7BD,DDD employees at about .DD plants and facilities worldwide. In 7DDM, %ord had more =uality awards from G.1 4ower than any other automa(er. 'ased in 1earborn, +ichigan, a suburb of 1etroit, the automa(er was founded by +enr Ford and incorporated in Gune .N, .HD8. %ord now encompasses many global brands, including 0incoln and +ercury of the /#, Gaguar and 0and 5over of the /9 and Lolvo of #weden. %ord also owns a one,third controlling interest in +azda. %ord has been one of the world@s ten largest corporations by revenue and in .HHH ran(ed as one of the world@s most profitable corporations, and the number two automa(er worldwide. %ord introduced methods for large,scale manufacturing of cars and large,scale management of an industrial wor(force, especially elaborately engineered manufacturing se=uences typified by moving assembly lines. )enry %ord@s combination of highly efficient

factories, highly paid wor(ers, and low prices revolutionized manufacturing and came to be (nown around the world as %ordism by .H.:.

History

(enry Ford /ca. *+*+0

F"r$ was launched in a converted factory in .HD8 with Q7B,DDD in cash from twelve investors, most notably ,ohn Francis $odge and +orace %lgin $odge who would later found the 1odge 'rothers +otor Lehicle Company. 1uring its early years, the company produced *ust a few +odel T@s a day at its factory on +ac( Avenue in $etroit- Michigan. 3roups of two or three men wor(ed on each car from components made to order by other companies. )enry %ord was :D years old when he founded the %ord +otor Company, which would go on to become one of the largest and most profitable companies in the world, as well as being one of the few to survive the 3reat 1epression. The largest family,controlled company in the world, the %ord +otor Company has been in continuous family control for over .DD years.

Corporate go er!a!"e#
+embers of the board as of early 7DDM are- Chief #ir Gohn 'ond, 5ichard +anoogian, #tephen 'utler, 6llen +arram, 9imberly Casiano, Alan +ulally >4resident and C6$?, 6dsel %ord II, )omer 2eal, William Clay %ord, Gr., Gorma $llila, Irvine )oc(aday, Gr., Gohn 0. Thornton and William Clay %ord >1irector 6meritus?.RBS

The main corporate officers are- 0ewis 'ooth >9urt penberg Lice 4resident, Chairman >4A3S and %ord of 6urope?, +ar( %ields >9urt penberg Lice 4resident, 4resident RThe AmericasS?, 1onat 0eclair >9urt penberg Lice 4resident and C%$?, +ar( A. #chulz >9urt penberg Lice 4resident, 4resident RInternational $perationsS? and +ichael 6. 'annister >3roup Lice 4residentE Chairman I C6$ %ord +otor Credit. RHS. 4aul +ascarenas >Lice 4resident of 6ngineering, The Americas 4roduct 1evelopment?

FORD IN INDI%!
%ord started its innings with the +ahindra,%ord *oint venture formed in .HH:, which produced the 6scort out of +I+ 2ashi( plant. After meeting initial success, sales of the 6scort was finally replaced by the Ikon in .HHH. The Ikon mar(ed a new beginning for %ord in India. It rolled out of the +ara*malaingar plant near Chennai and by now, the company had parted ways with +I+ and was renamed %ord India 0td in .HHB. The I(on was the first model by a multinational to be developed specifically for India. Though it was based on the %iesta, it was a uni=ue body style and was offered and was offered with an option of three engines, including a diesel. The car was a big hit. The I(on underwent several face,lifts and price cuts to (eep demand high. )owever, fresher competition and a reputation for high,maintenance saw sales gradually decline. After the arrival of the modern and highly,capable %iesta, another made,for,India car, with state,of,the,art engines, the I(on has been marginalized. The %iesta has pic(ed up where the I(on left and is selling well. Though the I(on and %iesta have been the mainstays of %ords production in India, the company has had limited success with other models. The +ondeo, launched in 7DD., was a very talented car by was simply not suited to Indian conditions and earned a reputation for being e orbitant to maintain. The 6ndeavour #/L was launched in early 7DD: and has sold well for its niche. The 6ndeavour has recently been upgraded in 7DDM and this has boosted the appeal of the big #/L. In 7DD:, %ord launched the %usion, which has received a lu(ewarm response though the recent diesel variant has per(ed up sales.

F"rt.#e F"r$ is an authorized dealer for %ord India 0imited, who are one of the
leading manufacturers of top =uality cars in India, with many variants in the offering.

F"rt.#e F"r$ is a JD-JDC Goint Lenture set up between two well (nown and reputed families in )yderabad, the Modis and the Babu Khans. %ortune %ord is a blend of e perience and youth. The e perience and good will that +r. +isbahuddin 'abu 9han and +r. 4ramod +odi en*oy blend very well with the youth and energy of the youngsters 'ashir, Ashish, 2irav and #ira* to ma(e %ortune %ord a truly world class %ord 1ealership. F"rt.#e F"r$ mar(ets and services the recently launched truly 6uropean %ord %iesta, the ever,popular Ford Ikon Flair, the 2o non,sense car Ford Fusion and the macho #/L the Ford %ndeavour through its sales and service outlets at )yderabad. The sales outlet is located strategically at #oma*iguda ne t to 6anadu. We have two service centers, one at Chapel 5oad, Abids opposite #tanley College and other one at %athebagh, #anthnagar. These centrally located outlets provide convenient and easy access to both the proud owners as well as prospective buyers. The wor(force at F"rt.#e F"r$ is committed to e cellence in serving all esteemed customers. The #ales Team is made up of dedicated showroom and field 9urt penbergs who are professionally trained by %ord India 0imited. They are adept at guiding the customer through the entire sales process right from assisting in the choice of model, colour and features to lending a helping hand in providing attractive buybac( options and also arranging finance at competitive rates. The #ervice Centre is armed with the state,of,the art e=uipment and is in,line with %ord@s e acting 3lobal standards. The service team is technically =ualified and trained to analyze and provide solutions adhering to Tuality Care, in order to satisfy even the most demanding customers.

The F"rt.#e F"r$ dealership maintains a high standard of e cellence in sales and services by sending its personnel for training on a regular basis to %ord India 0imited, to update them with the latest technological advances in the automotive sphere.

SHO8ROO&
We have JDDD sft centrally air conditioned showroom, located in the heart of the city in #oma*iguda, ad*acent to 6enadu office and *ust opp. to 9hairtabad 5TA. This ma(es convenient for almost every one residing in and around )yderabad and #ecunderabad.

T4e 3aci/itie2 "33ere$ 3r"m t4e 24"9r""m are !

(. Lery easy finance facility with in,house finance team to cater to your every car finance re=uirements. All the leading finance counters are available li(e ICICI: HDFC: 7OT%7: SUND%R%&: SBI: etc. ;. 6 change offer for any of your used car. %ree spot evaluation for any usedcar. <. 4rofessionally trained and courteous sales staff to ta(e care of every relevant needs of the customers. *. F"r$ preferred insurance for cashless transactions in the event of claims. #pecial offers on Insurance renewals. ;ou can also renew your insurance by *ust ma(ing call to our #ervice mar(eting help line )=*===>)?;. S4"9r""m @ S"maji0.$a

>.%ull range of F"r$ cars with all colors and models to choose from. ?. A good stoc( of F"r$ genuine accessories to ma(e your %ord ownership more delightful and safe. +. A well maintained fleet of test drive cars to give you the feel and e perience the drive dynamics on actual driving conditions before ta(e the purchase decisions. ;ou can call our sales help line for test drive or fill the on,line test drive re=uisition form.

Si0#i3ica#t mi/e2t"#e2

The first Indian built %ord 6scort rolled off the assembly line in .HHN. The Company was able to deliver %ord 6scorts in seven ma*or cities simultaneously, in *ust a month after boo(ing.

The #pecial Lalue 4ac( program was launched in .HHM, with commemorative @%reedom@, followed by the petrol and diesel driven @Anniversary@. 5ecent #L4s have included the $rion, Alpha and #port , 6.

%ord 6scort won the G 1 4ower Award in India Tuality #urvey in .HHM. %ord topped the Customer #atisfaction Inde >C#I? ratings in .HHM and .HHB, in the Customer #atisfaction #urvey.

TualityCare, %ord@s branded service initiative, provides car owners with superior services at its dealership countrywide.

The new, integrated manufacturing plant was dedicated in +arch .HHH, where %$51 I9$2 is manufactured.

%ord India launched %ord Assured on April 7: 7DDD, a new initiative to buy and sell used cars of all ma(es.

