project report on Maruti

A PROJECT REPORT ON “CUSTOMER PROFILING & PURCHASE PARAMETERS”MARUTI SUZUKI RKBK AUTOMOBILES-GORAKHPUR SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (2008-2010) SUBMITTED BY: MADHWENDRA KUMAR TRIPATHI MBA III SEM ROLL NO.0812970030 U.P. TECHNICAL UNIVERSITY, LUCKNOW FORTE INSTITUTE OF TECHNOLOGY Green Park, Mawana Road, Meerut. 1 PREFACE Summer training at any business organization makes the students more practical and habitual to analyze the situation in more crucial a refined way, which ultimately contributes a later stage of practice. It also helps in filling up the gap between theoretical and practical experience. The business winner will be those organizations that size and expert opportunity by strategically positioning themselves. The Objective of this project is to find out the awareness of individual towards the automobiles. And other most important objective of this project to know about “customer profiling and purchase parameter” During preparing this project we meet many investors who have decided to buy a car. We use some source of information to prepare this project. We prepare this project on behalf of “RKBK Pvt.Ltd.”. Hence this framework is derived from the practice adopted by the companies in order to sustain and grow. We are serving the following pages that will endow the reader with insight in to the Indian automobiles sector from the corporate view- point. This study has been very useful learning experience enriching knowledge in the field of automobiles sector. Madhwendra Kumar Tripathi MBA III SEM 2 ACKNOWLEDGEMENT I, MADHWENDRA KUMAR TRIPATHI, MBA Student in FIT, MEERUT is highly grateful to all those who guided me in completing this project. First of all, I would like to pay my heartiest thanks to entire family of Maruti especially Mr. RAJENDRA KUMAR TIWARI ( Manager) RKBK Automobiles Pvt. Ltd., Gorakhpur. who provided me such a wonderful opportunity to do Summer Training and provided their valuable suggestions in understanding the work of Research Project. Last but not the least, I would like to thanks all faculty members, FIT, MEERUT, who gave me the useful tips and suggestions regarding project. I would like to thanks Dr. UMESH KUMAR for imparting her valuable guidance to me. 3 Madhwendra Kumar Tripathi MBA III SEM 4 . Ltd.DECLARATION I hereby declare that I have carried out Summer Training Project on the topic entitled “Customer Profiling & Purchase Parameters” at RKBK Auto Mobiles Pvt. I further declare that this project work is based on my original work and no part of this project has been published or submitted to anybody. 5 . INDEX Part-1 Page no.  Performance  Product/services 6 . vision and philosophy of the org.  Executive summary  Brief history of the organization  Organization structure 09-18 19-22 23-27 28 29-41 42-82  About Maruti True Value  Mission. Part-2  Objective 84 85-88 89-111 112 113 114-115 116 117-120 121-123 124  Research methodology  Analysis (SWOT analysis)  Findings  Conclusion  Suggestion/Recommendation  Limitations  Annexure  Bibliography  Words of thanks 7 . Part-1 Comprehensive chapter about the Organization which should incorporate 8 . BRIEF HISTORY OF ORGANISATION Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament. Suzuki Motor Company was chosen from seven prospective partners worldwide. to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. The objectives of MUL then were: Modernization of the Indian Automobile Industry. A license and a Joint Venture agreement were signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982. 9 . Production of large number of motor vehicles which was necessary for economic growth. 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). Production of fuel-efficient vehicles to conserve scarce resources. Volume targets were routinely exceeded. Mrs. having produced over 3. On 14 December 1983. handed over the keys of the first car to Mr. the then Prime Minister of India. against an industry decline of 6. Maruti is one of the most successful automobile joint ventures. Despite there being 11 companies now in the passenger car market. In 2000-01. although we generated operating profits on an income of Rs 92. and in March 1994. it became the first Indian company to produce over one million vehicles.The Revolution Maruti created history by record production in 13 months.5 billion. We are again on track for profits in 2001-02. Maruti holds about 60 % of the total market share.5 million vehicles by December 2001. "No other car company so completely dominates its home market" . a landmark yet to be achieved by any other car company in India. and has made profits every year since inception till 2000-01. Maruti is the highest volume car manufacturer in Asia. In this period. MUL is also the first and only car company in the world to lead its home market in terms of 10 . Indira Gandhi.3%.(The Economist).1 %. Harpal Singh of Delhi. sales were increased by 5. We revolutionized the wav Indians looked at cars. high depreciation on new model launches resulted in a book loss. with a profit of Rs 300 million in the first half. outside Japan and Korea. From the beginning it was a conscious decision to send people to Suzuki Motor Corporation for on-thejob training for line technicians. Our Ethos 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. Information sharing. Communication. At present 20 % of our workforce is trained under this program. It is therefore imperative that the transfer of contemporary technology from our partner Suzuki is a smooth process.both market share and in the JD Power Customer Satisfaction study (JD Power Asia Pacific 2000 India Customer Satisfaction studies). We have taken several measures 11 . Team work. Our Employee-Management relationship is therefore characterized by: Participative Management. supervisors and engineers. This helps them to imbibe the culture in a way that merely transferring technology through documents can never replicate. Kaizen. Transfer of Technology Every minute two vehicles roll out of the Maruti Plant. Great stress is laid on training and motivating the people who maintain the equipment. and an open office culture for easy accessibility to implement this philosophy. since the best equipment alone cannot guarantee high quality and productivity. Other visible features of this philosophy are common uniforms (at all levels). the flavor is global. there are only three levels of responsibilities ranging from the Board Of Directors. Clearly. transparency and a sense of belonging amongst employees. Division Heads to Department Heads. It also creates an environment that builds trust. while Maruti was 12 . In terms of manufacturing processes or quality systems or even R&D. On the quality front. the company wants to build on its leadership in the domestic market and make a place for itself in the global arena. After sharp gains in productivity and quality in the past two years. Becoming a global player is the resurgent theme of Maruti's future strategy in the post-privatization phase as listed in the IPO offer document filed with SEBI. Maruti eyes Global Pie. This structure ensures better communication and speedy decision making processes. to be R&D Hub for Suzuki New Delhi: With the enhanced backing of Suzuki.like a flat organizational structure i.e. Maruti Udyog is gearing up to become a global scale player and will be a R&D centre for Suzuki cars outside Japan. and a common canteen for all. the company wants to further improve its operating efficiencies by cutting costs by 30% and enhancing productivity by 50% and align itself with Suzuki's Kosai plant in Japan by year '04-05. Its global ambitions are also now nurtured by the backing of Suzuki Motor Corporation. Maruti wants to leverage 13 . Maruti's initiatives are based also on its recent success in the export market.amongst the first automobile manufacturers in the world to receive the ISO 9001:2000 certification. The prospectus makes this point by Sayin2 that as a subsidiary of Suzuki. To reduce initial investment on models.” Even while maintaining the overall global theme. it has recently acquired the capability to conduct minor and major face lifts to its products and upgrade products in terms of technology or features. But the biggest shift is in the area of R&D. it wants to go further and adopt Suzuki's global customer audit index. outside Japan. Maruti has "access to globally respected technology in the small car segment. Although Maruti has gained from its expertise in localization of components. such as Taiwan. Maruti may outsource dye from other than Japan.000 units of the Alto in Europe last fiscal and its overall exports were up by a whopping 163% over the previous year. which are often less expensive. It sold nearly 24. it now wants to take R&D to another plane where it can become Suzuki's centre for cars in Asia. In fact. it could make a select few of its vendors the sole suppliers for Suzuki products in several countries. Our focus will continue to be the small car: Jagdish Khattar From a loss of Rs 269 crore in 2000-01. after being written off by many analysts. you need to go back to 1993 when liberalization took place and foreign manufacturers were allowed to come. It lays great emphasis on these Maruti branded services like insurance. Through this. and believes that this "360 degree customer experience" will secure repeat purchase and increase revenue of the sales network. Its promise of providing customers a "wide range of Maruti branded services at different stages of ownership" is at par with other global manufacturers. In supply chain initiatives as well. Maruti should have taken proactive measures then. Excerpts: Maruti's turn around: To understand Maruti today. spoke to Vinay Pandey on Maruti's transformation. new launches are picking up. managing director Maruti. Jagdish Khattar.its local advantage. But between 1995 and 1998 our shareholders (the government and Suzuki) had differences. Maruti has bounced back: its 800 model is as popular as ever. finance and pre-owned cars. Decisions that should have been taken in the mid-90s to prepare for 14 . Maruti's reference is to the world wide purchase system fostered by General Motors. it was a very good wake up call. Our market share went down to 61%. localization was low. Two. Is he going to be bothered about power windows and steering. or does he wish to be in a car and be comfortable? Today we're selling air-conditioned 800s at Rs 2. in rain. which arrived a year and a half after our competitors'. wife and two children. But internally. and we ran into losses. which we've done.competition got delayed. localized faster. So even when everyone thought we were in trouble. prices were marketdetermined. who gained from this. But go on the road and see someone on a two-wheeler. in summer. we decided to increase our capacity by one lakh vehicles and to introduce four or five new models. in winter. Role of M800: People say 800 is old and so on. So. we were confident that we'd bounce back. cut costs massively. depreciation increased. We brought out models. but we've now stabilized around 58-59%. That's when you got the feeling Maruti was in trouble. which did a lot of good to us. Many people 15 . had lot of catching up to do.2 lakh. We took off a bit late. In June 1998. investments that should have been done over five years were done in 24 months in a hurry to launch new models. the yen was strong. The Alto can't replace the 800 today because the volume and price at which 800 