FOR THE PARTIAL FULFILLMENT OF THE AWARD OF MASTER OF BUSINESS ADMINISTRATION (2005-2007) SUBMITTED BY RINKU KUMAR YADAVLAXMI DEVI INSTITUTE OF ENGINEERING & TECHNOLOGY ROLL NO. 25046 1 The research work I undertook was an attempt to over comes the boundaries of books before I take up this as my profession and start my carrier as a practicing Manager. My sincere thank to all those gentlemen who by their experience enriched my knowledge of working in the Alwar. I would like to thanks my staff members who give me an idea to go ahead with this research topic. My special thanks to Miss. Nidhi Sharma, HR Manager of JS4wheel. For this valuable guidance towards making the final report. I awe my deep sense of gratitude to Mr. Nikunj Sanghi Rajasthan for guiding me throughout the project study without whose pain staking efforts support and guidance the report would not have resulted in the present form. RINKU KUMAR YADAV 2 I, RINKU KUMAR YADAV Student of M.B.A., Laxmi Devi Institute of Engineering & Technology, Chikani, Alwar (Rajasthan) hereby declare that all the information facts and figures produced in this report is based on my own experience and study during my open market research in analyzing the “LOST SALES ANLYASIS .” I further declare that all the information and facts furnished in this project report are based on my intensive research findings. They are first hand and original in nature. RINKU KUMAR YADAV Student of M.B.A. II n d Ye, Place: Laxmi Devi Institute of Engineering & Technology, Chikani, Alwar 3 TABAL OF CONTENT SL.NO NO. 1. 2. TOPIC Preface Company profile o o o o o o o o o o o o o o o o Introduction History of co. Major Milestones Profile of M&M Mission & vision statement M&M Brand M&M Overview Plant Location Values of M&M Mahindra special service group Corporate governance Products Board of Directors Welfare centers Coordinates Business segments PAGEN 4 o o o o o o Financial position of company End Products Ingenious Rishtey Introduction of JS4wheel Distribution system of JS4wheel Management & Manpower utilization 3. 4. Objective of the project Research methodology o o o o Data collection Survey Methodology Likert Scale Least Square Method 5. 6. 7. 8. 9. Customer satisfaction Conclusion Findings Recommendations Bibliography 5 PREFACE Marketing activities can be regarded as lifeblood of all business concern. In order to enhance the performance of marketing department and overall success of a business concern, study of consumer behavior and their satisfaction, sales and distribution channels, advertisement and competitive advantages. The performance of a company very much depends on marketing department. These activities are very much important for an organization. No study can be termed complete if there is no practical experience. Hence need for training has become a real necessity. Practical exposure no doubt has contributed a significant amount of knowledge to me along with real life experience & was an ideal combination of academic knowledge & practical experience. Mahindra Is infects a very ideal location to gain practical experience. The experience gained in short duration, I am sure will go a long way in all my future endeavors. 6 OF Mahindra Automotive Division of Mahindra & Mahindra Ltd. is in the business of manufacturing and marketing Utility Vehicles, LCVs and servicesfor last 52 years. It is the market leader in this segment enjoying more than 50% of the marketshare. M&M brand denotes Ruggedness, Durability, Reliability, Easy Maintainability and Operational Economy. The customer profile primarily tour includes individuals, taxi owners, traders, car hire entrepreneurs, contractors, operators, companies, government departments and institutions Army etc. The continued deregulation & liberalization of Indian Economy has provided an impetus to rapid growth. India is expected to become a major export base for auto components and aggregates. Global automobile giants are entering the Indian market. Increasing GDP growth rate, multi-motorization and envisaged higher investment in infrastructure is expected to give further boost to the Indian automobile industry. 7 The Company is gearing itself to meet these challenges through rapid up gradation and expansion of manufacturing technologies through additional investment. This would be supported by modern, elegant and efficient distribution network with consumer friendly work ethics. The Automotive Division has utility vehicles manufacturing plants at Kandivli (Mumbai) , Igatpuri, Nashik in the State of Maharashtra and LCV assembly plant at Zaheerabad, in the State of Andhra Pradesh, together employing more than 12,000 employees. The productivity (vehicles per person per annum) of the Division has been showing upward trend over last three years. All the divisions of the Company plants are certified ISO9002. We are gearing ourselves for QS 9000 The Division has embarked upon Business Process Re-engineering since 1994 in order to utilize its resources more efficiently and enhance customer service level. The re-engineering of operations was primarily necessitated due to intense domestic competition, entry of global players in the segment and enhanced customer expectations. The spread of the product is uniformly distributed in North, South and West regions of India and has marginal presence in East. Nearly 70% of the Company's products are sold in semi-urban and rural markets. With models like, the Armada and its planned new versions, the Company plans to cater to the niches in urban market. The distribution is managed through a network of more than 150 Dealers spread across the Country, which is supported by Company’s 18 Area Offices. Apart from this, the vehicles are serviced through 30 Authorized Service Centers and 60 Stockiest for meeting the need of genuine spare parts. 8 The marketing strategy of the Division revolves around rationalizing models, delivering value for money, increasing safety features, incorporating fuel efficient engine, improving the quality of after sales service and maintaining low price product image. For high end market, the strategy adopted is to offer products with more comfort level with option of accessories to meet special needs of individuals. Currently the Export focus is on African, South American, South Asian and Middle East Markets, where the need and use of vehicles is akin to India. The Company has set itself target to export 15% of the output within next three years. The Division has a separate R&D Centre at Nashik with a team of 147 engineers & 108 support staff. Cross functional and concurrent engineering teams are working on Integrated Design & Manufacturing (IDAM) to design a product to suit specific requirements of the customers through quick product development. A sports utility vehicle Scorpio is in the pipeline with all new aggregated and in stated for debut in Auto Expo 2000. The current role of R & D is to design products that meet all the customer needs as well as the legal requirements in terms of various norms for CMVR, safety & emission. Thus, emphasis is given on designing a product that has a level of quality built into it (through specifications) & which is easy to manufacture. R & D also lends its support during the entire life cycle of a product by associating closely with Service department. R&D has a Design Center with a state of the art CAD Centre having 60 workstations with specialized analysis software like Adams & Nastran & Hypermesh, Styling software: Alias, PDM software Metaphase & Solid Modeling software, SDRC Ideas, Catia, etc. that are being used for designing & analyzing various aggregates going into the 9 vehicle. All designs are validated in Testing Centre having laboratories for Engine Testing, Metrology, Metallurgy, Polymer, Oil & Fuel, Acoustic Testing, Vehicle Testing and Fatigue Testing. A new Mahindra Research Valley is being developed at a Greenfield location at Thane near Mumbai. This is a 120 acre site & investment of Rs. 2,000 million is planned for this facility. 