Buyingbehaviorofcustomersmaruthisuzukimbamarketingprojectreport 120619223021 Phpapp02

SHANTESHA MOTORS PVT. LTD.
EXECUTIVE SUMMARY
A project report containing marketing research on The Impact of Brand Preference

among B-Segment cars on Buying behavior of customers at Belgaum city is partial
fulfillment of requirement of MBA-II semester in Belgaum Institute of Management
Studies, Belgaum.
So the need to know which is the Brand preferred and the Buying behaviour of customer,
I collected the information by a structured questionnaire that included all the
requirements what the SMPL needed and the questionnaire is attached in the appendix.
This study helps the organization in the following ways:
Management will know the most preferred brand among B-segment cars
Management will understand the buying behaviour of customers
To understand customers preference towards dealers.
So these are some fact by conducting this survey.
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INTRODUCTION
It gives me an immense pleasure to present you this entire project. The project emphases
on A Project On Post Purchase Behavior Of Customer Towards Maruti Suzuki the
study is undertaken at Maruti Suzuki, Delhi.
The project report
focuses on
the Brand preferred by the customers, their Buying
Behaviour, customers preference towards dealers and what all service the customer
wanted.
LITERATURE REVIEW
Brand preference:
Today, the primary capital of much business is their brands. For decades, the value of the
company was measured in terms of its real estate, then tangible assets, plants and
equipments. However, it has recently been recognized that a companys real value lies
outside the business itself, in the minds of potential buyers.
For the potential customer, a brand is a landmark. Like money, it facilitates trade.
Faced with a multitude of silent or hard to-read products, whose performance cannot
be assessed at first glance, customer are confused. Brand and prices make products easier
to read, removing uncertainty. A product price measures its monetary value, its brand
identifies the products and reveals the facts of its differences functional value ,pleasure
value and symbolic value as a reflection as a buyers self image. One word, One Symbol
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Summarizes an idea, a sentence and a long list of attributes ,values and principles infused
into the product or service .A brand encapsulates identity, origin and difference. It evokes
this information concentrate in a word or a sign. This is why brands are vital for business
exchange when faced with, say, hundreds of personal computers, a buyer can use brands
to structure this selection, to segment it, helping him to decide what he wants, looking
towards the products whose brand indicate that they will satisfy his expectations, needs,
or wishes. In markets in which technology and fashion mean that the choice is constantly
evolving, brands provide havens of stability, describing an identity and promising
constant features and direction.
Brands are the real capital of business, yet brand management is still in its infancy. At
present, the tendency is to manage products that happen to have a name. Management is
still living in the age of the products, but brand management involves other, specific
approaches and principles. These are the focus of this presentation.
A brand is not a product: it is the products source, its meaning, and its direction, and it
defines its identity in time and space. Businesses are discovering that brand equity must
be managed, nurtured, and controlled. Brand consciousness is raising new questions for
mangers: how many brands be extended? What products and service should it
encompass? Or, on the other hand, what should its limit be, even when a certain turnovers
is expected from it? Going too far can also weaken brand equity.
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How do you manage brands over time and keep them up to date, as technologies,
products and customers are changing? How do you manage while staying the same? How
do provide consistent synergic management of the range of product sold under a single
brand? How do you optimize image in the relationship between products and their brand?
How far can a brand be extended geographically? Does it have the potential to become a
homogeneous geo-brand in all countries? Or is this impossible, or even undesirable?
Many companies have the same name as their brand (e.g., Renault, Nestle, IBM, BASF).
What difference between managing a brand image and managing corporate and
institutional image? Finally, given that brands do have a value, how can this be measured,
so that it can be tracked and controlled? Should it be capitalized on the balance sheet, to
indicate its true economic value to stockholders, investors, and financial partners?
Brands vary in the amount of power and value they have in the market place. At one
extreme are brands that are not know by most buyers. Then there are brands for which
buyers have a fairly high degree of brand awareness. Beyond this are brands with a high
degree of brand acceptability. There are brands that enjoy a high degree of brand
preference. Finally there are brands that command a high degree of loyalty.
Tony O Reilly, former CEO of H. J. Heinz, proposed this test of brand loyalty: My acid
test is whether a house wife, intending to buy Heinz tomato ketchup in a store, finding
it to be out of stock, will walk out of the store to buy it elsewhere.
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Aaker distinguished five levels of customer attitude toward his or her brand, from lowest
to highest.
1. Customer will change brands, especially for price reasons. No brand loyalty.
2. Customer is satisfied. No reason to change the brand.
3. Customer is satisfied and would incur costs by changing brand.
4. Customer values the brands and sees it as a friend.
5. Customer is devoted to the brand.
Statement of the problem

In Indian car industry, small car segments have played a very crucial and significant role
due to its economy, efficiency and effectiveness. Due to invasion of foreign cars into
Indian markets, the pace of competition has hiked. This has brought into market, number
of Brands and their variants competing to with each other.
All these factors have resulted in flux in the minds of the customers as to which brand to
go for. In other words, Brand-switching is gaining the momentum. So to position the
brand in the minds of the customers the company or dealer should keep the track of this
shift in preferences. Hence the main purpose of this study is to find the A Project On
Post Purchase Behavior Of Customer Towards Maruti Suzuki
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Purpose of study
The purpose of the study is to know the Brand preferred by the customers and change in
buying behavior can be estimated by this study. The marketing strategies can be designed
in accordance with this change. It will be helpful for the managers to make decisions.
Hence, this study should be conducted.
Scope of the study

The main purpose of the study is to know the Impact of Brand preference among Bsegment cars on Buying Behavior of Customers at Belgaum city. This study will provide
solutions to the management by understanding customers feedback.
Through this study Management will know :
The reason why people opt four-wheeler.

To know the features considered by the customers while purchasing a car.
To know the most preferred brand by the customers.
The scope of the study is restricted up to the Belgaum city.
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Objectives of the study

1. To find the impact of Brand preference among B-segment cars.
2. To understand the Buying behaviour of customers.
3. To know the facilities/services expected by the customers from the dealer.
4. To know the means of finance preferred by the customers.
5. To know the reason why people opt four-wheeler.
6. To know the significant attributes preferred by customers in a car.
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ORGANIZATION PROFILE
MARUTI UDYOG LIMITED

ORGANIZATION OVERVIEW:
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of
Parliament, to meet the growing demand of a personal mode of transport caused by the
lack of an efficient public transport system.
Suzuki Motor Company was chosen from seven prospective partners worldwide.
This was not only due to their undisputed leadership in small cars but also to their
commitment to actively bring to MUL contemporary technology and Japanese
management practices (which had catapulted Japan over USA to the status of the top auto
manufacturing country in the world).
A licence and a Joint Venture agreement was signed between Govt. of India and
Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
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The objectives of MUL then were:
1. Modernization of the Indian Automobile Industry.
2. Production of fuel-efficient vehicles to conserve scarce resources.
3. Production of large number of motor vehicles which was necessary for economic
growth.
ORGANIZATION VISION:
"The Leader in The Indian Automobile Industry, creating Customer Delight and
Shareholder's Wealth; A pride of India."
OUR CORE VALUES:

