CHAPTER-1 COMPANY PROFILE ABOUT GULZAR MOTORS

Health and happ ne!! and !"##e!! depend "p$n the % &ht n& !p ' t $% ea#h pe'!$n( The ) & th n& ! n$t *hat happen! t$ "! n l %e- )"t *hat *e d$ a)$"t *hat happen! t$ "!(+ Traditionally the business of distribution was called commerce. Business was carried out merely as an exchange of commodities. But at present business is going a complete transformation and covered the concepts of marketing, target, costing, customer satisfaction, and channel of distribution, globalization and the like. No business empire was established overnight. Here we have taken the case study of aims. Trade and commerce has been recognized since times immemorial. #aveman was self sufficient and humans did not live in organized groups. $ith the introduction of barter system, trade and commerce began. !oney was developed as a medium of exchange and later on a need of uniform currency transaction was re%uired. Now plastic money has been introduced. &imilarly, trade and methods to carry it out have substantially changed. 't is no longer satisfying that a concern is operating well domestically but global trade ties are being recognized. 'n the present world of cut throat competition success of a business depends upon not only the price tag, but the strategies to satisfy and maintain a customer. Here we are looking forward to how ulzar !otors "td. began its business and is today being recognized as a successful enterprise.
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ulzar !otors "td. of how they

transformed their traditional business and how, in turn, they achieved their

,ETERMINATION Behind any venture, whatever it is there has to be a goal or determination behind it. )lanning and subse%uently strategy formation will be fruitful only if there is a strong goal behind it determination depends upon the intention and thirst to achieve the goal. ulzar !otors "td. was not formed overnight. 't took several years of determination and hard work to reach its present state. 'nitially started with a petrol pump in "udhiana and moving top &wara* Tractors +gency, ulzar !otors procured !aruti dealership agency in (,,and then there was no looking back. Had there been no determination the business and people behind it could be satisfied with the petrol pump business. To expand any business you have to expand your ideas to lay down the ob*ectives and aims of the concern. .nly on the basis of these can a business formulate the plans, strategies and policies.

,IRECTORS AN, THEIR BAC-GROUN,

0or efficient management of a company efficient managers with in1depth knowledge and leadership %ualities are re%uired. !r. urcharan &ingh, !anaging 2irectors is also the proprietor of !3s ulzar Trading #o.!r. Harkirat &ingh who is an !B+ is the chief executive officer and an experience of 4 years in the group. The third director is !r. &urinder )al &ingh who has great experience in this industry. ulzar group consists of petrol station since (,54. since (,,-. 7Pe$ple *h$ a##ept 'e!p$n! ) l t. a'e the pe$ple *h$ a'e /a0 n& n the /$!t $% the ' l 1e!(+ "ike an efficient organization the management of ulzar !otors "td. is competent in spirit and progressive in knowledge. That is how the talent of employees is being made full use of. #ontrol of an organization in able hands can ensure its progress in a short span of time. Team work has been possible and proper delegation and decentralization of work has been possible. The shared goals of the organization have been properly laid down. In a p$! t 1e en1 '$n/ent a /a'& nal pe'%$'/e'2! $"tp"t &$e! "p( In a ne&at 1e en1 '$n/ent a &$$d pe'%$'/e'2! $"tp"t &$e! d$*n(+ 't is the ability and farsightedness of the management that makes the business a success. Transformation and change in a business is possible only when the management approach towards it is inviting. 't is on the part of management to make the most of their talents. ulzar !otors "td. is dealing in !aruti +gency since (,,-. +ll the directors are knowledgeable about the company and have strong base in management knowledge. The whole
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ulzar service station which is actively dealing in ulzar Trading #o. which has been an authorized

dealer of &wara* since (,,6. ulzar !otors "td. is dealing in !aruti +gency

planning was confined to the top management o the organization and appropriate delegation was8made to the lower levels depending upon its structure.

CUSTOMERS FOR LIFE RELATIONSHIP MAR-ETING

't is no longer sufficient to sell the product to a consumer but to satisfy and maintain the consumer forever. + relationship building is re%uired so that the consumer can conform to the business. ulzar !otors "td. 9ealized thus and has taken concrete steps to overcome this. + periodic review is made and personal contact with the customer is made. Their complaints are attended and even on the website a feedback is invited. ways and means by which better services can be rendered. $ith the changing times ulzar !.T.9& "td. has kept with the changing ulzar !otors "td. is in the practice of maintaining a personal contract with the customers and

strategies. This is indispensable as the transformation will lead to better response from customers as they are made felt that they are a part of the organization. #onstant greetings sent to customers tempt them to remain in touch with the organization and its activities and also become permanent customers of the organizations. This is in line with the concept that the replacement period of cars in the city is very low and the customer has to make its way to purchase car again. ulzar !otors "td. makes sure that each time a customer thinks of changing a car he comes back to the same agency. + customer may lead to wider customer base.

ACHIE3EMENTS
ulzar !otors "td., an '&. ,;;/ company was awarded best !aruti &howroom +ward in (,,-. $ith well e%uipped workshop, sophisticated denting and painting shop and dealer of the genuine !aruti parts, the company has maintained a satisfactory clientele. <very year around /;;; cars are sold averaging rupees three lakhs each. !aruti 4;; !odel ' the highest in demand forming 6;= of turnover followed by >en, +lto and $agon 9. ulzar !otors "td. has created its website with valuable information regarding price lists of each class and model, newsletter epic ting the latest news and trends, feedback from for remaining in contract with customers. Trade1in facility is also available under which customers have the option to exchange new car for old. +s L$'d Tenn.!$n puts it, In e1e'. !phe'e $% l %e the $ld ha! t$ /a0e *a. %$' the ne*+ The same is true for the methods of trading also. 'n the absence of competition, no marketing or advertisement was re%uired but when times changed? ulzar !otors "td. changed its methods also. 't is difficult to reach at the top but it is even more difficult to stay there. +fter a certain time period a business has to review its strategies and according make the necessary change. This is what the transformation is.