10 HISTORY OF MAHINDRA 1947: October, first batch of seventy five Utility Vehicles (UVs) imported in CKD condition from Willys overland Export Corporation. 1949: Lease of 11071 Sq. yds at Mazagaon from British India Steam navigation. The first Willys Overland Jeep built in India at the Assembly Plant , Mazagaon, Bombay. 1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep Corporation and American Motors Corporation. 1962: Indigenous content of Jeep goes upto 70%. 137 acres of land purchased operations. at Kandivli to centralise manufacturing 1965: 1967: FC 150 Petrol Trucks introduced. Two wheel drive Utility Vehicles introduced. 101" wheel base and Metal Body UVs introduced. Indigenous content goes up by 97%. 1969: Export of vehicles started, export of total 1200 UVs together with spare parts to Yugoslavia. Exports also made to Ceylon, Singapore, Philippines and Indonesia. 1970: 1971: 1974: Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and Indonesia. Separate R&D section set up. Maximiller campaign launched to conserve fuel. CJ 4A introduced with new transmission and axle ratio. 11 Collaboration agreement with Jeep corporation (subsidiary of AMC, Detroit). 1975: 1979: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced with MD 2350 Diesel Engine. Government of India approves in principle, the technical collaboration with Peugeot, France for the manufacture of XDP 4.90 Diesel Engine. 1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot Engine Assembly Plant at Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik Assembly Line. 1983: FJ 460 model introduced with 4 speed gear box. Engine plant at Igatpuri was formally inaugurated by Mr. Jean Boillot, President 1985: of Automobiles Peugeot of France for the manufacture of 25000 Peugeot and Petrol engines. New Mahindra Vehicle-MM 540 launched in Bombay. NC 640 DP with 4 speed gear box introduced. Mahindra MM 440 introduced. 1986: 1987: 1988: M&M CJ 640 DP Vehicle introduced. MM 540 DP metal Body Wagonette introduced. signed a Memorandum of Understanding with Hyderabad Allwyn Nissan Limited to form Mahindra Nissan Allwyn Ltd., as its associate company with LCV operations in Andhra Pradesh. 1989: CJ 340 DP model introduced. M&M and Peugeot announced their tie up for the manufacture of Peugeot 504 pick up truck, BA 10 gear boxes and latest XD 3 diesel engines. M&M acquired automotive pressing unit at Kanhe, from Guest Keen Williams Ltd. 1991: Introduction of CJ 500 DI model with MDI 2500 A direct injection diesel engines. M&M bags order to export 10000 12 CKD kits. Commander range of models: 650 DI, 750 DP/HT were launched with tremendous market response. 1993: Mahindra Armada to launched. the M&M demand was the only with manufacturer withstand recession, increasing sales. 1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and Zaheerabad LCV operations becoming part of Automotive Sector. FJ series of LCVs were shifted from Nasik to Zaheerabad. Business Process Re-engineering Project initiated in the Division. Igatpuri Engine Plant received ISO 9002 certificate from TUV of Germany. Single Cab/Double Cab project was initiated. 1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles were launched. New Commander 5 Door Hard Top was introduced. The company was the first automobile manufacturer to get all the engine types approved for the new emission norms effective from 1st April, 96. IDAM (Integrated Design & Manufacturing) set up for designing entirely new vehicle with the help of internationally renowned consultants. 1997: Commercial production of Ford Escort commenced at Nasik Plant. License & Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard top versions of CL/MM 550, 8 seater Armada, Commander 650 DI with longer wheel base and MM 540/550 13 XDB models were introduced. Kandivli and Nasik plants received ISO 9002 certificate from RW-TUV. 1998: Die shop Inauguration at Nashik Plant 2-8/8/97. Voyager launched by the Chairman at Zaheerabad Plant on 12/11/97. Complete localisation of Cabking model at Zaheerabad plant. Change over from 3-Speed to 4-Speed Transmission. 400 nos. Army order successfully executed at Kandivli Plant in Mar'98. 14 Major Milestones 1945: 1948: On October 2, Mahindra & Mohammed formed. The Company was renamed Mahindra & Mahindra Limited (M & M) Steel Trading business was started in association with suppliers in U.K 1948: 1949: Business connections in USA through Mahindra Wallace Wallace Steel trading on behalf of European suppliers Jeep Assembly commenced 1950: The first business with Mitsubishi Corporation (for 5000 Tons) for wagon building plates for supply from Yawata Iron & Steel 1953: 1954: Otis Elevator Co. (India) established Technical & Financial Collaboration with Willys Overland Corporation 1956: Shares listed on the Bombay Stock Exchange Dr. Beck & Co. formed - a JV with Dr. Beck & Co., Germany 1957: UK Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd., 15 1958: 1960: Machine Tools Division started Mahindra Sintered Products Ltd. (MSP) formed - a JV with the GKN Group, UK. 1962: Mahindra Ugine Steel Company (MUSCO) formed - a JV with Ugine Kuhlmann, France 1963: International Tractor Co. of India (ITCI) formed - a JV with International Harvester Co., USA 1965: Vickers Owen, Sperry UK of India Ltd. of a JV with Sperry Rand Corporation, USARoplas (India) a collaboration with Rubery Manufacture Light Commercial Vehicles commenced. 1970: Mahindra Engineering & Chemical Products Ltd.(MECP) commenced operations. 1971: 1975: 1977: 1979: International Harvester collaboration ended Switch over to diesel vehicles in-house development. ITCI merges with M&M, to become its Tractor Division License from Automobiles Peugeot, France for manufacture of XDP 4.90 Diesel Engines 1982: License from KIA for manufacture of 4 Speed Transmissions "Mahindra" brand of tractors born, Siro Plast formed 16 1983: M&M becomes market leader in Indian Tractor Market. (Position retained ever since) 1984: Mahindra Hellenic Auto Industries S.A. formed - a JV in Greece to assemble and market utility vehicles in Europe 1986: Mahindra British Telecom (MBT) formed - a JV with British Telecommunications plc (BT), UK 1987: 1989: Acquired International Instruments Ltd. Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW 1991: 1992: Introduction of Commander series. Triton Over water Transport Agency Ltd., formed Implementation of the Service Center project at Kanhe Merged diverse activities of Steel, Machine Tools, Graphics into Intergrades Division 1993: Mahindra Steel Service Centre Limited formed in association with Mitsubishi Corporation and Nissho Iwai Corporation of Japan. Mahindra Acres Consulting Engineers Ltd. (MACE) formed - a JV with Acres International, Canada Incorporation of MBT International Inc., USA, a wholly owned subsidiary of MBT The Company’s maiden international offering – the US$ 75m GDR issue. Introduction of Armada. 