An effort by

Prathyush Nair - 09DM090

(A Project Study submitted in
partial fulfilment for the
requirement of the Two-year
Post Graduate Diploma In
ana!ement "##$-"#%%&
FOR
TVS Motor Company
ENHANCING RETAIL
EFFECTIVENESS
2 | P a g e
CERTIFICATE OF APPROVAL- INDUSTRY GUIDE
The following Summer Internship Report titled Enhancing retail
effectiveness at T! Motor "o#$any% is hereby approved as a
certified study in management carried out and presented in a manner
satisfactory to warrant its acceptance as a prerequisite for the award of
Post &ra'uate Di$lo#a in Manage#ent for which it has been
submitted It is understood that by this approval the undersigned do not
necessarily endorse or approve any statement made or opinion
e!pressed therein but approve the Summer Internship Report only for
the purpose it is submitted

Signature""""""""" #r
#r$%aishan&ar
'eneral #anager
#ar&eting ( Training )
*R
T+S #otor ,ompany

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CERTIFICATE OF APPROVAL- FACULTY GUIDE
Birla Institute of Management
Technology
Summer Project Certificate
This is to certify that Mr . Prathyuh Na!r , Roll No. "#" , a student of
Post Graduate Diploma in Management has worked on Summer Proect
titled $EN%ANCING RETAIL EFFECTIVENESS& at TVS Motor
Company after trimester !!! in partial fulfilment of the re"uirement for
the programme.
.ate/ Signature
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Seal(
)ProfR%#asilamani1
Summer Project Certificate
This is to certify that Mr . Prathyuh Na!r , Roll No. "#" , a student of
Post Graduate Diploma in Management has worked on Summer Proect
titled $EN%ANCING RETAIL EFFECTIVENESS& at TVS Motor
Company after trimester !!! in partial fulfilment of the re"uirement for
the programme.
.ate/ Signature
Seal( )Industry
'uide1
2 | P a g e
A"*N+,-ED&EMENT
My e#perience at T$S Motor %ompany was a great learning e#perience and for this ! am really
grateful to my mentor Mr. '. (a!han)ar who did not ust support me and guide me in my
endea&ours 'ut also showed great confidence in me and ga&e me wonderful opportunities to work
on.
! am also thankful to my reporting managers Mr. C.S.Ra*ha+an and M. ,!ran 'hat under
whose super&ision ! got the chance to ha&e hands on e#perience in sync with the proects
re"uirement.
! would like to e#press my gratitude to my mentor, Mr. R.(. Ma!-aman! for his guidance and
support e#tended towards the completion of my proect with T$S Motors.
! offer my regards to all of those who supported me in any respect during the completion of the
proect.
Mr.Prathyush Nair
()DM()(
3 | P a g e

INDE.
S.No. SU'(ECT PAGE No.
/ O'(ECTIVE
P*+S, ! 0
P*+S, !! 1
P*+S, !!! #
2 INTRODUCTION
!ndian Two -heeler .&er&iew /"
,&olution .f Two -heeler !ndustry in !ndia /"
Market Share .f Two -heeler /3
Market Share .f Two -heeler /3
4 A'OUT TVS COMPANY
T$S %ompany profile /1
/ey Milestones /#
3 S5OT Ana-y!
Strength 2/
-eakness 2/
.pportunity 22
Threats 22
6
FACTORS INFLUENCING CONSUMER
'E%AVIOUR
Personal 0actor 24
Psychological 0actor 24
Social 0actors 24
7 CUSTOMER MOMENTS OF TRUT%8 PROCESS 27
0 NE5 PRODUCT ASSESSMENT 20
1 CONSUMER DECISION MA,ING PROCESS
Pro'lem Recognition 21
!nformation Search 2#
,&aluation of +lternati&es 2#
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Purchase Decision 2#
Post Purchase ,&aluation 2#
# 'CG MATRI. 4/
/" O'SERVATIONS 46
// RECOMMENDATIONS 9 CONCLUSION 36
/2 REFERENCES 31
Th! pro:;<t ! =!+!=;= !n to thr;; pha; >
i& Industry analysis
ii& T'S retail effecti(eness
iii& )ew product assessment for T'S product *I'+,
P%ASE I
In=utry ana-y! >
The first phase of the proect was to study and analyse the prospect and growth
opportunities1 that the two wheeler industry currently stri&es in and what all can T$S
currently classify and call as opportunities1 a&aila'le. The study was asked to 'e limited to
the industry and T$S Motor %ompany in itself rather than focussing on its competitors.
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P%ASE II
O?:;<t!+; o@ th; pro:;<t8
The main o'ecti&e of the proect is to learn the whole sales and ser&ice process of T$S
retail outlets and to work on assessment and enhancement of retail effecti&eness.
Pro:;<t 'r!;@8
The main o'ecti&e of the particular proect allotted is to assess and enhance retail
effecti&eness in the sales process undertaken 'y T$S Motors.
2D Power +sia Pacific has rated T$S Motors No.3 in %S! 4%ustomer Satisfaction !nde#5
and SS! 4Sales Satisfaction !nde#5, 'ut when put on papers the difference 'etween T$S
Motors and its nearest competitors stands out to 'e ust a few points unlike Maruti which is
a stand clear leader in its !ndustry.
!n this proect we would 'e re"uired to learn a'out the products, sales and ser&ice process of
T$S. -e would 'e re"uired to 'e on field and floor to interact with customers and find out
where the maor flaws lie in the process of making customers satisfied.
!n the sales process we will 'e interacting with the sales staff to learn how they carry out
their work and what are the maor pro'lems faced 'y them. +nalysis should 'e done to find
whether they follow the standard methods or not and as to where are they faltering the most.
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6ike a sort of internal audit we would 'e re"uired to check on their sales &ariations,
con&ersion rates and grade their performances at the same time.
Through this whole process we will find out the pro'lems and solution for the same, which
will 'e implemented in retail outlets for a period of 3 week on a trial 'asis.
P%ASE III
N;A Pro=u<t A;m;nt B(IVEC >
!n the third phase of our proect we were gi&en the responsi'ility of assessing JIVE which
happens to 'e one of T$S Motors recent launched products. JIVE 'oasts of ha&ing the much
talked a'out auto clutch technology. The idea 'ehind this product assessment was to see
whether the people and customers were satisfied with the new product and to make a check
list of sorts for the product.
+lthough in terms of the product life cycle stage 2!$, was in its introductory phase, to ha&e
a sustained growth in future we were gi&en the responsi'ility to assess the product and the
process itself in which the product was made a&aila'le to the customers.
/eeping all this in mind we had opportunity to 'e a part of T'S *I'+ -T. /APAIG)
which took place in local area RT. in 7angalore and %hennai for a period of 8 weeks. This
RT. campaign was all a'out creating awareness of the product in which free test rides were
gi&en to people who had come down to the RT. to o'tain their dri&ing license.
-e where then allotted dealer outlets with low con&ersion rates, were we indulged in selling
2!$, , do follow ups and find out ways to impro&e sales of T$S 2!$, 'y identifying factors
that were crucial to the customers decision making process. This meant that we had to
e#plain the ad&antages of the 'ike o&er competitor1s 'ike and e#plain clearly the 9SP of the
78 | P a g e
product along with other 'asic feature e#planations. -e went a'out pro&iding test rides to
customers who walked inside the showroom asking for 2!$,.