$n #eptember .., 7DDD. %ord India launched the %ord I9$2 #Pi ! the stylish K*osh machine

%ord India has started e porting %ord I9$2 %ord India launched the %ord +ondeo.

;AA( ;AA;

F"r$ I#$ia 24"9 ca2e2 a 9i$e 25ectr.m "3 eBciti#0 car2 at t4e %.t" EB5" %ord India 0imited announced a strategic partnership with )industan +otors 0imited >)+0?. Certified T# HDDD- .HHB, 8rd edition on +arch 7., 7DD7 %ord India received the T# HDDD award from TUL #Vddeutschland. 2ew I(on Lariant ..N 6Pi was launched

;AA<!
The 2ew %ord I(on 2PT launched , The 2e t 0evel of Gosh. Adding 5efinement to Gosh, %ord India launches I(on 2PT K%inesse. %ord Celebrates Centennial in India. F"r$ I#$ia /a.#c4e2 IC"# NDT SDi. %ord India 5an(s )ighest in G.1. 4ower India #ales #atisfaction #tudy. F"r$ /a.#c4e2 IC"# F/air at R2. *.)> 'aC42.

;AA*! Autocar #/L of the ;ear ! Winner %ord 6ndeavour. ;AA+!

%$51 +otor Company of #outhern Africa achieves three wins and two seconds on this year total economy run 1$6 AWA51# %$51 two grants for vehicle fuel efficiency research %$51 +$216$ I# A/T$ 6P456## car of the year 0A21 5$L65 1I#C$L65; 8 scoops category win at T$WCA5 AWA51# 7DDM %$51 +$216$ is the Caravan Club T$WCA5 of the year 7DDB.

&%N%-E&ENT PROFI'E!
%RVIND &%THE8 E &a#a0i#0 Direct"r a#$ Pre2i$e#t Arvind +athew is the +anaging 1irector and 4resident of %ord India. )e too( this position in August 7DDJ.

'UCY &I''%R E Vice Pre2i$e#t: Fi#a#ce F IT

0ucy is the Lice 4resident of %inance and IT at %ord India. #he too( up this position in +ay 7DDJ. #he reports to Arvind +athew, 4resident and +anaging 1irector, %ord India.

SCOTT &cCOR&%C7 E Vice Pre2i$e#t: &arCeti#0: Sa/e2 F Ser ice #cott +cCormac( is the Lice 4resident, +ar(eting, #ales and #ervice at %ord India. )e too( this position in Guly 7DDN. #cott reports to Arvind +athew, 4resident and +anaging 1irector, %ord India.

N%NCY REISI- E Vice Pre2i$e#t: H.ma# Re2".rce2 2ancy 5eisig is Lice 4resident, )uman 5esources at %ord India. #he too( this position in +arch 7DDJ. 2ancy reports to Arvind +athew, 4resident and +anaging 1irector, %ord India.

S%NDIP S%NY%' E Vice Pre2i$e#t: S.55/y a#$ T"ta/ Va/.e &a#a0eme#t#andip #anyal is the Lice 4resident.

PRODUCT PROFILE

Fusion:

PRICE>lacs?

N.JH

E#0i#e!
Type Construction %uel #ystem 1isplacement >cc? Compression 5atio +a . 4ower >psArpm? +a . Tor=ue >nmApm? 6mission #tage 7erb 8ei04t G70H Tra#2mi22i"# &aBS5ee$ G9mph? &i/ea0e : Cyl. In ! 0ine, .N ! L 1$)C All Aluminium Alloy #6%I .JHN H.MJ-. .D. A NJDD .:N A 8:DD 'harat #tage III ..:8 +anual J #peed .M: ...8

Endeavour:

PRICE>lacs?

>:P7? >:P:?

.N..N .M..M

E#0i#e!
Type 1isplacement >cc? +a . 4ower >4#Arpm? +a . Tor=ue >(gmArpm? Ignition #ystem Lalve #ystem %uel #ystem 6mission 7erb 8ei04t G70H Tra#2mi22i"# &aBS5ee$ G9mph? &i/ea0e 7.J litre, : Cylinder in,line, Turbocharged I inter,cooled diesel 7:HH ..NA8JDD 7B.JA7DDD Compression #$)C, .7 Lalves Indirect In*ection +echanical 4ump 6 haust 3as 5ecirculation >635? +eeting 'harat #tage III 2orms .H88A.HJB +anual J #peed .:7 B.7

Fiesta:

E#0i#e PriceGi# /ac2H Type Construction %uel #ystem 1isplacement cc Compression 5atio +a . 4ower $utput +a . Tor=ue psArpm

(.* EDI N.MN

(.? IDI M.7B

(.? SDI B.7B

(.*EDI GTDCiH B.DD

(.* IDI GTDCiH B.J7

(.* SDI GTDCiH H..H

: Cylinder in,0ine, .N Lalve 1$)C All,aluminium Alloy #6%I .8BB H.MJ-. B7ANDDD .JHN H.MJ-. .JHN H.MJ-.

: Cylinder in,0ine, B Lalve #$)C )igh 4ressure Common 5ail .8HH .B-. .8HH .B-. NBA:DDD .8HH .B-. NBA:DDD

.D.ANJDD .D.ANJDD NBA:DDD

2mArpm .7MA:DDD .:NA8:DD .:NA8:DD .NDA7DDD .NDA7DDD .NDA7DDD 'harat #tage III J #peed +anual .MDA.MB .:.MJA.8.N

6mmision Compliance Tra#2mi22i"# Ty5e 7erb 8ei04t G70H &aBS5ee$ G9mph? &i/ea0e

Ikon:

PRICE>lacs? E#0i#e! Type %uel system 1isplacement >cc? +a . 4ower >psArpm? +a . Tor=ue >2mArpm? Tra#2mi22i"# Ty5e 7erb 8ei04t G70H &aBS5ee$ G9mph? &i/ea0e

J.JD : Cylinder, B,L #$)C, 5ocam 4etrol #6%I .7HH MDAJJDD .DJA7JDD J #peed +anual HMB .:B .D.B

Mondeo:

PRICE>lacs? E#0i#e! 6ngine type 1isplacement +a . power +a . tor=ue Compression ratio Lalves %uel in*ection 6mission level Construction Tra#2mi22i"# Ty5e 7erb 8ei04t G70H &aBS5ee$ G9mph? &i/ea0e

N.JH

7.D0 .NL 1$)C 4etrol .HHH cc .:7.M 4#ANDDD rpm .BJ 2mA:JDD rpm .D-B-. .NL 1$)C #e=uential electronic fuel in*ection >#6%I? 'harat #tage III All Aluminium Alloy
F"r$ &TD,+> ma#.a/ >,25ee$ 9it4 2y#c4r"me24

7DD B.N

SOURCE OF DATA

&arCeti#0 2trate0y a#$ a#a/y2i2! a#a/y2i2

A mar(eting strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. Any organization that wants to e change its products or services in the mar(et place successfully should have a #trategic +ar(eting plan to guide the allocation of its resources. A strategic mar(eting plan usually evolves from an organizations overall corporate strategy and serves as a guide for specific mar(eting programs and policies. +ar(eting strategy is based on a situation analysis, a detailed assessment of the current mar(eting conditions facing the company, its product lines, or its individual brands. %rom this situation analysis, a firm develops an understanding of the mar(et and the various opportunities it offers, the competition and the mar(et segments or target mar(ets the company wishes to pursue. +ar(eting strategy is the complete and unbeatable plan, designed specifically for attaining the mar(eting ob*ectives of the firmAbusiness unit. The mar(eting ob*ectives indicate what the firm wants to achieveE the mar(eting strategy provides the design for achieving them. %or e ample, if the mar(eting ob*ectives of a business unit stipulate that ne t year, it should achieve a sales revenue of 5s. .,DDD crore and a net profit of .J percent of sales revenue, it is the *ob of mar(eting strategy to indicate how and wherefrom this sale and profit will come, which product linesAproductsAbrands will accomplish this tas( and how. +ar(eting strategy forms an integral part of mar(eting planning. A mar(eting strategy is most effective when it is an integral component of corporate strategy, defining how the organization will successfully engage customers, prospects, and competitors in the mar(et arena. It is partially derived from broader corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company@s revenue, mar(eting strategy is closely lin(ed with sales. A (ey component of mar(eting strategy is often to (eep mar(eting in line with a company@s overarching mission statement.

&%R7ETIN- %ND PRO&OTIONS PROCESS &ODE'!

1evelopment of mar(eting program re=uires an in,depth analysis of the mar(et. This analysis may ma(e e tensive use of mar(et research as an input into the planning process.