1. Customer Obsession
2. Fast, Flexible and First Mover
3. Innovation and Creativity
4. Networking and Partnership
5. Openness and Learning
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TECHNOLOGICAL ADVANTAGE:
We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti
Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a
fuel efficient 4-valve engine to create optimum engine delivery. This means every Maruti
Suzuki owner gets the ideal combination of power and performance from his car.
Our other innovation has been the introduction of Electronic Power Steering (EPS) in
select models. This results in better and greater maneuverability. In other words, our cars
have become more pleasurable to drive.
PRDUCTION/ R & D:
Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti
Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two
vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to
make a car. More importantly, with an incredible range of 11 models available in 50
variants, there's a Maruti Suzuki made here to fit every car-buyer's budget. And dream.
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Production Milestones
1 st vehicle produced, December 1983
1,00,000 vehicles produced by August, 1986
5,00,000 vehicles produced by June, 1990
10,00,000 vehicles produced by March, 1994
15,00,000 vehicles produced by April, 1996
20,00,000 vehicles produced by October, 1997
25,00,000 vehicles produced by March, 1999
30,00,000 vehicles produced by June, 2000
35,00,000 vehicles produced by December 2001
MILESTONES:
2006
The car of the Year Maruti SWIFT.
2005
The fiftieth lakh car rolls out in April, 2005
Growth in overall sales by 15.8%
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2004
New (non AlC) variant of Alto
Alto becomes India's new best selling car
LPG variant of 'Omni Cargo'
Versa 5-seater, a new variant
Baleno LXI, a new variant
Maruti closed the financial year 2003-04 with an annual sale of 472122
units, the highest ever since the company began operations 20 years ago
2003
New Suzuki Grand Vitara XL-7
Redesigned and all-new Zen
New upgraded WagonR
Enters into partnership with State Bank of India
Production of 4 millionth vehicle. Listed on BSE and NSE after a public
issue oversubscribed 10 times
2002
WagonR Pride
Esteem Diesel. All other variants upgraded
Maruti Insurance. Two new subsidiaries started: Maruti Insurance
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Distributor Services and Maruti Insurance Brokers Limited
Alto Spin LXi, with electronic power steering
Special edition of Maruti 800, India's first colour-coordinated car
Maruti True value in Mumbai
Maruti Finance in Mumbai with 10 finance companies
Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2
Percent
2001
Zen Lxi
Maruti True Value launched in Bangalore and Delhi
Maruti Versa, India's first luxury MPV
Alto Spin LXi, with electronic power steering
Alto Vxi
Customer information centers launched in Hyderabad, Bangalore and
Chennai
Launch of versa
2000
First car company in India to launch a Call Center
New Alto
Altura, a luxury estate car
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IDTR (Institute of Driving Training and Research) launched jointly with

the Delhi government to promote safe driving habits
1999
Maruti 800 EX ( 796cc, hatchback car)
Zen LX (993cc, hatchback car)
Zen VXi (993cc, hatchback car with power steering)
Omni XL ( 796cc, MUV, high roof)
Baleno (1600cc, 3 Box Car)
Wagon R
Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai
as social initiatives
1998
Maruti launches website as part of CRM initiatives
Zen D (1527 cc diesel, hatchback car)
Zen VX & Zen VX Automatic
New (Omni & Omni E) (796cc, MUV)
Launch of website as part of CRM initiatives
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1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX
New Maruti 800 (796cc,hatchback Car) Standard and Deluxe
Produced the 2 millionth vehicle since the commencement of production
1996
Gypsy (E) (970cc, 4WD 8 seater)
Omni (E) (796cc, MUV, 8 seater)
Gypsy King (1298cc, 4WD, off road vehicle)
Zen Automatic (993cc, hatchback car)
Esteem 1.3L (1298 cc, 3 box Car)AX
Launch of 24-hour emergency on-road vehicle service
1995
Esteem 1.3L (1298 cc, 3 box car)VX
With the launch of second plant, installed capacity reached 200,000 units
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1994
Esteem1.3L (1298cc, 3 box car) LX Produced the 1
millionth vehicle since the commencement of
production
1993
Zen(993cc, hatchback Car), which was later exported in Europe and
elsewhere as the Alto
1992
SMC increases its stake
1991
Reaches cumulative indigenisation of 65 percent for all vehicles
produced
1990
Maruti 1000(970cc, 3 box), India's first contemporary sedan
1988
Installed capacity increased to 100,000 units
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1987
Exported first lot of 500 cars to Hungary
1986
Maruti 800 ( New Model-796cc, hatchback Car)
Maruti 800 ( New Model-796cc, hatchback Car)
1985
Launch of Maruti Gypsy (970cc, 4 WD off-road vehicle)
1984
Omni, a 796cc MUV
Installed capacity reached 40,000 units
1983
Maruti 800, a 796 cc hatchback, India's first affordable car.
Production was started under JV A
1982
License and JV agreement signed between Maruti Udyog Ltd. and SMC
of Japan
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1981
Maruti Udyog Ltd was incorporated under the provisions of the Indian Companies Act,
1956
AWARDS :
2004
Maruti Suzuki was No.1 in Customer Satisfaction, No.1 in Sales
Satisfaction No.1 in Product Quality (Esteem and Alto) and No.1 in
Product Appeal (Esteem and Wagon R)
No.1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
Business World ranked us among the country's five most respected
companies
Business World ranked us the country's most respected automobile
company
Voted Manufacturer of the year by CNBC
Voted one of India's Greenest Companies by Business Today-AC
Nielson ORG-MARG
2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10
automotive brands in "Most Trusted Brand survey 2003"
J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem
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Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study
2003.
MUL tops in J D Power CSI (200 1) for 4th time in a row
2001
MUL tops in J D Power CSI (200 1) for 2nd time in a row: another
international first
2000
Maruti bags JD Power CSI 1st rank; unique achievement by market
leader anywhere in the world
1999
MSM launched as model workshop in India; achieves highest CSI rating.
Central Board of Excise & Customs awards Maruti with "Samman
Patra", for contribution to exchequer and being an ideal tax assessee
1998
CII's Business Excellence A ward
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1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme"
Awarded the Star Trading House status by Ministry of Commerce
1994-95
Engineering Exports Promotion Council's award for export performance
1994
Best Canteen award among Haryana Industries as part of employee
welfare
1992-93
1991-92
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SOCIAL WELFARE:
Welfare Camps
Every year we organize blood donation camps along with Red Cross, in which
employees donate blood. Eye check-up camps, family planning related camps and
otherhealth camps are also organized periodically.
Medical support & welfare