INITIAL MAR-ETING STRATEGY

$hen ulzar !otors "td. began its business there was no competitor and

the advance booking of the cars showed that the customer had not to be
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pushed into buying anything but was automatically pulled towards a product. 2emand was greater than supply. There was a large urban market and the business was in boom. 'n "udhiana the replacement period of the cars is short. &o a continuing customer is better than a one time customer. Now with other agencies and other competitors in the market more emphasis is being laid down on the rural market which had remained unexploited over the years. Nearly :;= market had been confined to rural areas surrounding "udhiana which is expected to rise to @;= next year and 5;= in around two years.

INITIAL A,3ERTISEMENT
+s discussed earlier there was no marketing or advertisement due to plenty of customers and a large market share. There were no great openings and the customerAs base was large. The work was confined to mainly satisfying the customers and not attracting them to buy anything.

CHANGING SCENE
4hen the )"! ne!! ! &$$d t pa.! t$ ad1e't !e'5 *hen the )"! ne!! ! )ad .$" ha1e t$ ad1e't !e+ $e talked about that there was no advertisement or any marketing strategy due to customer %ueue. But what happens when the %ueue disappearsB Today business has to find the customer and expand the market. competition, new entrants and declining market share made "td. move towards rural market.
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rowing

ulzar !otors

ulzar !otors laid e%ual stress on urban

and rural market. +dvertisement was centered around print media, television and trade fares. !arketing experts were employed and separate marketing department was established and marketing budgets were laid out and every year the results were measured and compared effective and efficient control towards the cost and allocation help any business in their growth.

AREAS OF SPECIALIZATION
'n a manufacturing concern can extend its product line and a desirable product mix ensures variety to customers. 'f all facilities are available under one roof it ensures customer attraction. "arge super markets are an instance. ulzar !otors "td. also realized and divided its area of operation into sales, service and spares so service, repairing, denting and painting besides increasing revenue also promoted sales of cars because a customer likes such a peace where he can get all the things done and has not to move here and there to get all the things done and has not to move here and there to get one thing or the other. The show room area comprised of around @;;; s%uare feet and nearly /;;;; s%uare feet of area was allocated for the workshops. ulzar !otors is also planning to extend its operations by opening more workshops with a proper location. Technology +utomation in the workshop has been an important step in the real transformation as repairing plays an important role in the success of such a business. 'n addition to providing services to the customers under one roof it has succeeded in up gradation of technology which has paved way for large scale repairing and conse%uently revenue generation.

STRATEGIC ALLIANCE AN, TIE UPS

+lliance and amalgamations are not confined to large organizations today even in smaller companies the same is possible today. +lliance diffuse competition and united carry out the respective ob*ectives strategic alliances show that these are planned amalgamations to tap a particular market or promote sales. The consideration most important is the time and place factor while making such alliances. ulzar !otors "td has smartly tied up with banks like H20#, '#'#', Banks of )un*ab in the urban areas and with !ahindra and !ahindra in rural areas depending upon the nature of demand and type of customer. #heaper and rapidly available credit facility of nearly 4; to ,;= creates more demand. + business must change its methods and strategies in the long run as per the demand and custom of trade.

FACTORS OF PRO,UCTION
)hysical and human traditionally, four factors of production have been recognized1 "and, "abor, #apital and 'nvestment. The human factor is an added factor. 'n the words of Al)e't Fe n!te n 6T'. n$t t$ )e#$/e a !"##e!!5 )"t 'athe' t'. t$ )e#$/e a /an $% Ra'e2( + manager has not shows his own ability to his associates and subordinates but to motivate them to work harder. 'f the employees are satisfied they will prove to be valuable assets otherwise they will be greatest liability for organization. C)eople can be your bigger asset or biggest liabilityA. 't has been of late recognized that human beings are assets of an organization. 't is a process of ac%uisition, development, motivation and
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maintenance of human resources. &atisfied and satisfactory workforce can besides increasing productivity boost goodwill of a business. + concern with a high labor turnover rate has to face many ups and downs even in the short period. +t ulzar !otors "td., the work culture is so designed that the authority and responsibility of all the executives and managers is clear and a team of about one hundred and fifty members continuously move towards their organized goals. The personnel in sales, customer satisfaction and marketing are dedicated towards their individual goals and co1ordinate each other to achieve the organization goals.

,ECISION REGAR,ING OUTSOURCING ACTI3ITIES

Business process outsourcing is resorted to only when the business cannot carry out any activity. +t ulzar !otors "td., each and every activity is carried out internally due to the ability of the concern to maintain %uality. 'f a business has an eye on the goal and nowhere else there is no denying the fact that success will come its way. 6Fa l"'e! a'e $% t*$ 0 nd!- th$!e *h$ d d and ne1e' th$"&ht and th$!e *h$ th$"&ht and ne1e' d d( G$ n& th'$"&h l %e * th$"t "! n& .$"' a) l t. t$ th n0 ! l 0e !h$$t n& * th$"t a / n&2( The foremost step is determination and goal setting. )lanning in advance where you want to go and what is your comfort zone. Duality services and its maintenance should be the aim of every business. #ustomers satisfaction is the success mantra of many a business. 9elationship marketing future incentives and a regular feedback coupled with after sales services are the various tools. &trategic planning will be fruitful only if it is backed by effective control. Besides positive attitude and able leadership styles are indispensable for healthy growth of any business. Besides physical factors management of human resources and their motivation and maintenance boosts goodwill and productivity of the concern. "ike ulzar !otors "td., every business can transform its ideas and work upon the shortcomings and flaws to achieve a substantial increase in goodwill and revenue.