17 1994: Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed Mahindra USA Inc., formed, for distribution of Tractors in the USA EAC Graphics (India) Ltd., formed in collaboration with The East Asiatic Company Ltd. A/S, Denmark Reorganization of the Group creating six Strategic Business Units MSL Division (Auto Components) hived off to form Mahindra Sona Ltd Mahindra Nissan Allwyn Limited merged with the Company.. 1995: Mahindra Holding & Finance Ltd.(MHFL) becomes a subsidiary of M & M to carry out business as an investment company Technical collaboration with Mitsubishi / Samcor to manufacture L300. 1996: Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to manufacture passenger cars The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$ 115 million. 1997: A new die shop was inaugurated at Nasik Inauguration of The Mahindra United World College of India. 1999: Launch of ‘Bijlee’ a battery-operated, 3-wheeler environmental-friendly vehicle. The largest online used vehicle website in India launched by Mahindra Network Services. The business of Intergrades Division and Mahindra Exports Ltd. combined and renamed Mahindra Intergrades Ltd. The Company acquired major stake in Gujarat Tractors. Mahindra & Mahindra Financial Services Limited becomes a subsidiary of M&M 18 2000: The Company unveils new logo. Mahindra Auto Specialties Ltd. a new 100% subsidiary is formed. M&M sets up its first satellite tractor plant at Rudrapur. The Company launches New Age Tractor, the Mahindra Arjun 605 DI (60 HP tractor). The Company launches Bolero GLX a Utility Vehicle a response to needs of urban consumer. 2001: A 3-wheeler diesel vehicle "Champion" is launched. The Company launches Mahindra MaXX a MUV positioned with the caption Maximum Space, Maximum Comfort. M&M ties up with Renault for petrol engines. M&M established a separate division to provide Defenses Solutions 2002: M&M launches Scorpio - the new generation Sports Utility Vehicle 2003: Scorpio - Recipient of prestigious Awards "Car of the Year" Award from Business Standard Motoring "Best SUV of the Year" and "Best Car of the Year" Awards from BBC on Wheels "Car of the Year" Award from CNBC Auto Car M&M launches the "Invader" - a sporty open top vehicle. M&M opens a second tractor assembly plant in USA. M&M launches MaXX Pik Up. M&M Tractors awarded the prestigious Deming Prize for excellence in Quality - the first tractor company in the world to receive the award. M&M launches India's first Turbo tractor - Mahindra Sarpanch 595 DI Super Turbo. Scorpio wins National Award for R&D. 19 M&M ventures into Industrial Engine business Mahindra Defence & Lockheed Martin Information Systems, UK, strike an alliance for Defence Product. 2004: Launched the Mahindra World Tractor - a 75 HP tractor in the overseas market. Formed a new Sector, Mahindra Systems and Automotive Technologies (MSAT), to focus on developing components as well as offering engineering services. Launched "Bolero" and "Scorpio" in Latin American, Middle East and South African markets. Signed MOU to enter into JV with Jiangling Motor Co. Group (JMCG) of China to acquire tractor manufacturing assets from Jiangling Tractor Company, a subsidiary of JMCG. M&M becomes the first Indian company to achieve sales of one million tractors. 2005: Acquired 51% stake in SAR Transmission Private Limited, a company engaged in manufacture of gears and transmission shafts. M&M Farm Equipment Sector launch operations in Australia. M&M becomes the first Indian auto manufacturer to launch the Common Rail Diesel Engine (CRDe), offering it on the Scorpio. Acquired 80% stake in the JV with Jiangling Motors i.e. in Mahindra (China) Tractor Company. M&M and Renault enter into a JV to manufacture of the mid-sized sedan, Logan, in India. M&M and International Truck and Engine Corporation enter into a JV to manufacture Trucks & Buses in India The first tractor from the JV, Mahindra (China) Tractor Co. Limited, rolled out on 2 July 2005 20 PROFILE OF MAHINDRA & MAHINDRA Mahindra & Mahindra Limited (M&M) is the flagship company of US $ 2.59 billion Mahindra Group, which has a significant presence in 21 key sectors of the Indian economy. A consistently high performer, M&M is one of the most respected companies in the country. Set up in 1945 to make general-purpose utility vehicles for the Indian market, M&M soon branched out into manufacturing agricultural tractors and light commercial vehicles (LCVs). The company later expanded its operations from automobiles and tractors to secure a significant presence in many more important sectors. The Company has, over the years, transformed itself into a Group that caters to the Indian and overseas markets with a presence in vehicles, farm equipment, information technology, trade and finance related services, and infrastructure development. The Company has recently started a separate Sector, Mahindra Systems and Automotive Technlogies (MSAT) in order to focus on developing components as well as offering engineering services. M&M has two main operating divisions: The Automotive Division manufactures utility vehicles, light commercial vehicles and three wheelers. The Company has recently entered into a JV with Renault of France for the manufacture of a midsized sedan, the Logan, and with International Truck & Engine Corporation, USA, for manufacture of trucks and buses in India. The Tractor (Farm Equipment) Division makes agricultural tractors and implements that are used in conjunction with tractors, and has also ventured into manufacturing of industrial engines. The Tractor Division has won the coveted Deming Application Prize 2003, making it the only tractor manufacturing company in the world to secure this prize. M&M employs around 11,600 people and has eight manufacturing facilities spread over 500,000 square meters. It has 49 sales offices that 22 are supported by a network of over 780 dealers across the country. This network is connected to the Company's sales departments by an extensive IT infrastructure. M&M's outstanding manufacturing and engineering skills allow it to constantly innovate and launch new products for the Indian market. The "Scorpio", a SUV developed by the Company from the ground up, resulted in the Company winning the National Award for outstanding inhouse research and development from the Department of Science and Industry of the Government in 2003. In the tractor market, the Company launched India's first tractor with turbo technology - the Mahindra Sarpanch 595 DI Super Turbo. M&M's commitment to technology-driven innovation is reflected in Company's plans of setting up of the Mahindra Research Valley, a facility that will house the Company's engineering research and product development wings, under one roof. The M&M philosophy of growth is centered on its belief in people. As a result, the Company has put in place initiatives that seek to reward and retain the best talent in the industry. M&M is also known for its progressive labour management practices. In the community development sphere, the company has implemented several programs that have benefited the people and institutions in its areas of operations. On the occasion of its 60th anniversary, initiatives the Company announced a range of CSR activities supported by a commitment of 1% of Profit after Tax for its CSR 23 Mission Statement It give 70 Lacs Delux Bus. 24 35 to 100 ton trucks. Its main mission to increase the market share above 75% in the automotive section. It provide better service & vehicle to every body. It mission to