is selling.Rs 25. Pakistan and Sri Lanka are at 12. Thailand is at 200. India's car penetration is six per 1.000. So. We'd like to have a car from the entry level to Rs 3-3. Therefore. Success of new models: Historically. If our motorization has to increase. no compromise on quality. We had to reduce our production plan drastically. So. we can't sell Alto at that.000. we'll position the Alto between segments A and B. Maruti's new models never start with a bang. Yes.buying AC 800s may not have an AC at home. And look what it is today. we can't do that by selling expensive cars. The 800 fits the bill. but then after a year or two it caught on. then some people buy and share their 16 . look at the tremendous role it is playing. a narrower gap between two-wheelers and entry-level cars is what's required. We need to make cars more affordable.000 difference. initially there's skepticism. It should also have good performance. What I'm saying is that there's still a huge gap. fuel-efficient and low on maintenance. I joined Maruti in 1993 when Zen was introduced and we found it hard to sell initially. once we get costs under control. Japan and America are over 500-600.5 lakh at every Rs 20. So it made no sense to just gain numbers. About 60-70% of our sales take place by referral. Versa came. Now some localization has taken place and the product is getting its due. We had to prioritize. When we decided on Versa. Now there is no hell of a chance of anyone buying a petrol version when a diesel alternative is available for the same purpose. the pricing has been reworked and things are looking up.experience. We launched five models in a space of 12 months. I'm not saying marketing is unimportant. view it from our perspective. The Vitara is different. in 1998. we were losing money on Baleno. For the Versa we've carried out a lot of localization. Versa is slightly different. Because of low localization. it's not manufactured here. but there's nothing more effective than a present owner giving a good chit to prospective buyer. the government had announced that in April 2002 the administered price mechanism (APM) for oil would be abolished. which is doing really well now. Those who bought the Baleno are very happy. We'll import what is 17 . The gap between petrol and diesel prices would have then been negligible. But some amount of disadvantage between petrol and diesel will remain. but APM remained. Also. We're seeing the same effect with Wagon R. 18 . Anyway. In the remaining market. Let us look at it in another way.Telco. There are only four major players in the small car segment .required. Hyundai and Maruti and 80 % of the market is the small car segment. our core competence and focus would be the small car because that is what the county needs and that is where the volumes are. there are a dozen players. It is a very lopsided market structure today. Fiat. P.Thompson Human Resourse Manager Mr. K.Sujeet Singh Sales executive (se) [4 sales executive under 1 team leader] 19 .Sanjay Pathak Manager sales Spares Customer Care Manager Accounting Workshop Manager Manager True Value Team Leader-1 Mr.Santosh Singh Team Leader-2 Mr.K.S.Poddar General Manager Mr.ORGANISATION STRUCTUR RKBK Automobiles Ltd Managing Director Mr.K.B.Poddar Director & CEO Mr. Mechanic Electrician Denter/Painter 20 .Moitra Back Office Mechanic Customer Care Manager Mechanic Jr.Nasir Ali Khan Service Advisor/ Supervisor Predelivery Inspection (PDI) Accidental Unit Customer Manager Mr.WORKSHOP MANAGER Mr.C. Manager A/c Mr.R.Tiwari Evaluater’s Executive Sales Executive Back Office Staff A/C Department Sr.K.N. 21 .Ojha A/C Manager Executive A/C Manager Duties and Responsibilities of the Staff in RKBK.K.TRUE VALUE MANAGER Mr. The duties and responsibilities of the staff of the dealer RKBK Automobiles ltd is • To sale maximum vehcles . • To maintain all the a/c with honesty. • To be in the office at right time. • To complete the target of selling cars of dealer . • To provide all the facilities and services to the customers which are given by Maruti Company to their customer. • To maintain good relation with the customers. True Value 22 . • To create healthy environment in the organisation. • To co-oporate with each other in the organisation. True Value is venture of india’s largest automobiles manufacture “Maruti Suzuki India Ltd”.Maruti Trye Value is India No. providing reassurance to exsting Maruti customers about resale of their cars and further emphasizes Maruti’s Commitment towards enhancing customer satisfaction by continuous association during the vehicle ownership life cycle. 23 . No one know your Maruti car better than Maruti.1 organised pre-owned car brand.based on this premise. Unique advantages • India’s largest certified used car dealer network • 300 outlets in 178 cities and growing • All car related services under one roof • Professionally trained manpower • Complete peace of mind Maruti True Value business expands the family of Maruti customers. year warranty and three free Services.Maruti chanalises its expertise to ensure that transactions in pre owned cars are transparend and fair. or get a True Value car in exchange or a brand new Maruti Suzuki car in exchange. Convenient finance options are also offered to buyers of Maruti True Value cars. Under True Value. As a mark of confidence. every Vehicle bought under Maruti True Value is inspected and certified by Maruti Engineers and the car carries a one. Through that. which is currently missing in the largely unorganized market for pre-owned cars. These cars are then sold through Maruti true Value outlets. True Value has transparend and fair evaluation process. True value category cars are refurbished in state of art workshops using Maruti Genuine Parts and by skilled technicians.the-art workshops. Maruti true Value processes and systems ensure that the seller gets the right price and is paid promptly.True Value category cars bought by Maruti True Value dealers are taken to stateof. 24 . and to provide reassurance to customers. the seller has option to be paid in cash. the company endeavors to extend the relationship and emotional connect that it enjoys with the customer. designated engineers from Maruti who will be present at 25 . The launch of new service. Maruti cars which are less than four years old or ones which have done up to 60. will begin in Maruti True Value outlets in Banalore on Oct 19 and later. in Delhi from Oct 22 onwards. company sources said. It will then be extended to the rest of the country. Maruti Udyog Ltd (MUL) is now rolling out its used.000 km and have not changed two previous ownerships will be accepted for purchase from the customer. for which MUL has tied –up with a select set of dealers. The pre-owned cars business is being introduced under the sub-brand name’Maruti True Value’ and is aimed at catering to customers who are both first-time car buyer and those who are looking to upgrade themselves to a passenger car in a higher segment. Then.Maruti’s ‘True Value’ for used cars AFTER launching its fleet management service under the Umbrella brand ‘Project Vistaar’. resale and financing options all under one roof. MUL is also hoping to retain its customer by offering a range of cars.car business countryide in a phased manner. Under the Maruti True Value service. Using Maruti Genuine parts. 26 . The documents of the seller will also be checked for any irregularities. the purchased used car is readied for refurbishment. MUL has trained it’s staff at the select dealer outlets to handle its pre –owned cars business. Consequently. MUL is going a step further in offering a one. which will then be offered for sale.Finance options are begin offered for the True Value car. or get another True Value car in exchange or even a new Maruti car in exchange. After this. The engineers at the True value counter are expected to adopt a transparent and fair evolution process to ensure that the seller gets the right price.the True Value outlets will conduct a standard 120. which will be certified by the company after allowing the potential buyer an opportunity to personally evaluate the car. the seller will have the option to be paid in cash. Again . The outlet will also offer finance options to the customers.year warranty and three free services along with the refurbished car. For the buyer of a second hand car.point check of the vehicle brought to the outlet. techniciana at the True Value outlet will refurbish the car. to enable the second -hand car seller to purchase a new car of his choice. Maruti holds majority of the shares in the robust used car market in India.Maruti's True Value on Growth Scale 02 December. 27 . a car that is targeted towards urban young consumers. “The low priced cars like Nano will not have any impact on used cars business since there is an altogether different set of buyers vying for this segment. 2008 Maruti Suzuki has recorded a growth in its used car business inspite of slowdown in the car market.000 and usually two-wheeler owners looking for upgrading their status go for used cars.” According to Bhatia. Ravi Bhatia. The company denies the impact of low-cost cars like Tata Nano on its True Value and expects a growth by 30%. Recently. Chief General Sales Manager. He also states that business with True Value is quite robust and expects to climb a growth scale. Maruti Suzuki stated. Maruti has made a new offering to India with the launch of Maruti Suzuki A-star in the A2 segment. Unlike the Rs 1 Lakh priced cars. used ones are available for Rs 60.000-Rs 80. a pride of India. 28 . (ii) (iii) (iv) Evolve as an institution that serves the best interest of all stakeholders. Mission (i) Provide superior products and services to our customers and maintain market leadership. Pursue excellence through total quality management.VISSION & MISSION Our Vision: The leader in Indian automobiles industry creating customer delight and shareholder’s wealth. Ensures the highest standards of ethics and integrity in all our action. Maruti recorded its highest ever sales of over 4. It is the highest top-line growth in the last seven years. The company has consolidated and initiated a new growth momentum. •First. this high sales growth.PERFORMANCE In more ways than one.840 million — a growth of 25.8 per cent over 2003-04. coupled with significant improvements in operational efficiencies. •Second.14 in 2003-04 to Rs. Earnings per share (EPS) more than trebled from Rs. driven by renewed vigor and aggression in the market. has translated into much higher returns on investment. of which it is useful to begin with three. 29 .112.18.72 lack vehicles in the domestic & export markets which resulted in gross sales revenue of Rs.5. the year 2004-05 was a watershed year for Maruti Udyog Limited (MUL).77 in 2004-05. There have been several developments. The sharp revival in the Indian economy — from 4 per cent GDP growth in 2003-04 to 8. the Government of India divested a majority of its shares through an initial public offer(IPO) and made way for greater participation from you — the shareholders – in the fortunes of India’s leading passenger car manufacturer. Historically. coupled with much easier availability of significantly cheaper consumer finance. 2004-05 marks the beginning of a new journey for your company. and the country has become one of the fastest growing economies of the world . This is the highest GDP increase recorded by India since the advent of economic liberalization. as it restructured itself in the face of stiff competition and entered a new high growth phase. In a nutshell. therefore.