+ar(eting #trategy and analysis

Target mar(eting process

+ar(et planning program development promot, ion to final buyer

target mar(et

Opportunity analysis

dentifying markets

3roduct decisions

3romotional decisions

2ltimate consumer

4ompetitive analysis

%arket segmentatio n

3ricing decisions

Target marketing

)electing ; Target marketing

4hannel of distributio n decisions

"dvertising Direct marketing nteractive marketing )ales promotion 3ublicity and public relations 3ersonal selling

4onsumers $usinesses

4urchase 4romotion to trade

3ositioning through marketing strategies

Resellers

This input, in turn, provides the basis for the development of mar(eting strategies in regard to product, pricing, distribution and promotion decisions. 6ach of these steps re=uires a detailed analysis, since this plan serves as the road map to follow in achieving mar(eting goals. $nce the detailed mar(et analysis has been completed and mar(eting ob*ectives have been established, each element in the mar(et mi must contribute to a comprehensive integrated mar(eting program. $f course, the promotional program element must be combined with all other program elements in such a way as to achieve ma imum impact.

F"rm./ati#0 t4e marCeti#0 2trate0y!

'asically, formulation of mar(eting strategy consists of three main tas(s.. #electing the target mar(et, 7. 4ositioning the offer, 8. Assembling the mar(eting mi . This implies that the essence of the mar(eting strategy of a firm for a given product or brand can be grasped from the target mar(et chosen, the way it is positioned and how the mar(eting mi is organized. The target mar(et shows to whom the unit intends to sell the productsE positioning and mar(eting mi mar(eting strategy platform of the given product. together show how and using what The three together constitute the uni=ueness or distinction, the unit intends to sell.

SE'ECTIN- THE T%R-ET &%R7ET!

To say that target mar(et selection is a part of mar(eting strategy development is *ust stating the obvious. It does not fully bring out the import of the inseparable li(age between the two. When the selection of the target mar(et is over, an important part of the mar(eting strategy of the product is determined, defined and e pressed. +ar(eting targeting simply means choosing ones target mar(et. It needs to be clarified at the outset that mar(et targeting is not synonymous with mar(et segmentation.

#egmentation is actually tee prelude to target mar(et selection. $ne has to carry out several tas(s besides segmentation before choosing the target mar(et. Through segmentation, a firm divides the mar(et into many segments. 'ut all these segments need not form its target mar(et. Target mar(et signifies only those segments that it wants to adopt as its mar(et. A selection is thus involved in it. +ar(eting segmentation is a process that throws up not one but several mar(et segments. There may be segments that are sizeable and the ones that are not so sizeable. There may be segments assuring immediate profits and the ones that call for heavy investments in mar(et development. There may also be segments that show great potential, but display tough barriers to entry. As such, the =uestion, which segmentAsegments, the firm should select as its target mar(et, assumes crucial importance. STR%TE-IC &%R7ET SE-&ENT%TION! +ar(et #egmentation is "dividing up a mar(et into distinct groups that >.? have common needs and >7? will respond similarly to a mar(eting action&, which was said by %ric N.(erkowit/- 0oger A.1erin- and William 0edulius. The #egmentation process involves five distinct steps %inding ways to group consumers according to their needs. %inding ways to group the mar(eting actions ! usually the products offered ! available to the organization. 1eveloping a mar(et,product grid to relate the mar(et segments to the firms products or actions. #electing the target segments toward which the firm directs its mar(eting actions. Ta(ing mar(eting actions to reach target segments. +ar(ets can be segmented using several relevant bases. %or e ample, demographic characteristics of consumers, such as age, se , incomeApurchasing capacity, education level etc, form one base for segmentation. 3eographic characteristics constitute anotherE and buying behavior of the consumers forms yet another base. The various types of segmentations are 3eographic segmentation

 1emographic segmentation 4sychographic segmentation 'uyer behavior 'enefits segmentation Lolume of purchase segmentation

POSITIONIN-!
4ositioning is a platform for the brand. It facilitates the brand to get through to the target consumers. It is defined as "the art and science of fitting the product or service to one or more segments of the broad mar(et in such a way as to set it meaningfully apart from competition.& 4ositioning is the act of fi ing the locus of the product offer in the minds of the target consumers. In positioning, the firm decides how and around what parameters, the product offer has to be placed before the target consumers. The significance of product positioning can be easily understood from 1avid $gilvys words- "The results of your campaign depends less on how we write your advertising than on how your product is positioned&. De3i#iti"#2 "3 5r"$.ct 5"2iti"#i#0! Se#0.5ta, in his boo( Brand Positioning says, " The aim of product positioning is to create a perception for our brand in the prospects mind so that it stands apart from competing brandsW we must cover that space in the consumers mind as if we had won a long,term lease. We must find a strong position in that mind and sit on itW.& &ic4ea/ R"t42c4i/$, in his boo( Marketing Communications From Fundamentals to Strategies says, "4ositioning refers to the place a brand occupies in the mind in relation to a given product class. This place was originally a product,related conceptW. Concerning mar(et structure. The concept now refers to the place that the brand holds in the consumers mind related to perceptions and preferences&.

De e/"5i#0 a P"2iti"#i#0 Strate0yTo create a position for a product or service, 'rout and 0ies suggest that managers as( them selves si basic =uestions. .. What position, if any, do we already have in the prospects mind< 7. What position do we want to own< 8. What companies must be outgunned if we are to establish that position< :. 1o we have enough mar(eting money to occupy and hold the position< J. 1o we have the guts to stic( with one consistent positioning strategy< N. 1oes our creative approach match our positioning strategy<

PRODUCT POSITIONIN- %ND BR%ND POSITIONIN-!

It is essential to understand the relationship between products positioning and brand positioning. Though in discussions, the two terms are synonymously and interchangeable used, technically they are different. 4roduct positioning denotes the specific product categor 2product class in which the given product is opting to compete. And brand positioning denotes the positioning of the brand viz,a viz the competing brands in the chosen product category. It is evident that for any product, before entering the mar(et it has to se=uentially carry out the two e ercises, product positioning and brand positioning. In the first step, the product category where the new entrant should enter and compete, i.e. against what all products it has to compete, has to be decided. In this step, it is the broad function that the product is trying to serve that matters. This choice of product category will decide the nature of the competition the product is going to face. $nce product category positioning is decided, the position for the new entrant against competing brands in the chosen product category has to be analyzed and fi ed. ISSUES IN PRODUCT POSITIONIN- Where is the new offer going to compete< As what< Which product functionAcustomer need is it trying to meet<

What other product categories serve this need< In other words, what are the substitute products that serve the same need< Where is the real gap, where is such a new offer most welcome and wanted by the mar(et< What are companys competencies to fight here<

ISSUES IN BR%ND POSITIONIN-! In deciding the 'rand positioning, the issues are Which are the competing brands in the chosen product category< What are the uni=ue claimsAstrengths of the various brands< What position do they en*oy in consumers evaluation and perception< What is the most favoured positionW< And yet vacant< Can the new brand claim the needed distinction and ta(e the position and satisfy the need< The ma*or dimension of mar(eting strategy relates to positioning of the offer. The firm has already selected the target mar(et and decided its basic offer. 2ow, what is the con*unction between these two entities< )ow do they get connected< What is the interface< In other words. What is the locus the firm see(s among the customers in the chosen targer mar(et with its offering< )ow would the firm want the consumer to view and receive the offer< These are the issues the firm has to grapple with in positioning. And, while formulating the mar(eting mi too, the firm will agitate over these issues. The 4roduct 1ifferentiation and 4ositioning discusses the multifarious issues involved in the sub*ect.

PRODUCT REPOSITIONIN- !
4roducts do undergo Krepositioning as they go along their life cycle. In some cases, even products that are fairing well are repositioned. This is done mainly to enlarge the reach of the product offer and to increase the sale of the product by appealing to a wider target mar(et. The product is provided with some new features or it is associated with some new target segments.

PRO&OTION%' DECISIONS!
4romotion has been defined as the coordination of all seller initiated efforts to set up channels of information and persuasion in order to sell goods and services or promote an idea. While implicit communication occurs through the various elements of the mar(eting mi , most of an organizations communications with the mar(et The basic tools used to accomplish an organizations communication ob*ectives are often referred to as the promotional mi*.