The employees of Maruti have always donated generously to people affected by natural
calamities. They contributed Rs. 2 million to rehabilitate earthquake victims in Latur.
We also run a creche for the children of construction workers, which provides food
shelter and education for 85 children.
Education to underprivileged
DPS Maruti Shiksha Kendra, an education programme for the underprivileged, was
inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the
children of below poverty line (BPL) families from the nearby villages of Gurgaon
district. 120 students in the age group of 5-8 years have already enrolled. DPS Maruti
Kunj is providing books, writing material and uniforms, refreshment and transport
facilities to these children.
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Education Programme for mothers
'Chetna', an education programme for mothers - is an another endeavour to provide
basic education to mothers of the students of DPS Maruti Kunj and surrounding villages.
Majority of students at the school is first generation learners. Therefore, the concept of
starting a movement of learning 'Chetna' for mothers has been promoted. The response
has been encouraging and about 130 mothers are attending it regularly.
ENVIRONMENT CONCERN:
Our environment Policy:
Prevent pollution.
Promote energy reduction and use of alternative energy.
Manage/ reduce those materials that put stress on environment.
Promote the three R's (Reduce, Reuse, Recycle).
Promote "Green" procurement.
Provide our employees with environmental education to

increase their awareness.
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Since the commencement of operations in 1981 we've been committed to the protection
of the environment and conservation of non-renewable .energy sources. Our proactive
approach depends not only upon meeting the expectations of the regulatory authorities
but achieving the high standards that we've set as a responsible corporate citizen.
This philosophy of trying to make a difference to the environment penetrates through

our employees to the process of manufacture and finally into our products.
Pollution Control Camps

Our elaborate system of Free Pollution Check-Up Camps which run at regular intervals,
is designed at making the cars already on the road operate more efficiently. It also
inculcates awareness for environmental protection among the many car users of India.
MPFI
We have introduced Euro II compliant MPFI engines in all our models. Along with
our vendors, we've made investments of over Rs. 60 million for introducing MPFI
technology compliant cars.
CNG
Maruti is a strong advocate of CNG, a more eco-friendly fuel alternative to diesel and
petrol. In our endeavour to provide a cleaner and greener option to the customer, we are
in the process of equipping an extensive dealer network to assist Maruti owners in fitting
CNG kits.
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Rain Water Harvesting

To recharge the aquifer, measures were taken to harvest the rain water through soak
pits, recharging shafts and water lagoons. These measures are capable of charging nearly
50% of the average annual rainfall at Maruti, into the Earth.
MARUTI CULTURE:
Our employees are our greatest strength and asset. It is this underlying philosophy that
has molded our workforce into a team with common goals and objectives. Our
Employee-
Management relationship is therefore characterized by:
Participative Management.
Teamwork & Kaizen.
Communication and information sharing.
Open office culture for easy accessibility
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To implement this philosophy, we have taken several measures like a flat organizational
structure. There are only three levels of responsibilities ranging from the Board Of
Directors, Division Heads to Department Heads. Other visible features of this philosophy
are an open office, common uniforms (at all levels), and a common canteen for all.
This structure ensures better communication and speedy decision-making processes. It
also creates an environment that builds trust, transparency and a sense of belonging
amongst employees.
The major players in small car segment are:
Hyundai Motors India Ltd
Telco
Fiat India Ltd
The battle royal in the India car market has entered the next phase. One old assumption
has been vindicated that over 80% of the Indian car market is still confined to the small,
sub Rs 4 lakh models. And that mod-size and digger models can only provide the icing
on the cake, not the cake itself to any manufacturer.
Quite apart from these specific lessons that each man learnt, there were several surprises
that the car market threw up. First world-class technology and quality were considered a
given now. Second, the Indian buyer had begun to expect model and engine upgrades as
frequently as his US or European counterparts. The Indica had to
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upgrade their engines in less than one year after launch, the power steering option barely
a year after it hit the market.
And finally, while the manufacturers could continue to refer to it as the Indian small car
segment , the buyer characteristics were anything but homogeneous. There were distinct
group with distinct preferences. And the days of one model becoming the undisputed
heavyweight champion were over for good.
Brief description of major players in this segment.
Hyundai: Hyundai has become the undisputed number two in the Indian auto market,
and the only one-even rivals admit- with the capability of giving leader Maruti a run for
its money in the total volume stakes though Hyundai in India currently sells just about a
quarter of the numbers that Maruti does.
Hyundai got everything right because it got the value-pricetechnology equation almost
perfectly right from day one. The Santro was an instant winner from the day it was
introduced in the Indian market because it offered the optimum mix of space and
technology in the small car market, at a highly competitive price. And with easy
consumer financing available in the market,Hyundai did not have to work too hard to
persuade even entry-level car buyers to go for the Santro instead of the Maruti 800.
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And when it launched mid-size Accent some time later, Hyundai proved that it could get
its value-price equation consistently right across different segments.
But despite its great start, Hyundai made two mistakes and by Maruti it is also one under
the most pressure because after zooming to the number two spot, it cannot afford to skid
in the race. But Telcos Indica is snapping at its heels. And Maruti's backlash is expected
to target the Santro more than any other model.
The two miscalculations that Hyundai made? First, while Hyundai Santro was harping on
the fact that it was a new generation car, it hadn't brought its latest engine technology to
India, it was a mistake that rival Matiz capitalised on once Euro-II pollution norms were
announced for the motors. Daewoo most of the fact that every Matiz was Euro-II
complaint while Hyundai could offer an Euro-II version only at a higher price. Though the
latter moved quickly in a damage-control exercise, the Santro did lose a bit of its sheen.
But worse for Hyundai, it-miscalculated demand for its cars. The result: when demand
peaked for the Santro, it was in no position to offer the car off-the-shelf like its rivals.
Buyers had to wait for three months to get a Santro after booking it.
Hyundai is moving fast to sort out its capacity problem. Work will soon start on the
second phase of its Sriperumbudur car project, one year ahead of what was initially
planned. An additional investment of $400 million will help expand capacity from 1.2
lakh cars to 2 lakh cars per annum.
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That apart, the big worry for Hyundai is that other than the Santro (the Atos in Korea), it
doesn't 'have any other small car in its armoury. Unlike Suzuki which is primarily a small
car specialist, Hyundai can only introduce bigger cars in the Indian market either from its
own product range, or those of Kia Motors, which it took over last year.
And the car maker is planning to do precisely that. Over the next two years, It plans to
offer the Sonata, priced at around Rs "12 lakh, m the segment above the Astra/Lancer/City
category. 'The Sonata is a niche product. We hope to sell about 250 cars a month," says
Gandhi. Also, Hyundai will be launching a sports utility vehicle (SUV), currently under
development in Korea.
Hyundai is looking a bit vulnerable now because globally it is a minnow in the car
market. St lacks the sheer money power and product muscle to keep fighting the Fords and
Telco in any market. And if Ford does take over Daewoo Motors, Hyundai's number two
position in India could be seriously under threat.
Telco: The Home-Grown Challenger