•Third. has driven automobile sales.2 per cent in 2004-05 — has definitely assisted your company in increasing revenue.This has considerably increased per capita disposable income which. the fortunes of automobile industries across the globe are strongly correlated with macro-economic parameters and the performance 30 . An increase in the number of players and models has resulted in fierce competition — driving down prices across all segments. which are largely due to the transfer of technology. 31 . Maruti has always believed in size and spread. When the Indian automobile industry was reconciled to around 40. Chart A plots growth in GDP. This belief has held the company in good stead during 2004-05 — where the strategy of pushing volume growth resulted in higher margins due to the positive effects of better capacity utilization. MUL was the first company that aspired to sell 100. the Indian passenger car and multi-utility vehicles market finally reached efficient scales of nearly a million. rubber and plastics. profit margins were under pressure.of the industrial sector. it was not a totally smooth drive for the Indian automobile industry.000 cars in early 1980’s. systems and work culture from MUL’s majority shareholder. industry. Improved operational efficiencies.000 cars a year. Although the improved economic environment helped growing automobile sales. passenger vehicle (PV) sales volumes and total automobile sales volumes – and emphasizes this correlation. The industry also witnessed significant rise in prices of key raw materials like steel. In 2004-05. Thus. The aspiration of being the market leader with high sales volume continues to be intrinsic to your company’s philosophy. 17. •Earnings per share (EPS) increased from Rs.79 in 2003-04 to Rs. •Return on average net worth (RONW) increased from 5. •Net profit margin (PAT/total income) increased from 2 per cent in 2003-04 to 5. 20 years hence.Suzuki Motor Corporation (SMC) — has also contributed to the improved returns on investments.18.5 per cent in 2004-05.5.6 per cent in 2004-05.38. MUL has come a long way from charting the initial growth of the Indian automobile industry to becoming one of India’s leading business organizations 32 .3 per cent in 2004-05.39 in 2004-05.14 in 2003-04 to Rs. MUL also witnessed a key structural change during 2004-05. Today. •Return on average capital employed (ROCE) increased from 9. In 2004-05.77 in 2004-05. Here are some numbers. The company was originally set up as a joint venture between the Government of India (GOI) and SMC to provide the average Indian with a reliable and affordable car.9 per cent in 2003-04 to 22. while cash EPS increased from Rs.2 per cent in 2003-04 to 16. the company has had record growth in bottom-line and return on investments. MUL is now a listed company in Indian stock exchanges (Bombay Stock Exchange & National Stock Exchange) with Suzuki Motor Corporation having 54.5 per cent is in public hands. GOI offered 72. MUL is a company which is constantly reinventing itself in a sector that is on the move. In the course of the following sections. we shall discuss markets. Encouraged by the overwhelming response.224.-which has also promoted overall industrial growth through its linkages with vendors. the issue was fully subscribed within three hours of its opening. and offloaded an additional 10 per cent of the issue size (equivalent to 7. GOI exercised the green-shoe option.300 equity shares.243. it was over subscribed nearly 10 times at the floor price. which is 25 per cent of the company’s share capital. GOI played a key role in supporting Maruti’s growth.2 per cent share ownership.300 equity shares). 33 .3 per cent of MUL’s ordinary shares. In fact. Thus. All data pertaining to markets is based on figures released by Society of Indian Automobile Manufacturers (SIAM). Even in a somewhat bearish stock market. In 200405. operations and financials of Maruti during 2004-05. Today. GOI owns 18. GOI divested a bulk of its shares in the company to the public. for sale to the public through the book-building route. and analyze the rapid external and internal transformations in its business. while 27. 34 . Buying Behavior is the decision processes and acts of people involved in buying and using products.  The marketing concept stresses that a firm should create a marketing mix(MM) that satisfies (gives utility to) customers. A firm needs to analyze buying behavior for:  Buyers' reactions to a firms marketing strategy has a great impact on the firm's success. Need to understand:  Why consumers make the purchases that they make?  What factors influence consumer purchases?  The changing factors in our society. therefore need to analyze the what.INTRODUCTION What is Consumer Buying Behavior? Definition of Buying Behavior. when and how consumers buy. Consumer Buying Behavior refers to the buying behavior of the ultimate consumer.  Marketers can better predict how consumers will respond to marketing strategies. where.  External search if you need more information. • The 6 stages are: 1. Friends and relatives (word of mouth). see a commercial for a new pair of shoes. Actual purchasing is only one stage of the process. public sources etc. All consumer decisions do not always include all 6 stages.. Deficit in assortment of products. 2. 35 .discussed next. Not all decision processes lead to a purchase.. Marketer dominated sources. comparison shopping. stimulates your recognition that you need a new pair of shoes. A successful information search leaves a buyer with possible alternatives. Information search Internal search. memory. Problem Recognition (awareness of need)--difference between the desired state and the actual condition.e.Stages of the Consumer Buying Process Six Stages to the Consumer Buying Decision Process (For complex decisions). determined by the de2ree of complexity. Can be stimulated by the marketer through product information— i. time lapse between 4 & 5. Information from different sources may be treated differently. Can you think of another alternative? Look in the yellow pages etc. Importance and intensity of interest in a product in a particular situation. Types of Consumer Buying Behavior Types of consumer buying behavior are determined by:  Level of Involvement in purchase decision. product availability. Marketers try to influence by "framing" alternatives. store. Cognitive Dissonance. If not satisfied with your choices then return to the search phase. Rank/weight alternatives or resume search.Post-PurchaseEvaluation--Outcome Satisfaction or Dissatisfaction. Purchase decision-Choose buying alternative. This can be reduced by warranties. 4. method of purchase etc. Evaluation of Alternatives you need to establish criteria for evaluation features the buyer wants or does not want. package. 5. includes product. after sales communication etc. Purchase May differs from decision.3. have you made the right decision. 36 . May decide that you want to eat something spicy. Types of risk:  Personal risk  Social risk  Economic risk The four type of consumer buying behavior are:  Routine Response Programmed Behavior -. snack foods. and the higher the risk the higher the involvement. products visible to others. high priced goods.buying low involvement frequently purchased low cost items. 37 . purchased almost automatically. Requires a moderate amount of time for information gathering.  Limited Decision Making buying product occasionally. When you need to obtain information about unfamiliar brand in a familiar product category. High involvement purchases--Honda Motorbike. need very little search and decision effort. milk etc. Examples include Clothes know product class but not the brand. Buyer's level of involvement determines why he/she is motivated to seek information about a certain products and brands but virtually ignores others. Examples include soft drinks. perhaps. Information from the companies MM. education. expensive and/or infrequently bought products. This article will teach you why people buy the things they do so you can design your ads to fulfill these needs. In order to produce successful ads. you must give people exactly what they want. friends and relatives. High degree of economic/performance/psychological risk. Examples include cars. Extensive Decision Making/Complex high involvement. homes. no conscious planning. Go through all six stages of the buying process. store personnel etc. computers. 38 . unfamiliar. Spend a lot of time seeking information and deciding.  Impulse buying. MODEL OF BUYING BEHAVIOR Marketing Stimuli Product Price Place Promotion Other Stimuli Economy Political Cultural Technological Buyer’s Characteristic Cultural Social Personal Psychological Buyer’s decision process Problems recognition Information search Evaluation of alternatives Purchase decision Post purchase decision Rural development (rdse) [3 rdse under 1 sales executive] Product choice Brand choice Dealer choice Purchase timings Purchase amount 39 . STAGES OF CONSUMER BUYING PROCESS Problem recognition Information search Evaluation of alternatives Purchase decisions Post purchase behaviour CONSUMER BUYING BEHAVIOR High involvement Significant differences between brands Complex buying behaviour Low involvement Variety-seeking buying behaviour Few differences between brands Dissonance-reducing buying behaviour Habitual buying behaviour 40 . PRODUCTS & SERVICES MARUTI 800 ECONOMY Great technology enables the Maruti 800 to deliver great fuel efficiency.This confirms the position of the Maruti 800 as the most fuel efficient petrol car in the country and Maruti also launched their LPG model which is more economic than others. The Maruti 800 has topped every fuel efficiency survey that has been conducted in the past. 41 . The Maruti 800 has the lowest fuel cost per kilometer of any petrol car in the country with a cost of Rs1.94 per kilometer. The punch line of the car is “total solution of the entire family” Features are: MPFI Engine The multi-point fuel injected engine helps to lower emissions and achieve greater fuel efficiency. you have greater pulling power.32 kgm @ 3000 rpm ensures better climbing power and lesser gear changes.MARUTI OMNI FOR THE FAMILY This car position itself in the mind of consumer as a family car. In 42 . With 37 bhp @ 5000 rpm. A torque of 6. With its ample luggage space. your luggage. Enjoy the luxury of space inside the Omni. 43 . Reclining front seats with adjustable head restraints let you relax completely. the Omni is equipped for anything. your golfing gear. your group of friends. Open up.other words. your picnic hamper…all can fit in snugly. Pack in your family. The ample headroom and legroom make long rides comfortable and enjoyable. less fatigue. The MPFI engine also meets all the stringent Euro II emission norms SPACE Stretch out. begging for fun. The fuel efficiency of the Alto is better than any other vehicles in its class.MARUTI ALTO Features are: MPFI ENGINE Plenty of power. which has been setting records since its introduction in India! 