The promotional mi

"dvertising

Direct marketing

nteractive< internet marketing

)ales promotion

3ublicity< 3ublic relations

3ersonal selling

%$ erti2i#0!
Advertising is defined as any paid form of non personal communication about an organization, product, service, or idea by an identified sponsor. The paid aspect of this definition reflects the fact that the space or time for an advertising message generally must be bought. An occasional e ception to this is the public service announcement, whose advertising space or time is donated by the media. Advertising is the best,(nown and most widely discussed form of promotion, probably because of its pervasiveness. mar(ets. It is a very cost,effective method for communicating with large audiences. It can be used to create brand images and symbolic appeals for a company or brand. It is also very important promotional tool, particularly for companies, whose products and services are targeted at mass consumer

Direct &arCeti#0$ne of the fastest,growing sectors of the /.#. economy is direct mar(eting, in

which organizations communicate directly with target customers to generate a response and

a transaction. It has become such an integral part of the I+C program of many organizations and often involves separate ob*ectives, budgets, and strategies, we view direct mar(eting as a component of the promotional mi . 1irect +ar(eting is much more than direct mail and mail order catalogs. It involves a variety of activities, including database management, direct selling, telemar(eting and direct response ads through direct mail, the Internet, and various broadcast and print media. $ne of the ma*or tools of direct mar(eting is $irect re25"#2e a$ erti2i#0, whereby a product is promoted through an ad that encourages the consumer to purchase directly from the manufacturer.

I#teracti eJI#ter#et &arCeti#0!

Interactive media allow for the bac(,and,forth flow of information whereby users can participate in and modify the form and content of the information they receive in real time. /nli(e traditional forms of mar(eting communications such as advertising, which are one,way in nature, the new media allow users to perform a variety of functions such as receive and alter information and images, ma(e in=uiries, respond to =uestions and of course ma(e purchases. In addition to the Internet, other forms of interactive media include C1,5$+s, 9ios(s, and interactive television.

Sa/e2 Pr"m"ti"#!
The ne t variable in the promotional mi is sales promotion, which is generally defined as those mar(eting activities that provide e tra value or incentives to the sales force, the distributors, or the ultimate consumer and can stimulate immediate sales, promotion is generally bro(en into two ma*or categories

sales

Consumer,oriented and Trade,oriented activities

Consumer,oriented sales promotion is targeted to the ultimate user of a product or service

and includes couponing, sampling, premiums, rebates, contests, sweepsta(es, and various point, of,purchase materials. Trade,oriented sales promotions are targeted towards mar(eting intermediaries such as wholesalers, distributors and retailers.

P.b/icityJP.b/ic Re/ati"#2-

4ublicity refers to non personal communications regarding an organization, product, service, or idea not directly paid for or run under identified sponsorship. It usually comes in the form of a news story, editorial or announcement about an organization and its products and services. 0i(e advertising, publicity is not directly paid for by the company. An advantage of publicity over other forms of promotion is its credibility. Another advantage of publicity is its low cost, since the company is not paying its time or space in a mass medium such as TL, radio or newspapers. 4ublic relations are defined as "the management function which evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interests and e ecutes a program of action to earn public understanding and acceptance&. publics. 4ublic relations generally have a broader ob*ective than publicity, as its purpose is to establish and maintain a positive image of the company among its various

Per2"#a/ Se//i#0!
It is a form of person,to,person communication in which a seller attempts to assist and persuade prospective buyers to purchase the companys product or service or to act on an idea. /nli(e advertising, personal selling involves direct contact between buyer and seller, either face,to,face or through some form of telecommunications such as telephone sales. 4ersonal selling involves more immediate and precise feedbac( because the impact of the sales presentation can generally be assessed from the customers reactions.

%SSE&B'IN- THE &%R7ETIN- &IDAssembling the mar(eting mi means assembling the four 4s of mar(eting in the best possible combination. Involved in this process are the choice of the appropriate mar(eting activities and the allocation of the appropriate mar(eting effortAresources to each one of them. The firm has to find out how it can generate the targeted sales and profit. It considers different mar(eting mi es with varying levels of e penditure on each mar(eting activity and tries to figure out the effectiveness of different combinations in terms of the possible sales and profits. It then chooses the combinationAmi of products, price, place and promotion that is best according to its *udgment.

#ince mar(eting is essentially an interaction between the mar(eting mi

and

environmental variable, and since the latter and non,controllable, mar(eting becomes synonymous with assembling and managing the mar(eting mi . $f course, while assembling the mar(eting mi , the mar(eting manager will ta(e due note of the environmental variables. 2ot only will he ta(e due not of them, he will ensure that his mar(eting mi suits the environmental variables. And, its it factor that renders tha tas( much more comple . +A5963I23 +IP- T)6 #$06 L6)IC06 %$5 C56ATI23 A21 160IL65I23 C$2#/+65 LA0/6 The four elements mentioned above, product, distribution, promotion and pricing constitute the mar(eting mi of the firm. The mar(eting mi is the sole vehicle for creating and delivering customer value. It can be easily seen that all activities and programmes, which a mar(eter designs and caries out in his effort at winning customers, relate to one or the other of the above four elements, product, place, promotion and pricing. It can also be seen that in each of these elements, there are several sub,elements. %or e ample, pac(aging is one of the sub, elements of product and warehousing is one of the sub,elements of distribution. T4e F".r P2 "3 &arCeti#0! It was Games Culliton, a noted mar(eting e pert, who coined the e pression mar(eting mi and described the mar(eting manager as a mi er of ingredients. To =uote him, XThe mar(eting man is a decider and an artist ! a mi er of ingredients, who sometimes follows a recipe developed by others and sometimes prepare his own recipe. And, sometimes he adapts his recipe to the ingredients that are readily available and sometimes invents some new ingredients, or, e periments with ingredients as no one else has tried before. #ubse=uently- Niel +.(orden, another noted mar(eting e pert, popularized the concept of mar(eting mi . It was Gerome +cCarthy, the well,(nown American professor of mar(eting, who first described the mar(eting mi in terms of the four 4s. )e classified the mar(eting mi variables under four heads, each beginning with the alphabet "4&. 4roduct

4lace 4rice 4romotion McCarth has provided an easy,to,remember description of the mar(eting mi

variables. $ver the years, the terms ! +ar(eting mi and %our 4s of mar(eting have come to be used synonymously. Assembling and managing the mar(eting mi is the cru of the mar(eting tas(. And, it is through the mar(eting mi that the mar(eting manager achieves the mar(eting ob*ectives.

&%R7ETIN- STR%TE-IES F%'' UNDER T8O C%TE-ORIES!

We have seen that target mar(et selection, positioning and mar(eting mi formulation together constitute mar(eting strategy. We have also seen that a firm can assemble the mar(eting mi elements in many different ways, depending on the relative weightage it assigns to the different elements. combinations is, in fact immense. The scope to carve out different As a result, business firms are able to employ an

abundance of strategies and strategy stances in their relentless race to stay ahead of competition. )owever, a close scrutiny will reveal that all these strategies can be fitted into two broad categories .. 45IC6 $5I62T61 +A596TI23 #T5AT63; 7. 1I%%6562TIATI$2 $5I62T61 +A596TI23 #T5AT63; In other words, there are only two broad routes available for forging mar(eting strategies- any strategy has to be ultimately either a price,oriented strategy or a differentiation,oriented strategy.

PRICE ORIENTED &%R7ETIN- STR%TE-Y%irms ta(ing to the price route in mar(eting strategy compete on the strength of pricing. They use price as their competitive lever. They *uggle the price of their product to

suit the prevailing competitive reality. They can afford to offer lower prices and still ma(e the targeted profits. They elbow out competition with the cushion they en*oy in the matter of pricing. 4rice route re=uires cost leadership, evidently, a firm opting for the price route will have to have a substantial cost advantage in their operations. It should be en*oying an overall cost leadership in the given industry and its lower cost should enable it to secure above average returns inspite of strong competition. The cost advantage can emanate from different factors li(e, scale economies, earlyu entry, a large mar(et share built over a period of time, locational advantage, or synergy among the different businesses. The firms whole strategy, in fact will revolve around building such cost advantage. To successfully practice a price,led strategy, a firm should have consciously ta(en to the idea sufficiently early in its evolutionary process and prepared itself for adopting such a strategy.

DIFFERENTI%TION ORIENTED &%R7ETIN- STR%TE-Y! STR%TE-Y

The differentiation route of strategy revolves around aspects other than price. It wor(s on the principle that a firm can ma(e its offer distinctive from all competing offers and win through the distinctiveness. And, a firm adopting such route can price its product on the perceived value of the attributes of the offer and not necessarily on competition, parity basis. +a imum scope for e ploiting differentiation remains with the product. While all the :4s of mar(eting are important elements from the point of view of strategy, the other 4s normally go as elaborations of the offer, while the product forms its core. 4roduct differentiation is of vital importance in product management and has great potential in forgoing successful mar(eting strategies. The product can be differentiated along two ma*or plan(s.. Tangible product attributes and functions, 7. Intangible characteristics and emotional associations. The tangible product attributes and functions are 1ifferentiation based on ingredients, 1ifferentiation based on functional value,

1ifferentiation based on additional features, 4ac(aging contributing to differentiation, 1ifferentiation based on Tuality, $perational 6fficiency, Technology, #ervice.