develop their business in forner country. Vision Statement 25 In 2020 it wants to see itself a large manufacturer four wheeler company in Asia. Various Mahindra Brands 26 There are various kinds of brands of Pepsi are available in the Indian Market as well as foreign market they are listed as following: Boleoro Scarpio Boleoro Invader Max Pick Up Marshal Bus Tempo Truck Mahindra Pick Up Chesis Tractor Mahindra & Mahindra on An Overdrive Namrata Singh and Subhadip Sircar 27 In the midst of a slowdown, a serene feel good factor seems to have crept in for Mahindra & Mahindra Ltd (M&M). The ray of hope: the cool launch of the much touted ‘Scorpio’ in the summer month of May this year. The Rs 4,353 crore auto and farm equipment services (FES) major has just held a preview of Scorpio with its dealers. “I’m feeling good because they’re (dealers) feeling good. The vehicle was beyond their expectation and their reaction would be on our expectations. We were a happy lot,” says Mr Anand Mahindra, vice chairman and md, M&M. Anand Mahindra Vice Chairman and MD, M&M The timing of the launch was well orchestrated. “We were very convinced that we had to launch at a time when the market was right, when there is the least clutter of launches-when there is a slight upswing in the market,” says a cautious Mr Mahindra. The fact that sport-utility vehicle segment (SUV) is the fastest growing in the world - 50 per cent of the US market and 80 percent of the Indonesian market consists of SUVs is evidently in Mr Mahindra’s mind when he unveils his plans for the Scorpio. Consider this: A host of automobile companies have SUVs lined up for the Indian market - Ford is considering the Escape or the Splash, Hyundai is launching the Terracan and Fiat is looking at the Palio Adventure, a cross between a MUV and a station-wagon. 28 Yet, Mr Mahindra says: “So why am I feeling good, (A), of course, the product is looking great, but (B) because we’re positioned as a niche player in a segment that is explosive and growing, which is even more explosive than value-for money and that is all about our competence.” That is the potential kind of segment that the company is attacking. “We are a focused player in utility vehicles (UV)- the fastest growing segment where emerging markets have a higher share than even elsewhere. So the potential segment is enormous. There is a great reward in being a niche player.” Global Plans Clearly, even here Mr Mahindra’s global plans are evident.”The first dealer meet for the Scorpio at Nasik saw dealers from Malaysia, Indonesia, Nepal. There is great interest in these countries. Another potential country I see are participating is CIS countries. There could be a huge potential in Latin America. We are clearly not trying to explore across the world, but we may look at allies for distribution. I know Latin America could be a goldmine, there could be opportunities wherein strong distributors come in but for the moment in our own resources what we will dedicate to will be these markets Russia, CIS countries, Indonesia, Malaysia,” elaborates Mr Mahindra. The company is also looking at assembly lines in Russia, Georgia, as of now. All these involve partnerships or aligning with people who have facilities there. “We believe in partnerships as a business model,” he says. Interestingly, the last fiscal saw the company’s turnover from its automotive division equal that of its FES division. This is also reflected in Mr Mahindra’s vision. The company is in the process of setting up a subsidiary in Europe by April this year which will initially market tractors and later assemble them from components imported from India. M&M also plans to set up branch offices in eastern Europe to facilitate tractor marketing in the 29 region. “We will in all probability base the subsidiary in Spain. But more importantly, I am looking at the business potential in the region, “ emphasises Mr Mahindra. The talks with Korean tractor major Tong Yang Moolsan (TYM) for the joint development of transmission for its new range of tractors indicates how serious M&M is on the issue. The new range , Horizon IV, is currently under development and will be commercially produced in another two years’ time, according to a senior M&M official. The new range will be in the above 100 HP category and will be part of the company’s efforts to graduate to higher categories upto 200 HP. “While we have a large research and development team, this will enable us to expedite the development process,” according to the official. M&M currently has the Horizon III range of tractors, which along with the Arjun range is exported to the United States, which is the primary tractor export market for the company. The joint venture will be mainly targeted at product development for the export market. The company has sold over 4,000 tractors in the US and also sells in the neighbouring countries like Nepal and Bangladesh. M&M also exports to African countries through its trading partners. Yet, Mr Mahindra is very clear that exports would not be at the cost of domestic market. Ask him, why despite there being a demand for the petrol variant of Bolero in the Gulf countries, the company is yet to develop a petrol version, Mr Mahindra is emphatic in his reply, “If you look at robust export strategies -if you look at Japan, Korea, a lot of these robust business strategies are based on products leveraging on strong domestic market. The strongest domestic market for UVs has been diesel. It makes sense to actually develop your strengths along very strong domestic markets. So the strength of India, like Japan, is that we have a huge domestic market. This ultimately makes us potentially much more competitive exporters. Unlike Singapore or Malaysia, India’s 30 export strength is going to be most robust when you can actually stave off the strength of your domestic market.” However, with the APM dismantling, petrol is becoming more popular. As a result of that, M&M has decided to have a Renault engine for the Scorpio. “Now we are free to import, with liberalisation, and thus it is easier to become a global player. Scorpio can easily have a wonderful Euro 3 compliant engine around the world. To me that is a much more risk mitigated strategy,” he adds. Banking on the brand Flanking its strategy to become a global player, M&M is banking on its key brand attributes which essentially signify three basic things: trust, reliability, and last but most important, value-for-money. “We are not a Rolls Royce - which is fine with us - as ultimately what the Indian consumer wants is value-for-money,” reiterates Mr Mahindra. The overall marketing gameplan involves a strategy around a bouquet of three brands - Scorpio, Bolero and Maxx. These are the three brands which will be M&M’s future brand platform. Bolero will be one hub, while Scorpio will be one upmarket hub. There will definitely be a number of variants, Mr Mahindra promises. Two years ago, the group had carried out a study on the Mahindra brand-not at the corporate level, however. The key element of the business which emanated from the study was “trust” as the core attribute of the brand. The study was recently updated to plan the launch of Scorpio. “A study was also done as to how Bolero altered the Mahindra brand, and we certainly anticipate that Scorpio will further refine the brand perception. Of recently there has been a greater refinement and awareness of the Mahindra brand,” says Mr Mahindra. In line with this, the group has