44 . great mileage and low emission make the Alto the perfect choice for Indian roads. The 16x4 hypertech MPFI engine delivers unadulterated power. The 4-valves per cylinder MPFI engine mated with a 5-speed gearshift and a 16-bit on-board computer allows the Alto to effectively combine power with optimal fuel efficiency RELIABILITY Here's another first by ALTO. Alto becomes the first Indian car to undergo a 24 hours endurance test and sets 13 national records in the process. Full flat folding front seats and reclining rear seats allow you to stretch yourself during long drives. The McPherson strut suspension in the front and coil springs at the rear 45 . This ensures that you travel in maximum comfort as compared to cramped seating arrangements in other cars. Wagon R COMFORT The smarter race knows exactly how to take the stress out of driving and push driving comfort to the max. safety and protection are integral to a smarter mindset.ensures a smooth comfortable drive. That’s why it prefers the Wagon R. The Wagon R comes with an extra large boot space. The split rear seating arrangement along with fully reclining front and the reclining rear seats gives a first comfort. It's not just comfort. which is possible because of its unique design that maximizes space on a compact platform. 46 class airline seating . Just check out the battery of safety features: Dual side-impact beams in the front and rear doors protect you from lateral collisions. Seven cm taller than the Santro. the Wagon R offers more headroom. amazing spaciousness and a commanding driving position. A long crumple zone shields you in the unlikely event of a frontal collision. Caution. high seats and wide opening doors make it easy to get in and get out. And the Wagon R is designed to satisfy every concern. Tall body. Wagon R also has a 1061cc MPFI low friction engine SPACE Nothing cramps the style of the smarter race. Side impact absorbing beams in all 4 doors protect the passengers from side crashes. MARUTI VERSA ONE GREAT DRIVE. allowing you to better anticipate traffic problems before they occur. It has safety features to guard your loved ones from road disasters. TWICE THE SAFETY The Versa is one of the safest cars on the road. The 8 inch booster-assisted brakes equip you well to handle any emergency High seating position gives you a bigger field of view.A Roll Control device in the front suspension imparts greater stability and helps the Wagon R to negotiate sharp curves at high speeds. Front impact 47 . beams between the front pillars and the collapsible steering column shield you from head on collisions. protecting the driver from engine heat. Now stretch your legs on those long rides. A steel pipe frame in the rear seat safeguards your family from rear impacts. Stretch out. The rear seat also has a steel pipe frame for protection in the event of a rear impact. Two layers of PUF and aluminium sheets act as a buffer.ELR seat belts allow free movement. Height adjustable head restraints. rest assured Sink in. 48 . In SDX. * Except for the folding seat in 2nd row (DX. Lie back. brake boosters and a collapsible steering column further ensure your safety. Indulge Versa's the ideal car for long journeys. The front row seats have thick insulation between seat and the engine. DX2) and last row seats. When you step out of the house and into your Versa. All seats* have recliners. but hold you securely during sudden stoppages. The high seat position makes it easy to get in and out and gives superior road visibility. the 2nd row bucket seats can be slid forward or backward independently to suit the convenience of the passengers. thereby reducing the wear of parts 49 .MARUTI GYPSY Gypsy Advantage HILLS • Higher ground clearance of 210 mm to ensure better off-road handling. • Diaphragm Spring Clutch designed to with stand higher rotational speeds requiring less release load . resulting in a higher power to weight ratio. and heats up quickly even under extremely cold conditions. This ensures better control. • 4-Wheel drive for better control and more power at the wheel. . Thus. • A higher power to weight ratio of 0. DESERT • The Engine avoids overheating because its high thermal conductivity enables it to give off heat much faster STREAMS • Maximum power of 80 bhp @ 6000 rpm makes for easier crossings.SNOW • The Engine that’s high on thermal conductivity.0812 ensures faster acceleration through streams • DIRT TRACKS 50 and muddy terrain. more power and greater responsiveness. • 1300 cc petrol engine — lighter than a diesel engine. there are no starting problems even in the midst of snow. any loss of control owing to unexpected obstacles is avoided. one that's based on a fresh approach to design and development. delivers the kind of driver and 51 . Thus.DIRT TRACKS • Steering Damper ensures that shocks encountered from bumps and potholes are not passed on to the steering wheel. This is a major advantage on sandy or muddy tracts — a heavier vehicle will get stuck but the Gypsy keeps SWIFT The time has come for a new kind of compact car. • The Gypsy is a lighter vehicle weighing in at 1020 kg (hard top) and 985 kg (soft top). The Swift is more eyecatching. which comes both in diesel and petrol engines. The time has come for the Maruti Suzuki Swift. more user-friendly. It's a good news for the consumers because Swift DZire.passenger experience that places it in a class of its own and has true worldwide appeal. more spacious. SWIFT DZIRE Maruti Swift DZire The new Swift DZire joined the Swift and SX4 in Suzuki's Indian lineup and is intended to "redefine the market and stir excitement in the entry level sedan segment". offers luxury feature options 52 . more refined. and a whole lot more enjoyable to drive than anything else in the compact-car category. ABS with EDB. There is a long list of features of Swift DZire which includes: 53 . steering mounted audio controls. The newly Swift DZire is offered in seven colours: Arctic White Silky Silver Clear Beige Midnight Black Bright Red Azure Gray Sovereign Blue Features Launched as a replacement of the earlier mid size sedan Maruti Esteem. Not only this but. the Swift DZire is sophisticated in look and features. collapsible steering column and an i-CATS anti-theft facility. automatic climate control and power windows as well.including integrated stereo. It's true to say that many of these features are being offered for the first time in this segment in contemporary car market in India. Variants Petrol Diesel LXI LDI VXI VDI ZXI ZDI RANGE OF COLOURS There is a wide range of colors for the customers. it is also equipped with latests safety features like Dual Airbags. INTERIORS Steering Mounted Audio Controls: Swift DZire is equipped with a classy dashboard integrated audio system with remote control along with powerful speaker. thus avoiding accidents. Stylish wraparound tail lamps fitted. A high mounted stop lamp and a rear bumper-integrated fog lamp give clear signals to following traffic. Headlight leveling allows you perfect light beam adjustment while driving. Rich chrome styling for an imposing grille and an impressive rear is also there now. just choose the temperature you desire and the on-board computers is there to auto-adjust to the weather outside. Comfort & Convenience Indulge your desire of complete comfort: 54 . Automatic Climate Control (ACC): Whenever you need to choose you temperature. EXTERIORS Makes Heads Turn with its desirable exteriors: There is a chiseled shoulder line to complement muscular flared wheel arches and sills. Powerful clear lens headlamps for superior night visibility is and additional benefit for you. maintaining precise cabin temperature. Now. there is height adjustable drivers seat for personalized driving position. so you enjoy a comfortable drive and enjoy the ride even for long distance. Variants MARUTI SX4 Maruti Suzuki SX4 55 . Improved comfort in the back row for those who don't drive but enjoy the ride.All around power windows for improved convenience to the drivers is there now. A tilt adjustable steering column lets you to set it just right for your height. Sounds absorbing materials and vibration dampers for a smooth and pleasurable drive. and four. Suzuki and Maruti. The car is expected to have 1590cc petrol engine making it capable enough to deliver a power of 94bhp and a torque of 13. therefore. These are commonly referred as the "Urban Line" & the "Outdoor Line". the model is all set to conquer the Indian auto biz market. it is easily available with exclusive features which makes it all the more desirable among car connoisseurs.. The model closely follows the Swift platform. where the latter is more like an SUV in appearance compared to the first one. SX4 is almost like a car in it's construction & comfort context. OTHER FEATURES Maruti Suzuki SX4 is assorted with elegant features which makes the model worth possessing.Maruti Suzuki India Ltd.wheel drive. is out with it's cutting edge new model. A mini SUV (sport utility vehicles) style. These are : ABS EBD Dual SRS airbags Front and rear side doors having impact beams Seat belt pre-tensioners Force limiters Car immobilizer Anti theft device Switchable three-mode 4x4 system for : 2WD 56 . With two variants. Maruti Suzuki SX4. a joint venture made by two of automobile czars.4kgm. The model is found in two. Initially they are just in traditional cars business Grand vitara is a SUV (sports utility vehicle) with a powerful engine of 2600 cc.4WD Auto mode 4WD Lock mode Colors Colors for Maruti Suzuki SX4 are quite unique & contemporary in nature GRAND VITARA Grand vitara is anew segment entered by maruti. 57 . It is fitted with a MPFI diesel engine. It delivers 4x4 drive. Price charged for grand vitara is between 13. Now. MARUTI RITZ Maruti Ritz Review Maruti Ritz is the perhaps the most awaited and hyped car from Maruti Suzuki. which includes its compact offering such as Alto. WagnoR. Swift. It is of premium segment. Hundai has already launched their i10 model in the Indian market. Engineers from 58 . The car is positioned in the premium A2 market segment. Zen and the newly-launched A-Star. it’s the turn of market leaders maruti Suzuki to respond with a brand new vehicle for the Indian market.5 lakh to 16 lakh. 2009. Priced at Rs 4 Lakh to Rs. It's true to say segment in contemporary car market in India. the Ritz Maruti has a sporty new look with cool spacy interiors.Maruti Suzuki worked at close quarters with their Japanese counterparts in the development of the Ritz.that many of these features are being offered for the first time in this segment in contemporary car market in India.5 Lakh. the Ritz Maruti is one of the first BS-IV complaint cars of India. much like that for the A-Star. Mruti Ritz LXi Mruti Ritz VXi Mruti Ritz VXi ABS Mruti Ritz ZXi Mruti Ritz VDi Mruti Ritz LDi Mruti Ritz VDi ABS 59 . How far the new Ritz manages to complete with its counterparts is yet to be seen in the time to come. Ritz launched in the Indian markets on 15th May.MUL seems to be going the complete distance to insure that the Ritz manages to make an impact on the cut-throat A-2 hatchback space. During 2004-05. the Indian passenger vehicles market finally attained critical mass with sales volume of 900.4 per cent increase from 707.198 units sold in 2003-04. The passenger vehicle market is divided broadly into the following three categories: 1. Passenger cars 60 .Features • Alloy wheels • Engine immobilizer(iCATS) • Steering-mounted audio controls • • Front seat under tray 60:40 rear split seats • Driver seat / Steering wheel / Seatbelt height adjustor MARKETS DOMESTIC Maruti primarily operates in the passenger vehicles market with an emphasis on passenger cars.752 units — a 27. MUL’s presence in order of prominence and in volume term is in passenger cars. passenger car sales accounted for over 77 per cent of the Indian passenger vehicles market and grew by 28.4 per cent in 2004-05. The Indian car market is classified into six categories based on the vehicle length • 1: Mini • A2: Compac — up to 3. but also managed to overcome intense competition and gain market share — which increased from 50. not only did Maruti grow due to the overall market growth.001 mm to 4.6 per cent from 541. PASSENGERS CAR In volume terms. Chart B gives the relative share of each segment in Maruti’s passenger vehicles sales. Utility vehicles (UVs) Within these categories. 