People’s Education Society and Trust’s

Belgaum Institute of Management Studies, MBA, Belgaum.
(Approved by AICTE & Affiliated to Karnataka University Dharwad)

“A STUDY ON CUSTOMER SATISFACTION LEVEL REGARDING AFTER SALES SERVICES OF MAHINDRA & MAHINDRA AT SUTARIA AUTOMOBILES SERVICE CENTER BELGAUM”

A Report Submitted in Partial Fulfillment of The Requirement for the Award of MASTER’S DEGREE IN BUSINESS ADMINISTRATION
2005-2006

Submitted by

GIREESH .A. KALE
Exam No. MBA05006014

Institute Guide: Mr. M.N.Manik
Faculty (Marketing) AUTOMOBILES)

Company Guide: Mr. DINESH SHAH
PARTNER (SUTARIA

BELGAUM

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

People’s Education Society and Trust’s

Belgaum Institute of Management Studies, MBA
Adjacent to KUD PG Center, Bhutramanhatti, Belgaum.
Dharwad.) (Recognized by AICTE, New Delhi & Affiliated to Karnataka University

CERTIFICAT E
This is to certify that Mr. GIREESH A KALE, K.U.D. Examination No. MBA05006014 of MBA II Semester has successfully completed his Summer In plant Training 2005-2006 for the said period of 2 months from May 15 to July 15, 2005.

Project Guide

Director
Date: ____________

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ACKNOWLEDGEMENT I take this opportunity to express my humble and deep sense of gratitude to our esteemed director and respected professors and guide for the constant help rendered for successful completion this project report. I gladly take this opportunity to thank professor M.N.MANIK for his kind help and encouragement during the study .I also thank him for his valuable guidance and constructive ideas. I Sincerely thank Mr.Dinesh D Shah sales in charge, which selected me and gave me an opportunity to work in this organization and I thanks for his valuable suggestions and guidance throughout the study period. I am grateful Mr. Mahindra owner of work’s shop, who has given me a lot support for my project. My special and sincere thanks to my parents for their support and encouragements in all the terms, throughout my training period.

Giree sh A kale

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

DECLARATION
I hereby declare that the project entitled

“A Study on Customer Satisfaction regarding after sales services of Mahindra &Mahindra at Sutaria Automobiles Service Centre, Belgaum”
Submitted in partial fulfillment of the requirement for the degree of Master of Business Administration (MBA) to Karnataka University, Dharwad, Is my original work and is not submitted to any other degree, diploma, fellowship or other similar title or prizes. The project has been individually carried out as a part of Summer Inplant Training and is meant for academic purpose only.

Gireesh A Kale

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Contents Sl. No. I Titles Chapter 1      II Introduction Literature Review Statement of the Problem Purpose of the Study Scope of the study Page No.

 Objectives of the Study Chapter 2     Organization Profile Organization Chart Sampling and Research Design Data Collection Method

III

Chapter 3    Results & discussion with Charts & graphs Findings Suggestions

IV

 Conclusions Chapter 4  Appendix •    Questionnaire

Bibliography Joining Report Weekly Reports

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BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

INTRODUCTION

The Project assigned to me was “A STUDY ON CUSTOMER SATISFACTIOIN REGARDING AFTER SALES SERVICES OF MAHINDRA&MAHINDRA AT SUTARIA AUTOMOBILES SERVICE CENTRE, IN BELGAUM DIST”.

This study will help me to find and customer satisfaction level of the customer for authorized M&M service station in Belgaum dist, To know the reason for decline of customers at service station, To know the perception of customers regarding the charges or rates offered by the service station and To know any suggestion from customers to improve the service station.

The study is scheduled through primary data and other information thereby preparing Questionnaire, which focus of various variables, and attributes that are important to know the satisfaction level and the factors affecting the purchase decision.

The survey caused in the Belgaum Dist with the sample size of 100.The collected data are tabulated and analyzed data and all suggestions are given according to the analyzed data graphs and charts are used to illustrate the statistical data and findings.

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INTRODUCTION ABOUT AUTOMOBILES INDUSTRY:

History and development of Automobiles also marks the dynamism in technological growth men have achieved. From the days of horseless carriages to the modern-age self-guided automobiles that are designed meticulously using cutting-edge technology, we have certainly-traveled too far. Automobile Industry in India is still in its infancy but growing rapidly. The opportunities in the automobile industry in India are attracting big names with the big purse and they are investing vigorously in infrastructure, design and development, and marketing. Automobile industry in India is today poised for (he big leap and this segment helps you to be ready for that.

Indian Automobile Industry

The automobile industry is one of the core industries in India economy, whose prospect is reflective of the economic resilience of the economy. With the liberalization of the economy. India has become the playground of major global automobile majors.