When it first announced its plans,' scepticism abounded. With dozens of global car makers
hitting the Indian market with new products, few people would have given Telco much of a
chance with an indigenously-developed car. Especially since Telco did not boast a great
reputation for developing even world-class commercial vehicles, forget passenger cars.
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When the Indica hit the market, the consensus opinion was that Telco had goofed up again.
It had got its car and engine developed abroad - but all that was marred by the production
quality of the cars when they rolled out of the Telco plant in Pune. The Indica was riddled
with quality problems. A year down the line, almost everyone grudgingly admits that the
Indica has been a success. The Telco formula of pushing the biggest small car with a
rugged diesel engine has been a major hit in the semi-urban and rural markets.
Rajesv Dube, general manager, commercial (passenger cars), Telco, points out the
company's biggest advantage: low costs, fin other words, Telco can recover the costs of
introducing a new car at a much lower volume of sales than its rivals can. But the flip side
is that all global giants can amortise the costs of development by selling the same car
across different world markets, Telco can't.
At the moment though, the Telco strategy is to tap the niches first. The Indica, with the
diesel engines being pushed hard, was clearly aimed at a segment none of the rivals was
addressing. Similarly, the new car Magna it is planning to launch is again expected to be
a niche car addressing a particular need \n the Rs 12-16 lakh car segment. And in the SUV
market, Telco has already introduced the premium Safari, which again focuses on a small
niche.
It is a smart strategy as it avoids taking any of the big guns head on. But in the long run,
Telco knows it has to take on its rivals in the mainstream markets as well. It is ramping up
capacity to 160,000 from the current 120,000 cars anticipating that it will get the demand.
But Telco is also the weakest player in the small car market - and unless it keeps
springing surprises,it could be the first casualty in this round of the car battles.
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Fiat India Ltd:
Fiat the Auto Titan was established in 1899 by Giovanni Agnelli. The company first set
its foot on the Indian Turf in the year 1905, with the appointment of Mumbay Motor Cars
Agency as its Sales Agent. The relationship with India was further strengthened when it
signed a licence and servicing contract with Premier Automobiles Limited (PAL), paving
the way for manufacturing and selling of 1100 and 1100D Fiat, Padmini, Uno and the
latest offering being the cars from the project "178 World Car" range which includes
Siena, Siena Weekend and the Palio.
The companys pivotal interest remains automobiles. It has the most admired and sought
after models worldwide to boast of which includes Fiat Lancia, Ferrari, Maserati, Alfa
Romeo etc., Siena being the latest offering to the Indian consumers.
Fiat is the only automobile manufacturer to have won the most coveted "EUROPEAN
CAR OF THE YEAR" award for a record nine times, more than any other car
manufacturer. These awards have not made the group complacent as it strives to achieve
the best in all aspects, which include the people, environment, technology and
energy.This is seen in the companys endure towards Environmental issues and cooperation with all environmental organizations.
Fiat has ambitious plans for making India its operational hub and plans to invest one
billion US dollars in the coming years.
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Later the company introduced the Uno Europes favourite car for the last two decades
into India. The Fiat 178 World Car Project has been developed specifically to expand
production in overseas markets. This project includes international-class cars like the
Siena sedan, the Siena Weekend station wagon and the Palio hatchback.
Fiat has achieved a high level of localization for all its cars, and is making world-class
cars available in India at even more competitive and affordable prices. Fiat Automobiles
SpA owns the most-admired and sought-after models worldwide, including the Fiat
Lancia, the Ferrari, the Maserati and the Alfa Romeo.
Fiat is the only automobile manufacturer in the world that has won the coveted European
Car of the Year award nine times. It is also the only company in the world that
manufacturers recyclable cars.
In the pipeline are ambitious plans to make India its operational hub in Asia in the future
and invest US $1 billion here in the coming years.
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SHANTESHAMOTORSPVT.LTD.
INTRODUCTION:
SHANTESHA MOTORS PRIV A TE LIMITED is an authorized dealer for

Maruti
Udyog Ltd, for Marketing, Sales, Maruti Genuine Spares, Maruti Genuine Accessories,
Service and Repairs of Maruti range of vehicles.
HISTORY:
Shantesha Motors commenced operations on 20/5/2000 in Belgaum and is one of

the
good authorized dealers for Maruti Udyog Ltd. Today they have turn over of20 crores,
hence
making them one of the Maruti dealer in India.
Shantesha Motors have the excellent network of sales and services center in
Belgaum
and they are leading Maruti dealers in north Karnataka. At Belgaum Shantesha
showroom is
located near to K.L.E Hospital. The workshop located at Nehru Nagar. carries out after
sales operations, free service, paid service and Running repairs. Besides this the
workshop also in to selling of pre-owned cars and Ranks First for the sale of pre-owned
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cars in India. The stockyards situated at attach to showroom carries the pre-delivery
inspection of all the vehicles and gets
them
ready for the sales. It has
paved surface stocking area of about 50 to 100 Maruti vehicles.
Quality Management System:
Shantesha Motors has a documented and established quality management system

to ensure that
The documentation structure of Shantesha Motors can be represented in the

following manner.
1. QULITY MANUAL
2. QULITY SYSTEM PROCEDURES
3. WORK INSTRUCTIONS AND CHECKLIST
4. FORMS AND RECORDS
5.
REFERENCE STANDARDS AND EXTERNAL MANUAL
The quality manual describes the ISO 9001: 2000 standards adapted at
Shantesha Motors.
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The quality management system procedure manual SM/BGM/PM/O 1 contents
the detail of how the processes in the organization are being conducted, control
and recorded and meet the customer demands
The work instructions and checklist contains how the specified activities are to
be carried out.
The forms and records support the activities carried out and controlled.
All the external manuals and standards are controlled.
Management Commitment:
The management of Shantesha is committed to quality management system

through leadership and actions. The management shall provides the basic infrastructure
and continually upgrade the work environment.
The management is also committed to

The quality policy and quality objective of organization.
Ensures that the policy is understood, implemented and maintained at all the
levels of the organization
Ensure focus on the customer requirement throughout the organization.
Ensure availability of necessary resources.
Review the established quality management system periodically through the
management reviews.
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Customer Focus at Sales:
The Field executives visit the customers and explain the features of the vehicle to
them
Demonstration and test drives shall be given whenever required.
The Performa invoice/price list terms and conditions will be given.
The order booking forms duly collected from the customer and clarity with
regard to the terms and conditions are explained and the copy id handed over to
customer along with the receipt or payment made.
Any amendment required by the customer, it should be recorded on the order
booking forms
The delivery is insured as per the checklist duly explaining all the features
mentioned in the checklist.
Customer Focus at Service:
a) The customer can book the vehicle for the servicing/repairs either through the
telephone
or personally the front office.
b) The detail shall be entered in 'booking register' by the telephone operator.