000 mm.207 units in 2004-05. During 2004-05.491 units in 2003-04 to 696. • A3: Mid-size — from 4.500 mm. — from 3. 61 .401 mm to 4.2. MPVs or the C segment and UVs or the B segment. Maruti continues to be the market leader.8 per cent in 2003-04 to 51.400 mm. where passenger car sales have been broken up according to the SIAM based classification (A1-A6). Multi-purpose vehicles (MPVs) and 3. 3 per cent in 2003-04 to 47.700 mm. A2 and A3. Sales volumes increased by 16. Maruti consolidated its leadership position in the A2 category. and consumers buying their second car. MUL has presence in three of these cate- gories namely A1. 62 . • A5: Premium — from 4. MUL’s sales volume grew by 46 per cent.• A4: Executive — 4. your company is the only player in this category. •A6: Luxury — 5. and MUL is undertaking many efforts in this direction.9 per cent during 2004-05. Penetrating this market requires greater reach in distribution. A2 CATEGORY: Maruti has three models in this category — Zen.000 mm. A1 CATEGORY: With its Maruti 800. This is the segment where the company faced stiff competition in the last few years. Chart C plots MUL’s sales volumes in these three categories for 2004-05 and 2003-04. Growth in this economy segment comes mainly from first-time buyers. the company’s market share has increased from 40.001 mm and above.701 to 5.4 per cent in 2004-05. While the category grew by 23. and had lost some ground due to delays in launching new models. Consequently.501 mm to 4. Through a well-crafted strategy. Alto and Wagon R.7 per cent in 2004-05. Things have fundamentally changed in 2004-05. With cheaper credit facilities. These factors played a role in boosting the volume of Alto sales by over 125 per cent. Aggressive pricing of the Alto was supplemented by a strong ad campaign that targeted the younger generation. Today. which has the models to tap this huge growth opportunity. especially in the higher end segment.We believe that given India’s income distribution and low levels of car penetration. and we expect to reach parts of the rural markets hitherto uncovered by retail finance availability. many users of twowheelers. The existing stock of two wheelers on India’s roads is over 50 million. MUL is the dominant company in India. SBI has the widest branch network in India. 63 . To penetrate deeper into the Indian market. key initiatives that drove this growth during 2004-05 include: • Strengthening the brand image of the three models through advertisements and sales promotional initiatives. Apart from strengthening the distribution network. India is the second largest two-wheeler market in world with sales of around 5 million two wheelers during 2004-05. MUL has tied up with the State Bank of India (SBI) to finance cars. • Repositioning Alto in a niche space between A1 and A2 cars. the A1 and A2 segments will continue to register strong growth as the population increases its levels of motorization. should shift to cars in the A1 category. against the overall category’s growth of 50. Maruti lost some market share as its volume sales grew by around 30 per cent. and no single player has major leadership position. to increase market penetration.• New variant of the Zen was launched in the latter half of 2003. There were also significant changes in the Wagon R. 64 . MUL’s two models —Swift Desire& SX4— have a combined market share of a little over 10 per cent. A3 CATEGORY: This is a highly fragmented category with several models. which rejuvenated the brand in the market. MUL revised the prices of SX4 downwards and launched a new version — the SX4Lxi. We have already started witnessing results from this initiative. In the last quarter of 2004-05.8 per cent. which contributed to a volume growth of 59 per cent. the company Launched its state-of-the-art sports utility vehicle (SUV) — the Grand Vitara. Here. Maruti launched an economy model of the Versa. Maruti’s models include the Omni and the Versa.5 per cent. the company’s sales volumes grew by 14. In 2004-05.MULTI-PURPOSE VEHICLES (MPVS) In this segment. which runs on LPG was launched to tap newer cargo markets. Maruti marginally increased its share in this segment with about 55. The primary model in this segment is the Gypsy. A new Omni variant. During the latter half of the year.2 per cent in volume terms during 2004-05. Maruti is the dominant player with nearly 100% market share. Segment with a market share of only 2. Passenger Cars + MPV Market Passenger cars and MPVs are generally analyzed as a comprehensive segment.7 per cent. Customer Orientation 65 . During April 2003. which was between 10 and 20 per cent in 2000. by JD Power’s survey on IQS. It is important to note that the rating. Table 1 gives a snapshot of five top reasons why people buy Maruti cars as per the JD Power survey. Another interesting point is that while Maruti’s 66 . has increased to above 50 per cent in 2003. A tribute to its efforts at improving customer satisfaction is the top ranking given to the Wagon R in the premium compact segment. and Esteem in the entry midsize segment.The growth in sales volumes is a consequence of Maruti’s continuous stress on customer focus. Regular interface and feedback from customers is integral to the company’s planning process. Maruti has managed to build a strong brand image in the last four years. spread over 182 cities. the company’s reputation has become the leading factor determining the customer’s purchase decision in 2003.UTILITY VEHICLES (UVS) Diesel vehicles dominate this segment with a share of around 95 per cent. it remains a small player in the MUV economy factor was the most important reason for purchase in 2000. The company has extended its dealership network to 280 sales outlets. Since Maruti does not have a diesel vehicle today. and has a service network of more than 1900 workshops spread across 1000 67 . Thus. which actively reaches out to potential customers. This is mainly because vehicles in this segment are by nature heavy and diesel has a policy determined price advantage over petrol. Dealership and Service Network This high level of customer satisfaction and award of number 1 position in customer satisfaction by world renowned J D Power survey for four times in a row can be translated into sales only through a strong dealer network. MUL’s technological capabilities are getting greater recognition as in 2003: “good technology” became one of the five leading reasons cited by customers for buying a Maruti car. which meets all the requirements during the life cycle of a car. Therefore. During the course of a car’s life. 59 new workshops were opened by 51 existing dealers. The automobile industry has two levels of customers — the dealer and the buyer. Apart from having a good product. the key factor in developing a good dealer network is to assure profits for the dealers. MUL treats its dealers as its first level of customers. Other services that have been launched under new business initiatives of Maruti include Maruti 68 . This not only meets a much larger basket of customer needs but also provides dealers with the opportunity to generate greater profits. Maruti believes that selling a car is only the beginning of a long-term relationship with the car buyer. Maruti has worked hard to revitalize and strengthen its dealership network. insurance.cities. accessories. spare parts and finally trade-in resale opportunities. MUL offers its customers a suite of products through its authorized dealers. there are many services and products which can be offered to the customer like finance. It is imperative to have a robust dealer network to push sales to the final customer. In the last three years. On the same lines. service. The confidence of the dealer community in Maruti is spelled out by the fact that 28 existing dealers made large investments and opened new showrooms. Those dealers who achieve or exceed a certain score are financially rewarded for their efforts.Finance (a consortium of finance companies). We are proud to state that Maruti’s dealer’s technicians were ranked the best among Suzuki distributors in South-East Asia. To achieve this. Maruti plays the role of an aggregator and brand manager. and now. Most dealers have understood the importance and profitability of this new business model and their strong motivation has resulted in record top-line growth for 2004-05. The company acknowledges that superior customers experience is only possible if the dealers’ employees are adequately trained. training is undertaken in all areas of dealership operations. None of the risks related to these businesses are booked in the books of MUL. Maruti Insurance and the pre owned cars business under the True Value brand name. A key initiative to promote best practices on the dealer front has been the practice of the balanced scorecard to evaluate dealers. an Indian team will participate in the International Technical Skill Competition in Japan. 69 . In all these businesses. specially designed for this region.6. Bhutan.5 per cent growth in exports of A2 category cars.204 million in 200203 to Rs. Nepal. increasing productivity and maintaining delivery schedules. Chile. The FOB value of exports grew by 51. Maruti entered the Gulf market (Saudi Arabia.EXPORTS 2004-05 was also a landmark year for Maruti in terms of exports. We also achieved substantial growth in our exports to Algeria. Denmark. 70 . It exported 51.410 million in 2004-05 — which is the highest ever in Maruti’s 17 years’ export history. O P E R AT I O N S Your company remains steadfast in its quest for achieving higher operational efficiencies. The M-800 and the Zen were very well accepted in Algeria. It is also the first year in which the company exported over 50.9.000 vehicles. Within the A2 category the YG4 (Alto) was a huge success in the European market.399 Suzuki Altos were sold during 2004-05.175 units. Maruti’s export growth has been driven primarily by 56. This includes efforts at reducing costs. and 60. Kuwait and Qatar) for the first time with the new Alto GCC specifications.7 per cent from Rs. Belgium. where 34.8 per cent increase in exports of Maruti 800. Sri Lanka and UK. Germany. Hungary. In times of unfavorable market conditions.4 per cent from 359. Total vehicle production increased by 31.960 units in 200304 to 472.7 per cent and A3 grew by 33. Chart D shows the category-wise production of vehicles in 2003-04 and 2004-05. as markets have turned upbeat.8 per cent.908 units in 2004-05. A2 grew by 47. 71 . our operational efficiencies have helped us remain competitive. Two years ago. we have leveraged this strength to seize opportunities and ensure that profits outpace top-line growth. in the backdrop of fierce competition. your company had initiated a program called ‘Challenge 50 — go fast.4 per cent. PRODUCTION Spread over 297 acres.An example of Maruti’s strength in operations is its capability to roll out two vehicles every minute from its shop floor. Production increased across all categories of passenger cars — the A1 category grew by 20. Maruti has three fully integrated production facilities with a combined capability of 500.000 units per annum. Today. It is on the foundation of such strong operations that MUL offers its customers a suite of 10 models in over 50 variants. high quality’ across its production facilities. there has been a considerable reduction in inventory holding period. 