:Stress meter; tests were conducted actually to show the customers how much stress and
strain they face while dri&ing 'ikes. -hoe&er scored high in stress meter were said to 'e
suffering from high stress and strain.
INTRODUCTION
In=!an TAo-5h;;-;r In=utry8 An O+;r+!;A
+utomo'ile is one of the largest industries in the glo'al market. 7eing the leader in product
and process technologies in the manufacturing sector, it has 'een recognised as one of the
dri&ers of economic growth.
!n the last few years steps like a'olition of licensing, remo&al of "uantitati&e restrictions and
initiati&es ha&e 'een taken to 'ring the policy framework in accordance with the -T.
re"uirements to set the industry on a progressi&e track. Remo&al of the trade restrictions ha&e
helped in restructuring and ena'ling the industry to a'sor' new technologies, while
assimilating itself with the glo'al de&elopments. The li'eralisation policies ha&e led to
increase in competition and modernisation in accordance with the glo'al standards.
E+o-ut!on o@ TAo-5h;;-;r In=utry !n In=!a8
Two<wheeler segment, one of the most important components of the automo'ile sector, has
undergone significant changes due to shifts in the trade policies. The two<wheeler industry
has 'een in e#istence in the country since 3)==. !t consists of three segments> scooters,
motorcycles and mopeds. +ccording to the figures pu'lished 'y S!+M, the share of two<
77 | P a g e
wheelers in automo'ile sector in terms of units sold was a'out ?( per cent during 8((@A(B.
The high percentage is suggesti&e of the importance of the sector. !n the initial years, entry of
firms, capacity e#pansion, choice of products including capacity mi# and technology along<
with all critical areas of functioning of an industry were effecti&ely controlled 'y the State
machinery.
*owe&er, the maor set of reforms was launched in the year 3))3 in response to the
macroeconomic crisis faced 'y the economy. The industrial policies shifted from a regime of
regulation and tight control to a more li'eralised and competiti&e era. Two maor results of
policy changes during these years in two<wheeler industry were that the
3.5 -eaker players died out gi&ing way to the new entrants and superior products and
8.5 + siCea'le increase in num'er of 'rands entered the market that compelled the firms to
compete on the 'asis of product attri'utes.
The two<wheeler industry in the country today is witnessing an increased num'er of players
with se&eral 'rands and new technology. -e e#pect the industry to grow further and play an
instrumental role in the de&elopment of the economy.
There are certain reasons why we 'elie&e that the two wheeler industry is going to ha&e a
sustained growth in future. Mentioned 'elow are certain points which gi&e us enough reasons
to 'elie&e that future ahead for the 8 wheeler industry is nothing 'ut &ery lucrati&e <
0imited players to enjoy !rowth > There are only limited players in !ndian two wheeler
industries to enoy the growth. The !ndian two wheeler industry is not e#posed to
competition 'y new players unlike car market. +ll glo'al players in the two wheeler
industry ha&e 'een operating in !ndia for at least a decade, among which a'out #6D
of the market is shared 'etween four players, of whom two are home grown
companies 47aa and T$S5. 7ecause of this the industry enoys 'etter pricing power.
Two wheeler and cars to sur(i(e to!ether > !t is said that unlike the western trend of
motorisation in which people ga&e a pass to two wheelers for cars as their first mode
of transportation, !ndian market will not follow this trend of motorisation. +lso, all
!ndian e#isting users of two wheelers are not e#pected to replace their two<wheelers
with cars. +s !ndia lack in ade"uate road infrastructure and 'ecause of ease of
commuting it is e#pected that !ndian people will 'e using two wheelers as daily
workhorse rather than cars.
72 | P a g e
+1pected !rowth at %"-%234 There are some factors which support this growth,
some of the factors are gi&en 'elow
a5 Rising income levels to improve penetration8 !ndia compares &ery poorly
with most emerging markets in terms of two<wheeler penetration. -ith rising
incomes, penetration le&els are e#pected to follow other emerging markets.
7ut we do not e#pect !ndia to follow the %hinese path 'ecause the most
factors that harmed the two<wheeler market in %hina are D they ha&e
restricted gasoline for two wheelers and they ha&e 'anned the entry of two
wheelers in maor cities which are not applica'le for !ndia.
There are huge disparities 'etween ur'an and non<ur'an penetration and
scarce penetration in the lower income groups further strengthen growth
prospects of the industry 4graph 'elow5.
%ou;ho-= p;n;trat!on o@ motor<y<-; !n<om; A!; %u*; pot;nt!a- a hou;ho-= !n<om; !n<r;a; !n
In=!a.
Growth is supported by 5oun! population in India 8 +'out 0"D of !ndia1s
population is 'etween the 3= to B) age group, who largely uses two wheelers as their
daily mode of transportation. +s !ndia has numerous num'er of uni&ersities and
colleges it is e#pected that appro#imately 4 m!--!on people are going to graduate in
8(3( and this doesn1t stop here this num'er is e#pected to grow e&ery year. +s it is
gi&en in graph 'elow the 4age<wise re&iew for motorcycles5 it shows that the
penetration le&els of 'elow B( years are 'elow the national a&erage. +s this age
7- | P a g e
group comprises 'ulk of working group, so this age group are the 'iggest growth
dri&er for the industry.
6i! .pportunity in -ural India4 +s it is said a'out 76D of !ndian population is
accounted from rural population and this population is accounted for 3"D of total
two<wheeler sales in 0iscal Eear 8((?. +s income among rural people is increasing
growth in the rural markets for the past three years has 'een higher than in the ur'an
markets 'ecause of this there is strong demand of two wheelers among rural
population as two wheelers 'eing the cheapest mode of motorised mo'ility. Despite
this, the penetration in rural markets is almost one<third of the penetration in the
'igger cities.
!n the graph 'elow it clearly shows that there is low motorcycle penetration in towns
and rural areas when compared to maor cities. *ence these areas ha&e huge potential
for growth.
Motor<y<-; p;n;trat!on a p;r popu-at!on trata LoA p;n;trat!on !n toAn an= rura-
ar;a a hu*; ;n*!n; o@ *roAth
70 | P a g e
Mar);t har; o@ tAo Ah;;-;r !n Automo?!-; !n=utry !n In=!a8
0rom the graph gi&en 'elow it is clearly seen that the total sales of two<wheeler accounts for
a'out 07D of the total &ehicle sold in !ndia, where passenger &ehicle accounts for only
/7D of total sales.
S;*m;nta- <-a!@!<at!on o@ tAo Ah;;-;r an= !t *roAth8
72 | P a g e
Two wheelers are 'roadly classified in to @ categories they are scooters7 motorcycles and
mopeds. *owe&er, in response to change in technology and change in re"uirements among
customer, other su' segments emerged, &iC. scooterettes, gearless scooters, and B<stroke
scooters. Drastic growth is seen in two wheeler industry which is a'out #.36D from 8((B to
8((), with the production of 'eing a'out /"" -a)h &ehicle in 8((). +mong which
Motorcycles ha&e always 'een the maor contri'utor to the two wheeler industry in !ndia.