also become very conscious of the Mahindra brand. “We have become far more conscious about the need to centralise what we call brand custodianship. In fact, my view is that the 31 CEO is the ultimate brand custodian. He has to be responsible for what is happening to the brand whether it is being eroded or is it being enhanced. In order to be a good custodian this is one area where too much decentralisation is not necessary, because there’s only one person who has an overall view on the brand - as to how it can be affected by a move made in one part of the group which can affect the other part of the view,” elaborated Mr Mahindra. According to him, a brand custodianship is really a corporate centre’s function. One has to be very possessive and finicky about it, and set out guidelines on not just the aesthetics on the use of logo and brand also for the criteria under which it will e used, and more importantly for what it will not be used. “In that sense, we have become conscious. We have a highly structured manual for the use of the logo or the brand, which was a study we did a year ago. Every group company has certain regulations under which the brand and logo can be used, certain colour schemes they can use it,” he says. The management board which meets every month and consists of the presidents and the executives, is an extended arm for brand custodianship. Nothing is used without going to the management board, which acts as the watchman. Why has the brand consciousness become important for the group? “The brand is a good thing. We are a group with more than one sector. These can be put in three clusters. So, riding a strong brand is one of the benefits of the corporate centre. There is a process established for brand custodianship,” opines Mr Mahindra. Continuing the restructuring The group had in the mid-90s undergone a major change management process, essentially in the farm equipment sector. It underwent a business process reengineering, shopfloor up. The idea was to become an efficient, lean competitor towards achieving its goals of globalisation. Being a brick and mortar company, M&M required an efficient shopfloor. The need was felt to continue the process of 32 transforming the organisation to be an efficient competitor. In that trajectory of change, the company reengineered both the FES and the auto sector - it was called Operation Sahayog in FES and Operation Fast Forward in Auto. Along with that comes right sizing. “The VRS in blue-collared workforce will continue till our manufacturing strategy continues to get more and more refined and more efficient. We are not going to exit manufacturing but we are going to have the most lean and efficient manufacturing structure where the right products are available at the right price,” he says. The company is now undertaking rightsizing of the white collared workforce. “The reality is if we have to survive we have to be a lean organisation. Yet it is a very difficult process,” he justifies. Meanwhile, M&M has roped in Ambit Corporate Finance to undertake a financial restructuring programme, involving delayering the group’s subsidiaries. McKinsey had given M&M a vision to become the world’s leading tractor manufacturer by 2005. Mr Mahindra says the company, which is currently fourth largest tractor maker in the world, is on track with this vision. “There are three elements about the group. If you look at the brand, the M&M name really stands for entrepreneurship plus leadership. In any field we’ve entered we have been the pioneers or leaders. Whether it is tractors, we are leaders, in UV, despite the onslaught of competition we still own 48 per cent of the market, in Automart, we are pioneers and leaders,” he says. Even in small companies like Mahindra Sinters Products, M&M has 80 per cent share. If you look at alloy steel, M&M is still the leaders in Mahindra Ugine. Under Club Mahindra, they are the leaders in timeshare business. Thus the group has a true entrepreneurial attribute and a leadership quality. Mahindra British Telecom is the pioneers in telecom software and it continues to be leaders. Mahindra Consulting is leader in SAP implementation. “We are not just also ran, we are second to 33 nobody. That is something from a group’s prospective we carry forward,” as Mr Mahindra puts it. Be it the Scorpio launch, its brand attribute or its global vision, M&M is definitely on an overdrive . Plant Location 34 VALUES OF MAHINDRA & MAHINDRA 35 Our core values influenced by our past, tempered by our present and are designed to shape our future. They are an amalgam of what we have been, what we are and what we want to be. These values are compass that will guide our action both personal & corporate. They are : Good corporate citizenship As in the past, we will continue to seek long term success that is in alignment with our country’s needs. We will do this without compromising on ethical business standards. Prefessionalism We have always sought the best people an given them the freedom and the opportunity to grow. We will continue to do so. We will support innovation and well-reasoned risk-taking, but will demand performance. Customer First We exist and prosper only because of our customers. We will respond to their changing needs and expectations speedily, courteously and effectively. Quality Focus Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it “first time right”. Dignity of the individual Mahindra Special Services Group (MSSG) 36 Mahindra Special Services Group (MSSG) helps organizations develop customized Information Security strategies to derisk their businesses and to protect their competitive advantage. MSSG's service offerings help to identify, mitigate and manage the risk exposure of the organization irrespective of its industry and the nature of the business. Our ability to look at Information Security from a 'people & process' perspective rather than an IT centric approach has helped organizations to protect their short and long term business strategies and objectives thus preventing loss of hundreds and thousands of dollars every year. MSSG's clientele include MNC's, banks, corporate, shipping, pharmaceuticals, financial / manufacturing organizations, training establishments, contact centres and state security agencies. Corporate Governance The goal of any system of governance would be to achieve the best performance within the overall content of the prevalent economic environment so as to secure the maximum benefit for all the stakeholders. For this to be achieved, governance has to be an 37 integral part of the beliefs, values, culture and ethics of an organization, corporate all about. In the recent past, corporate India has been flooded with several prescriptive principles of governance, the result of intense deliberations of eminent commissions. Ironically, the corporate failures in developed countries regulated by highly disciplined capital markets have only brought home the stark reality that good governance can never acquire a luster of its own if it is mandated by legislation - it might only turn into a farce. Our shareholders are aware that Mahindra companies have been associated with good governance even before corporate were faced with legislation and a set of regulations. The Company has recently formally enunciated its own governance practices by way of a Code of Corporate Governance. This Code seeks to serve as a reminder of the underlying principles governing the conduct of our businesses. They are a reiteration of the fundamental precept that good Corporate Governance must and will always remain an integral part of the fabric that makes up an interplay ultimately between leading individual to the aspirations cornerstones and of goals, transparency and accountability, which is what good governance is our ethos. Products of M & M 38 High Mobility Multi Role Vehicle-MM 550XDB Ambulance Mahindra Field Versatile Multi Role Vehicle Bulletproof and Up-Armoured Vehicles Bullet Proof Vehicle "RAKSHAK Up-Armoured Scorpio for VIPs Cash in Transit Van "CITV" Vehicle Mobile Surveillance Rapid Intervention Vehicle "RIV" S 39 Mahindra & Mahindra Limited mainly Belongs to Thirteen Members in their Organizational structure: 1. Mr. Keshub Mahindra 2. Mr. Anand G. Mahindra 3. Mr. Nadir B. Godrej 4. Mr. M.M. Murugappan 5. Mr. V.K. Chanana 6. Mr. Narayanan Vaghul 7. Mr. A.S. Ganguly 8. Mr. R.K. Kulkarni 9. Mr. Anupam Puri 10. 