2004-05 is the last year of this program. and developing production processes for suppliers. where large part of its components are outsourced. As shown in Chart E. which dropped from 30 days in 2003-04 to 19 days in 200405. A critical parameter that measures efficiency of production systems in the automobile industry is man-hours spent in producing one vehicle. vendor management becomes a critical operation. auto-component suppliers were almost non-existent.The principal philosophy behind this program is to raise our productivity levels by 50 per cent in three years through Kaizen and continuous performance benchmarking. this program has already yielded impressive operational gains for the company. SUPPLIER MANAGEMENT In an industry like automobiles. When MUL started its operations in India. one of the immediate goals was to develop and establish a competent vendor base. This has always been a key focus area for your company. In addition. 72 . This has improved by around 54 per cent in the last three years. This involved providing capital. Thus. transplanting technology. 73 . •improving quality and productivity of the vendors is a priority area for Maruti. Nevertheless.Today. improvement in this area is of considerable importance to MUL. there is still high variability. Hence. This has helped us enhance supply chain efficiencies by lowering the time and costs involved in dealing with more vendors. 220 at the end of 2004-05. It has also provided our vendors with the requisite volumes to realise economies of scale. Some of the operational issues in this regard are discussed below. Maruti expects its vendors to initiate and develop specialised components on their own. •our company has been encouraging vendors to develop their own technology and R&D capability. this situation has changed. In the long run. we plan to have technically and financially capable set of vendors. This has considerably eased pressure on the vendor development front. whose standards match up to those of Maruti. The Indian auto-component industry is increasingly finding global recognition for its production capabilities and low costs. given the severe competitive pressures over the last few years. vendor management has become critical to the business. While the average standards have improved significantly over the years. Going forward. while it focuses energies on its core competency of making better cars. This initiative has gathered greater momentum this year with the introduction of ‘Junkai’ (or ‘Focus’) visits by our engineers to our vendors’ production facilities. current cost structures of vendors are analyzed in detail and specific cost reduction targets suggested. In these workshops. The company has adopted a ‘focused model cost reduction’ technique. To help vendors achieve these targets.R&D AND TECHNOLOGY R&D activities of Maruti have the twin objectives of reducing product costs by developing capabilities of local vendors and becoming a regional R&D hub for all Suzuki operations. is taken to accelerate implementation. In addition. Maruti has been continuously engaging in Value Analysis/Value Engineering (VA/VE) activities across its operations. a team of engineers from Maruti and Suzuki visit their production facilities and develop an action plan to meet these targets. Junkai visits facilitate development of fresh VA/VE ideas for cost reduction and also reduce the cycle time for idea evaluation. Maruti has started conducting cost workshops with vendors supplying high cost parts. 74 . wherever applicable. The assistance of vendors’ collaborators. a select number of cars are picked at random everyday and taken through rigorous tests. clay modeling. 33 such visits were made. Over the years.The action plan often includes VA ideas. In this process. QUALITY Maruti has raised the bar for quality checks by adopting the ‘Global Customer Audit (GCA)’ mechanism. All the changes required in the existing production facilities were also developed in house. In its early days. this centre has developed capabilities for face lifts and body changes of current models. localization of inner parts. resulting in significant reduction in the investment required for these modifications. The GCA methodology places a great deal of emphasis on delivering products which meet the quality requirements of our customers. 75 . The dies for the new body panels were developed in.house die-shop for the first time. In the year under review. prototype making and its evaluation. yield improvement and process cost reductions. computer aided design. These include styling. the Maruti R&D centre was primarily involved in providing technical assistance to local component manufacturers. All modifications done on the new Zen model introduced by the company in 200304 were carried out in-house by the R&D team. and stamps / dies designing. and reduction in cost of bought-out parts. This includes examining the vehicle in ‘static condition’ and then in ‘dynamic condition’ by test driving it under varied road conditions to check all functional parts. The total cycle time for GCA is 95 minutes per vehicle. In the year under review. requisite remedial measures are undertaken to ensure that defects are not carried in vehicles which are under production. These ‘Quality Gates’ have been positioned at 110 key locations throughout the manufacturing process.1 rank is for fourth time in a row — which is a world record for any automobile leader in a country. MUL introduced the concept of ‘Quality Gates’ across its manufacturing processes. we believe it is imperative that these high quality standards be shared by our vendors too. Based on the GCA feedback. 1 in the prestigious JD Power Customer Satisfaction Survey. We are pleased to report that our initiatives on the quality front have yielded gains: • MUL was ranked No. To this end. 76 . MUL’s press shop and related functions received the TS 16949 quality certification in 2004-05. and provide real-time feedback for continuous process improvement by following the concept of “plan-do-check-act”. While we are proud of this achievement. This No. 2003. MUL is actively involved in assisting its suppliers to improve their quality practices to TS 16949. an international survey agency. its people. and will continue to be. while in A3 segment. The successes and accomplishments of the company over the years have been entirely due to the motivation. NFO.1 in the ‘Total Customer Satisfaction’ for Premium Compact segment. HUMAN RESOURCES Maruti’s most valuable asset has always been. followed by the Zen. •In 2004-05. This initiative was given a major thrust with organizing a training program for the union working committee members so that the message reached the workmen. Wagon R was rated best in overall quality rating. Through this training program. ranked Maruti WagonR as no.•In 2003. In the highly competitive A2 segment. It has been a constant endeavor of the management to share with its workforce the opportunities and challenges faced in its business operations. management shared its perception of the company’s future and familiarized the union members with the 77 . Maruti models topped ‘Initial Quality Study’ conducted in India by JD Power Asia Pacific. dedication and commitment of its employees. Esteem achieved top ranking in 2003. these programs are not only aimed at enhancing technical skills but also inculcating the Japanese way of working and facilitating crosscultural exchange. The objective was to highlight the need for a change in mindset and approach to business. was launched to cover 100% of our workmen on the global business trends and the ever-increasing competition. Subsequently. we believe that this agreement would provide us the confidence and strength to keep our costs competitive and bring in greater operational resilience. ‘Sankalp’. Developing human resource capabilities across all levels and functional areas is integral to the company’s human resource philosophy.competitive pressures faced by the company. As a part of this. Maruti Udyog sends its workers. 78 . Management training programs focusing on leadership and change management were organized by the Company for all departmental heads. Varying from one month to two years. a one-day training program. Encompasses a flexible perquisite basket based compensation package. Going forward. The Sankalp series will continue through the year to cover the entire workmen population. supervisors and engineers to Suzuki factories in Japan for on-the-job training programs. a five year wage settlement agreement was signed by MUL with its workers’ union. In light of mounting competitive pressures. one yearlong training-cum-orientation program for new campus recruits.251 employees. and followed an earlier VRS offer made in 2001-02. this agreement. Apart from bringing in the concept of cost to company in the remuneration scheme for workers. To this end. This offer was accepted by 1.Apart from this the Company also has a well-structured. Industrial relations remained cordial throughout the year and not a single day’s work was lost due to strikes or disputes. 79 . Maruti offered a Voluntary Retirement Scheme (VRS) to its employees in the year under review. During 2004-05. Maruti Udyog has 3. As on 31 March 2004.050 employees. a priority area for Maruti is to rationalize and redesign its manpower needs to transform itself into a lean and competitive organization.334 employees. which was accepted by 1. raw material and spare parts management. the company is in the process of launching a first-of-its-kind Dealer Management System (DMS).INFORMATION TECHNOLOGY Since its inception 20 years ago. Maruti Udyog has made concerted efforts to leverage innovative and cutting-edge Information Technology (IT) tools to enhance operational efficiencies. workshops and authorized service stations spread across the country. 80 . IT tools have now found use across all areas of operation including marketing and sales. This system — implemented in Application Service Providing (ASP) mode — will provide real-time information on all transactions between dealers and the company. It would bring in ‘downstream-visibility’ into the distribution network. plant and production management. finance. As mentioned earlier Maruti has the widest network of dealer comprises dealership showrooms. to further enhance operational efficiencies. and standardize service delivery at customer touch points. The IT initiative of the company started in 1983 with the implementation of a booking system for its vehicles. With growing business complexities. Currently transactions with these dealers are through a centralized ‘extranet’. which allows dealers to log in and transact business in an online mode. While this system has proved to be effective. VTS along with existing Quality Gate System has considerably enhanced our quality control systems and has given us an important competitive advantage in today’s scenario. 