The share has steadily grown from 00.4#D which was in 8((B to a'out 1".41D. The share
of scooters has gone down from /7.74D in 8((B to /4.11D in 8((). The graph gi&en
'elow gi&es the production of motorcycles, scooters and mopeds in the two wheeler industry
in !ndia.
The graph 'elow gi&es details a'out the percentage share of motorcycles, scooters and
mopeds in the two wheeler industry in !ndia. !t is clearly seen that there is increase in sales
of motorcycles. Motorcycles accounts for maor sales 4&olumes5 in !ndia when compare to
scooters and mopeds.
Tr;n= !n 25 Vo-um; ?y Cat;*ory
73 | P a g e
Motor<y<-;8
Motorcycles are 'roadly classified as, +ntry-Price7 id-Price and Premium-Price.
+ntry-Price segment largely consist of 3((cc 'ikes, and price ranges up to Rs B(,(((. 0rom
the graph gi&en 'elow it is clearly seen that ,ntry<Price segment 'ikes has suffered &olume
decline during last 8 to @ years.
id-Price Segment is largely concentrated around 3((<3@=cc models and price ranges from
Rs B(,(((<=(,(((.
The Premium-Price segment largely consist of 3=(<88(cc and its normally price a'o&e
Rs ==,(((. Detailed trend in sales mi# in &olumes of motorcycle according to their
segmentation is gi&en 'elow.
0rom the graph the graph 'elow it shows mid price motorcycles contri'ute almost 74D of
total sales of motorcycle.
Chart /8Tr;n= !n Sa-; M!E BVo-um;C o@ Motor<y<-; Mo=;- ?y Pr!<; Ran*;8
74 | P a g e
Chart 28 Tr;n= !n Motor<y<-; Sa-; ?y ;n*!n; <apa<!ty
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The a'o&e graph gi&es details a'out motorcycle sales 'y engine capacity. !t shows that F=<
38=cc 'ikes contri'ute 04D of total sales in motorcycle, 20D from 3==<8=(cc and /D
from more than 8=(cc in +pr<No& 8(().
S<oot;r8
Segment continues to e#pand, dri&en 'y change in product positioning and entry of new
players. +s a product category, scooters ha&e co&ered a considera'le distance o&er the last
decade. 0rom 'eing a laggard in technology and characterised 'y two<stroke engines, higher
emissions, and old styling, scooters ha&e now ac"uired more refined engines and
contemporary styling. Product positioning has also undergone a change in their gearless
scooters with low ker' weight and self<start, features that appeal to certain consumer
categories like women. *MS! currently occupies the leading position in the scooters
segment with a market share of 6/D 4+pril<2anuary 8(3(5 and drawing on its flagship
'rand Activa 4'esides Aviator and Dio5. !t is followed 'y T$S 4Scooty Pep+ and Streak5,
which has a market share of 22D.
TVS MOTOR COMPANY
TVS Motor Company8
T$S Motor %ompany 6imited which happens to 'e the flagship company of the 9SD 8.8
'illion T$S Groups, is the third largest two<wheeler manufacturer in !ndia. 7oasting an
annual turno&er of o&er 9SD G=( million, it is among the top ten companies in the world.
.
GroAth !n th; month o@ May 2"/" >
46atest information a'out the company with respect to its market performance5
Total two wheeler sales of the company grew 'y 4"D in May 8(3(, from //1F603 units in
May 8(() to /63F770 units. %umulati&e sales for the current financial year ha&e increased
'y 2#D, from 2##F467 units to 24/F7#4 units in the compara'le period of the pre&ious year.
Domestic sales 4two<wheeler5 registered 20D growth, increasing from /"0F34# units in May
8(() to /47F72/ units in May 8(3(.
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Motorcycle sales of the company grew 'y 20D in May 8(3( rising from 64F3#6 units in the
same month of the pre&ious year to 70F#"7 units this year.
.n the other hand, the scooters sales continued its spectacular run growing 'y 32D from
22F317 units in May 8(() to 4/F113 units in the May 8(3(.
Maintaining its upward growth trend, the companyHs three wheeler 'usiness also registered
growth in sales with figures rising from 0"0 units in May 8(() to 24/4 units in May 8(3(.
,#ports posted siCea'le growth of 72D during the month of May 8(3( with sales of /1F"37
two<wheelers against //F/46 units in May 8(()
TVS Motor ,;y M!-;ton;8
/#1" Launched VS !"# India$s %irst t&o seater !"cc mopeds
/#13 'irst Indian company to introduce (""cc Indo)Japanese motorcycle*
/##3
Launched India$s %irst indigenous scooterette+su,)(""cc
variomatic-) VS Scooty
2""/
Launched India$s %irst %ully indigenously designed and manu%actured
motorcycle) VS VI./R*
2""2
India$s %irst t&o &heeler company to ,e a&arded &ith Demings
A&ard
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2"/"
Launch o% India$s %irst Automatic .lutch 0otorcycle) VS
JIVE
Launch o% India$s %irst Automatic scooter) VS 1E2/
The company has three 'ikes in the entry<le&el category including the Sport, Start %ity and
the newly<launched clutch less I2i&e1, and two 'ikes in the a'o&e 3=(cc category, the
+pache RTR 3G( and the +pache RTR 3?(. 2i&e was launched recently in the Tamil Nadu
market and will 'e rolled out in the rest of the country &ery soon.
The company also plans to launch new &ariants of its e#isting 'ikes. They will 'e launching
mostly new &ariants this year. They may also introduce a new model towards the end of
8(3(. The company has a :good<enough; portfolio with si# 'ikes, two scooters and two
mopeds in its sta'le.
Si#ty per cent of their sales are in the 8<Stroke category, 'ut now they e#pect the ratio
'etween it and B<Stroke engines to 'e =(>=( 'y the year end.
Their main 'usiness comes from the sale of two wheelers and now the company states that
three<wheeler 'usiness would add Rs B(( crores to the top line of the company in 3?
months.
The a'o&e diagram shows and gi&es you an idea regarding the portfolio &ariants of T$S
Motor %ompany.
27 | P a g e
The a'o&e diagram gi&es an idea regarding the product portfolio of T$S and the different
segments to which they cater.
S5OT ANALYSIS
Stren!ths8
The maor strengths of T$S are thatD
!t has high performance products across all categories.
Growth of T$S is contri'uted from all the segmentsJ mopeds, motorcycles to
scooter.
*owe&er when it comes to the moped segment, T$S enoys a monopoly. !t has a
3((K market share in the moped segment.
The company is acti&e in the low<end G(L)(cc Scooty models, with a market share of
3?K currently and with F(K of the 3.B=mn domestic scooter market 'eing
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dominated 'y the 3((ccM models, we 'elie&e T$S was right in entering the higher<
end segment with its recently launched gearless model -ego.
The scooter market has clocked a %+GR of 3=.=K in the past three years, against
T$S1 &olume %+GR of =.=K in the same period, signifying the higher demand
growth in the 3((ccM scooter segment.
T$S is highly focused on R N D. ,ach year it comes up with a new product and this
year it has launched T'S *I'+ and 8+G. 4the first scooter to ha&e :7ody
7alancing Technology;5.