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Chapte'-7 INTRO,UCTION OF CUSTOMER RELATIONSHIP MANAGEMENT

#ustomer 9elationship !anagement may be defined as the infrastructure that enables the delineation of and increase in customer value, and the correct means by which to motivate valuable customers to retain the loyal ones to buy again E2yche, /;;/F. #9! is an enterprise approach to understand and influence customer ac%uisition, customer retention, customer loyalty and customer profitability. The corner stone of #9! is an enterprise wide approach where everyone in the organization, connected directly or indirectly with the customer, has to contribute to the success of the initiative. #9! allows service provides to become more knowledgeable about their customerAs re%uirements and needs. Gnowledge of the customer, combined with social rapport built over a series if services encounter facilities the tailoring or customizing of services to the customer specifications. #ustomer 9elationship is a concept that listens to the customer? documents the problem and solutions, changes the organization behavior and responds to build a healthy relationship. #9! has also been defined as the ongoing process of engaging in cooperative and collaborative activities and program with customer to create and enhance mutual economic value at reduced cost. 't means attracting, retaining and enhancing relationships with customer by developing customer1centric process. +ttracting customers is considered to be an intermediate step in the relationship building process with the ultimate ob*ective of increasing customer loyalty. Therefore, many companies are

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now paying more attention to their relationship with existing customers, to retain them and to increase their share of customerAs purchase. Need %$' C"!t$/e' Relat $n!h p Mana&e/ent 'n the era of competition, a successful organization will be differentiated from others on the basis of the services %uality and the value accretion accorded to the customer.The service %uality does not confine itself to after sales service. 'n fact, the service commences even before the sale is concluded. The concept of 9elationship !arketing advocated the creation of a conducive situation where by a customer is enabled to arrive at a purchase decision, which is favorable to the organization. + customer who is convinced that the product purchased adds value to his3her convenience and peace of mind is likely to continue the relationship with the organization for along time. 'ndeed, the relationship flourishes into a life1long partnership. 'n order to build a long relationship in dynamic market conditions, the organization has to add values to the services offered to the customer that need constant evaluation and up1gradation. The customer value relates to choice, convenience, information, various enablementAs and most important the relationships. Halue is considered to be an important constituent of relationship management. 't also, determines the ability of the company to provide superior value to its customers. +nother important aspect of 9elationship !arketing is C#ustomer 9etentionA. 0rom the point of view of cost, the existing customer contributes more to the bottom line and ac%uiring a new customer is costly proposition. + satisfied, lifelong customer leads to up1selling and referrals which would pave the way for a strong customer base and its expansion. Ip1selling means motivating the existing customers to trade up for more profitable products.
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#ross1selling on the other hand means selling a product to a customer as a result of or along with other purchases. 9eferrals mean satisfied customer referring the use of companyAs productEsF to prospects.

BENEFITS OF CRM
#9! has fundamentally changed the way we market. The highest art of #9! is to come up with a personalized offer that a customer is likely to accept. #9! enhances the practical value of marketing through efficient performance of the following tasks. (F !anaging customer relations in a proper way to track the buying pattern and overall relationships with the existing customers. /F #ustomizing services, promotions, and pricing to customer specific needs and re%uirements. 6F #oordinating and integrating the delivery of multiple services to the same customer. :F 2eveloping a two1way communicating channel viz. company to the customer, and customer to the company. @F <nsuring the minimization of service errors and breakdowns. 5F )roviding core services with extra value offerings to the customers. -F )ersonalizing the customer service encounters as appropriately as possible.

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ELEMENT OF CRM
#9! consists of six vital components, viz, customers, product, service, database, %uality and value. CUSTOMERJ 'n order to fully appreciate the concepts behind customer relationship management, a new perspective on the customer is to be developed. Now the shift of every marketer is from Cac%uiring customersA to C!aintaining #lientsA. #9! is the holistic process of identifying, attracting, differentiating and retaining customers. 't not only involve more than simply listening to customers or providing better products and services but also integrates entire supply chain to create customer value at every step, either through increased benefits or lowered costs. #9! focuses on increasing the C&hare of #ustomerA rather than C!arket &hareA. 'n order to increase the share of customer, the marketer should create new opportunities for business from the existing pool of customers with new and improved products. The goal is to enhance the potential worth of individual worth of individual customers in terms of their life time value to the firm. PRO,UCTJ 't is important to keep in mind that productAs mean more than tangible goods. )roducts are usually a combination of goods, service, ideas and even people. The best way to view a product is as a set of features and advantages that have the capacity to satisfy customer needs and wants, thus delivering valued benefits. 2iscovering the core value of the product and relating with customer ability and expectations give a better product than competitors. SER3ICEJ The most important element of #9! is service. Building customer relation depends on service offered by the company. &ervices
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offered by the company help in building lasting relationships. The satisfied customers are more likely to be loyal customers and loyal customers are likely to give the company a larger share of their business. ,ATA BASEJ 'nformation about the customers must be meaningful which will help the company to meet its goal. The right data about customer will lead the company in a right direction to understand the customer. + structural and step1by1step approach will help in study of the customer and meet the ob*ectives of the company. The point of gathering data is to develop deeper relationships with customers and ultimately to provide more products and services. 2atabase regarding customers can be captured by two systemsJ (F 2atabase of customerAs likes, dislikes, lifestyle and apparel needs that were gathered from telephone and face to face conversations. /F + database containing customer purchase history. 8UALITYJ Duality is a double edged sword in developing and maintaining customer relationships. +ny company may be successful in generating first time transaction with customers but poor %uality discourages the customers to take repeat purchase decision. Duality provides competitive advantage and retains customer forever. Duality applies to every aspect of companyAs total product offering the issues that help in the %uality of the product3services are understanding the customerAs expectations, needs and wants, translating customer research into specification for %uality. 2elivering specification and promising what can be delivered. 2espite its importance, %uality is only one part of the e%uation in developing long term relation customer.
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3ALUEJ Halue is one of the important elements of developing and maintaining solid relationships to create good vale for customers. +s a guiding principal of customerAs relationship management, value may be defined as customerAs sub*ective evaluation of benefit relative to costs, to determine the worth of firmAs product relative to the offering of other firms.