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This industry report of SCOPE MARKETING & INFORMATIONS SOLUTIONS PVT LTD provides extensive information on the Indian Automobile Industry. The automobile industry in India is gradually evolving to replicate those of developed countries. The report focuses on the trends that are emerging in the industry across segments, namely, passenger cars/multi-utility vehicles, commercial vehicles, twowheelers and tractors. The qualitative analysis of the various trends reveals that the industry offers immense scope even for allied industries and those looking at investing in the auto industry’s a background, a brief perspective of the global automobile industry across segments has been provided with comparisons on Indian scenario wherever needed. It discusses the current scenario in the industry, with detailed look on segmentation, structure, and supply and demand scenarios. A detailed competitive analysis of the industry has been provided backed warn comprehensive details on production, sales, exports and imports over the years, across segments. Sales have increased with the entry of several foreign manufacturers and the introduction of new vehicle models. The report also deals with aggressive marketing strategies undertaken by different manufacturers in India. This highlights key issues influencing the automotive industry in India such as import and excise duties, emission norms etc and it also deals with various government regulations.

The Birth of Automobiles

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The history of the automobile actually began about 4,000 years ago when the first wheel was used for transportation in India. Several Italians recorded designs for winddriven vehicles. The first was Guido da Vigevano in 1335. It was a windmill-type drive to gears and thus to wheels. Vaturio designed a similar vehicle that was also never built. Later Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a differential mechanism between the rear wheels.

In the early 15th century, the Portuguese arrived in China and the interaction of the two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power. By the 1600s, small steam-powered engine models were developed, but it was another century before a full-sized engine-powered vehicle was created.

Although by the mid-15th century the idea of a self-propelled vehicle had been put into practice with the development of experimental vehicles powered by means of springs, clockworks, and the wind, Nicolas-Joseph Cugnot of France is considered to have built the first true automobile 1769. Designed by Cugnot and constructed by M. Brezin, it is also the first vehicle to move under its own power for which there is a record. Cugnot's three-wheeled steam-powered vehicle carried four persons and was meant to

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move artillery pieces. It had a top speed of a little more than 3.2 km/h (2 mph) and had to stop every 20 minutes to build up a fresh head of steam.

Evans was the first American who obtained a patent for "a self-propelled carriage." He, in fact, attempted to create a two-in-one combination of a steam wagon and a flat-bottomed boat, which didn't receive any attention in those days. During the 1830's, the steam vehicle had made great advances. But stiff competition from railway companies and crude legislations in Britain forced the poor steam vehicle gradually out of use on roads. The early steam-powered vehicles were so heavy that they were only practical on a perfectly flat surface as strong as iron. A road thus made out of iron rails became the norm for the next hundred and twenty-five years. The vehicles got bigger and heavier and more powerful and as such they were eventually capable of pulling a train of many cars filled with freight and passengers.

Carl Benz and Gotttlieb Daimler, both Germans, share the credit of changing the transport habits of the world, for their efforts laid the foundation of the great motor industry, as we know it today. First, Carl Benz invented the petrol engine in 1885 and a year later Daimler made a car driven by motor of his own design and the rest is history.

Daimler's engine proved to be a great success mainly because of its less weight that could deliver 1000 rpm and needed only very small and light vehicles to cany them.

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France too had joined the motoring scenario by 1890 when two Frenchmen Pan hard and Levassor began producing vehicles powered by Daimler engine, and Daimler himself, possessed by the automobile spirit, went on adding new features to his engine. He built the first V-Twin engine with a glowing platinum tube to explode the cylinder gas-the very earliest form of sparking plug. The engines were positioned under the seat in most of the Daimler as well as Benz cars. However, the French duo of Pan hard and Levassor made a revolutionary contribution when they mounted the engine in the front of the car under a 'bonnet'.

For many years after the introduction of automobiles, three kinds of power sources were in common use: steam engines, gasoline or petrol engines, and electric motors. In 1900, over 2,300 automobiles were registered in New York, Boston, Massachusetts, and Chicago. Of these, 1,170 were steam cars, 800 were electric cars, and only 400 were gasoline cars.

In ten years from the invention of the petrol engine, the motorcar had evolved itself into amazing designs and shapes. By 1898, there were 50 automobile-manufacturing companies in the United States, a number that rose to 241 by 1908. In that year, Henry Ford revolutionized the manufacture of automobiles with his assembly-line style of production and brought out the Model T, a car that was inexpensive, versatile, and easy to maintain. The introduction of the Model T transformed the automobile from a plaything of the rich BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

to an item that even people of modest income could afford; by the late 1920s the car was commonplace in modem industrial nations.