T$S has 'een running at =(<G(K capacity utiliCation in the past couple of fiscals,
much lesser than the sector a&erage of F(<?(K thus gi&ing it ample scope for margin
impro&ement on economies of scale.
T$S has a well esta'lished network of o&er 8,((( customer touch points consisting
of =B3 main dealers and a'out 3,=(( authoriCed ser&ice centres. The product training
centres esta'lished at key locations help in timely and fre"uent training of dealer
personnel on sales and ser&ice aspects.
8ea9nesses8
T$S has low profit margin i.e., the Net Profit margin of T$S was ust /D in 8(() which is
&ery low compared *ero *onda and 7aa who ha&e margins of #.37D and 0.22D
respecti&ely. Though the company is currently concentrating on increasing its market share
'y using the penetrating strategy, the competition may further add on to the pressure on its
profita'ility which may lead to 'ringing the profit margins to Cero or e&en negati&e.
.pportunities>
Maor opportunities that T$S should ha&e a look at>
T$S can e#plore the untapped market in a'o&e 3?(cc in motorcycle category. The waiting
period of T$S is less compare to other 'rands, it will take 3( days for a product to reach
customer if the product is out of stock in showroom, whereas at competitors end it takes 8(
to @( days of waiting period.
2- | P a g e
-e e#pect the new product launches of 2i&e and -ego will ha&e a remarka'le impact on the
standing of the company.
Threats4
Some of the Maor threats that T$S should consider are>
The raw material cost contri'utes to 01D of the total e#penditure. !ncrease in the raw
material price would harm the margin growth ahead as steel is one the main raw materials
used for manufacturing two wheelers motorcycles. Going forward if there is a steep rise in
steel N other metal prices the company may not 'e a'le to raise price and pass it on to the
customer and doing so could hit &olumes.
Successful products from competitors could also lead to higher than e#pected margin
pressure. +lthough, the company has gained market share in the scooters and mopeds
segment, 'ut increasing competition from *onda and MNM might restrict further growth.
FACTORS INFLUENCING CONSUMER 'E%AVIOUR

T$S 2!$, running on the new technology called :+9T. %69T%*; helps people to dri&e
tension free in hea&y traffic. !t can 'e started with any gear and can mo&e in any gear. This
feature is the maor 9SP of the product. There are some factors which influence consumer
'eha&ior, they are listed 'elow
20 | P a g e
Personal :actors8 2!$,, the auto clutch motorcycle, is meant for people such as sales
staff, medical representati&es, life insurance agents etc. whose work routine in&ol&es lot of
tra&elling. The a'o&ementioned feature helps people to dri&e the &ehicle without tension
under hea&y traffic conditions.
,conomic conditions also influence customer 'eha&iorJ 2!$, is segmented under mid<price
segment, the segment that comprises of motor cycles within the range of Rs B(,(((< Rs
=(,(((. The low price also influences the customer to 'uy the product.
7uyer1s age also influences customer 'eha&ior. Since 2!$, is meant for those who tra&el a
lot due to their o' re"uirements etc, therefore the most likely age of customers 'uying this
product would range 'etween 8= and B(.

Psycholo!ical :actors8 The maor ad&antage of 2!$, is its auto clutch technology which
makes it a tension free 'ike. This feature helps the customer reduce the strain which he
undergoes while dri&ing his &ehicle. +ll T$S showrooms ha&e stress meter sheets which
are gi&en to customers who &isit the showrooms with an intention to 'uy 2!$,. *igh scores
on stress meter signify that the customer is e#periencing high strain and tension while
riding his &ehicle. This 2!$, 'ike reduces the tension and strain that customers e#perience
while riding 'ikes.
Social 4 %onsumer 'eha&ior is also influenced 'y social factors such as reference groups,
family etc. Reference groups play a critical role in making purchase decisions. + college
student who wants to 'uy an RTR 3?( 'eha&es differently while &isiting the showroom
with his parents from what he 'eha&es when he is with his friends. So whene&er a youth or
a college student walks into the showroom it1s 'etter to take the customer who wants to
'uy the 'ike aside and e#plain things to him in detail.
There is a positi&e side to reference groups as well. Say, when all from the friend circle of a
college student ride RTR 3?(, it is likely that he too would like to 'uy the same 'ike.
.ur -ole in the Adoption Process8 BA!th r;p;<t to (IVEC
+doption process is 'roadly classified in to G phasesJ our role in this process to sell 2!$, is
gi&en 'elow.
3. Awareness > This phase is to make the product familiar to customers, since 2!$,
was a new product for T$S and it had New Technology incorporated in it i.e, +uto
%lutch people were not aware of this technology. To make it familiar to people T$S
designed an RT. campaign of which we were a part. This campaign ran for 8 weeks
22 | P a g e
in which we had the opportunity to &isit the local RT. office with one 2!$, 'ike
and gi&e test rides to people who &isited the RT. those days. 7y this way we used to
make people aware a'out the product.
8. Interest > !n this Phase people who took test rides in RT. office we used to gi&e
them a 2!$, 'rochure in which phone num'er and address of the dealer showroom
was mentioned. !nterested customer used to call us and used to &isit showroom.
There were cases in which we had to do regular follow ups for people who did not
&isit the showroom e&en after showing interest.
@. +(aluation > !n this Phase when interested people walked into the showroom we
used to gi&e them a comparati&e study of the product. -e used to tell them
ad&antages of 2!$, o&er other &ehicles. -e used to conduct :stress meter; tests to
show them how much stress and strain they face when they ride a 'ike. -e used to
gi&e them price difference, mileage difference etc for 2!$, compared with
alternati&es. -e also used to show them performance feed'acks which were gi&en
'y T$S customers a'out 2!$, that dealers take from customers after selling &ehicle
B. Trial > %ustomers get satisfied only after trying out the product. !n this phase we
used to gi&e them test rides so that they can get the feel of the 'ike, the test rides
used to last for F<) minutes during which we used to sit 'ehind customers and
e#plain them regarding the functions of the 'ike during test ride.
=. Decision4 !n this phase if the customer was happy with the 'ike and if he is
con&inced a'out the 'ike, they would ask us a'out the finance schemes, colors in
which 2!$, comes and deli&er time 'ased on which they used to take a decision. !n
this phase while talking to customers we would get an idea whether the customer has
decided to 'uy the 'ike or not.
G. /onfirmation 8 !n this phase, we used to help the customers in deciding whether to
go for a cash purchase or a hire purchase. !f the customer would 'uy in cash
purchase, forms are gi&en to him in which he has to gi&e his authentic details. +fter
this form is filled it gets entered in the DMS. !f the customer would like to 'uy in
*ire purchase we would ha&e directed him to finance person.
.ur -ole in the Sales Process4
23 | P a g e
Sales process is 'roadly di&ided in = phases, our role in this sales process is e#plained
'elow.
.pen Sale8 !n this phase, the customer walks in to showroom and we start interacting with
the customer.