CUSTOMER RELATIONSHIP MANAGEMENT IN SER3ICE SECTOR

't is not difficult to see how servicesA marketing has become a pillar of relationship marketing. +n integral part of services marketing is the fact that the consumption of a service is a process consumption rather than outcome consumption, where the customer or users perceives the service production process as a part of service consumption and no the outcome of that process, as in traditional consumer packaged good marketing. Thus services consumption and production have interfaces that a are always critical to the customerAs perception of the service and to his long term purchasing behavior. The management of these interfaces is called interactive marketing in the service marketing literature, and this concept has been used in the relationship marketing literature as well. The service provider almost always has direct contact with its customers. 'n these contacts relationships may easily start to develop, and if the simultaneous consumption and production process turn out well, an enduring relationship may follow. Ising product life1cycle terminology, #9! in both practices and research is beyond the introduction stage and on a growth curve towards becoming a mature concept. 0our convergent influences have propelled the current focus on relationship marketing. The maturing of services marketing increased the
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recognition of potential benefits for the firm and the customer, and technology advances. The implications of marketing a performance rather than an ob*ect are well understood today. The reality of many services being rendered on an ongoing periodic basis coupled with the reality of customers forming relationship with people, paves the way for relationship marketing. The core sub*ect i.e. service %uality also has simulated interest in relationship marketing. The core sub*ect i.e. service %uality also has simulated interest in relationship marketing. The ob*ect of improving service %uality is to engender customer loyalty. 'nformation technology enhances the practical value of relationship marketing through the efficient performance of key tasks, like tracking the buying pattern of the existing customer, minimizing the possibility of service errors and breakdowns, augmenting core service offerings with valued extras and personalizing service encounters.

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NEE, FOR THE STU,Y

!ore and more organization are turning to #ustomer 9elationship !anagement E#9!F solutions to drive revenue, growth productivity, and customer satisfaction. + great number of these organizations have achieved significant results. &ome organization, however, have not achieved all the benefits they had hope for. 'nstead, they have encountered problems, ranging from cost overruns and integration challenges to poor user acceptance. The process of studying the exact state of affairs in a service organization in terms of its customer relations and their management is a complex one. This is so because human relations and human expectations are hard to %uantify. !oreover, to find out the reason for customer satisfaction and loyalty is a difficult task due to dynamic nature of customers and many factors prevalent in the external environment of the organization. arment companies have adopted many activities to ensure customer satisfaction and they have evidently reaped the benefits of these activities. +lthough there has been considerable improvement in the service delivery system of arment companies, still it is not clear up to what extent they are practicing #9! and how far they are able to retain customers and provide customer satisfaction. Thus the present research was conducted with the following specific ob*ectives.

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CHAPTER-9 INTRO,UCTION OF CUSTOMER CARE

#ustomer care is a phrase that is used to describe the process of taking care of our customers in a positive manner. The term is used in place of complaint handling due to its positive focus, and is a reminder that customer satisfaction is a priority. #ustomer care is a customer service that seeks to ac%uire new customers, provide superior customer satisfaction, and build customer loyalty. #ustomer service is the set of behaviors that a business undertakes during its interaction with its customers. O3ER3IE4 $ith the deregulation of +utomobiles services, consumers now have more choice in selecting a service provider. $hen ordering a new service or maintaining an existing service, customers must take into account the following three key factorsJ the %uality of the service, the price of the service, and the customer service of the service provider. The first two factors are relatively ob*ective and usually easy to control. +s shown by figure (, the graphical representation of a market research study done a few years ago, customer dissatisfaction is the most important key factor when a consumer decides to change service providers.

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18% 14% 68%

Customer service satisfaction Service Dissatisfaction Others

0igure (. 9easons for &witching to another vendor + customer care system is a customer service system that helps telecommunications service provides ac%uire and retain loyal customers. The customer care system provides many means for service providers to achieve these goals with the help of technology.

NEE,S OF CONSUMERS
0rom the service providerAs point of view, the ma*or business needs of a customer care system are as followsJ (F #apability to proactively ac%uire new sales and customers1 The customer care system should be capable of targeting new sales, as well as matching customers and products, and should offer this information to #&9s when contacting the customer. /F #apability to provide prompt service to existing customers1 The customer care system should include automation to provide prompt service to customers? the system should be designed in such a way that the interaction with the customer is of a high %uality Ee.g., there
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should be minimum waiting time and no holding timeF? the ultimate ob*ective is to provide the customer with the re%uired service by the time the session ends Ei.e., 7Thanks for calling. Kou should be able to use your service now.LF 6F 9educe costly human errors1 The customer care system should be easy to use, incorporate procedures, reduce information being typed, and verify entered information. :F #apability to ac%uire additional marketing information1+ny contact with a customer is valuable and should be viewed as ana excellent opportunity to ac%uire future marketing information? as part of each contact, marketing information should be captured in an easy and consistent manner by #&9s.

TECHNOLOGY FOR CUSTOMER CARE

Based on the needs of consumers as well as the needs of service providers, ma*or functional re%uirements of a customer care system are as followsJ #apability to access relevant information1 + customer care system provides only relevant information, allowing customer service representatives to interact rapidly with customers. #apability to hide non1relevant information1 + customer care system is tailored so that non relevant information for the business task at hand is hidden.

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 <ase of use1 The #&9 must be able to focus on the interaction with the customer as opposed to focusing on the use of the customer care system. 2ecision support1 The customer care system must have an expert system to take advantage of the service providerAs pool of experience on sales and repairs. &elf1 service capability1 + customer care system should support its access through 'nternet &upport for changing business processes1 2ecision support tools in particular must be easily modifiable in the long term? a customer care system should provide flexibility in the following waysJ To avoid becoming the bottleneck in evolving a business process. +bility to evolve toward convergence1 The customer care system should provide the capability to add new products, packages, and pricing models. &upport sharing of information with other service providers1 The customer care system should be able to provide selected information to other service providers. &upport for electric bonding1 The customer care system should provide support for emerging electronic bonding standards.