11. 12. Mr. T.S. Vijayan Mr. Bharat Doshi Mr. Arun Nanda 13. Mr. Deepak S. Parekh Welfare Centers 40 M&M's welfare centers run several programmers and projects in the spheres of education, health and social welfare. Education: A variety of initiatives are in place to help the company's employees and their family members. The children of deceased employees are given educational assistance, and educational programmers are conducted to help employee self-development and encourage a higher standard of living. The welfare centre also conducts various career guidance are programmers for the children of employees. Summer camps organized for employees' children during vacations to give them an opportunity to play diverse sports, learn computers and various crafts, watch educational films, or just have fun. Parents are given counseling on topics such as effective parenting, understanding the handicapped child, etc. Healthcare: There are diverse health-related services offered by the company's welfare centers. Doctors from various medical fields are available for consultation at the medical centre. Family planning and sex-education programmers are conducted, and blood-donation drives are a regular feature. There are lots of social awareness programmers on topics such as family welfare, cancer, AIDS-awareness, heart-care, diabetes, etc. Special yoga classes are conducted and health check-ups are a periodic affair for all employees. Psychiatric consultation is also provided to employees and their families when the need arises. Overall welfare: For M&M, the overall development of employees and their families is as important as their physical well-being. Programmers are conducted for retiring employees and their spouses, covering aspects like adjustment to a new role, finance management, diet and health. The company's community service programmers also include free medical check-ups for women and children living in the vicinity of an M&M facility, and schemes aimed at generating income for economically weaker sections of women 41 Co-ordinates 42 Our main activities: We keep ourselves tuned in to the Company's performance, strategies, vision and day to day happenings and provide a single window for interaction with investors, fund managers and research analysts seeking updates and information with the Company by way of personal meetings, conference calls etc. We hold periodical analysts' conferences to give updates on our operational and financial performances. We make available press releases on important and strategic events / announcements. We periodically participate in local as well as overseas investor conferences. We strive to keep in touch with our overseas investors at least once a year by undertaking trips to their destinations. We organize periodical plant visits for the analyst community. And - we have the 'Investors' link on our homepage to keep all those who are interested in the Company abreast of information and macro happenings in the Company. 43 BUSINESS SEGMENT 1 AUTOMATIVE 2 FINANCE & TRADE SECTOR 3 INFRASTRUCTURE 4 IT 5 TELECOME & SOFTWARE SECTOR 6 FARM EQUIPMENT SECTOR 7. MAHINDRA SYSTEM & AUTOMOTIVE TECHNOLOGIES 44 FINANCIAL POSITION AT A GLANCE (Rs. In Millions) 2005 28,104 14,749 11,898 7,598 5,115 10,460 244 2004 25,593 13,916 11,112 4,998 4,005 6,248 96 2003 2002 2001 24,891 24,168 22,315 14,661 15,372 14,825 8,623 8,001 7,100 4,568 4,690 5,525 5,171 6,478 6,320 6,396 6,155 5,291 397 2,236 Gross Fixed Assets Net Fixed Assets Intangible Assets Investments Inventories Debtors Other Current Assets Misc. Expenditure not written off Borrowings - Long Term Borrowings - Short Term Current Liabilities & Provisions Deferred Tax Liabilities (Net) Capital - Equity Reserves Net Worth Book Value per share (Rupees) 9,414 6,520 10,719 11,918 7,909 1,112 7,780 679 1,853 3,430 17,518 13,292 10,948 10,507 9,270 1,898 2,033 1,771 1,379 - 1,160 1,160 1,160 1,160 1,105 18,963 16,590 14,538 13,880 19,583 20,123 17,750 15,698 15,040 20,688 168.35 149.15 130.56 128.26 165.50 45 Rs. In Millions Growth of Sales 25000 20000 15000 10000 5000 0 Year Sales Sales Year Sales 1 2001 4000 2 2002 7000 3 2003 10000 Year 4 2004 15000 5 2005 20000 END PRODUCT 46 The end products of the project are Armada, Marshal, Mahindra Classic, Mahindra Commander. INGENIOUR RISTHEY (RELATION) 47 We have chosen to be a customer-centric organization. Customer Aathithi Devo Bhava. It is easy to say, but difficult to practice. It requires not just a charge in attitude. It requires a change in processes. This is coaching manual deals primarily with the changing process because, as Indians, we are not very familiar with following processes. Practice makes us perfect. But we must know what we should practice. Hence this manual. The matter of attitude is a lot simpler. As Indians all of us known how to treat our guests and relatives. It is in our nature to be hospitable to them. What is the attitude with which you would take are of a relation of yours who visits your showroom or service center? All of us know, instinctively. We do not need to be told. It’s just that we have never really seen our customers as a person with whom we have a lifelong rishtaa (relationship) It’s actually a rishtaa that goes beyond the lifetime of a vehicle by keeping our brands up-to-date the same family will be our rishtadaars (relatives) for generations to come. They will because our “Brand Champions” and recommend that more of their own friends and relatives become our rishtadaars. Our relationship with a customer goes beyond a sale. If the customer sees himself or herself to be part of the Mahindra family he or 48 she will keep coming back to our service center, keep recommending our products to his or her friends and relatives. The message on attitude is simple. Treat every prospect as a “Relative-to-be”. Treat every customer as you would treat your own relative. The message on processes is a lot more difficult. We have to got it right, every time. The slightest mistake leaves us with an unhappy relative. But even there, it might be a matter of attitude. The Dabbawallah of Mumbai get it right because they would not want to let down their our customers, their own extended family. As we are all extended family of Mahindra, “LET US TREAT EVERY CUSTOMER LIKE A RELATIVE AND PROVIDE AN EXPERIENCE BEYOUND EXPECTATIONS”. 