;nderstand /ustomer )eeds8 -e greet them and en"uired as to what e#actly are they
looking forO -e used to en"uire a'out their 'udget and suggest that particular product
which takes care of their need and 'udget. This used to happen if the customer is not sure
a'out what he wants to 'uy. Some customers come decided a'out what they want, and
en"uire specifically for that product as soon as they enter the showroom.
Product Presentation4 .nce the customer is sure a'out what he wants we e#plained the
ad&antages a'out the product and then ga&e him a test ride.
+liminatin! Doubts8 !f a customer is still not con&inced or if he still has dou'ts, we ga&e
himLher a comparati&e study as to how other 'ikes in the same segment perform.
/losin! of sale8 !f the customer decides to 'uy the product we gi&e them option in terms of
mode purchase, either 'y cash purchase or 'y hire purchase. !f he chooses to 'uy on hire
purchase we would direct him to the finance people. .nce the sale is closed along with the
24 | P a g e
'ike we would gi&e customer a tool kit and a manual 'ook in which ser&ice dates would 'e
mentioned. +fter closure of sales we would then e#plain them a'out the after sales ser&ice.
25 | P a g e
NE5 PRODUCT ASSESSMENT
P<AS+ III
VS Jive is a ne& product launched ,y VS targeting the economy segment trying to make
inroads in to the motorcycle segment* It$s packed &ith %eatures and superior technology that
make it one o% the most convenient motorcycles ever made to ride in the countries road and
tra%%ic conditions
*/ne o% the ma3or %eatures o% this motorcycle is the a,sence o% the clutch lever# making
riding on this motorcycle a hands %ree gear shi%t e4perience* he ,ike there%ore can ,e
ridden ,y almost anyone &ho has a sense o% ,alance* JIVE# &hich goes ahead &ith the tag
attached as the 5Tension :ree 6i9e6* 7oasting a,out the =Auto /lutch> technology# JIVE
is an (("cc ,ike# &ith electric start and storage space under the seat* It has a gear shi%t
indicator &hich sho&s the current gear on &hich ,ike is moving# &hich is very help%ul
during gear shi%t* he ma3or advantage o% JIVE over other ,ikes is that it is e8uipped &ith
the 5Anti-?noc9in!6 technology &hich prevents the engine %rom knocking &hile riding at
lo& speeds on a higher gear and rpm and it can ,e started in any gear and can also
accelerate %or&ard on any gear &ithout any 3erk in the ,ike &hile accelerating*
1e had an opportunity to carry out an assessment %or the ne& product JIVE*
he o,servations are as given ,elo&*
(IVE Pro=u<t Stan=!n* BGOOD5ILL AUTOMATIVE - ANNANAGARC
The Product standin! for *I'+ for the period of " wee9s startin! from %#
T<
A57 "#%#,
(IVE Pro=u<t Stan=!n* BAS%5A MOTORS - 'ANS%AN,ARIC
.ueries
26 | P a g e
CONSUMER 'UYING DECISION PROCESS
-hen customer decides to 'uy a product heLshe passes following = stages.
/. Problem -eco!nition 8
The 'uying process starts from pro'lem recognition, for customer who 'uys T$S
2!$, his pro'lem would 'e stress due to hea&y traffic condition. The stress and
strain which is created due to this hea&y traffic conditions triggers a particular need
which is easy to ride in hea&y traffic conditions and which is tension free. Stress
meter sheet is gi&en to customer when he &isits showroom in search of a 'ike.
-hoe&er scores high in this stress meter he is said to e#periencing high stress and
strain while riding his motorcycle.
", Information Search4
+fter customer understands his pro'lem he will search for information regarding
&arious products a&aila'le in markets which will satisfy his needs. Through
gathering information, the consumer learns a'out completing 'rands and their
features. %ustomer can get information from different sources like we'sites, T$
-8 | P a g e
ad&ertisements, product 'rochures etc. 0or T$S 2!$, a campaign was designed
which we took 2!$, to local RT. office and offer customer to take test rides, we
pro&ided them with 'rochures and e#plained them a'out the product in details.
2, +(aluation of alternati(es4
+fter gathering information a'out the product customer would e&aluate with other
'rands for other alternati&es. ,&aluation is done 'y comparing 2!$, with other
competiti&e products, they compare with mileage, price, resale &alue, maintenance
etc. -e would compare 2!$, with competiti&e products and e#plain them a'out
ad&antages of 2!$, o&er other competiti&e products in same segment. 0or e#ample
T$S 2!$, gi&es mileage of around G( kmLltr whereas *ero *onda passion plus
gi&es mileage of around =( kmLltr, another e#ample would 'e there is under seat
space in 2!$, whereas it is not a&aila'le in SplendorM. 7y gi&ing some of this kind
of comparati&e studies we would clear dou't of customer and con&ince them to 'uy.
@, Purchase Decision4
+fter ,&aluation of alternati&es if the customer is con&inced enough and if he is
confident a'out the product after taking test ride of 'ike he would decide to 'uy the
product, in this process he would decide which colour to 'uy, for this we would take
the customer to stock area and show him all the colour which is a&aila'le for that
particular product so that it would 'e easy for him to select. Then he would decide
how to 'uy the product either *ire purchase or 'y cash. 0or this there would 'e
people from T$S finance, *D0% and 0amily credit in the showroom they would
gi&e the customer 'est financial option a&aila'le with them.
A, Post Purchase +(aluation4
+fter customer purchases the 'ike the responsi'ility of dealers does not end there,
they ha&e to check for customer satisfaction this can 'e done in terms whether
e&erything has 'een deli&ered as promised 'y dealer, right from e#tra fittings,
deli&er process to after sales ser&ice. !n deli&ery process, the 'ike should 'e
deli&ered at promised time 'y dealer. !n 2!$, the deli&ery time is of 8 days, once
down payment is made registration of &ehicle would take 3 day and @
rd
day the 'ike
would 'e deli&ered. +long with the 'ike dealers also pro&ide a tool kit and a manual
'ook to customers, in which due date for ser&ice would 'e mentioned. %ustomer
feed'ack is taken after each ser&ice to check whether customer is satisfied with the
ser&ice and all his pro'lems ha&e 'een sol&ed. Post purchase feed'ack is taken from
customer a'out performance of 'ike and whether they are satisfied with the
performance of 'ike and to check e&erything has 'een deli&ered as per promised like
mileage etc.
-7 | P a g e
(IVE F;;=?a<)>
No one has any complaints. 7ut it seems that the customers are not getting enough
reasons to purchase it.
8 weeks is too less a time span to do a product assessment. *owe&er we ha&e
thought of conducting a consumer feed'ack and assessment plan where in people
who scored and fared high in the stress meter test and still did not opt for 2!$,
would 'e inter&iewed along with people who did opt for it.
RTO Campa!*n-
The RT. :T,ST DR!$,; campaign is a &ery inno&ati&e and resourceful campaign on
papers and we e#pect it to 'e the same on practice with the pass of time.
*owe&er, with the B D = days that we happened to 'e a part of this campaign only 8
customers ha&e turned up out of the odd @( who tried the 'ike and showed their interest.
The flip side 'eing the fact that maority of the crowd come after practising on their
respecti&e 'ikes and are apprehensi&e to try a new model 'efore their test.
,#cept for the demo model there has 'een only one instance when ! ha&e seen a
person coming with a 2!$, to the RT. test.