81 . while bringing in greater transparency into the system. This acts as an interface between business and shop-floor systems.The system is presently undergoing pilot-testing. One of the key initiatives on the operations front has been the introduction of E-Nagare— a system for material scheduling and ordering. this infrastructure should provide additional strategic capability of introducing more products and variants on the same production facilities. Going forward. and has significantly smoothened our Just-In-Time (JIT) operations on the shop-floor. MUL has also taken up e-sourcing as one of the key focus areas for cost reduction and improved procurement. along with a feedback to the business systems. Maruti has also introduced a Vehicle Tracking System (VTS) at two of its plants. It enhances shop-floor efficiencies by providing accurate and timely instructions to the shop-floor. and is expected to be operational by November 2004. The company has successfully used this to significantly reduce costs of procurement. This is one of the best practices inherited from Suzuki. an intranet portal using Microsoft Share point software — one of the first six free sites of this product developed by Microsoft before its launch worldwide — has been established. 82 . Knowledge management is another area of focus for MUL. To this end. and is in the process of deploying a software solution which is integrated with MUL’s internal applications. MUL intends to increase procurement through e-sourcing.Going forward. and is finding increasing popularity among employees across all levels and functional areas . Part-2 The study of micro research profile 83 . brand loyalty in the mind of customer for Maruti. To find the brand status. 3.OBJECTIVES OF THE PROJECT The objectives are. 5. Opportunity. To find and analyses the various parameters of buying decision of customers. 4. Threats of the company. 84 . To find the mode of purchase by the customers. 2. Weakness. 1. To find the Strength. To find the various sources of information about cars from primary data through customers. Designing the research plan calls for decision on the data sources. Develop the Research Plan The second stage of marketing research calls for developing the most efficient plan for gathering the needed information.RESEARCH METHODOLOGY Marketing Research is the backbone of marketing. II. Research Instrumental. Sampling Plans & Contact Methods. Research Approaches. Define the Problem & Research Objective: Management must define a problem in broader way. It’s goals to shed light on the real nature of the problem and to suggest possible selection and its involves number of steps. The nature of my research is exploratory research. Because it is said that defining the problem is half solved and the objective of my research is to study the consumer perception about MARUTI CARS over in Indian consumer durable industry. The objective of my research is to Determine Customer Profiling & Purchase Parameters. 85 . I. (a) Data Sources I have collected my research data from secondary as well as primary sources from random sampling survey. Primary Data Mostly in marketing research involves some primary data collection by the questionnaire Sample Size : 100 Sample Area : Gorakhpur Secondary Data Magazines, Catalogue, Newspapers, Product Profile & Internet. (b) Research approaches 86 Primary data can be collected into five ways – observations, focus groups, survey, behavioral data & experiments and here I have used survey research. TARGET MARKET The target market of our study was mainly concentrated to the recent car buyer's and the survey was conducted at the point of purchase. METHODOLOGY The tool used for this research is questionnaire, administered and filled by interviewees. The questionnaire was typed and presented to respondents in an arranged manner. In this process the personal interview came very handy in explaining the respondents the exact list of questions or if they face any problem while answering the questionnaire or in clarifying any confusion they had. Personal interviews provided flexibility in the sense that the researcher was able to provide further clarification or explanation whenever required. Following facts were kept in mind while preparation the questionnaire: 1. The questionnaire is in an easy language 87 2. Maximum questions are of multiple choice questions and there can be more than one answer for most of them 3. The comments and suggestions were open-ended questions so that the respondent could elaborate upon his thoughts 4. The size of the questionnaire is not too long. This is to make the job feasible both for the respondents and researcher THE RESEARCH Aim: The aim of the research was to study the factors which a customer perceives in a car and the sources as well as the knowledge which the consumer employs in gathering information for the product he is planning to purchase. Universe: The universe means the set of objects or population among which the research is to be conducted. The universes of this task constitute all the people who have recently purchased their cars. Sampling design: The sample design adopted was convenient sampling. 88 ANALYSIS Analysis has been divided into 2 parts: 1. A detailed analysis has been done for Maruti cars on the basis of questioner. 2. A SWOT analysis for the company has been done. 89 Which car have you purchased? 2.1. which company ICICI HDFC SBI PNB M&M FSL ANY OTHER __________ Model wise division of the cars purchased Cars Maruti800 Omni Zen Alto WagonR Versa purchased In % 25 6 16 36 11 2 SX4 3 Vitara 1 90 . TO FIND OUT MODE OF PURCHASE. What was the purchase mode? a) Cash b) Finance. QUESTIONS: 1. A detailed analysis has been done for Maruti cars on the basis of questioner. Versa's sale has got to pick up because costumers have an unclear picture in their mind regarding the car being high priced which is actually a myth. followed by WagonR and hot selling Zen. Alto model has the largest share in the export category. and is marketed in Europe. C ar s 91 .CARS PURCHASED 40 35 30 25 20 15 10 5 0 M ar ut i8 00 m ni W ag on R Ze n Al to 4 pu rc ha se d Ve rs Vi ta ra a O SX INTERPRETATION The above figure shows that the ALTO model of Maruti commands a good share in the market. ALTO& Maruti 800 is the undisputed leaders of the roads of Gorakhpur. The mode of purchase of the vehicle Mode of Cash Purchase In % 16 ICICI 36 SBI 12 HDFC 19 PNB 8 M&MFSL 9 MODE OF PURCHASE 40 35 30 25 20 15 10 5 0 Mode of Purchase Cash ICICI SBI HDFC PNB M&MFSL INTERPRETATION As can be seen in the figure above the availability of easy loan has attracted the consumers to much so that the out of the cars purchased only 16 % of the vehicles are paid for in cash. The two rivals in car financing are ICICI and SBI bank with ICICI leading 92 . With the mushrooming of finance companies the rate of interests has been continuously reducing. Which two TV car commercials (Ads) can you recall _______________________________________ _______________________________________ right now? The brand-recalling test showing the brand that has the picture in consumer's 93 . TO FIND THE BRAND STATUS IN THE MIND OF CUSTOMER. Easy availability of finance have up surged the demand for higher segment cars with more and more people who have the capability of paying cash opting for finance due to hassle free approvals and lowest interest rates .the race due of more and wider presence. Which are the three brand (companies) that come to when you think of a car? __________________ __________________ __________________ your mind 2. QUESTIONS: 1. It can be seen that the more the people recall the brand the more likely are 94 .mind Brand Recalling Maruti Hyundai Tata In % 97 66 40 Honda 20 Fiat 19 Ford 12 BRAND RECALLED 120 100 80 60 40 20 0 Brand Recalling Maruti Hyundai Tata Honda Fiat Ford INTERPRETATION As seen in the figure above somewhere down the line people do recall Maruti when they are asked to name a brand that comes to their mind at the first instance. Followed by Maruti is a close competitor Hyundai which relies on aggressive marketing tools. followed by the good old Tata which their flagship Indica. the chances of good sales turnover The advertisements that strike Advertisement WagonR Versa Alto Maruti800 In % 3 8 12 11 Maruti service 4 Zen 4 Hyundai 58 A DV ERTISEMENT RECA LLED 70 60 50 40 30 20 10 0 WagonR V ersa A lto Maruti800 Maruti service Zen Hyundai INTERPRETATION As said earlier in the above brand recalling analysis Hyundai commands a higher recalling power when it comes to Media advertisements because of its high advertisement budget. Also the hot favorite in Maruti ads is the Bachaan father and son ad with the 95 . QUESTION: What were the sources of information when you purchase Sports channels    Star sports ESPN Ten sports Any other ____________________ the car? News channels     Aaj Tak Zee news Star News Any other __________________ Entertainment channels    News papers  Times of India Hindustan Times 96 Star Zee Any other ____________________ . TO FIND VARIOUS SOURCES OFINFORMATION ABOUT CAR.highest recalling in Maruti brand of cars.    Magazines     Economic Times Bainik Bhaskar Amar Ujala Navbharat Times Any other _____________________ Business World India Today Auto car India Overdrive Outlook Business Today Any other _________________________ Entertainment IN % STAR SPORT 45 ESPN 24 TEN SPORTS 31 97 . SPORTS CHANNEL MOSTLY ACSSESED 50 40 30 20 10 0 STAR SPORT ESPN TEN SPORTS Series1 Entertainment In % STAR 54 Zee 24 SONY 15 ENTERTAINMENT CHANNEL MOSTLY WATCHED 60 50 40 30 20 10 0 STAR Zee SONY INTERPRETATION 98 . Summarizing the above figures we can say that the people watch Star Sports the most followed by ESPN and Ten sports therefore we can say that it would be better for Maruti to advertise on Star rather than Ten sports. Likewise Star has a much wider coverage than other entertainment channels followed by Zee and Sony India. AMAR Newspapers read In % TOI 18 RASDAINIK 40 ECONOMIC S TIMES 7 UJALA SHARA 12 23 NEWS PRINT MOSTLY READ 50 40 30 20 10 0 AI NI K TO I JA LA AR AS -S H -T IM EC O ES A AM AR U R 99 D . it is possible that a media is good for a certain class of target audience. But one has to look at the target audience and then make a feasible decision. Auto Magazines read In % India 14 Outlook 9 Overdrive 4 Business India World 8 34 MAGAZINE MOSTLY READ 40 30 20 10 0 Auto India Outlook Overdrive Business world India Today 100 . Such as people reading English newsprints or Hindi or for that matter any other language but it is important that to make the ad effective it should be positioned right. DAINIK JAGARAN is the most widely circulated as well as read newspaper in and around Gorakhpur.Print media is perhaps the most effective and the most widely circulated media and a good medium for advertising but one has to be sure about its target audience and then resort to division of the same into different segments. followed by Rastriya sahara. There is a saying that "Advertising is a social waste" but it is advertising that makes the customer aware and the right kind of expenditure is definitely a necessity in today's competitive environment. QUESTION: You choose this brand because : Please rank in order of importance (1 being most important) Price Schemes Mileage Resale value Looks [ ] [ ] [ ] [ ] [ ] After sales services [ ] Reference Advertisement [ ] [ ] 101 .INTERPRETATION Similarly the magazine India Today is quite a source of good information for the elite class. TO FIND THE VARIOUS PARAMETER OF BUYING DECISION. discount or resale. Whether he wants economy or style. the following parameters were taken: • Price • Discount • Mileage • Resale • Looks • After sale service • References • Advertising Features • Brand image Repeat purchase The interviewees were asked to rank the top 6 factors which helped him to 102 . features or services. For this we asked the customers to rank the factor which lured him to purchase the car.Features Brand image [ ] [ ] [ ] Repeat purchase Now the most important question that comes to the consumers mind when he plans to purchase a car of at the time of purchasing the car. of all in the same package. choose the brand he has chosen. STEPS of computation of ranks: 1. Maruti800 sample size=33 Resale Discoun Mileag Ranks Price 1 2 3 4 5 6 21 3 3 0 0 0 t 1 4 1 0 2 3 e 2 11 7 2 3 2 After Referenc e 0 2 1 0 4 4 AdverFeatur tising 0 0 1 1 1 2 es 0 1 1 1 4 8 Brand Repeat Image purchase 5 1 1 8 6 5 1 0 0 0 3 1 value Looks sales 2 5 5 3 4 2 1 3 8 8 3 2 0 3 5 10 3 4 In the figure above 21 people gave price as its first preference followed by 3 people each who gave 2nd and 3rd rank to price. Similarly for mileage 2 people had ranked it 1st and so on 103 . For this we have done a model based study wherein we have taken those models which have a sampl For the ease of understanding we took ranking in percentage form. Calculating how many people gave what ranks to the factors which were taken under consideration and summing them up. also because of unequal sample sizes it became necessary to take figures in percentages so that the study is not biased. 