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OB:ECTI3ES OF CUSTOMER CARE

#reate a culture of customer focus #reating rapport and building loyalty +chieving customer satisfaction 2eveloping customer care strategies

#onduct an environment analysis

develop customer care strategies

evaluate and review <xamine organizational oals and aims

The choice of strategy will be dependent on <nsuring general health and survival of the organization increasing growth and prosperity.
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THE IMPORTANCE OF GOO, CUSTOMER CARE

The last person to buy from you is the most likely to buy again and soon. This can testify to be true as many repeat sales are from existing customers. + repeat customer does not happen by accident. + repeat customer is the result a relationship you have built up through excellent customer service. 7#are for the customer and they will returnM.care for the merchandise and they wonAt.L The point isM. $hat dealership doing to bring their customer backB $hen the new customer comes on board your service they will automatically receive a thank you email. The use of auto responders from this point onwards is critical in getting your message in front of your customers. Not only to sell to them but to keep in contract with them. This is very important. &ending them messages with a contact email address, phone number or your mailing address if customers wish to get in touch with dealership. .ne cannot afford not to do this because the next merchant will if they donAt, and thatAs the merchant who will gain a loyal customer. !any times as a result of nothing more than a minor misunderstanding ' have upgraded clients to a better deal at no extra cost. The clients love to see that dealership is not mainly after their money. +nd really you are not. .r at least one should not be. .ne is after a successful business that will supply their wealth over a period of time when one has worked at it, not before hand. &urveys suggest that service driven companies are able to charge up to ,;= more for the goods and services they offer and grow twice as fast as the average. These are powerful incentives for becoming the best customer1
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service company in any industry. <%ually, poor service has a cost penalty. 't costs up to five times as much to go out and get a new customer as to retain those we have. +ccording to research the average person who has a bad1 service experience tells at least nine others about it and (6= of complaints relate their experience to more than /; other people. 'n comparison, people who receive silent service only tell three or four others about itL ood customer care matters because keeping existing customers is eaier than finding new ones and satisfied customers will do a lot of our advertising for us. !ost people consider doing business with a certain company because of a recommendation by a friend or ac%uaintance. 2issatisfied customers spread the bad news and undermine your business, which ultimately threatens everyoneAs *obs. &o, ob*ective must be to provide the highest standard of customer care possible and to always aim for excellence. + customer who feels good doing business with you and through the company is more than likely to stay with you and recommend you to others. iving first is essential to your growth so put the client first every time, even if it costs you more now. The value of getting the customer in the first place must never ever be overlooked. +lways try to answer any %uestions from your customers as soon as possible? this will create a feeling of professionalism immediately with your clients, so remember first impressions do count.

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CUSTOMER IS THE -ING IN TO,AY2S CAR MAR-ET ; IN THE REAL SENSE

&ustained growth and higher profits are not only the product of high %uality cars, but also the convenience of the customers attached to buying of car and his satisfaction with related services like finance, insurance, accessories and after sale service. The selling of cars should not be done in a mechanical way. 2ealership should not forget their customers, once they drive out of the showroom. 'n fact, it is cultivating a long term personal band with the customers. +nd it is this everlasting relationship that will make customers loyal to them. !ost of the customers are already in the fact lane of careers and have very little to run around from desk to desk for finance, insurance, accessories, delivery, registration of documents and other re%uirements. &o re%uirements are taken care of by them. ulzar !otors offers them a single window interfaceMMMso that all their

4HEN CUSTOMERS 4AL- IN

9ight from the when the guard opens the door of showroom and the customer walks in, to the time when the customer drives away with the car after the delivery process? the customer interacts with several people in showroom. 't is very important that everybody in the showroom performs to the best of his ability in order to ensure that the customer is completely satisfied with the showroom experience. Sh$*'$$/ A/) en#e is one of the important aspects for the customer care which is maintained by the dealership. 't is located at the convenient place.
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The showroom timings are also convenient for the customers to come and visit the dealership at any time. !any customers prefer shopping on weekends. &o showroom also opens on &undays and holidays. $hen the customers walk in to the dealership, the guard is the first individual with whom a customer interacts. uard greets the customer with a warm smile and help out the customer to park his vehicle and guide the customer to the showroom.

INSI,E THE SHO4ROOM

&ince the customers are getting superlative shopping experience at retail outlets, shopping malls etc so there is need to ensure that the experience they have at the dealership is extremely pleasant. &o dealership has highly effective climate control system and updated and informative bulletin board.

RECEPTION AREA
The area for reception is also clean and attractive one. 9eception list first welcome the customers when they walk in to the showroom and then make them introduce with the 2&<.

CAR ,ISPLAY AREA

The display area is also spacious so that the customers can go around the vehicle. #olor panel stand have all available color with a small sticker showing name of the color. Brochure stand have brochures of all latest models. There is also proper display of promotional schemes.

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CUSTOMER LOUNGE
2ealership also has a comfortable lounge for the customers. "atest issues of popular magazines are properly placed in a rack and kept in the lounge. The kids section is also near to the customer lounge, e%uipped with a variety of soft toys and games for the children.

,ELI3ERY AREA
New vehicle delivery is a special event as customers are excited and anxious to take possession of their new vehicle. This opportunity to cement customer goodwill is best conducted in a clean area of the dealership.

ROLE OF SALESPERSON
$hen customer walks in a showroom, salesperson of the dealership greets the customer with a friendly smile. He creates a friendly space for the customer to unwind. &akes person listen carefully to the customer and find out what he3she needs. 2ealership offer tea3 coffee in the meanwhile to the customer to make him feel comfortable. He also explains the product, features and benefits to the customer patiently and wins the confidence of the customer. +lso maintain honesty and integrity in his dealings so as to gain the trust of the customer.