7ut ha&ing said that with persistence this model is 'ound to raise 'oth interest and
acceptance from the customer1s side.
-2 | P a g e
/+!T+N "+N!0-T1N& &2+0P MAT213 4+2
T! M+T+2!
Why BCG Matrix?
The idea 'ehind the application of the 7%G matri# is to assess <
Pro%iles o% products9,usinesses
he cash demands o% products
he development cycles o% products
Resource allocation and divestment decisions
7%G is a portfolio planning model which is 'ased on the o'ser&ation that a company1s
'usiness units can 'e classified in to four categories>
Star
Gu;t!on mar)
Cah <oA
Do*
These classifications are 'ased on the com'ination of market growth and market
share relati&e to the ne#t 'est competitor.
+1planation of the atri1
Stars4 *igh growth, *igh market share
Stars are leaders in 'usiness.
They also re"uire hea&y in&estment, to maintain its large market share.
!t leads to large amount of cash consumption and cash generation.
+ttempts should 'e made to hold the market share otherwise the star will 'ecome a
%+S* %.-.
/ash /ows4 6ow growth, *igh market share
They are foundation of the company and often the stars of yesterday.
-- | P a g e
They generate more cash than re"uired.
They e#tract the profits 'y in&esting as little cash as possi'le
They are located in an industry that is mature, not growing or declining.
Do!s8 6ow growth, 6ow market share
Dogs are the cash traps.
Dogs do not ha&e potential to 'ring in much cash.
Num'er of dogs in the company should 'e minimiCed.
7usiness is situated at a declining stage.
Buestion ar9s4 *igh growth, 6ow market share
Most 'usinesses start of as "uestion marks.
They will a'sor' great amounts of cash if the market share remains unchanged,
4low5.
-hy "uestion marksO
Puestion marks ha&e potential to 'ecome star and e&entually cash cow 'ut can also
'ecome a dog.
!n&estments should 'e high for "uestion marks.
Ma!n St;p o@ 'CG Matr!E8
Identi%ying and dividing a given company into a S7:*
Assessing and comparing the prospects o% each given S7: according to t&o
criteria ;
(* S7:$S relative market share*
<* 2ro&th rate /' S7:$S industry*
.lassi%ying the S7:$S on the ,asis o% 7.2 matri4*
Developing strategic o,3ectives %or each S7:*
-0 | P a g e
0ig> 7%G analysis for T$S Motor %ompany.
!n our study we ha&e also included that the 7%G matri# which helps to gi&e a clear
dissected information on the operations of T$S Motor %ompany. .n the 'asis of our study
-2 | P a g e
and analysis we ha&e found out that their maor source of re&enue comes from +pache and
the Moped &ariants in which they ha&e a less cash generation cycle and uni"ue monopoly
command. They are a maor source of cash generation of cash. 0lame which was introduced
in the Premium segment has not gi&ing the e#pected result and has a low market share
'ecause of which the model is losing its grip e&en after getting re launched.
+pache which lays in the ST+R portion of Mahindra our 7%G matri# continues to grow
and still retains a high potential growth rate. The Moped segment in which T$S has a 3((K
market share since /inetic Motors e#ited the segment remains the 'iggest ad&antage that the
company can keep to itself.
The money that gets generated from cash cows should 'e in&ested in stars and "uestion
marks so that they can grow and con&erted to successful products, 'ecause if not and if left
ignored they will slip in to the dog matri#.
-3 | P a g e
O'SERVATIONS
There are quite a few points which ha(e !ot re!istered within me in this e1perience of
mine with T'S and its /hannels, I will try to be brief and discuss points which rin! a bell
when encountered with -
Sa-!;nt @;atur;8
Ram)ay Motor BADAYARC 8
This report e#tract is to gi&e an idea regarding the data and findings that ! ha&e 'een a'le to
collate and find a'out R+M/+E M.T.RS 4+D+E+R5 and the performance it has 'een
a'le to put up with respect to 2!$,.
Personally ! think that the DMS system can 'e more effecti&ely used and as well as
implemented.
he chart ,elo& &ould give an idea regarding -A?A5Cs performance along &ith its $
sub dealers *
-4 | P a g e
The figure 'elow would gi&e you a peek of R+M/+E M.T.RS 4+D+E+R5 performance
on its own.
-5 | P a g e
RAM,AY MOTORS BADAYARC P;r@orman<;> BA<ro th; 'oar=C
The chart would gi&e a peek into the performance of Ramkay Motors across the 'oard 'y
taking into account all the &ehicle categories.
+t one glance the con&ersion rate looks a'solute fine. +ll the categories 'oast of a
con&ersion rate a'o&e )( K, 'ut once you take into account the dropped customers into
account you realise that there is a lot yet to achie&e and attain.
The moment the dropped customers are taken into account you would see that the
con&ersion rate would drastically =rop 'y around 26 D po!nt !n <a; o@ S<oot;r;tt;H an=
motor<y<-;F whereas the decrease in case of mopeds is of around 3G K.
*owe&er one has to take heart from the fact that of the 'uyers Aho ?uy TVS pro=u<tF #"
D o@ th;m ar; @!rt t!m; ?uy;r !t;-@.
+ll said and done th; 0
th
<o-umn is the one column that holds of utmost rele&ance. + 'ench
mark should 'e said to reduce the no. of drops for each "uarter to reduce from its pre&ious
"uarter 'y nothing less than at least 8= K. +nd the simplest way of doing it is 'y doing
systematic follow ups and standardisation of initial sales process.
Salient features of (isit to 6rilliant otor A!ency (A)DA'+0I& D
-6 | P a g e
a5 The shop floor was really untidy in the 8 &isits.
'5 The ad&ertising 'oards were &ery unorganised and was kept in a manner to
pre&ent any sort of communication. 43 'oard o&erlapped the other5.
c5 %ommunication a real haCard in this outlet.
d5 The :marker D less; writing 'oard kept in the showroom for the slogan
contest that is 'eing held for 2!$, had an undistur'ed and e&enly distri'uted layer
of dust.
P;r@orman<; A!th r;p;<t to (!+; >
+ con&ersion rate of BB.8F K 4=? of 3B3 customers5 is what 7rilliant Motor +gency has
'een a'le to put up through its two outlets located at Manda&eli and Tam'ram. This count
takes into account 'oth their channel and counter sales.
!f carefully o'ser&ed 7rilliant Motor +gency has a num'er of F8 as customers who need get
followed up. .nce ! would 'e a'le to ascertain the con&erts and status of this count, we can
ha&e a clear comment on 7rilliant. The count of F8 is &ery significant as it takes into
account around =(K of customers who are or were potential con&erts.
08 | P a g e
*owe&er, something that T$S as a company should take heart a'out is the fact that all the
=? customers who ha&e 'ought 2!$, from 7R!66!+NT happen to ha&e &entured towards a
T$S product for the &ery first time. This 'asically means that the product 2!$, in itself has
made a significant mark and impact. -hat now needs to 'e done is that the dealers
capitalise on this new concept product.
'r!--!ant Motor A*;n<y P;r@orman<;> BA<ro th; 'oar=C
The chart would gi&e a peek into the performance of 7rilliant Motor +gency across the
'oard 'y taking into account all the &ehicle categories.