64 0.09 0.03 0.06 0.15 0.15 0.06 0. 33 Adver Resale Discoun Mileag Ranks Price 1 2 3 4 5 6 0.18 0.12 0.24 0.03 0.09 0.03 0.06 0.24 0.09 0.03 0 0.03 0.15 0.09 0.12 0.03 0.06 0 0.06 0.09 e 0.3 0.03 After Referenc Tising Features Image purchase Brand Repeat 104 .21 0.03 0.03 0 0.06 0.09 0.09 0 0 0 t 0.15 0.09 0.06 value Looks Sales e 0.12 0 0 0.09 0.06 0.03 0. Percentage representation of the same out of the sample size of customers.03 0 0 0.03 0.2.12 0.15 0.09 0.06 0.12 0.24 0.12 0.33 0.24 0.03 0 0 0 0.03 0. 3. Taking weights for the ranks so that all the figures come on a common platform Ranks 1 2 . 3 4 5 6 Weights 30% 25% 20% 12.50% 7.50% 5% Rank 1st have been given a 30 percentage weigh because this is driving factor i.e. it is the first and foremost thing that comes to a consumers mind when he goes for a purchase, likewise rank 6th which is somewhere in the mind of customers but doesn't make an impact on the purchase decision. 4. Multiplying the percentages found in step 2 with their respective ranks to get a cumulative score. Adver Resale Discoun Mileag Ranks Price 1 2 3 t 0.192 0.009 0.023 0.03 0.018 0.006 value Looks sales Reference tising Features Image purchase e 0.018 0.018 0.009 0 0.083 0.038 0.023 0.023 0.042 0.03 0.048 0.03 105 After - Brand Repeat 0 0.015 0.006 0 0 0.045 0.009 0 0.008 0.008 0 0.006 0.006 0.006 0 4 5 6 TOTA L 0 0 0 0 0.005 0.005 0.008 0.011 0.03 0.038 0.007 0.009 0.007 0.007 0.003 0.003 0.003 0.006 0.161 0.109 0.12 0.104 0 0.009 0.006 0.036 0.004 0.004 0.03 0 0.002 0.009 0.014 0.007 0.003 0.012 0.008 0.001 0.015 0.039 0.111 0.017 0.233 0.055 106 5. Graphical representation of the total scores RANKING ANALYSIS MARUTI 800 0.25 0.2 0.15 0.1 0.05 0 M ile ag e Lo ok s Im ag e ou nt e va lu e es ad ve rti si -n gt isi ng Re fe re nc e Fe at ur D isc ha se pu rc Pr ic ale s INTERPRETATION The above figure clearly depicts that the customer base of Maruti 800 is much more price cautious and mileage is the next best thing that they want. But they do give importance to the looks, after sales service and resale value of the car. These people are also inclined towards the brand image of Maruti 800. That is probably the most important reason that 800 is called the bread and butter car and still the highest selling car in its segment. Similarly we can do it for the all segment This analysis helps us knowing what customer want in the segment of the 107 R es al e Af te rs Hence it is important to know what the customers want before introducing a product. model. It can be attributed as follows:  Firstly looks are the most important thing that the consumers prefer.  Resale value and after sales services are also an important consideration.  Price. 108 .car industry irrespective of the car. feature and brand image is the next check that the customer employs while deciding for the best buy.  Secondly they want the vehicle to deliver mileage. and company. WEAKNESSES 1. SWOT analysis which would be helpful in determining what are its strength. WEAKNESS. Outdated looks. EPS as Compare to hydraulic. 4. 2. the opportunities. Easy availability of spares. Here is a very small SWOT analysis that has been made after listening to the customer's perspective. Tried and tested. 5.FINDOUT STRENGTH. STRENGTH 1. 6. Low maintenance cost. 16-Bit ECM as Compared to 8-Bit in other cars. 109 . and threats from its rivals. OPPORTUNITY&THREAT OF MARUTI. 3. A SWOT analysis of the company. Wider service network. 2. its weakness. 3. Low ground clearance. Hyundai's aggressive marketing. Maruti insurance. 110 . 2. Advertising or promotional schemes. 2. Lower price car for every segment. 5. Other car companies have also started offering variants in almost all the segment 4. True' Value. Offers many variants in segment B with price difference of 3.5/7 lack. 3. 3. THREATS 1. Hyundai's new offering Xing & i10 . OPPORTUNITY 1. 4.2. Inadequate supply which means loss of customers. Japenese Technology. Wide sales and service network. FINDINGS  Maruti800 LPG is upgrade version of Maruti800 petrol it is a product improvement in Indian market.  The cost of Maruti800 LPG is more then Maruti800 petrol after that demand of Maruti800 LPG car is more then petrol Maruti800. The mileage of Maruti800 LPG more than Maruti800. Maruti800 LPG is good for both personal and commercial purpose. so the demand of Maruti800 LPG is more.      Maruti800 LPG has good pick up and speed in long drive. LPG is more economic then petrol. Maruti800 petrol running fast in cities as well as in long drive. 111 . All the price of Maruti800 LPG is more than Petrol Maruti800. The mileage of Maruti800 LPG car is more than Maruti800. In the above research I found that most of the customer of Maruti800 have Maruti800 to be LPG Car. Maruti800 Petrol car is easy to drive in the city because the pick-up of petrol Maruti800 is to good. per hour.CONCLUSION  In the above research I found that the demand for Maruti800 LPG car is more than Petrol of maruti800.      112 . Inspite of that LPG Car is more popular. Maruti800 LPG car pickup is lees than Petrol Maruti800 but in the long drive Maruti800 LPG can provide more speed than Maruti800 Petrol about 140 km.  The ground clearance of the cars especially Zen should be increased.RECOMMENDATIONS  Maruti should come out with cars that are attractive and appeals to the masses.  Supply should meet demand of the car. especially in the Zen. customers feel that the 800 model should again be launched with an overdrive 5th gear.  Dealers should deliver the vehicle on the day it has been promised. this is due to long waiting period in most of the air-conditioned models. 113 .  The boot space of the car can be increased.  The back seat divider should not be there due to uncomfortable sitting position due to it.  The Maruti 800 with a 5 speed transmission was a very impressive car in terms of economy as well as drive comfort. In the end one can say that a good marketing mix is all that is needed to sell the Maruti vehicles because they are still the best on the Indian road and definitely Maruti has got some advantages over its rival which are hard to beat. 114 .  A brand ambassador can create hype in the customers mind.  Maruti must focus on retaining its customers and the True Value is a good step towards attaining it. Frequency of advertisements should be increased. 115 .this personal profit is of 1% to 4% of the car loan financed by them to the customers.LIMITATIONS: The sales person of Maruti Dealer have given a target of financing a particular amount by the banks and the target of that loan should be given within month and they have to fulfill that condition every month to gain extra income for dealership. • • Dealer provide some extra incentive to the sales person to fulfill the target of financing which are given by banks to them . please specify the previous car and the model) ____________ g) Additional car 4. which company ICICI HDFC SBI M&MFSL ANY OTHER __________ 3. This is your: d) First car. but you never had a two wheeler earlier f) Replacement car (if yes. What was the purchase mode? b) Cash c) Finance. you had a two wheeler earlier e) First car. Which car have you purchased? _____________________ 2. This car primarily would be driven by _____________________ 116 .ANNEXURE QUESTIONNAIRE 1. You choose this brand because : Please rank in order of importance (1 being most important) Price Schemes Mileage Resale value Looks [ ] [ ] [ ] [ ] [ ] After sales services [ ] Reference Advertisement Features Brand image Repeat purchase [ ] [ ] [ ] [ ] [ ] 6. Which are the three brand (companies) that come to your mind when you think of a car? h) __________________ i) __________________ j) __________________ 117 .5. Which two TV car commercials (Ads) can you recall right now? k) _______________________________________ l) _______________________________________ 8.7. What were the sources of information when you purchase the car? Sports channels    Star sports ESPN Ten sports Any other ____________________ News channels     Aaj Tak Zee news Star News Any other __________________ Entertainment channels    News papers 118 Star Zee Any other ____________________ . Are there any suggestions that you want the company to implement? Thank you for your kind cooperation ame ___________________________________ ___________________________________ ___________________________________ Profession Age Contact No.    Magazines     Times of India Economic Times Bainik Bhaskar Hindustan Times Amar Ujala Navbharat Times Any other _____________________ Business World India Today Auto car India Overdrive Outlook Business Today Any other _________________________ 9. ___________________________________ 119 . BIBLIOGRAPHY Journals/Magazine : Advisor of Finance Top Gear Top speed Auto India Over drive Search Engine : Google search engine Yahoo search engine 120 . carwale.com www.com www.com www.expressindia.indiaautomobile.com www.thetimes.com www.com www.marutiudyog.walkb4urun.com www.com 121 .Websites : www.sebigovt.datamonitor.com www.com www.business-today.com www.blogspot.com www.maruti.voicendata.marutisuzukiindia. com www.com www.marutisuzuki.www.business-india.vahini.com www.marutiautocard.com www.com www.com www.com www.thehindubusiness.marutidrivingschool.marutidilse.com www.com www.com www.answers.com www.marutiinsurance.indiaearnings.indiainfoline.in www.co.com 122 .iexpressindia.sonakoyo.thehindu.autoexpo.com www.com www. www. U. I thank all those who directly or indirectly supported me morally.C SHARMA (Director) .K MENDHI (Executive Director)for lending me their kind support for completion of my project. financially and through providing knowledge by which I could complete my summer training project.tatamotors.Mr.V.com WORDS OF THANKS I take the opportunity to pay hearty regards to Mr. 123 .karamiri. ASHOK GUPTA (H.Col. Last but not the least I am thankful to the management of RKBK Automobiles Ltd (Dealer of Maruti Suzuki India Ltd) & especially to my guide Mr.D MBA Dept) and Lt.RAJENDRA KUMAR TIWARI whose co-operation and guidance was a milestone in completion of my project.O. Dr.BRAMHAPAL SINGH (Chairman).com www. 124 . 125 . 126 . 127 . 128 .