TEST ,RI3E
This is one of the most important activities to convert a prospect into sale. This step directly helps the customers to focus on the features, their advantages and benefits. 2ealership also offers test drive to the customers whenever they walk in to the showroom.
/4

,URING ,ELI3ERY TIME

2ealership greets the customer and his family. They explain all the documents to the customer and get the relevant documents signed. Buying a car is a very proud moment for the customer. &o ulzar makes it special by organizing pu*a or other ceremony. 2ealership makes the moment memorable both for themselves and customer by clicking photograph of the customer with his new car. ,el 1e'. $% 3eh #le ! n$t the end $% a !ale5 )"t )e& nn n& $% a 'elat $n!h p( T$$l! %$' &ett n& %eed)a#0 %'$/ #"!t$/e'. +fter delivery of vehicle there starts the p$!t-!ale %$ll$* "p p'$#e!! E)&0F. )&0 is done in order to get a first1hand feedback from the customer about the experience that they had during the sales and delivery process. BEFORE STARTING THE PROCESS 'n order to contact all the customers, the customerAs mobile numbers are taken at the time of delivery. 2ealership maintains )&0 sheet for each customer. +ll )&0 sheets for a particular month are filed in one file and the summary is attached on the left side of the file. #ustomer care manager E##!F is the leader of customer care team and oversees the rest of the team. The ## speaks to the person who had visited to buy the car. 2uring )&0 exact voice of customer EH.#F is captured. #ustomerAs exact words are noted on the )&0 sheet in the language spoken.
/,

2ealership try to find the experience the customer had during the sales and delivery of the vehicle. &end birthday N +nniversary dealership. 0eedback form &ystem The feedback form system is a very important tool to obtain customers feedback on the experience that the customer had during the purchase of the car. reetings to the #ustomers on daily basis by ##<3##! for long life relationship with

HAN,ING O3ER THE FEE,BAC- FORM TO THE CUSTOMERS ,URING ,ELI3ERY

2ealership handover the feedback form to every customer and also explain the feedback form to the customer O the ob*ective of feedback form and what does a score of ( out of (; mean. <very two weeks or once in a month, a lucky draw is conducted where one form is selected out of the forms received in that period. Then winners of the lucky draw are re%uired to come to the show room and the gift is handed over to the customer.

RECEI3ING CUSTOMERS

THE

FEE,BAC-

FORM

FROM

THE

0eedback forms are received by post only. 0orms having a score of less than 4 on most of the attributes are flagged with red flag and discussed with concerned executives. 0eedback form analysis is done for all the dissatisfied cases. 'n case when the customer has given a very low score, then the best thing they do is speak to the customer. This helps them in knowing the exact
6;

reasons for low score and suitable corrective action can be taken accordingly. <very month executive wise &&' scores are calculated using the &&' software and the executive with the highest &&' is given some kind of reward. 0ile of all the forms month wise is maintained in a separate file.

CUSTOMER COMPLAINT HAN,LING SYSTEM

#omplaints are an opportunity for the dealership to strengthen their relationship with the customers and even enhance their confidence. &o dealership does not run away from complaints. #areful listening is essential for proper understanding. + dissatisfied customer is experiencing a number of emotion when he3she comes to dealership, from anger and mistrust to disappointment and worry about how their compliant will be dealt with. Therefore dealership receives the complaining customer willingly in a positive manner and do not re*ect the customerAs complaints or argue.

ANALYSIS
+ll customersA complaints whether received from )&0 or feedback form are resolved by post sales follow up process O +lso ##! along with the concerned executive visit to customers and resolve the complaint and get a satisfaction note from the customer. The customer complaints coming from !aruti are handled by .! himself so as to get first hand feedback from customers. + separate docket is maintained for every customer complaint received from !aruti, comprising of original feedback form, copy of apology letter, satisfaction note from the
6(

customer, copy of )&0 sheet, internal feedback form and card analysis. +ll the complaints are to be resolved within 6 days. &o it is preferable to offer a token gift to the customer. 0or this dealership provides extra fee service or some discount on consumables or some discount on labor charges3spares etc. +ll the customer complaints are recorded in a proper customer complaints control register.

6/

STEPS FOLLO4E, AFTER RECEI3ING A CUSTOMER COMPLAINT

##! gives a control number to all complaints received and records the same in the customer complaint register.

##! gets in touch with the customer over phone and expresses regret on the inconvenience faced by the customer.

Takes immediate action to ensure that the customer complaint is resolved.

$rite a letter with the concerned 2&< visit the customer hand over the letter and take satisfaction note from the customer

&ends a copy of the letter and the satisfaction note and also file a copy of the same in the customer complaints register3file.

2iscuss all customer complaints in the weekly meeting of to ensure that such complaints are not repeated in future.

! E&alesF on

&&' with the entire show room staff. Necessary counter measures are taken

66

EFFECTI3E LISTENING ENABLES ,EALERSHIP TO FIN, OUT 4HAT THE PROBLEMS

't is essential to show the customer that dealership is listening properly. &o for this 2ealership tries to think from the customerAs point of view and focus on their needs. 'dentify the customerAs main complaint. 2onAt make excuses.

CUSTOMERS FOR LIFE

$inning customerAs confidence is only the first step towards building a life long relationship. 0or this dealership must lose touch with the customer. They get in touch with the customer at least once in three months and visit him at least twice a year. Being out of sight is being out of mind. &o dealership makes them feel that they are always there to help them out. By being constantly in touch with the customers, dealership tries to find out their future plans to buy new cars or dispose off old ones. 2ealership also offers the customers a lucrative reference scheme whenever they tell them about their friends and ac%uaintances who are planning to buy a car. 2ealership maintains records and wish customers on their family occasions and festivals. !ake them special offers and send gifts.
6:

 +lso dealership keeps in touch by sending the customers information about promotional schemes from time to time and launching of new products and services and maintains public relations. 'n order to strengthen the brand e%uity of !aruti &uzuki also sends them mailers containing photocopies of positive news and reviews on !aruti products and results of car ranking by independent rating agencies.

CUSTOMER MEETS
.rganizing customer meet in improving &&', helps in introducing the workshop staff to the customers and also helps in getting referrals. 0or this dealership organize a customer meet on holiday3&aturday3&unday. Basically dealership arranges it at the dealership itself so that it also attracts other customers. #ustomers who have purchased a car from the dealership within the last (1/ months are invited for the meet.

IN3ITING CUSTOMERS FOR MEET

+n invitation letter is sent to all the customers, (; days before the event. 2ealership provides a gift hamper to all the participants in the customer meet. The gift hamper also contains small gifts for kids. The gift hamper is attractively gift wrapped and given to the customers during the customer meet upon surrendering of a coupon, which is sent to

6@

customers along with the letter. The idea behind a gift hamper to all the customers is to motivate them. +lso dealership during the confirmation can try to know the specific %ueries which each customer would like to take up during meet.