c) The list of the vehicles shall be given to front office ~very morning to accept
the vehicles for servicing for that date.
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d) The customer can bring their vehicle for servicing without booking. However such
vehicle
shall be accepted only after ensuring that there is enough capacity for the
booked vehicles.
e) On the bases of kilometers run by the vehicle and customer requirement, the
customer shall explained about the type of the servicing/repairs and spare
parts required and to ensure that the service station has the required capacity
to accept the vehicle.
f)
Before accepting the vehicle, a mutually acceptable delivery time and date is
fixed with the customer.
g) The customer's consent shall be taken on the estimated cost of the

repair/service of the vehicle.
h) All the details of the work required along with the date and time of the
delivery and the established cost shall be recorded in the job order card before
commencement of the work.
i) Incase of any change in the terms any change in the services, the cost or the
delivery time then the client shall be informed verbally over the phone and
any change shall be recorded in the Job Order Card.
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Quality Policy:
The management of Shantesha Motors shall always remain committed to its

objectives for quality for with the main thrust on meeting the customer
expectation
and requirements.
The management's commitment to quality reflected in its quality
policy.
"We at Shantesha pledged to make quality a way of life through commitment to

continual improvement customer satisfaction and adhering to quality management
system"
The management ensure that the policy is understood implemented and maintained at all
levels of the organization and continual improvement in customer satisfaction.
At present our quality objectives are
We ensure that customer complaints do not exceed 8 per 10,000

vehicles.
We ensure that repeat job do not exceed 2 %
We ensure CSI of90% with minimum of 15% feed back
cards.
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We ensure SSI of80% at sales with minimum of20% feedback
cards.
We ensure to conduct 3 free emission/service check camps per quarter.
We ensure to launch I incentive scheme per
month.
We ensure to conduct 4 internal audits and 4 MRM's per financial year of quality
management system.
QUALITY MANAGEMENT SYSTEM PLANNING
The quality plan at Shantesha Motors comprises the identification of the

following.
The various models of vehicles from Maruti Udyog Ltd sold and serviced at
Shantesha Motors.
The various types of services done at Shantesha Motors.
The external manual acquired from Maruti Udyog Ltd to sell and service the
vehicles.
The various models of vehicles from Maruti Udyog Ltd. Sold and serviced
at Shantesha Motors.
Maruti-800 car
Maruti omni
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Zen
Alto
Wagon-R
Esteem
Versa
Baleno
Vitara
Swift
The various types of servicing done at Shantesha Motors.
Services-Free service and paid service.

Running repair.
Quick service repair.
Break down service.
The external manuals acquired from Maruti Udyog Ltd. To sell and service the
vehicles.
Sales policy bulletin
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Marketing circulars
Service manuals
Service circulars
Service bulletin
Warranty bulletin
Spares
parts
price
catalogue
Spares parts price list
Spare parts procedure manuals

Spare
parts
bulletin
Spare
parts
circulars
Maruti service quality standards
Customer care manual
Service marketing manual.
Competence Awareness and Training:
a) Recruitment is done as per MUL norms of education and

experience.
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b) There exists well-defined system to identify and provide training to all the
personnel
procedure No. SM/BGM/PR/12.
c) Induction training and on job training shall be
provided
d) All concerned shall be trained on the latest sales/service/spares/bulletins/circulars
from MUL.
e) As per the MUL scheduled training programme Executives/Mechanics/Manager
will be d,eputed for training.
f)
Training
records
shall
maintain.
Identification and Tracebility:
Identification:
1. New vehicle, which has completed pre-delivery inspection, shall be identified as PDIOK on the windshield, MUL Invoice and job order card, PDI and stockyard egister.
2. Identification of vehicles at the service workshop shall be through vehicle model,
registration number and unique job order Nos.
3. Inspection and test status of service/repair of vehicles shall be identified through the
job order card.
4. Completed job order card and the stamp of the final inspector shall identify Final OK
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vehicles.
5. Identification of spare parts shall be in the form of part Nos., as per Maruti
guidelines.
6. Identification of new vehicles is by its colour, model, chassis and engine Nos., MUL
Invoice, stockyard register.
Traceability:
1. Traceability shall be established though vehicle registration No. Job order number and
the date of job order.
2. Traceability of new vehicle at stockyard is established through chassis and engine No,
keyno., and parking slot No.
Monitoring and Measurement:
Customer Satisfaction:
1. Feedback received from the customer on their perception and service experience
customer satisfaction measure (percentage) is generated using software supplied by
Maruti Udyog Ltd.
2. Results of customer satisfaction measure are discussed in the management review
meetings and counter measure for the continual improvement is initiated.
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Internal Audit:
There is a well-defined procedure No.: SM/BGM/04 to conduct internal audit and

examine
the implementation of Quality Management System.
Monitoring and Measurement of Processes:
1. Pre-sales process is monitored and measured by the number of enquires and the
closure
of sales.
2. Sales process is monitored customer personal docket checklist, commitment and
delivery,
SSI%.
3. In service, repeat jobs, customer complaints, feedback card %, CSI%, PSF%, final
inspection are monitored.
4. Statistical graphs are used to indicate the
measures.
Improvement
Continual Improvement
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Shantesha Motors, Belgaum shall continually improve the effectiveness of the Quality
management System through commitment to Quality policy, Quality objectives as well
as
use of audit results, management review meeting decisions, analysis of data, corrective
and
preventive actions.
Corrective Action:
There is a documented system procedure No. SM/BGM/PR/05 to implement corrective
action on all the non-conformities arising from:
Customer complaints
Repeat Jobs
System Non Compliances
Post Service Follow Ups
Post Sales Follow ups

CSI negative feedback
SSI negative feedback
Road test
Final inspection
Internal Audit findings
Supervision by supervisor\ Work Managers
External Audits.
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Preventive Action
There is a documented System Procedure No.SM/BGM/PR/06 to identify
potential Non-Conformities like recurring Non-Conformities determined from Repeat
job, Final Inspection, washing Quality as well as for potential Non-Conformities
determined during MRM, Meetings and Audits and Analysis of Customer Feedback.
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ORGANIZATION STRUCTURE OF SHANTESHA MOTORS PVT LTD.