49 JS Fourwheel Motors Limited was incorporated in 1985 and started functioning as Mahindra & Mahindra Dealership at Alwar since September 1985. It initially represented the Automotive Divisions for the district of Alwar, Bharatpur and Dholpur in eastern Rajasthan. The company after making steady progress also took dealerships of LML Scooters, Avanti Mopeds, Sriram Honda Gensets and Enfield Motor Cycles. Now the Company is having a turn over of Rs. 40 crores employed with 100 persons on regular role. In 1987, the company was also allocated the Jhunjhunu and Churu districts in Rajasthan for Automotive sector of Mahindra & Mahindra Ltd. For its effective. In June 97 dealership was selected by the Farm Equipment section of Mahindra & Mahindra Limited for dealership of its tractors in Alwar district. 50 The company has own exemplary performance in the field of Sale and has been recognized by almost all its principals for outstanding sales and service performance and providing only genuine spares to the customers. Mr. Nikunj Sanghi is the Managing Director fo the company and he is assisted by Mrs. Sunita Sanghi and Mr. Mahesh Chandgothia. The various awards received include :1. L M L awarded the dealership for outstanding overall performance in 1989 and then declared it as its best showroom in 1995. 2. Kelvinator of India declared the company as a “GOLD STAR DEALER” for being the highest selling dealer in the country for moped in 1983. 3. Honda Power Products recognized the company as its best service dealer in Rajasthan in 1995. 4. M & M declared the company as a runner up in an all India competition in the year 1997 for overall performance in all fields of sales, spared and after sales service, in the state of Rajasthan. 51 J S Foursheel Motors Limited in one of the 2 dealer in Rajasthan who have been short listed by Mahindra & Mahindra for implementation of ISO – 9002 (1994-Quality System) 52 MANAGEMENT AND MANPOWER UTILISATION The company shall be professionally managed. All the department heads will be professionally qualified having good experience. For various other positions local talent will be attracted. At present the company is working on these lines and recruitments of personnel is under process the top management of the company consists of thirteen Directors. The hierarchy of other management personnel and staff is as under. CEO MR HOD SALES HOD SPARES HOD SERVICES HOD ACCOUNTS 53 DISTRIBUTION SYSTEM Participation of M & M In the project will ensure firm and committed support in sales promotion, advertising and publicity, introduction of innovative concepts and the Company will be able to draw on their international expertise in marketing and technical Know-how. The present set up at Jaipur will be distributing their products through marketing companies. These marketing companies will distribute the products to the distributors appointed in various towns. The distributors in turn will be playing their own vehicles in their respective market and distribute the full range of products to the retailer who in turn will sell it to the customers. The Sales pattern of the products is likely to be as under. MONTH %AGE OF ANNUAL SALE 54 January February March April May June July August September October November December 2% 3% 10% 12% 20% 18% 10% 7% 7% 5% 3% 3% TOTAL 100% 55 LOST SALES ANALYSIS Technological advancement, galoblization & change in customer demand and preference had increase stability & also probability of LOST SALES ANALYSIS. Introduction: when a particular firm is slowly-slowly coverage the market share and also directly effect the dustomer’s need but after sometime aone or more firm come into the market with one or more product and so on the firm lost its before sales and now it has too much hard to it to stable in market. And than the compition become know too much hard to the first firm. EXMPALE Mahindra & Mahindra company’s product pick-u and champion tampo slowly-slowly coverage the market share so to their against TATA MOTORS have launch the product tampo ACE as four wheeler. 56 REASONS FOR L.S.A Globlization Free trade policy Liberlization : Policies of W.T.O Customer’s regularly changing demand The world’s entered into new economy . Changing need of the markert. Product hatrogeneous & differentition. Due to the market compition. Customer become the top of the priorty . Environmental change. 57 Why study the L.S.A In Mahabharta lord shri Krishana told shri Arjun in ‘Geeta’ that whithout the accurate study of power of the enemy we can’t able to beet them so same as in this today’s corporate world there is also need for study the whole power & weekness of other competitors. These all things including in L.S.A when we analysis about our lost sales analysis than we find several points :What is the todays market trends. About the desire of today’s customer. Factors that effect on customers. Weekness & strongness of cusomer’s psychology. Some our weeknes like Low area coverage . 1. low activities of selling department. 2. low promotional activities of sales. 3. Accurate abilities of firm. Some weeknes related to product 1. May be related to average. 2. engine mistake. 3. Chesis failure. 4. Power breaks related mistake. What is the futureious demand in market 58 OBJECTIVE OF THE PROJECT In modern sense the nature of L .S .A is too much closer to consumer. And shows how we act & react that we make new customers. To find out reasons that why customer is moving outsides. Customer satisfaction level & maintains factors. Others basic factors that shows how we are lost our sales. To anlysis those factors that improve the inner abilities of the MAHINDRA dealership. To help the sales department of MAHINDRA dealership for better sales & service. 59 RESEARCH METHODOLOGY Mainly three approach for conducting the research work: 1. Observation method 2. Survey method 3. Experimental method The method that I use. 1. 2. 3. 4. Direct interviews Phone interviews Market survey Through question Among of all these methods market survey and direct interviews is the best method of data collection so I use 95% research with the help of this method. 60 DATA COLLECTION The study involved collecting primary data. The details are as follows: SOURCE OF DATA The primary data was collected from the customers directly by the use of questionnaires. TOLLS FOR DATA COLLECTION The tolls for collecting data from customers were structured questionnaires containing both open ended and close-ended questions. SAMLING For both purpose of study the sample is collected from ALWAR (RAJASTHAN) 1. Sampling Techniques: The techniques used for collecting the sample was the convenience sampling. 2. Sampling Area: Sampling area to be covered was ALWAR 61 FINDINGS & ANALYSIS Demand of the Tampo ACE of the basis of different occupation. For booking use. For personal use & agricultural also. For traders. Professionals. Company employees. Others. 50% 15% 13% 11% 07% 04% Chart showing the demand of the TAMPO ACE on the basis of difference occupation. For booking use personal & agricultral use For traders Company employees Others professionals 62 Reasons for the rejection of Mahindra TAMPO CHAMPION . Maintains Average Pick-up + looking Engine + loading 55% 25% 10% 10% 60% 50% 40% 30% 20% 10% 0% Maintains Average Pick-up + engine + looking loading Series1 Demand of the TAMPO ACE on the basis of different age groups . 