DI-IT%' &%R7ETIN-!
1igital +ar(eting is the practice of promoting products and services using digital distribution channels to reach consumers in a timely, relevant, personal and cost,effective manner. Whilst digital mar(eting does include many of the techni=ues and practices contained within the category of Internet +ar(eting, it e tends beyond this by including other channels with which to reach people that do not re=uire the use of The Internet. As a result of this non,reliance on the Internet, the field of digital mar(eting includes a whole host of elements such as mobile phones, smsAmms, display A banner ads and digital outdoor.

BUII &%R7ETIN- G8ORD OF &OUTHH!

Word of mouth, is a reference to the passing of information by verbal means, especially recommendations, but also general information, in an informal, person,to,person manner. Word of mouth is typically considered a face,to,face spo(en communication, although phone conversations, te t messages sent via #+# and web dialogue, such as online profile pages, blog posts, message board threads, instant messages and emails are often now included in the definition of word of mouth. There is some overlap in meaning between word of mouth and the following- rumor, gossip, innuendo, and hearsayE however word of mouth is more commonly used to describe positive information being spread rather than negative, although this is not always the case.

Word,of,mouth promotion, also (nown as buzz mar(eting and viral advertising, is highly valued by advertisers. It is believed that this form of communication has valuable source credibility. 5esearch points to individuals being more inclined to believe W$++ than more formal forms of promotion methodsE the receiver of word,of,mouth referrals tends to believe that the communicator is spea(ing honestly and is unli(ely to have an ulterior motive >i.e. they are not receiving an incentive for their referrals?. In order to promote and manage word,of,mouth communications, mar(eters use publicity techni=ues

as well as viral mar(eting methods to achieve desired behavioral response. Influencer mar(eting is increasingly used to seed W$++ by targeting (ey individuals that have authority and a high number of personal connections.

EV%N-E'IS& &%R7ETIN-It is an advanced form of word of mouth mar(eting >W$++? in which companies develop customers who believe so strongly in a particular product or service that they freely try to convince others to buy and use it. The customers become voluntary advocates, actively spreading the word on behalf of the company. 6vangelism literally comes from the three words of @bringing good news@ and the mar(eting term *ustly draws from the religious sense, as consumers are literally driven by their beliefs in a product or service, which they preach in an attempt to convert others.

EFFECTIVE S%'ES PRO&OTION!

#ales promotion consists of diverse collection of incentive tools mostly short term, designed to stimulate =uic(er and greater purchase of particular products of services by the consumer. #ales promotion is the only method that ma(es use of incentives to complete the push,pull promotional strategy of motivating the sale force, the dealer and the consumer in transacting a sale.

Price,O332 O33er!
4rice,off offers refers to offering the product at lower than the normal price. This encourages immediate sales, attracts non,users, induces product trail and counters competition.

Premi.m!
4remium refers to the offer of an article of merchandise as an incentive in or to sell the product.

C".5"#2!
In order to encourage product trail, stimulate re,purchase rate and build loyalty through news papaers.

Dea/er 2t"cC $i25/ay c"#te2t2!

It is a type of point of purchase advertising which uses the show windows of the dealer for providing e posure to the sponsors products. 1ealer participating enthusiastically and creatively are awarded

DEFENDIN- &%R7ET SH%REWhile trying to e pand total mar(et size, the dominant firm must continuously defend it current business against rival attac(s. This step is very much essential for the mar(et leader firm because the challenger firms are constantly to e ploit the wea(nesses of the leader firms.

EDP%NDIN- &%R7ET SH%RE+ar(et leaders can improve their profitability by increasing their mar(et share. 'ut for few mar(et leaders whose share in the total mar(et is insignificantly high, the e pansion of mar(et share n the total mar(et may be proved both as e pensive and ris(y. Therefore it is better for such leader firms in spending their time in building up the mar(et size rather than e panding the mar(et share. The reason for this action may be attributed to two factors.. The mar(et leader firms might attract the provisions of various anti,trust legislations. The rival competitors will try to force the 3overnment to bring legislations against the "+$2$4$0I#ATI$2& 7. The second reason being the economic factors. The cost of ma(ing further gains in the mar(et share after a large share has been achieved may rise fast and reduce the profit margin.

H%R%SS&ENT STR%TE-Y!
The mar(et leader firm will resort to an harassment strategy in order to promote its mar(et share. As a part of this strategy, the leader form might approach the suppliers and threaten to reduce its purchases. If the latter supply the upstart firm, sometimes it might put pressure on distributors not to carry the competitors product. The salesman of leader firm might spea( negatively about competitors. It may also try to hire away the better 9urt

penbergs of an aggressive firm. #ometimes, the mar(et leader firm will try to restrain these competitions through legal devices. It might push legislation that would be more unfavorable to the competitors than to itself. The aim of defensive strategy is to reduce the profitability of attac(, divert attac(s to less threatening areas, and lessen the intensity of attac(. Any attac( is li(ely to hurt profits. 'ut the defenders form and speed of response can ma(e an important difference in the profit conse=uences. There are N defense strategies that a dominant firm can use.. P"2iti"# De3e#2eThe basic idea of defense is to build an impregnable fortification around ones territory. ;. F/a#C De3e#2e! The mar(et leader should not only guard its territory but also erect outposts to protect a wea( front or possibly serve as an invasion base for counter attac(ing. 8. Preem5ti e De3e#2eA more aggressive defense maneuver is to launch an attac( on the enemy before the enemy starts its offense against the leader. 4reemptive defense assumes that an ounce of prevention is worth more than a pound of cure. *. C".#ter"33e#2i e De3e#2e! +ost mar(et leaders, when attac(ed will respond counterattac(. The leader cannot remain passive in the face of a competitors price cut, promotion blitz, product improvement, or sales territory invasion. The leader has the strategic choice of meeting the attac(er frontally, maneuvering against the attac(ers flan(, or launching a princer movement to cut off the attac(ing formation from their base operation. >. &"bi/e De3e#2e! +obile defense involves more than the leader aggressively defending it territory. In mobile defense, the leader stretches it domain over new territories than serve as future centers for defense and offense. N. C"#tracti"# $e3e#2e0arge companies recognize that they can no longer defend all the territory. Their

focus are spread too thin, and competitors are nibbling away on several funds. The best course of action then appears to be planned contraction >also called strategic withdrawal?.

INNOV%TION STR%TE-Y!
The mar(et leader may innovate several strategies in respect of new product ideas, customer services, means of distribution, cost cutting discovery. In addition to these, a leader may discourage its competition particularly challenge firm.

FORTIFIC%TION STR%TE-Y!
In order to protect its mar(et share, the mar(et leader may try to (eep it product prices reasonable in relation to the perceived valued of the offer and competitors offer. The leader produces it brand in a variety of sizes and firms.

CONFRONT%TION STR%TE-YIf leader firm faces an e tremely aggressive challenger, whose actions demand a =uic( and direct response. In such a situation, the mar(et leader will engage any promotional war, engaging in a massive promotional e penditure that the aggressive challenger cannot match. The leader firm may engage in the price war whenever a new challenger is considering to enter in its mar(et. This strategy will frighten the potential competitions and ma(e then to withdraw from entering the mar(et.

MAR$ETIN% STRATE%IES OF FORD

&%R7ETIN- STR%TE-IES OF FORD!

Pr"$.ct $i33ere#tiati"# ba2e$ "# "5erati"#a/ e33icie#cy!
%$51 6PC600I23 T)5$/3) #65LIC6- %ord tries to differentiate its offer on the plan( of service. It has gone in for a new norm in customer service- "fi it right!the first time!on time&. %ord is also supplying videotapes showing how repairs have to be done.

%$"5ti#0 O33er t" S.it Tar0et Se0me#t!

F"r$ m"$i3ie2 it2 m"$e/2 3"r I#$ia! %ord modified its models for the Indian target segments as shown below )igher ground clearance to ma(e the car more compatible to the rougher road surface in India. #tiffer rear springs to enable negotiating the ubi=uitous patholes on Indian roads. Changes in cooling re=uirement, with greater airflow to the rear. )igher resistance to dust. Compatibility of engine with the =uality of fuel available in India. 0ocation of horn buttons on the steering vehicles. >As the India motorist uses the horn more fre=uently, for cars sold in India, the horn buttons are (ept on the steering wheel and not on a lever on the side as in the models sold in 6urope.?