Herbert Austin and William Morris, two different carmakers, introduced mass production methods of assembly in the UK, thus paving the way for *a revolution in the automobile industry. Austin Seven was the world's first practical four-seated "baby car' which brought the pleasures of motoring to many thousands of people who could not buy a larger, more expensive car. Even the 'bull-nose' Morris with front mounted engine became the well-loved model and one of the most popular cars in the 1920s.

Automobile manufacturers in the 1930s and 1940s refined and improved on the principles of Ford and other pioneers. Cars were generally large, and many were still extremely expensive and luxurious; many of the most collectible cars date from this time. The increased affluence of trie United States after World War II led to the development of large, petrol-consuming vehicles, while most companies in Europe made smaller, more fuel-efficient cars. Since the mid-1970s, the rising cost of fuel has increased the demand for these smaller cars, many of which have been produced in Japan as well as in Europe and the United States.

Clearly, the consumer is king in a competitive environment. The automobile sector is just one of several examples of how the consumer as benefited from competition. For decades, the Indian consumer as paid dearly for our policy maker’s confusion between socialism and capitalism. The thoughtless policy frame as neither BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

allowed efficient producers nor consumers to get optimum value for their effort or money. The recent price was triggered by Telco’s Indica is an interesting case study. Let us trace the evolution of the Indian passenger car industry. Since independence till the early 1980’s there were only to major Indian players-Hindustan Motors and Premier autoin the industry. As new players were barred by licensing, and imports by absurd import duties, these two car manufacturers constituted the oligopoly.

They had neither financial muscle nor any incentive to invest in technology or quality. Little wonder the Indian consumer had the worst quality of cars in the

World.Worse than cars available even in countries like Nepal, Srilanka or Bangladesh besides the exorbitant duty structure ensured that ownership was restricted to the super rich the oligopolists were happy with this situation. …Until the then prime minister’s omnipotent son had brilliant idea! To manufacture a people car at an affordable price. Policies, government machinery, etc were twisted to, cement prices in unofficial markets (make the dream come true. The oligopolists were furious (read premier Autos annual reports of late 1980’s/early1990’s).but the people are maruti 800 came into existence.

We Indians have been quite happy with its japanee’s technology. But I realized how poorly it compared to international cars when a well-built foreign guest of mine, unable to fit himself in the front seat, remarked, “is this car or a toy?” All thought that people car was available at such a low price because of the benevolent pricing our egalitarian government, which holds the majority stake in the company. Then BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

competition arrived even for the people car (the competitor, indica, though is yet to hit the roads) and behold, the people car is affordable by many more.-it is 10-12 percent cheaper. Some other carmakers have slashed prices by almost25%. The private players plan to sell 10000cars at lower price then the erstwhile “People’s Car” has brought down prices of models that together sell about 250000 units every year. In cars, the price reduction is quantifiable and visible. In the past seven years, there have been hundreds of products where unshackling competition has benefited the consumer.

HISTORY OF THE COMPANY 1947: October, first batch of seventy-five Utility Vehicles (UVs) imported in CKD condition from Willys overland Export Corporation.

1949: Lease of 11071 Sq. yds at Mazagaon from British India Steam navigation. The first Willys Overland Jeep built in India at the Assembly Plant, Mazagaon, and Bombay.

1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep Corporation and American Motors Corporation.

1962: Indigenous content of Jeep goes up to 70%. 137 acres of land purchased at Kandivli to centralize manufacturing operations.

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1965: FC 150 Petrol Trucks introduced.

1967: Two wheel drive Utility Vehicles introduced. 101" wheelbase and Metal Body UVs introduced. Indigenous content goes up by 97%.

1969: Export of vehicles started, export of total 1200 UVs together with spare parts to Yugoslavia. Exports also made to Ceylon, Singapore, Philippines and Indonesia.

1970: Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and Indonesia.

1971: Separate R&D section set up.

1974: Maxi miller campaign launched to conserve fuel. CJ 4A introduced with new transmission and axle ratio. Collaboration agreement with Jeep corporation (subsidiary of AMC, Detroit).

1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced with MD 2350 Diesel Engine.

1979: Government of India approves in principle, the technical collaboration with Peugeot, France for the manufacture of XDP 4.90 Diesel Engine. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot Engine Assembly Plant at Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik Assembly Line.

1983: FJ 460 model introduced with 4-speed gearbox. Engine plant at Igatpuri was formally inaugurated by Mr. Jean Boillot, President of Automobiles Peugeot of France for the manufacture of 25000 Peugeot and Petrol engines.

1985: New Mahindra Vehicle-MM 540 launched in Bombay. NC 640 DP with 4-speed gearbox introduced. Mahindra MM 440 introduced.

1986: CJ 640 DP Vehicle introduced.

1987: MM 540 DP metal Body Wagonette introduced.

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1988: M&M signed a Memorandum of Understanding with Hyderabad Allwyn Nissan Limited to form Mahindra Nissan Allwyn Ltd., as its associate company with LCV operations in Andhra Pradesh.