!f we remo&e our eyes from the %on&ersion rate column to the 0ollow up column, we would
get figures that mark a straight contrast against the num'er of customers who ha&e dropped
out and account only for a handful.
8ith about A## customers to follow up in 2 months and only %E customers droppin! out7
itCs only reasonable for T'S otors to e1pect a much hi!her con(ersion rate from
6rilliant,
The DS acti(ities need to be (ery strictly monitored and implemented in 6rilliant otor
A!ency.
07 | P a g e
Salient features of (isit to AS<8A otors4
The 'elow said are a few o'ser&ations which we find critical and essential to 'e addressed
to ensure that T$S continues in its growth rate and ac"uire ma#imum market share <
In General4
+shwa T$S is well esta'lished. Daily on an a&erage 3= customer1s walks in, G(
to F(K of customers out of these 3= customers on an a&erage are :*.T +;
customers they come prepared with cash and they purchase it. This customers
are satisfied with the process nothing much more can 'e impro&ed in this. The rest
B( to @(K of customers who walks in are :-+RM; and :%.6D; for whom all
other things are to 'e looked up on. 0re"uent follow up should 'e done for
these customers. .ne thing ! ha&e noticed in this follow up process is, the sales staff
does not do from hisLher heart, and there is lack of commitment among sales
staff which has to 'e looked up on.
Staff point of (iew4
There are two sales staff in +shwa T$S who takes care of whole process
from recei&ing customers, e#plaining customer a'out the product, till the
closure of sale including preparation of in&oice, cash receipt which is
normally done 'y receptionist. +ll this work in&oice preparation, cash receipt
preparation are done 'y this 'oth sales staff 'ecause of this they are not a'le
to attend customers, which in turn is affecting o&erall sales effecti&eness. .n
an a&erage in a day there are 8 customers who walk out of showroom
02 | P a g e
unattended. So in a month on an a&erage of @(<=( customers1 walks out of
showroom unattended, this is 'ecause sales people are 'usy with other work.
The important aspect in sales process is sales staff, without sales staff the
sales process does not start. Sales staffs are not satisfied with their o', for
e#ample last month they had target to achie&e 43(( &ehicles5 they managed
to sell 38= and 3B( &ehicle. 7y selling this e#tra &ehicle the incenti&es was
not paid properly.
There is no standard time maintained, sales staff walks in at different time in
morning. .ne sales staff walks in at ) @( and another walks in at 3( @( which
has to 'e maintained.
%on&ersion rate is &ery low. Sales staff has this inert feeling that e&en though
if they do follow up properly e&ery day the customers will not turn up.
4 which has to 'e changed 5
0n% is not taken from all the customersJ only from some selected customers
it is taken.
/ustomers point of (iew4
%ustomer are unhappy 'ecause of o&erpromise 'y sales staff 4 &ehicle
is not deli&ered at promised time5
%ustomer feed'ack is not taken properly after deli&ery of &ehicle.
Sales staff prefers talking in regional language.
%ustomers are not attended properly, on an a&erage the waiting time
for customer until sale staff interact when he walks in the showroom
is @ mins, 'ut in ashwa motors it takes =<3( mins for a sales staff to
interact with customers in peak hours.
0- | P a g e
All these problems can be sol(ed only if the sales staffs are self moti(ated to wor97 which
is lac9in! amon! sales staff, There should be e1tra manpower in showroom so that
heFshe can ta9e care of in(oice preparations7 receipt preparations7 reportin! etc7 which is
done by sales staff,
00 | P a g e
V!!t to ,U'ERA B3 DayC8
+fter spending 8 weeks in ashwa motor which is well esta'lished showroom of e#perience
in field of almost 38 years. ! had opportunity to spend B days in /u'era motors which was
new dealer. The following points were ! found it was critical to look up on.

%ustomer walk<ins were &ery low in ku'era motors, since it was a new showroom not many
people knew a'out the showroom. !n this what they lacked was ad&ertisingJ ku'era motors
designed a 8 days awareness campaign, in which we had put up a stall in :SP.RTS
$!66+G,; 7angalore. !n this campaign we ga&e free test rides to all customers and e#plain
in details a'out the product. This campaign was all a'out to create awareness among people
a'out T$S products and a'out /u'era motors. ,n"uires that we got during the course of
this campaign was good, 'ut con&ersion rate people who turned up to showroom after this
campaign was &ery low 4?K5.
The sales staffs were &ery enthusiastic, 'ut they were not serious, they were not dedicated in
their o'.
There was no proper training pro&ided to sales staff, they ha&e to focus more on product
knowledge.
The whole process was in confused state. Roles and responsi'ilities were not defined
properly. Sales staff used to get &ehicles from the stock area lea&ing the sales floor open
with no one to attend the customers.
02 | P a g e
T%E FE5 %IG%SILO5S AT RAM,AY MOTORS BADAYARC
LoA >
A& Test Dri(e -
6ast week we persuaded a friend who owns a 7aa to come down to Ramkay T$S and pose
as a dummy customer for +pache RTR 3G(. -e asked him to come down in the e&ening
peak hours for the same. The following are the o'ser&ations and the happenings D
a5 There was no petrol in 'ike.
03 | P a g e
'5 -hen the salesman started filling the petrol it started leaking from a duct.
c5 No e#planations regarding the features of the 'ike e#cept the 'asics like price, colour
and engine displacement.
d5 The customer was ignorant as to what RTR stands for e&en after the test dri&e.
e5 No 'riefing regarding the products core features and how to use it while taking a test
dri&e.
+ll it took was a few minutes to actually ensure that the customer does not ha&e a
fa&oura'le opinion a'out the product. 7ut this customer is not the end of this particular
story. *e ru's on this e#perience of his to his peers and friends. So technically it1s not a
customer you end up losing 'ut a network that1s rooted to a particular customer.
The test ride 'asics where gi&en a miss and that to at a 'elow par e#pected le&el. This may
&ery well turn out to 'e a one off instance as ha&e ! ha&e actually seen them doing 'etter
work than what they put up that particular day, 'ut e&en if so there is no reason to ustify it.
6& :ailure in con(eyin! the ;SP D
The 'asic idea to 'e communicated is found to fall on a constant 'asis. !f you talk
a'out 2!$, and you cannot e#plain the 'asic working of T<matic technology then
what you fail to do is con&ince the customer as to how can a 'ike work without the
clutch. -hen you fail to e#plain the RTR engine type and lap meters you fail to
con&ince or showcase them as to why does +pache signify Racing.
%!*h -
+5 The e#istence of customer loyalty towards salesmen was heart warming. Though it1s
a dou'le edged sword it was nice to see customers coming and en"uiring a'out a
particular gi&en salesman.
75 The offering of chocolates to kids who accompany their parents is a no&el practise. !
actually saw frown reducing from a customer who was waiting for his paper work to
'e done when his daughter who was offered chocolates was pretty happy a'out it.
Gua-!ty 9 Contro- p;rp;<t!+; !n SALES8
Sales and sales staff moti&ation D !ntrinsic L e#trinsic O
04 | P a g e
Dilution of "uality ser&ice < Reasons 'eyond the staff control realms. 4DMS and
e#change price5
Sense of 'elonging and responsi'ility towards task allotted.