Showroom and stockyard:
Chief
Executive
Officer
Management
G.M.(Sales)
Asst. Mgr
(Mktg)
Field
Executives
Representative
G.M.(Works)
Sr. General Manager (Operations )

Sr. Exe
Dy. Mgr
Dy. Mgr
(pre-Del)
(System)
(Sales)
Pre-del &
Delivery
Executive
Sr. Exe
(System)
Sr. Exe (Mgr

Admn)
Dy. Mgr
(Sales)
Sales
Executive
Stockyard Asst
Washing
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Dy. Mgr
(Sales)
Asst.
Supervisor
Mechanic
System
Operator
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SAMPLING
Selection of Sample:
Sampling allows us to concentrate our attention upon relatively small number of people and
hence devote more energy to ensure that the information collected from them accurate.
POPULATION: People from the city of Belgaum
SAMPLE FRAME: People who has own a four-wheeler car and prospect Buyers.
SAMPLING SIZE: 100 UNIT
DURATION: 60 DAYS
SAMPLE METHOD: Specifically stratified Random sampling method
i.e. the whole Belgaum city was divided into four major geographical
Segments i.e. Bagynagar segment, Bogarways segment, Chidamber
nagar and J.N.M.C.segment.
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RESEARCH DESIGN
DEFINITION OF RESEARCH PROBLEM:
1.
Management problem classification:
In Indian car industry, small car segments have played a very crucial and
significant role due to its economy, efficiency and effectiveness. Due to
invasion of foreign cars into Indian markets the pace of competition has hiked.
This has brought into market numbers of brands and their variants competing
with each other.
Hence in the meeting with sales manager and service manager, a research
project was discussed where both the managers wanted to analyze the buying
behaviour and the brand preferred by the customers in B-segment cars.
2. Situation analysis:
The Maruti Udyog Ltd has two types of service stations.
i)
Authorized dealer with service station.
ii)
Authorized service stations.
Shantesha Motors private Ltd. Comes under the first category i.e., authorized dealer with
service station but before Shantesha Motors there were two service station namely Achal
and Bharat. And also other local service stations.
3 .Model development:
The study will provide solutions to the problem of the

management.
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a) Management will know the most preferred brand by the
customers.
b)Management will know the buying behaviour of the
customers.
4. Specification of information required:
a) To know the features considered by the customer
while purchasing a car.
b) To know the facilities/services expected by the customers from
the dealer of service station.
c) To know the means of Finance preferred by the customers.
.
DATA COLLECION APPROACH :
The information necessary for this survey is collected by tapping primary and
secondary data.
Primary data:
a)Questionnaire
b)Personal interaction
Secondary data:
a) Related information from internet:
.
b) Organization Report
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MEASURMENT TECHNIQUES :
The measurement technique used for this project are Questionnaires and
attitude scales.
SELECTION OF SAMPLE :
Sampling allows us to concentrate our attention upon relatively small number of people and
hence devote more energy to ensure that the information collected from them accurate.
POPULATION: People from the city of Belgaum
SAMPLE FRAME: People who has own a four-wheeler car and prospect Buyers.
SAMPLING SIZE: 100 UNIT
DURATION: 60 DAYS
SAMPLE METHOD: Specifically stratified Random sampling method
i.e. the whole Belgaum city was divided into four major geographical
Segments i.e. Bagynagar segment, Bogarways segment ,Chidamber
nagar and J.N.M.C.segment.
SELECT THE METHOD OF ANALYSIS:
Data are useful only after analysis. Data analysis involves Converting a series recorded
observations into descriptive statements and information about relationship.
Hence concerned to this project method of analysis the data will be graphical
method,Simple Percentage method.
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ETHICS OF THE RESEARCH:

This will be note that the issues relating to the research will be review that
all the aspects will be certain and ethically sound. The information will be used
for academic purpose as well as the benefit of the organization.
DATA COLLECION METHOD:

The information necessary for this survey is collected by tapping
primary and secondary data.
Primary data:
a)Questionnaire
b) Personal interaction
Secondary data:
a) Related information from internet.
.
b) Organization Report.
MEASURING TOOLS:
Data are useful only after analysis. Data analysis involves Converting a series recorded
observations into descriptive statements and information about relationship.
Hence concerned to this project method of analysis the data will be graphical
method, Simple Percentage method.
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ANALYSIS
1. Please rank the following features when you buy a new car.
a) Look/ Aesthetics
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
4
16
8
40
4
4
12
12
Percentage
4
16
8
40
4
4
12
12
The above graph shows rank wise percentage of customers preference for Look. It shows
that Look is not their first preference, 40% of the respondents have given 4th rank for Look
whereas only 4% have given 1st rank for the look.
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b) Price:
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
12
60
8
8
8
4
-
Percentage
4
16
8
8
8
4
-
The above graph shows rank wise percentage of customers preference for Price. It shows
that Price is their second preference,60% of the respondents have given 2nd rank for Price,
whereas only 12% have given 1st rank for the Price.
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c) Mileage
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
68
8
12
4
8
-
Percentage
68
8
12
4
8
-
The above graph shows rank wise percentage of customers preference for Mileage. It
shows that Mileage is their First preference i.e. 68% of the respondents have given 1st rank
for Mileage.
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d) Maintenance
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
4
56
16
4
8
8
4
Percentage
4
56
16
4
8
8
4
The above graph shows rank wise percentage of customers preference for Maintenance. It
shows that Maintenance is not their First preference, 56% of the respondents have given
3rd rank for Maintenance, whereas only 4% have given 1st rank for the Maintenance.
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e) Safety features
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
8
12
4
12
16
36
4
4
4
Percentage
8
12
4
12
16
36
4
4
4
The above graph shows rank wise percentage of customers preference for Safety features.
It shows that Safety is not their First preference, 36% of the respondents have given 6th
rank for safety, whereas only 8% have given 1st rank for the safety features.
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f) Companys service:
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
12
12
12
16
44
4
Percentage
12
12
12
16
44
4
The above graph shows rank wise percentage of customers preference for company
service. It shows that company service is not their First preference, 44% of the respondents
have given 8th rank for company service, whereas no one has given 1 st rank for the
company service.
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g) Space:
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
4
40
8
4
12
32
Percentage
4
40
8
4
12
32
The above graph shows rank wise percentage of customers preference for Space. It shows
that Space is not their First preference, 40% of the respondents have given 5th rank for
safety , whereas no one has given 1st rank for the safety features.
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h) Ready availability:
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
4
40
8
4
12
32
Percentage
4
40
8
4
12
32
The above graph shows rank wise percentage of customers preference for Ready
availability. It shows that Ready availability is not their First preference, 40% of the
respondents have given 5th rank for Ready availability, whereas no one has given 1 st rank
for the Ready availability.
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i) Comfort:
Rank
1
2
3
4
5
6
7
8
9
No. of
respondent
4
4
4
4
8
20
16
4
36
Percentage
4
4
4
4
8
20
16
4
36
The above graph shows rank wise percentage of customers preference for Comfort. It
shows that Comfort is not their First preference, 36% of the respondents have given 9th
rank for Comfort, whereas only 4% have given 1strank for Comfort.
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2) What is your budget for a new car?
Purchasing
respondent
< 3L
3-4L
4-5L
power
of
the Number of
respondent
20
64
16
Respondent
Percentage
20%
64%
16%
in
Purchasing power of the Customers
16%
20%
< 3L
3-4L
4-5L
64%
The above graph shows that 20% of respondents are willing to spend less than 3
Lakh rupees, 64% of respondents are willing to spend between 3-4 Lakh rupees
and 16% of respondents are willing to spend between 4-5 Lakh rupees.
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3) Which of the following facilities/ services do you except from the dealer?
Facilities / Services
No. Of Respondents
Quick service
84
1 Yr Free service
76
Discount on Accessories
12
Home Delivery
Discount on Spare Parts
24
Installment Payment Facility
72
Discount on Stereo System
Vehicle Registration Process
12
Facilities Expected By Customers
Quick service
12
84
72
1 Yr Free service
Home Delivery
Installment Payment Facility
24
8 12
76
Discount on Stereo System