,URING THE CUSTOMER MEET

+t the scheduled time, ! starts the proceedings of the meet by thanking all the customers for coming to the customer meet. 't is followed by a presentation of around :;1:@ minutes. 't covers the areas like1 Tips for improving fuel efficiency. Tips on maintenance of the car. $arranty policy. &ervice schedule. 'nformation regarding extended warranty and true value. 2riving tips.

INTERACTI3E SESSION
+fter presentation, interactive session is of around 6; minutes to ( hour. #ustomers are asked to give feedback about their sales and delivery experience at the showroom.

65

FEE,BAC+t the end of the session, customers are asked to fill the feedback form. +lso the customers are asked for the reference of their friends3relatives which they think is interested in purchasing a car. + lucky draw is also held by selecting (1/ feedback form. 2uring presentation customers can ask %uestionnaire. +fter presentation, a party is organized by the dealership. 'n this party, games and competition is organized specially for the kids. &nacks are also provided to the customers.

6-

BENEFITS OF CUSTOMER MEET

2ealership can get first hand feedback about this performance during the sales and delivery process. Based on this feedback form, corrective action can be taken. This provides a chance to the dealership to satisfy the customers who have a complaint with the sales and delivery process. This also helps the dealership in improving &&'. 2ealership also provides reference form to customers during party in which they mention their friends3relatives who are willing to purchase the car. &ince the workshop is also present at the customer meet, it gives an opportunity to the workshop staff to start the process of relationship building with the customers. This also helps in further improving the chances of the customer coming back to the dealership workshop for servicing his3her vehicle and hence increasing the service load. 2ealership also gets first hand feedback from the customers about the product. The customers perception about promotional campaigns, competition etc. This meet is also beneficial to the customers in many ways. #ustomers can ask for any %uery related to their product and documentation.

64

CHAPTER-< OB:ECTI3ES OF THE STU,Y

To study the history and achievements of ulzar !otors. !y ob*ective is to deepen my knowledge in studying organization behavior and how it works. ' also want to study what efforts their customers. To study the customer satisfaction with respect to the #9! practices followed by selected !otors #ompanies. How #ompany existing growing profits and spent good deal of their treasure, time and talent in searching new customers. The point in not only getting new customers but also to keep existing customers i.e. to retain the customers. ulzar !otors are making to satisfy

6,

CHAPTER-= RESEARCH METHO,OLOGY

MEANING OF RESEARCH 9esearch refers to a search for knowledge. 't can also be defined as a scientific and systematic search for relevant information on a topic. 'nfact it is an art of scientific investigation. 9esearch methodology is prepared to describe not only the research procedure and method adopted for the achievement of the pro*ect but also the logic behind the use of this method so that the result can be capable of being evaluated by the others. 'ts main aim is keep the research on the right track. 't includes research design, sampling procedure, and method of data collection and analysis procedure pertaining to the act. SUR3EY METHO,> The !"'1e. /eth$d was selected to obtain the needed information by asking the %uestions to the respondents through the %uestionnaire developed. &urveys are generally conducted both in %ualitative and %uantitative researches. +fter decision about the sampling, the %uestionnaire was designed and the respondents were conducted to answer the %uestions. This process of getting the answers is known as interviewing. T*$ ! &n % #ant %a#t$'! affects the effectiveness of a survey method isJ

:;

 $ording of %uestionnaire Eit must be such that it extract desired information accurately and unbiased.F +bility and willingness of the respondent to give accurate and unbiased information. SOURCE OF ,ATA COLLECTION 2ata or information is important tool for success of the study? moreover it reduces uncertainty in decision1 making process. 'n order to make meaningful research a suitable methodology has been adopted. Both p' /a'. and !e#$nda'. !$"'#e! have been used in order to collect vital information about the respective study.

PRIMARY SOURCE !aximum data collected in the study is primary data, which is collected through survey through %uestionnaire. SECON,ARY SOURCE 'n this study the secondary data is collected through internet sites, book, *ournals and newspaper. SAMPLING TECHNI8UE + sample of =? 'e!p$ndent! was chosen based on convenient sampling techni%ue.

:(

CON3ENIENT SAMPLING TECHNI8UE 't is used in exploratory research where the researcher is interested in getting an inexpensive approximation of the truth. +s the name implies, the sample is selected because they are convenient. This non1 probability method is often used during preliminary research efforts to get estimate of the results, without incurring the cost or time re%uired to select a random sample.

:/

CHAPTER-@ ANALYSIS AN, INTERPRETATION 8(1( 4hen .$" &$ t$ !h$*'$$/ the pe'!$n deal * th .$" ! 0n$*led&ea)leA St'$n&l. d !a&'ee , !a&'ee A&'ee St'$n&l. a&'ee - ?B - 9?B - 7?B - ?B

Ne the' $' n$' a&'ee - =?B

Strongly isagree 0% Disagree 30% !either or nor agree 50% "gree Strongly "gree

20%

INTERPRETATION
0rom the above data shows that @;= respondentsA thinks that the person he3she dealing with us are neither or nor knowledgeable and 6;= respondentsA disagree with sales person respectively.

:6

8(7( , !pla. $% /e'#hand !e ! att'a#t 1eA Ye! C?B N$ 7?B

INTERPRETATION
0rom the above data shows that 4;= respondentsA says yes and /;= respondents says /;=.

::

8(9( A1a la) l t. $% the p'$d"#tA Ye! D?B N$ 1?B

INTERPRETATION
0rom the above data shows that ,;= respondents agree with availability of the products and (;= not agreed.

:@

8(<( 3eh #le n &$$d #$nd t $n!A Ye! D=B N$ =B

INTERPRETATION
0rom the above data shows that ,@= respondents says yes and @= respondents says /;=.