7iased opinion formation is a deterrent to the sales process.
SpecialiCed roles in a rotational 'asis to each staff.40ocused approach and in depth
functional knowledge5
%onflict 'etween S+6,S +SS9R+N%, N S+6,S S%.R,.

05 | P a g e
RECOMMENDATIONS
A%ter o,serving and &orking in VS dealer$s sho&rooms# there are certain critical areas
that need improvement and &hich could a%%ect the e%%ectiveness o% retail outlets* hose areas
are as given ,elo&*
Ar;a o@ !mpro+;m;nt
a5 The initial moment of truth is a critical aspect as it sets the tone for the 'uying
e#perience.
'5 USP of the product needs to get more ;@@;<t!+;-y <ommun!<at;=.
c5 The maor intent is to ;-- th; pro=u<t than the !nt;nt to mar);t !t.
d5 DMS should 'e more effecti&ely used and implemented. !t can set 'enchmarks and
at the same time ensure that pressure is maintained against LEA,AGES and CALL
DROPS.
e5 There is a tendency of salesmen thinking that there responsi'ility is limited to
e#plain the product and then lead the customer to the finance personnel. *owe&er
it1s integral for them to understand and realise that the a-; pro<; =o; not ;n= t!--
th; <utom;r !*n an= ;a- th; =;a-.
f5 The DMS maintenance file system hou-= ?; ;*r;*at;= in a way that it does not
end up <-ah!n* up A!th th; <utom;r ;r+!<!n* front.
06 | P a g e
g5 Lon* Aa!t!n* t!m; @or <utom;r, sales personnel waiting turns to use the computer
to fill the DMS is a common sight. !mplications of the same range from disgruntled
customers, unattended customers, sales personnel missing out on contact updates.
h5 They are doing a good work, 'ut it1s e&ident that pressure gets the 'est of them at
times.
i5 %ommunication. Regional language &ery effecti&e 'ut at the same point of time the
'ase languages should 'e underestimated.
5 +s an o'ser&er ! am in fa&our of ha&ing =;=!<at;= p;ronn;-H for test dri&es, sales
and DMS maintenance. This howe&er should not 'e a uni&ersal rule and should 'e
applied only where the footfall makes it necessary.
k5 Going 'y the footfall that ! ha&e seen in this particular showroom 4R+M/+E
M.T.RS5, it1s essential to ha&e an increase in manpower.
l5 Responsi'ility of filling up DMS and attending customers should 'e =!+;t;=.
m5 Sales people are confusing the sale process with sales assurance. + customer
satisfied with the specification and attention gi&en 4test dri&e and *ire Purchase
details inclusi&e5 is more &alua'le than @ customers who ha&e 'een randomly 'riefed
a'out the *ire Purchase process. + 'ird in hand is 'etter than 8 in 'ush stands to 'e
true in this statement.
The below said are a few obser(ations which we find critical and essential to be
addressed to ensure that T'S continues in its !rowth rate and acquire ma1imum
mar9et share -
a5 Pro=u<t )noA-;=*; in itself is not enough. There is an o'ser&ed tendency on the
parts of the sales people to 'ulldoCe the customer with their inputs and comments
with a &iew to con&ince them of the need to 'uy the companyHs productsQ.
'5 Stan=ar=!at!on of the initial moments of truth is ,SS,NT!+6.
c5 The essence of communicating should not 'e found lacking. The idea should 'e that
of $;=u<at!n* <utom;r to ?uy th; pro=u<t&.
28 | P a g e
d5 +lmost all the customers who enter the showroom come after doing a r;aona?-;
r;;ar<h on their pro=u<t <ho!<;. !t would not 'e wrong to say that around ?= K of
the customers stepping into the showroom know reasona'ly a'out the product and.
-hat needs to 'e done is r;a@@!rm!n* or for that matter aur!n* them that their
choice is correct.
e5 +ny customer that turns up in the showroom and =o; not mat;r!a-!; a !n+o!<;=
a-;, e&entually makes a =ou?-; @o-=;= !mpa<t. 0irst as a -o o@ a-; to the
company and then again as a *a!n to !t <omp;t!tor. The reason 'eing that e#cept for
a meagre 3( D 3= K it is e#pected that anyone who turns up to the showroom, has
done that with a need and intention to 'uy which the company is e"uipped and meant
to take care off.
f5 Preference of regional language to communicate 'y customers. *owe&er, proper care
should 'e taken to hire salesman who can at least communicate properly. ,nglish and
*indi speaking salesmen should 'e looked upon as &alue addition o&er and a'o&e the
regional speaking salesmen.
g5 The layout is an essential and integral part. The product should 'e kept and made the
eye catcher. Eamaha and 7aa 4few5 of them easily differentiate themsel&es with the
showroom layout and their product showroom.
CONCLUSION
7e it any company, it should ha&e a clear understanding of the competiti&e ad&antages and
disad&antages of its products with the competitors offerings. 0or T$S it could start with
price and fuel consumption comparisons and end with colours and style. The point to 'e
taken is that if the companyHs product is disad&antaged on 'asic counts, then these ha&e to
'e corrected 'ecause no amount of staff courtesy and efficient customer handling can offset
these maor disad&antages.
!t1s not a'out doing new things 'ut more a'out following the e#isting policies and deli&er
according to it. !t1s easy to conclude after a 8 months study stating loopholes a'out a
system. 7ut the point of enhancing retail effecti&eness is a long term goal and to sustain it
we cannot 'e choosy in terms of regions or for that matter the offerings. + study of
27 | P a g e
competitor retail units needs to 'e undertaken to chalk out gaps and work on it at the same
time to enhance and sustain effecti&eness.
The recommendations may fall short of meeting short term goals, 'ut it definitely goes in
sync with what T$S Motor %ompany has set as its &ision.
REFERENCES
A report on t&o &heeler industry = J0 'inancial
he Dark horse = Inventure Institutional Research
http;99&&&*tvsmotor*in9
http;99&&&*%ada&e,*com
I>DIA> 1/)1?EELER I>D:SR@; 7A.A /> 2R/1? PA? = I.RA
&&&*tvsmotors*in
22 | P a g e
http;99&&&*ou)m,a*ac*in9i9<*pd% ,y DR* A* 0ALLIAARJ:>A REDD@
Indian &o)1heeler Industry; 7A.A /> 2R/1? PA? ,y I.RA# 'e,
<"(" edition
E8uity Research# 'irst call Research# 0arch <"# <"(" edition
http;99&&&*researchandmarkets*com9reports
http;99&&&*tvsmotor*in9pd%9Annual)report)<""B*pd%# VS 0otors Si4teenth
Annual Report <""C)<""B
Indian &o)1heeler Industry# I.RA Sectoral Analysis
http;99&&&*sur%india*com9automo,ile9tvs)motor*html
http;99rspas*anu*edu*au9papers9asarc9george*pd%# ,y Sunila 2eorge#
Ragh,endra Jha and ?ari A* >agara3an
&&&*automo,ileindia*com
http;99allinonemarketing*&ordpress*com
http;99indianautos,log*com9