Vehicle Registration Process
According to customer preference quick service, 1 Yr Free service and installment

payment facility are considered to be the most important facility / services from
the dealer / service station.
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4) Which means of Finance would you prefer?
Means of Finance
No.
OfRespondent
Respondents in
percentage
Employee Loan
16
16%
Bank Loan
64
64%
Car Finance Companies
12
12%
Co-operative Society
8%
Means of Finance
70%
60%
50%
40%
30%
20%
10%
0%
Employee Loan
Bank Loan
Car Finance
Companies
Co-operative
Society
It is found from the survey that 64% of the respondents prefer bank loan as the
means on finance followed by employee loan, car finance companies, and cooperative society.
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5) Rank the following in the order of preference:

a) Maruti DLX:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
4
4
12
16
60
Percentage
4
4
4
12
16
60
The above graph shows rank wise percentage of customers preference for Maruti DLX
car. It shows that Maruti DLX car is not their First preference, 60% of the respondents
have given 10th rank for Maruti DLX, whereas only 4% have given 1st rank for Maruti
DLX.
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b) Maruti Zen:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
4
12
4
12
4
4
8
48
-
Percentage
4
4
12
4
12
4
4
8
48
-
The above graph shows rank wise percentage of customers preference for Maruti Zen
car. It shows that Maruti Zen car is not their First preference, 48% of the respondents
have given 9th rank for Maruti Zen, where as only 4% have given 1 st rank for Maruti
Zen.
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c) Maruti Alto:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
64
8
4
8
4
8
4
-
Percentage
64
8
4
8
4
8
4
-
The above graph shows rank wise percentage of customers preference for Maruti Alto
car. It shows that Maruti Alto car is their First preference i.e. 64% of the respondents
has given 1st rank for Maruti Alto.
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d) Maruti Swift:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
8
64
8
4
4
8
-
Percentage
4
8
64
8
4
4
8
-
The above graph shows rank wise percentage of customers preference for Maruti
SWIFT car. It shows that Maruti SWIFT car is not their First preference, 64% of the
respondents have given 3rd rank for Maruti SWIFT, where as only 4% has given 1st
rank for the Maruti SWIFT.
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e) Maruti WagonR:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
8
8
4
56
8
8
4
Percentage
4
8
8
4
56
8
8
4
The above graph shows rank wise percentage of customers preference for Maruti
WagonR car. It shows that Maruti WagonR car is not their First preference, 56% of the
respondents have given 7th rank for Maruti WagonR, whereas no one has given 1st rank
for Maruti WagonR.
f) Fiat Palio
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Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
12
4
4
4
48
8
4
4
12
Percentage
12
4
4
4
48
8
4
4
12
The above graph shows rank wise percentage of customers preference for Fiat Palio
car. It shows that Fiat Palio is not their first preference, 48% of the respondents have
given 6th rank for Fiat Palio, where as only 12% of the respondents have given 1 st rank
for Fiat Palio.
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h) Hyundai Santro:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
44
8
4
12
8
4
8
8
-
Percentage
4
44
8
4
12
8
4
8
8
-
The above graph shows rank wise percentage of customers preference for Hyundai
Santro car. It shows that Hyundai Santro is not their First preference, 44% of the
respondents have given 2nd rank for Hyundai Santro whereas only 4% of the
respondents have given 1st rank for Hyundai Santro.
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i) Hyundai Getz:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
12
40
12
8
12
8
4
Percentage
4
12
40
12
8
12
8
4
The above graph shows rank wise percentage of customers preference for Hyundai
Getz car. It shows that Hyundai Getz is not their First preference, 40% of the
respondents have given 4th rank for Hyundai Getz whereas only 4% of the respondents
have given 1st rank for Hyundai Getz.
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j) Tata Indica:
Rank
1
2
3
4
5
6
7
8
9
10
No. of
respondent
4
12
4
16
40
4
4
4
12
Percentage
4
12
4
16
40
4
4
4
12
The above graph shows rank wise percentage of customers preference for Tata Indica
car. It shows that Tata Indica is not their First preference, 40% of the respondents have
given 5th rank for Tata Indica whereas only 4% of the respondents have given 1st rank
for Tata Indica.
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6) Do you own a car?
Response
No. of Respondent
Yes
No
68
32
Respondents
in %
68%
32%
The above graph shows that 68% of the respondents are owners of cars and 32%
of respondent have not owned car but are prospect buyers.
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7) Why do you opt for a four wheeler?
Purpose
Respondent
Need
Comfort / Convenience
52
Status
12
It is found from the survey that 52% of the respondent opt four-wheeler for the
comfort / convenience but not for need & status.
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8) How did you get to know about this car?

Awareness
TV Advertisement
Magazines / Newspaper
Friends
Existing Customers
Car Finance Companies
No. of respondent
26
7
22
9
4
Percentage
38.24
10.29
32.35
13.24
5.88
The above graph shows that 38.24% of the respondents came to know about this
car through TV advertisement and 32.35% of the respondents came to know about
the car through friends.
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11) Please tick the following attributes of your car
a)
Price
Expensive
Reasonable
Respondents
25
43
Percentage
36.76
63.24
From the above graph it is clear that 63.24% of the respondents feel that the car which
they own is expensive and 36.76% feel that the price of the car which they own is
reasonable.
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b)
Style/Aesthetics
Stylish
Simple
Respondents
51
17
Percentage
75
25
From the above graph it is clear that 75% of the respondents feel that the car which they
own is stylish and 25% feel that the car which they own is simple.
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c)
Comfort
More comfortable
Less comfortable
Respondents
56
12
Percentage
82.35
17.65
From the above graph it is clear that 82.35% of the respondents feel that the car which
they own is comfortable and 17.65% feel that the car which they own is less comfortable.
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d)
Maintenance
Expensive
Reasonable
Respondents
49
19
Percentage
72.06
27.94
From the above graph it is clear that 72.06% of the respondents feel that the maintenance
cost of the car which they own is expensive and 27.94% feel that the maintenance cost of
the car which they own is reasonable.
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e)
Fuel efficiency
Satisfactory
Not satisfactory
Respondents
44
24
Percentage
64.71
35.29
From the above graph it is clear that 64.71% of the respondents feel that the fuel
efficiency of the car which they own is satisfactory and 35.29% feel that the fuel
efficiency of the car which they own is not satisfactory.
BABASAB PATIL
APPENDIX
QUESTIONNAIRE
Please tell us about yourself
Name:______________________________________________
Age:________________________________________________
Sex:________________________________________________
Occupation:__________________________________________
1. Please rank the following features when you buy a new car. (Starting from 1 to
9, 1 for the most preferred and 9 for the least preferred)
Look/Aesthetics
[]
Price
[]
Mileage
[]
Maintenance
[]
Safety Features
[ |
Company Service
[]
Space
[]
Ready Availability
[]
Comfort
[]
BABASAB PATIL
2. What is your budget for a new car?