:5

8(=( I! the G"lEa' M$t$'! & 1e .$" att'a#t 1e d !#$"nt! $%%e'!A Ye! <=B N$ ==B

INTERPRETATION
0rom the above data shows that :@= respondents satisfied with motors 2iscount offers. But @@= respondents are dissatisfied. ulzar

:-

8(@( I! the dF#$' $% the *a t n& a'ea ! plea! n&A

St'$n&l. d !a&'ee , !a&'ee A&'ee St'$n&l. a&'ee - =B - 1=B - 9?B - ?B

Ne the' $' n$' a&'ee - =?B

Strongly isagree
0%5%

Disagree
15%

30%

!either or nor agree

50%

"gree Strongly "gree

INTERPRETATION 0rom the above data shows that @;= respondents thinks that the dPcor of waiting is pleasing has neither or nor knowledgeable and 6;= respondents satisfied with place respectively.

:4

8(G( I! the G"lEa' M$t$' $%%e' n& %$' a te!t d' 1eA YES NO 1??B ?B

INTERPRETATION 0rom the above data shows that (;;= respondents satisfied with !otors. ilzar

:,

8(C( P$!t Sale! %$ll$* "p! a'e d$ne 'e&"la'l.A Ye! N$ 1??B ?B

INTERPRETATION 0rom the above data shows that (;;= respondenta satisfied with !otors. ulzar

@;

8(D( I! G"lEa' M$t$'! & 1e! the Re!p$nd! t$ #$/pla nt! H" #0l.A Ye! N$ G?B 9?B

INTERPRETATION 0rom the above data shows that -;= respondents satisfied with response. ulzar

@(

8(1?( 4hat ! .$"' $1e'all $p n $n a)$"t G"lEa' M$t$'!A 3e'. Bad Bad Ne the' Bad n$' G$$d G$$d 3e'. G$$d =B 7?B <?B 9?B =B

#ery $a
5% 30% 5%

$a
20%

!either $a nor %oo

40%

%oo #ery %oo

INTERPRETATION
0rom the above data shows that mostly respondents falls in the category as neither or nor, good, bad, but very bad and very good both are same.

@/

CHAPTER-G FIN,INGS
2ealershipAs responsibility is not limited to sales satisfaction but also to provide satisfaction to the customers. 2ealership efforts are not only getting new customers but also to keep existing customers. ' also found that customers complaints is not only the fault of dealership but sometimes customers are also responsible for it due to some reasons. E'ncomplete documents specific delivery timeF. )rovide proper services.

@6

CHAPTER-C LIMITATIONS

La#0 $% T /e> The study was taken in :15 weeks.

"imited $orking area. No body bothers about feedback form after delivery. Not possible to have a face to face interview as customers do not interact after delivery of the car. &ome time party was not present at the time of services.

@:

CHAPTER-D SUGGESTIONS FOR ,EALERSHIP

"ack of cooperation with customers. Not proper atmosphere for solve the problem properly. .ne way communication from the way of staff. #ars should be pre1inspected by senior supervisor before delivery of the car. &ervice advisor must be present at the time of every car delivery. There should be a separate department foe each segment Eproduct wiseF. .nly top O models Efully loaded cars F should be displayed in the showroom so that customers can be influenced in a better day.

@@

SUGGESTIONS FOR CUSTOMERS

#ustomers should be punctual for the car delivery. +ll the documents related to finance must be available on time so that dealership can complete the car delivery process as soon as possible.

'f customers are signing the delivery commitment checklist, they should not blame 2&<As for it as 2&<As do not have the authority for extra discount(

@5

CHAPTER -1? CONCLUSION

The above graph indicates that /(= customers are satisfied while -,= are dissatisfied with the dealership which is mainly attributed to the complaints as enumerated above.

@-

Chapte'-11 BIBLIOGRAPHY B$$0! I Ma&aE ne

aF .IT"..G BI&'N<&& E,TH 0<B, /;((F bF BI&'N<&& &T+N2+92 E (4TH 0<B, /;((F :)A& .0 BI&'N<&& +N2 !+9G<T'N E /4TH !+9#H, /;((F

***(&"lEa'/$t$'!(#$/ ***(l"dh1J&"lEa'/$t$'!(#$/ ***(/"'"t #a'e(#$/

@4

Chapte'-17 8UESTIONNAIRE Na/e A&e O##"pat $n SeL Add'e!! In#$/e !tat"! KKKKKK KKKKKK KKKKKK MaleM Fe/ale KKKKKK KKKKKK

8(1( $hen you go to showroom the person deal with you is

knowledgeableB

St'$n&l. d !a&'ee , !a&'ee Ne the' $' n$' a&'ee A&'ee St'$n&l. a&'ee

KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK

8(7( , !pla. $% /e'#hand !e ! att'a#t 1eA Ye! N$ KKKKKKKKKKKK KKKKKKKKKKKK

8(9( A1a la) l t. $% the p'$d"#tA

@,

Ye! N$

KKKKKKKKKKKK KKKKKKKKKKKK

8(<( 3eh #le n &$$d #$nd t $n!A Ye! N$ KKKKKKKKKKKK KKKKKKKKKKKK

8(=( I! the G"lEa' M$t$'! & 1e .$" att'a#t 1e d !#$"nt! $%%e'!A Ye! N$ KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK

8(@( I! the ,F#$' $% the *a t n& a'ea ! plea! n&A St'$n&l. d !a&'ee , !a&'ee Ne the' $' n$' a&'ee A&'ee St'$n&l. a&'ee Ye! N$ Ye! N$ KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK

8(G( I! the G"lEa' M$t$' $%%e' n& %$' a te!t d' 1eA

8(C( P$!t Sale! %$ll$* "p! a'e d$ne 'e&"la'l.A

5;

8(D( I! G"lEa' M$t$'! & 1e! the Re!p$nd! t$ #$/pla nt! H" #0l.A Ye! N$ KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK KKKKKKKKKKKK THAN- YOU

8(1?( 4hat ! .$"' $1e'all $p n $n a)$"t G"lEa' M$t$'!A 3e'. Bad Bad Ne the' Bad n$' G$$d G$$d 3e'. G$$d

5(