Strate0ic 2e0me#tati"# "3 car2!

The %ord in India has launched the car only for few segment of people. The segmentation of car buyers based on price preferences are Fami/y car 2e0me#t- These cars forms a reasonably sizeable segment of the mar(et >around .J percent?. 4referred price range is from J la(h to N la(h.

K%$51 I9$2 A21 K%$51 %/#I$2 come under this type of segment. Premi.m car 2e0me#t- This segment represents buyers who need a real world,class car and are willing to pay the due price. 4referred price range starts from B la(h to .7 la(h. K%$51 %I6#TA, K%$51 +$216$ come under this segment of cars. SUV 2e0me#t- The buyers of this segment li(e to have a big vehicles. And these cars are also useful for sport riding and even on hill areas. There body is designed similar to offroad vehicles, which can withstand to Indian roads. K%$51 6216AL$/5 occupies this segment.

Strate0ic Pr"m"ti"#2 by FORD!

F"r$ follows the promotions at two levels, they a .? 4romotions of product directly by the manufacturer. 7? 4romotions at dealer level. In the first step the products of vehicles manufactured by the %ord Automotives are directly promoted by the manufacturer by himself. )e follows many promotional strategies li(e .. Advertising through television and newspaper. 7. Internet or interactive mar(eting. 8. 1irect mar(eting. In the second step the dealer of the vehicles promotes the vehicles. The various promotional strategies followed by the %ortune %ord at dealer are .. Advertising though news papers, radios, palm plates. In this all the features of the product and its prices are given in detail to the customer. 7. In televisions the scrolling are given about the product and its features.

H"ar$i#02-

A heavy picture of the product which comprises of its attributes and special features are displayed on the roadsides in the form of hoardings. It is a bit e pensive strategy but attracts many people who pass by that roadside. This type of advertisement is prepared for those segments of people who cannot afford their time in reading newspapers and watching televisions. While travelling from their home to office, moving on their business activities they may watch these hoardings. These hoarding are especially setup at the road signal stops.

&ai#tai#i#0 Data Ba#C!

In this the dealer collects personalAbio,data>address and contact number? of many people from various organizations and different sector who are ready to buy the vehicles and who change the vehicles regularly. These people are met,in person or contacted through their contact number. The various new features and new offers regarding the vehicles are advocated to them and are given discounts on group purchase of vehicles, i.e. if J or more friends in the group purchase the cars at a time then they are given special discounts on the vehicles.

Free I#2.ra#ce!
The %ortune %ord gives a special offer of free insurance on the purchase of each vehicle to its new customers.

Re/ati"#24i5 &arCeti#0!
%ortune %ord pays a special attention towards its old customers. To retain the old and e isting customers it conducts a corporate meet at a lu urious hotel. The event aims at (nowing the problems of the customers regarding the vehicles and also service feedbac(. In this way it maintains an effective relationship with the customers and gains the reputation and goodwill in the minds of the customers.

Sa/e2 Pr"m"ti"#!
The sales promotion is done in the fortune ford at three levels-

.. S4"9r""m 2a/e2! In this the customers wal( in to the showrooms to (now about the details of the product. #pecially trained sales 9urt penbergs who are present in the showrooms give a detailed e planation about the product to the customers. #ales 9urt penbergs give a detailed note on the products features, various offers given by the manufacturer and also by the dealer to the customer and enhances the sales of the vehicles. 7. C"r5"rate 2a/e2- A special team of sales 9urt penbergs are sent to some big corporate sectors and there they personally meet the heads of the organizations li(e C.6.$s, +anagers etc., and e plain about the vehicles and the offers and special schemes provided by the dealer to them on bul( purchase of the vehicles and try to promote the sales of the vehicles. 8. Fie/$ 2a/e2! The sales 9urt penbergs conduct some events with the corporate wor(ing people and try to demonstrate the product features and its benefits and try to promote the product and increase its sales.

C"#$.cti#0 C.2t"mer De/i04t Pr"0ram!

This is a uni=ue program conducted by the %ortune %ord. This is a program conducted to retain the old customers of the %ord. The old customers of the %ortune %ord are meet personally and they are re=uested to give their feedbac( by filling in the =uestionnaire which is specially prepared for them. In this =uestionnaire their problems regarding the vehicle and also their post sale service e perience are ta(en. If there e ists any problem, then the %ortune %ord service men try to resolve the problems of their customers as soon as possible and ma(es the customer satisfied. This is a techni=ue to attract the new customers by satisfying the old customers and gaining goodwill in the mar(et.

STR%TE-IC S%'ES ST%ND%RDS!

F"rt.#e F"r$ maintains strategic sales standards in the following manner. The #ales faculty is clean, tidy and inviting, ma(ing customers comfortable while purchasing products and availing services.

 Customers are courteously ac(nowledged within two minutes of their arrival and are advised that a #ales Consultant will be available upon re=uest. The #ales Consultants appearance and dress will be of the highest standards. An advisory relationship is established between the customer and the #ales Consultant who listens to the customer, identifies their needs and ensures that they are met. A pleasant, non,pressured purchase e perience will be provided during which a thorough demonstration of the vehicle features and benefits will be made. A test drive will be offered to all customers. /sing a chec( list, the #ales Consultant delivers the vehicle in perfect condition when promised. Customers will be contacted within one wee( after delivery to ensure total satisfaction.

&%INT%ININ- SERVICE ST%ND%RDS An efficient service facility allows a customer to avail all the service provided by %ortune %ord, in a clean and welcoming environment. An appointment is available within J wor(ing days of the customers re=uest. Customers are courteously ac(nowledged within two minutes of their arrival and the write,up will begin with five minutes. #ervice needs are courteously identified, accurately recorded on the repair order and verified with the customer. The vehicle is serviced right on the first visit. The vehicle is ready on the agreed upon time. A through e planation of wor( done, warranty coverage and charges is given to the customer. All service repair wor( will be followed up within five wor(ing days. 6ach vehicle will be washed before being returned to the customer.

EDTENDED 8%RR%NTY!

%ortune %ord gives an e tended warranty to its customers where there will be an e tended time duration in the warranty. 84at i2 EBte#$e$ 8arra#tyK %actory Warranty covers only for a specific period of timeAmileage. After the factory warranty e pires, customer is e posed to the ris( of parts failures. This is applicable for any machineAe=uipmentAvehicle. EBte#$e$ 8arra#ty! Is an e tension of %actory Warranty $ffers almost similar coverage as %actory Warranty Comes with a time,bound >eg. .yrA7yrs but unlimited mileage cap? Covers all +echanical and 6lectrical %ailures Covers labour

84y i2 eBte#$e$ 9arra#ty #ee$e$K $ffers peace of mind motoring 4rotects against une pected and non,budgeted e penses Can be transferred, hence increases the resale value.

84at $"e2 it NOT c" erK 1oes not cover wear and tear of parts 1oes not cover scheduled service items 1oes not cover accident repairs Be#e3it2 t" c.2t"mer 4rotection from manufacturing and material defects Car can be repaired at any %ord out let across the country /nlimited number of claims 2o e cess to pay $ne up,front payment only Inflation protection from rising costs of parts and labour All repairs carried out by =ualified %ord technicians Warranty can be transferred when vehicle is sold ! better resale value Total peace of mind

TOT%' &%INTEN%NCE P'%N

84at i2 T"ta/ &ai#te#a#ce P/a#K

 Cost of ownership is the (ey factor while considering vehicle purchases As part of regular maintenance, customers spend on a? +aintenance parts that are to be replace at specific intervals b? 5eplacement of worn out parts c? 0abour charge for the above A comprehensive maintenance plan by %ord will serve as a good tool to improve the service e perience and minimize concerns on cost of ownership of the vehicle Total +aintenance 4lan >T+4? is a complete service solution provided to the customer. This enables the customer to have total peace of mind in the form of a "+aintenance )oliday& 84at $"e2 it c" erK #cheduled servicing li(e 6ngine $il change, %uel filter, $il filter, #par( plugs etc. 2on,scheduled maintenance li(e 'ra(e 4adsA#hoes, 'ra(e 1iscs, Clutch 4lates, 0ower #uspension Arms, #hoc( Absorbers etc.. +echanicalA6lectrical repairs 0abour for all the above 84at $"e2 it NOT c" erK Accident repairs Tyres %uel

Be#e3it2 t" t4e c.2t"mer Total peace of mind %i ed price for ne t 7 to 8 years Increased residual value of the car $nly %ord genuine parts are used Can avail this service across the country at all %ord authorized outlets Transferable Incase of total loss, can be cancelled %ord factory bac(ed programme 1iagnosisArepairs as per recommended standards and practices Lehicles serviced by %ord trained and certified technicians

RESEARCH METHODOLO%Y

RESE%RCH &ETHODO'O-IES %ND 'I&IT%TIONS! &%R7ETIN- RESE%RCH1efinition of mar(eting research research as approved as by the board of directors of the association of American mar(eting association is"+ar(eting research is the function which lin(s the customer and public to the mar(eter through information ! information used to identity and define mar(eting opportunities and problems generate define and understanding of mar(eting as process&. #imply, mar(eting research is the systematic design collection analysis and reporting of data finding relevant to a specific mar(eting situation facing the company. Carefully planning through all stages of the research is a necessity.