< 3 Lakh [ ]
3-4 Lakh [ ]
4-5 Lakh [ ]
3. Which of the following Facilities/Services do you expect from the dealer?

Quick Service
[j
1 year free Insurance
[]
[]
Home Delivery
[]
[]
Installment Payment Facility [ ]
Discount on Stereo System [ ]
Vehicle Registration Process [ ]
4. Which means of Finance would you prefer?

Employee Loan
[]
Bank Loan
Car Finance Companies [ ]
[]
Co-operative Society [ ]
If any other Specify____________________________________________
5. Rank the following in the order of preference. (Starting from 1 to 10, 1 for the most
preferred and 10 for the least preferred)
Maruti DLX
[]
Zen
[]
Alto
[]
Swift
[]
Wagon-R
[]
FiatUno
[]
BABASAB PATIL

Fiat Palio
[]
Hyundai Santro [ ]
Hyundai Getz
[]
Tata Indica
[]
Why do you rank the particular car as NO. 1?
6. Do you own a Car?

Yes [ ]
No [ ]
(If No, skip the below Questions)

7. Why do you opt for a four-wheeler?
Need [ ]
Comfort/Convenience [ ] Status [ ]
8. Do you find any difficulties in your Car?

Yes [ ]
No [ ]
If yes, what are they?

Mileage
[]
Spare Parts
[ ]
Company Services [ ]
Space
Service
[]
Safety
[]
[]
Maintenance [ ]
Comfort
[]
BABASAB PATIL
9. Name and dealer of your Previous and Presently Owned Car.

Name of the Car: Previous
1____________ 2____________ Present __________
Name of the dealer: Previous 1____________ 2 ____________ Present ___________
10. How did you get to know about this Car?(Tick any one).
T.V advertisement
[]
Magazines/Newspaper [ ]
Friends
[]
Existing Customers
Car Finance Companies [ ]
[]
Any other please specify_____________________
11.Please tick the following attributes of your car.

a. Price: Expensive
[]
Reasonable
[]
b. Style/Aesthetics: Stylish
[]
Simple
[]
c. Comfort: More comfortable [ ]
Less comfortable
[]
d. Maintenance: Expensive
Reasonable
[]
Not-satisfactory
[]
[]
e. Fuel Efficiency: Satisfactory [ ]
12. Given a Second chance which car would you buy from the same budget?
13. Please suggest any areas for improvement in your car dealer.
BABASAB PATIL
Thank you for your Co-operation.
BABASAB PATIL
FINDINGS
According to survey it is found that 68% of respondents Prefer Mileage as the

first most crucial feature considered while purchasing a car,and price is
considered as the second considerable feature i.e 60% and maintenance cost is
considered as the third considerable feature while purchasing a car i.e 56%.
It is found from the survey that 64% of the respondents are willing to pay 3-4
lakh for a new car,20% of the respondents are willing to pay less than 3 lakh
for a new car, and 16% of the respondent are willing to pay 4-5 lakh rupees for
a new car.
It is found that 84% of the respondent prefer Quick service as the most
preferred facilities\services expected from the dealer and the next preferred
facilities/services are one year free service i.e76% and Installment payment
facility i.e72%
It is found that 64% of the respondent prefer Bank loan as the most preferred
means of finance.
Maruti Alto stood first as the most preferred car among the B-segment cars
followed by Hyundai Santro and Maruti DLX stood last.
It is found from the survey that 68% of the respondents are owners of Bsegment cars.
It is found that 52% of customers opted car for comfort /convince rather than
need and status.
It is found that 38.24% of the respondents came to know about the car through
T.V advertisements and 32.35% of the respondents came to know about the
car through friends..
SUGGESTION
It is found that in this segment the important features considered by the

customers while buying a car are mileage, price & maintenance. So
manufacturer has to consider these
aspects to attract and retain customers thus making an effort to build a good
brand image.
Discount on accessories and spare parts also act as influencing factors for
purchase decision. So dealer can give discounts on spare parts and accessories,
after sales for a period of a year or two to stimulate the customers.
Customers want service at their doorsteps but are unaware of the home
delivery facility provided by the dealers. So a measure has to be taken to
create awareness in this direction.
Most of the customers buy cars from bank loan rather than financial
companies. So the companies have to come up with attractive loan facilities to
their customers.
Word of mouth is effective media of communication. Hence the dealer should
keep the existing customers happy by providing good service and make
customers talk good about their service provided.
CONCLUSION
Belgaum although a small city, is dwelled by middle and higher-class people in
majority. Thus the market for four-wheeler has never been a dearth here. But of all the
varieties available in this segment, small cars are most preferred.
Customers in this segment want to adopt change into their life style. This has fostered
entry of varieties of small cars available nation-wide to flourish in this market. This
has enhanced the competition in this car segment. But Maruti with stood this
competition by retaining its market share to be the highest.
The results of the survey conducted showed that Maruti Alto Brand is the most
preferred car followed by Santro and it also showed the buying behaviour of
customers that the most of the customer purchase car based on mileage followed by
price and maintenance.
BIBLOGRAPHY
REFERANCE BOOKS:
Marketing research
: Tull and Hawkins
Marketing research
: A.Parasuraman,
Dhruv Grewal and R.Krishnan.
INTERNET WEBSITES:
WWW.MARUTIUDYOG.COM
www.google.com

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SHANTESHA MOTORS PVT. LTD.

A project report containing marketing research on The Impact of Brand Preference

Management will understand the buying behaviour of customers

To understand customers preference towards dealers.

So these are some fact by conducting this survey.

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The project report

the Brand preferred by the customers, their Buying

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Statement of the problem

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Scope of the study

The reason why people opt four-wheeler.

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Objectives of the study

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MARUTI UDYOG LIMITED

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OUR CORE VALUES:

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IDTR (Institute of Driving Training and Research) launched jointly with

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Awarded the Star Trading House status by Ministry of Commerce

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Medical support & welfare

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Our environment Policy:

Promote energy reduction and use of alternative energy.

Manage/ reduce those materials that put stress on environment.

Promote the three R's (Reduce, Reuse, Recycle).

Promote "Green" procurement.

Provide our employees with environmental education to

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This philosophy of trying to make a difference to the environment penetrates through

Pollution Control Camps

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Rain Water Harvesting

Management relationship is therefore characterized by:

Teamwork & Kaizen.

Communication and information sharing.

Open office culture for easy accessibility

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Brief description of major players in this segment.

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Telco: The Home-Grown Challenger

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