63 18 –24 ------------------ 22% 25 –29 ------------------ 28% 30 –34 ------------------ 30% 35 –39 ------------------ 15% ^ 40 ------------------ 5% 18 - 24 25 - 29 30 -34 35 - 39 <40 64 Customer’s experience with TATA TAMPO ACE Very satisfied Satisfied Average Not Totally Satisfied Availability: Service: Spares Parts: 60 40 45 8 20 25 20 22 12 10 12 10 disapoint 2 6 8 Totally dis.satis. Not sasisfied Average satisfied very satisfied 0% 20% 40% 60% 80% spsres parts service Availability 65 Customer goes outsides, when what did he purchased. ( those first also contact MAHINDRA dealership). ACE (TATA PRODUCT)----------Minidoor (BAJAJ)-----------------Vicram ------------------------------Piaggio Ape - ----------------------Others -----------------------------45% 19% 16% 15% 05 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% TATA ACE VICRAM OTHERS Series1 66 Table showing age vs they have another vehicle except TATA ACE. Ag e/ o wn a ve h icle 1 8 - 3 0 Y ea rs 30 - 40 ye a rs 4 0 Y ea rs & ab ove To ta l Yes 5 0% 1 8% 1 2% 8 0% NO 1 5% 3% 1% 1 9% To ta l 6 5% 2 1% 1 3% 10 0% 70% 60% 50% 40% 30% 20% 10% 0% 18 - 30 Years 30 - 40 years 40 Years & above NO Yes As expected the young middle age segment of market is the major consumer for four wheeler. 67 Table age vs type of vehicle owner. A ge /t yp e Be t wee n 18 - 30 30 - 40 40 ab ove t ot a l Sco ot e r 8% 8% 1% 17 % Mo t o rb ike 35 % 8% 6% 50 % Mo pe d 5% 3% 5% 13 % 4 wh e e le r 2% 9% 4% 15 % No 0% 1% 3% 4% N o M 4 ot Sc w M or op hee oo bi ed te ke le r r total 40 above 30 - 40 Between 18 - 30 0% 20% 40% 60% Persons are too much attracted towards motorbike while 4wheel market is still down. 68 Table showing most influencing person in decision making. I nf lu en ce d b y Himse lf Wif e Ch ild re n Fa mily Re la t ive s / f a mily Sa le s pe rson O th e rs To ta l Fre cu e n cy 3 5% 5% 1 0% 1 2% 2 0% 1 5% 3% 10 0% Chart showing most influencing persons. Frecuency 120% 100% 80% 60% 40% 20% 0% H im se lf W C if e hi ld R re el at Fa n iv es mil Sa / f y le am s pe ily rs o O n th er s To ta l Frecuency Himself and the family persons are the most influencing persons. Table showing time taken to decide for the model to be purchased. 69 COMPARATIVE ANAALYSIS Features. Engine type Engine power Engine capacity Oil changed Oil sump Capacity Fuel tank TATA ACE 2cylender 4SW-C 16 @ 3200 700 9000kms 2.2 30Lts M&M BAJAJ VICRAM Minidoor. Single 4S W-C 2.5 @ 2400 499 2500kms 1.75 16.5Lts 2492 N.P 4250 140 24-25 PIAGGIO APE Single 4S W-c 8 @ 3600 395 3000kms 1.75 10.5Lts 1920 N.P 2750 165 <25 Champion.. TAMPO. Single Single 4S W-C 2.6 @ 2400 510 3000kms 2.3 10Lts 2050 570 4300 160 24-25 4S W-C 2.1 @ 2200 416 5000kms 1.7 8Lts 2050 N.P 2750 190 18-20 capacity wheel 2100 Front over 980 hang(mm) Turning 4300 radius(mm) Ground 160 clearness Average 20-22 FINDINGS The data collection in my research is based on primary data . 70 1. 2. Personally contact. phone contact The main focus I gives on TATA TAMPO ACE and after that little focus on TATA SUMO, VICRAM TAMPO, BAJAJ TAMO, PIAGGIO APE. MAHINDRA & MAHINDRA’S main competitors is TATA so totally focused on TATA prodoct ACE (TAMPO). After launching the product of TATA ACE the sales of down. MAHINDRA product TAMPO CHAMPION and MAX PICK-UP is fall They lose 26% and more than 26% customers after launching the TATA TAMPO ACE. I made a self questionaries for my research and company also gives me some instructions for this. 41.50% customers of TATA ACE have no Knowledge of MAHINDRA & MAHINDRA product CHAMPION (same range). While 58.50% have Knowledge of the product of same range. Among them 17% customers also visit to M&M dealership for their queries & information. They approach for the vehicle. 71 More than 90% customers take advice from anybody before taking a decision of purchasing a vechile. Most of them are their relatives & nearest friends. 65% customers. Those take advice from friends & relat. Dealer contact & attract them. Direct go to dealers & purchase vechile. 15% customers. 20% customers. Yes Knowledge of product. Also visit the MAHINDRA & MAHINDRA dealer. Take advice any body. (adviser) relatives & friends. Dealer contact & attract them. Direct go to dealer. Purchase vehicle on finance. 41% 20% 90% 65% 15% 20% 100% 81% 6% 7% 7% Not 58% 80% 10% 45% 85% 80% 0 19% 94% 93% 93% 72 Financer ICICI. KILASH financer. SHRI RAM financer. Others Total customers give EMI in advance. Total customer paid file charges to the financer. Finance arranged by the financer. Customer arranged finance own self. Customer satisfied with the service of the dealer. Customer satisfied with product & date of purchased. they contact them in future. Customer contact M & M dealer when they purchased another vehicle in future. 100% 0 100% 96% 4% 83% 79% 100% 0 4% 96% 17% 21% 0 70% Customer gives proper attention also M & M dealer. If 21% Top qualities that customers of TATA ACE told us about me of TATA TAMPO ACE . Four wheel tempo came into market first time so we purchased. Average is good. 73 They gives the priority of the name of TATA & brand of TATA. “TATA KA NAAM CHALTA HAI ”. This TAMPO is too much able to handle loading & booking. Attractive to see this product. 2 slender engines. 16 hoarse power. Idi based engine. Kabin is beld to chasis. 750 kg se pass ho chukka hai. Front and back side kamini pata with leef spring. Today is too much demand of four wheel tampo. Too much able to handle in looding. Successful in rural area because three wheeler is not able in too way road while four wheel is able. Also able to handle the work of MAX PICK-UP. In every field like milk van, school booking, sawari booking, long tour booking, paint van, vegetable loading and many more. Setting facilities are like as MARUTI VAN. Perfect in every field. 74 SMALL IS BIG . “Product specification are current and are subject to change as the company policy is of continuous improvement.” { TATA MOTORS } TATA TAMPO ACE was launching in RAJASTHAN 25 jan 2006 in jaipur KALARKS AMER hotel sanganer. Before two year ago this product was launch in BOMBAY it gave success result so it is launch in all over India. But still not launch in U.P, M.P and other states. TATA motors also know the mind state of customer & people about four wheeler through their D.S.E and then launch. CONCULUSION The survey work has done on the project topic “Customer Service Index” out with the following conclusion. 75 In survey work I covered near about 100 to 150 out lets in Alwar Region. The following conclusions come out after the survey work: Most of the customer satisfied of the Mahindra products. The Mahindra product mainly focuses on the competitors & mostly business segment. Through the dealer and users satisfied with the sale of Mahindra but there are many problems, which come into picture after the finding. Mainly in Rural area & Urban area the Mahindra sale is high. FINDINGS 1. Consumer: - Mainly maintenance is very high for the consumer in the company than market. 76 Facilities are not good in the company for the consumer. Sitting Canteen In urban area people also unhappy with the price of Pepsi so they switch out of other soft drinks. Some Customers are not satisfied with the current Taste/Quality of the product. RECOMMANDATION The following suggestion can be used for solving these problems: Customers: Reduce the maintenance cost Canteen facilities should be improve in the company 77 Company should make more investment on advertisement to make it more effective. Regular advertisement should be done. Provide some scheme for customers. BIBILIOGRAPHY Miss. Nidhi Sharma (Sr. Executive – HR) M & M, Alwar Mr. Mukesh Sharma (Marketing & Sale) 78 M & M, Alwar Mr. Rishi Sheth (Marketing & Sale) M & M, Alwar Khushbu Daga (Workshop Manager) M & M, Alwar www.teammahindra.com www.mahindra.com Satish Kr. Gupta (Friend) 79