$b*ectivity in research is all,important. ob*ective gathering of the information.

The heart of scientific method is the

The function as mar(eting research with in the company as to provide the information and analytical necessary for effective. 4lanning of the future mar(eting activity. Control of the mar(eting operation in the present. 6valuation of mar(eting results. A research may under ta(e any of the three types of research investigation depending upon the problem. These type of research included.. 'asic research 7. Applied research 8. 1esignated %act 3athering B%SIC RESE%RCH! It is also (nown as the pure fundamental research, which refers to those studies, sole purpose of which is the discovery of new information. It is conducted to e tend the horizons on given area of (nowledge with no immediate application to e isting problems. %PP'IED RESE%RCHIt is attempt to apply the various mar(eting techni=ue, which have been developed as research, first and later on they become applied research techni=ues. It is on attempt to apply the basic principles and e isting (nowledge for the purpose of solving operational problems. DESI-N%TED F%CT -%THERIN-It refers to a research where the investigation attempts to gather some pre, determined data. STEPS IN &%R7ETIN- RESE%RCHMarketing research process can be out through following steps. 1efine the problems and research ob*ectives 1evelops the research plan

Collect the information Analysis and interpretation 4resent the finding.

RESE%RCH &ETHODIt must be classified on the basis of the ma*or purpose of the investigation. In this problem description studies have been underta(en, as the ob*ective of the pro*ect is to conduct the mar(et shares study to determine the share of mar(et received by the company to the competitor.

D%T% CO''ECTIONThe information needed to further proceed had been collected through primary and secondary data.

PRI&%RY D%T%!
It consists of information collected for the specific purpose, survey research was used and he all the details of %ord and their competitors were contacted. #urvey research is the approached gathering description and information.

CONT%CTED &ETHOD!
The information was solicited by administering structured =uestionnaire to the customer and dealers, thus getting to (now directly from the dealers their sales before and after sales service.

SECOND%RY D%T% CO''ECTION!

The secondary data consists of information that already e isting somewhere having been collected for another purpose. Any researcher begins the research wor( by first going through secondary data. #econdary data includes the information available with company.

It may be the findings of research previously done in the field. #econdary data can also be collected from the magazines, news papers, internet other service conducted by researchers.

&ETHODS OF D%T% CO''ECTION!

The basic method adopted in conducting the study is a structured =uestionnaire. Tuestionnaire is administered on the sample respondents. )ow ever there are certain cases where personal interactive method is followed with customers to find the satisfaction level.

ANALYSIS AND INTERPRETATION

%#a/y2e$ S.r ey Re5"rt (. 84ic4 "3 t4e 3"//"9i#0 F"r$ car y". "9#K aH Fie2ta

bH IC"# cH E#$ea ".r $H F.2i"# "ata anal#sis:

Name of the car Fie2ta IC"# E#$ea ".r F.2i"# T"ta/ % of customers *) ;+ (> ) (AAL

Inter$retation: This =uestion is meant for ta(ing the information regarding the most
preferred car in the %ord cars. %rom the above graph it is found that most preferred vehicle of %ord cars is Fiesta.

;. 84at $" y". /iCe m"2t ab".t y".r F"r$ carK aH Sty/eJ$e2i0# bH C"m3"rt cH F"r$ bra#$

$H Ser ice "ata anal#sis:

Customers preference Sty/eJ$e2i0# C"m3"rt F"r$ bra#$ Ser ice No of customers ) ;< (< >

Inter$retation:
people.

This =uestion is meant to (now the customers preferences and li(es

towards the cars. %rom the data we can position our product to the comfort see(ing group of

<. 84at $" y". 3ee/ 0reat ab".t y".r car 94e# c"m5are$ t" "t4er car2 i# t4e

marCetK aH F.e/ e33icie#cy bH D.rabi/ity cH '"9 mai#te#a#ce $H S".#$ 6.a/ity

eH Bra#$ #ame

"ata anal#sis:
Customers perspective F.e/ e33icie#cy D.rabi/ity '"9 mai#te#a#ce S".#$ 6.a/ity Bra#$ #ame No of customers ; + ) (; ;A

Inter$retation:

%rom this =uestion we can position the cars according to the

customer)s perspectives. +any of the %ord customers are buying the cars by seeing its (rand Name only. The no. of customers satisfied with the fuel efficiency are very low.

*. H"9 $i$ y". c"me t" C#"9 ab".t t4i2 car be3"re 5.rc4a2i#0K aH Fr"m 3rie#$2: re/ati e2 Gb.MMH bH %$ erti2eme#t2 cH Car eB5ert2 $H Sa/e12 5er2"#2 i2it eH %.t" ma0aMi#e2

"ata anal#sis:
Source of awareness Frie#$2: re/ati e2 %$ erti2eme#t2 Car eB5ert2 Sa/e12 5er2"#2 i2it %.t" ma0aMi#e2 No. of customers ) ;> < = >

Inter$retation: +ost of the %ord customers came to (now about their vehicle through
advertisements only. The ma*or media that attracted the customers is television.

>. Ca# y". 24are y".r eB5erie#ce 9it4 a3ter 2a/e 2er ice 2.55"rt aH Very m.c4 2ati23ie$ bH Sati23ie$ cH OC $H N"t 2ati23ie$

"ata anal#sis: Post service experience

Very m.c4 2ati23ie$ Sati23ie$ OC N"t 2ati23ie$ No. of customers ? (> ;> *

Inter$retation: This =uestion is prepared to (now the service levels of the authorized
dealer. +ost of the customers are *ust telling ok about the service. $nly a very few customers are ver much satisfied with the service. 6ven some of the customers are not satisfied with the service given by the authorized service men.

?. 84ere $" y". 0et y".r car 2er ice$ re0./ar/yK aH %t a.t4"riMe$ 2er ice ce#tre bH %t a /"ca/ 9"rC24"5 #ear my 4"me

"ata anal#sis:
Place of service %t a.t4"riMe$ 2er ice ce#tre %t a /"ca/ 9"rC24"5 #ear 4"me No. of customers *( )

Inter$retation: +ost of the %ortune %ord customers are interested to service their
vehicles only at the authorized dealers. %rom this we come to (now what the importance of authorized service centers for car is.

+. 84ic4 ba#C $" y". 5re3er i# 0etti#0 3i#a#cia/ 4e/5 94i/e 5.rc4a2i#0 a carK aH ICICI bH HDFC cH SBI $H "t4er2

Name of the bank ICICI HDFC SBI Ot4er2

No. of customers ;( ? ;A <

Inter$retation: +ost of the customers prefer ICICI and #'I ban(s for ta(ing
financial help while purchasing a car. Customers are as(ing for DC interest on financial help provided by the ban(s.

=. 84ic4 ty5e "3 3i#a#ce $" y". 5re3erK aH I# 4".2e 3i#a#ce bH O.t 4".2e 3i#a#ce
cH N" $i33ere#ce bet9ee# t4e

t9"

"ata anal#sis:
Type of finance I# 4".2e 3i#a#ce No. of customers <A

O.t 4".2e 3i#a#ce N" $i33ere#ce bet9ee# t4e t9"

(; =

Inter$retation: To (now the customers opinion about the finance and their interests
in preferring the finance from various sources, this =uestion is prepared. +ost of the customers prefer only In house finance compared to outhouse finance.

). T" 94ic4 me$ia $" y". 0et eB5"2e re0./ar/yK aH Te/e i2i"#2 bH &a0aMi#e2 cH Ne92 5a5er2 $H F.&JRa$i"

"ata anal#sis:
media Te/e i2i"#2 &a0aMi#e2 Ne92 5a5er2 F.&JRa$i" No. of customers ;? + (? (

Inter$retation: %rom this analysis we come to (now that most of the customers are
interested in watching televisions, which is a good media for communicating with people and delivering our intentions about product.

(A. 84ic4 Ci#$ "3 T.V. c4a##e/2 $" y". 9atc4 re0./ar/yK aH Nati"#a/ #e92 c4a##e/2 bH Re0i"#a/ #e92 c4a##e/2 cH S5"rt2 c4a##e/2 $H E#tertai#me#t c4a##e/2

"ata anal#sis:
T.V. Channels Nati"#a/ #e92 c4a##e/2 Re0i"#a/ #e92 c4a##e/ S5"rt2 c4a##e/2 E#tertai#me#t c4a##e/2 No. of customers (A (? * ;A

Inter$retation:

This =uestion is meant to (now the interests and preferences of

customers towards T.L. channels. +ore than =uarter of the sample size showed interest only on the entertainment channels and ne t preference goes to the regional news channels.

((. 84at12 y".r "5i#i"# "# t4e 5rice /i2t "3 F"r$ car2K aH %33"r$ab/e by c"mm"# ma# bH %33"r$ab/e "#/y by ric4 ma# cH Ca#t 2ay "ata anal#sis:
Customer opinion on pricelist of No. of customers

ford car %33"r$ab/e by c"mm"# ma# %33"r$ab/e "#/y by ric4 ma# Ca#t 2ay

? *; ;

Inter$retation: +ore than BDC of customers thin( that %ord cars are affordable only
by rich men. These cars are too e pensive for an economicAcomman man of the society.

(;. 84at Ci#$2 "3 "33er2 $" y". /iCe "r eB5ect 3r"m t4e $ea/erK aH Free i#2.ra#ce bH S5ecia/ $i2c".#t "# 2a/e "3 car2 cH EBte#$i#0 t4e 2er ice 5eri"$ $H Fi#a#ce a ai/abi/ity 9it4 AL i#tere2t

"ata anal#sis:

offers Free i#2.ra#ce S5ecia/ $i2c".#t "# 2a/e "3 car2 EBte#$i#0 t4e 2er ice 5eri"$ Fi#a#ce a ai/abi/ity 9it4 AL i#tere2t

No. of customers ) < ;+ ((

Inter$retation:

'y the result of this =uestion we come to (now about the various

promotional techni=uesAoffers which attract the customers. %rom the above analysis many customers are e pecting the e*tension in the service period from the various offers given to them.

(<. 84at m"re $" y". eB5ect 3r"m y".r $ea/erK aH I#3"rmati"# ab".t #e9 car2 bH I#3"rmati"# ab".t 2er ice a#$ mi/ea0e cH %22i2ta#ce re0ar$i#0 /"a#2 a#$ i#2.ra#ce $H U#$er2ta#$i#0 c.2t"mer #ee$2

"ata anal#sis:
xpectations of customer I#3"rmati"# ab".t #e9 car2 No. of customers ;

I#3"rmati"# ab".t 2er ice a#$ mi/ea0e %22i2ta#ce re0ar$i#0 /"a#2 a#$ i#2.ra#ce U#$er2ta#$i#0 c.2t"mer #ee$2

<* * (A

Inter$retation: +ost of the customers are e pecting the information about service
and mileage regarding the cars from the dealer. %rom the above analysis we come to (now about the customers e pectations and their post purchase service demands from the dealer.

(*. H"9 $" y". 3ee/ 94e# a# .#C#"9# 2a/e2 5er2"# a55r"ac4e2 y". by C#"9i#0 y".r 3.// $etai/2 t" $em"#2trate ab".t a#y 5r"$.ctK aH I 9i// #"t re25"#$ bH '"2t my 5ri acy cH I#tere2te$ i# C#"9i#0 Gi3 I 3ee/ a #ee$ "3 itH

"ata anal#sis:
Customer opinion No. of customers

I 9i// #"t re25"#$ '"2t my 5ri acy I#tere2te$ i# C#"9i#0 Gi3 I 3ee/ a #ee$ "3 itH

(( > <*

Inter$retation:

This =uestion is prepared indirectly to (now about the customers

opinion about the 1ata 'an( maintenance by the %ortune %ord. In reply ma*ority of the customers gave a positive reply by showing interest in knowing about the cars when a sales person gives a detailed description about the cars.

(>. 84at12 y".r "5i#i"# "# a Bra#$ %mba22a$"r 3"r t4e car2K aH Very #ece22ary bH N"t #ee$e$ cH 8a2te "3 m"#ey 3"r ma#.3act.rer

"ata anal#sis:
Customer opinion on ambassador Very #ece22ary N"t #ee$e$ No. of customers *< +

8a2te "3 m"#ey 3"r ma#.3act.rer

Inter$retation:

This =uestion is meant to (now about the importance of 'rand

Ambassador for a car in the customers point of view. +ost of the %ord customers thin( that a 'rand Ambassador is ver necessar for promoting a car.

(?. 84at12 y".r "5i#i"# ab".t t4e 5re i".2 %mba22a$"r %b4i24eC Bac4a# 3"r t4e car F"r$ Fie2taK aH F.// 3i//e$ t4e 5.r5"2e bH U#ab/e t" attract c.2t"mer2 cH He 9a2 #"t a5t 3"r it.

"ata anal#sis:
Customer opinion No. of customers

F.// 3i//e$ t4e 5.r5"2e U#ab/e t" attract c.2t"mer2 He 9a2 #"t a5t 3"r it

<= (A ;

Inter$retation:

+ost of the %ord customers thin( that the previous 'rand

Ambassador Abhishe( 'achan for the car %ord %iesta full filled the purpose and he was able to increase the sales of the cars %iesta.

(+. 84"m $" y". 2.00e2t a2 a ri04t 5er2"# 3"r 5r"m"ti#0 a carK aH S5"rt2 5er2"# bH Fi/m 2tar2 cH Car eB5ert $H %#y ce/ebrity

"ata anal#sis:
Customer su!!estion No. of customers

S5"rt2 5er2"# Fi/m 2tar Car eB5ert %#y ce/ebrity

(= ;( + *

Inter$retation: +ost of the customers of %ord suggest a film star as the best
ambassador. 'ecause many of them get attracted only to their favorite film stars other than other brand ambassadors.

(=. 84at "t4er bra#$G2H $i$ y". 2eri".2/y c"#2i$er be3"re maCi#0 t4i2 car 5.rc4a2eK aH Hy.#$ai bH C4e r"/et cH &ar.ti $H T%T% eH T"y"ta

"ata anal#sis:
"rand name Hy.#$ai SC"$a &ar.ti H"#$a T"y"ta No. of customers () (; > ) >

Inter$retation: +ost of the %ord customers are opting for + undai when they are
as(ed to consider a brand other than %ord. #(oda occupies the second place in their preference.

SUGGESTIONS

V%'U%B'E SU--ESTIONS -IVEN BY FORD CUSTO&ERS!

 4lease try to increase the number of #ervice centers. 9eep #ervice #tations at main locations of the city. There is no proper response from the service men at service station. 4lease recruit efficient service men in the service centers. The service men in the service centers are unable to understand the problems told by us, and they are not resolving the cars problems. 4rovide information on service and mileage regularly. 4lease provide information about new cars along with their price lists at least once in N months. Advertisements through televisions can influence many categories of people. #o try to concentrate on this segment. We dont see or find much of the %ord car advertisements in T.L e cept %iesta. Try to provide financial facility at DC interest. Customer should be educated about the maintenance of the vehicle. i.e. maintenance tips should be provided. +ileage of the cars is not up to the e pectations. +ileage of %iesta is very worst its giving only H to .. 9ms per liter. 4lease try to rectify it. The =uality of the sun proof coating used is of very low =uality, vehicle colour is getting shaded very =uic(ly. 4lease send the specially appointed feed bac( ta(ing staff on #unday evenings only. The sales people present in the showroom respond to us properly when we come to purchase a new car, but they do not respond when we come to tell our problems regarding the cars.

BIBLIO%RAPHY

BIB'IO-R%PHY
REFER%NCE BOO7S!

+A596TI23 +A2A36+62T A1L65TI#I23 A21 45$+$TI$2#

L.#.5A+A#WA+; A21 #.2A+A9/+A5I 36$536 6.'60C) I +IC)A60 A. '60C)

8EB'IO-R%PHY-www.fordindia.com www.fortuneford.com www.wi(ipedia.com www.google.com

%UTO &%-%IINES!
A/T$CA5 $L6515IL6

AN!e&'re

('estio!!aire

NUESTIONN%IRE!

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