1989: CJ 340 DP model introduced. M&M and Peugeot announced their tie up for the manufacture of Peugeot 504 pick up truck, BA 10 gearboxes and latest XD 3 diesel engines. M&M acquired automotive pressing unit at Kanhe, from Guest Keen Williams Ltd.

1991: Introduction of CJ 500 DI models with MDI 2500 A direct injection diesel engines. M&M bags order to export 10000 CKD kits. Commander range of models: 650 DI, 750 DP/HT were launched with tremendous market response.

1993: Mahindra Armada launched. M&M was the only manufacturer to withstand the demand recession, with increasing sales.

1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and Zaheerabad LCV operations becoming part of Automotive Sector. FJ series of LCVs were shifted from Nasik to Zaheerabad. Business Process Re-engineering Project initiated in the Division. Igatpuri Engine Plant received ISO 9002 certificate from TUV of Germany. Single Cab/Double Cab project was initiated. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles were launched. New Commander 5 Door Hard Top was introduced. The company was the first automobile manufacturer to get all the engine types approved for the new emission norms effective from 1st April 96. IDAM (Integrated Design & Manufacturing) set up for designing entirely new vehicle with the help of internationally renowned consultants.

1997: Commercial production of Ford Escort commenced at Nasik Plant. License & Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard top versions of CL/MM 550, 8 seater Armada, Commander 650 DI with longer wheel base and MM 540/550 XDB models were introduced. Kandivli and Nasik plants received ISO 9002 certificate from RW-TUV.

1998: Die shop Inauguration at Nashik Plant 2-8/8/97. Voyager launched by the Chairman at Zaheerabad Plant on 12/11/97. Complete localisation of Cabking model at Zaheerabad plant. Change over from 3-Speed to 4-Speed Transmission. 400 nos. Army order successfully executed at Kandivli Plant in Mar'98.

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Major Milestones: -

1945 1948:

October 2, Mahindra & Mohammed formed.

• • 1948: • 1949:

The Company was renamed Mahindra & Mahindra Limited (M & M) Steel Trading business was started in association with suppliers in U.K

Business connections in USA through Mahindra Wallace

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• • 1950: •

Wallace Steel trading on behalf of European suppliers Jeep Assembly commenced

The first business with Mitsubishi Corporation (for 5000 Tons) for wagon building plates for supply from Yawata Iron & Steel

1953: • Otis Elevator Co. (India) established

1954: • 1956: • • 1957: • 1958: • 1960: • Mahindra Sintered Products Ltd. (MSP) formed - a JV with the GKN Group, UK. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) Machine Tools Division started Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd., UK Shares listed on the Bombay Stock Exchange Dr. Beck & Co. formed - a JV with Dr. Beck & Co., Germany Technical & Financial Collaboration with Willys Overland Corporation

1962: • Mahindra Ugine Steel Company (MUSCO) formed - a JV with Ugine Kuhlmann, France

1963: • International Tractor Co. of India (ITCI) formed - a JV with International Harvester Co., USA 1965: • • • 1970: • 1971: • 1975: • 1977: BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) Switch over to diesel vehicles in-house development. International Harvester collaboration ended Mahindra Engineering & Chemical Products Ltd.(MECP) commenced operations. Vickers Sperry of India Ltd. a JV with Sperry Rand Corporation, USA Roplas (India) a collaboration with Rubery Owen, UK Manufacture of Light Commercial Vehicles commenced.

ITCI merges with M&M, to become its Tractor Division

1979: • License from Automobiles Peugeot, France for manufacture of XDP 4.90 Diesel Engines 1982: • • • 1983: • M&M becomes market leader in Indian Tractor Market. (Position retained ever since) 1984: • Mahindra Hellenic Auto Industries S.A. formed - a JV in Greece to assemble and market utility vehicles in Europe 1986: • Mahindra British Telecom (MBT) formed - a JV with British Telecommunications plc (BT), UK License from KIA for manufacture of 4 Speed Transmissions "Mahindra" brand of tractors born Siro Plats formed

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1987: • 1989: • 1991: • 1992: • • • Triton Overwater Transport Agency Ltd., formed Implementation of the Service Center project at Kanhe Merged diverse activities of Steel, Machine Tools, Graphics into Intertrade Division Introduction of Commander series. Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW Acquired International Instruments Ltd.

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1993: • Mahindra Steel Service Centre Limited formed in association with Mitsubishi Corporation and Nissho Iwai Corporation of Japan. • Mahindra Acres Consulting Engineers Ltd. (MACE) formed - a JV with Acres International, Canada • Incorporation of MBT International Inc., USA, a wholly owned subsidiary of MBT The Company’s maiden international offering – the US$ 75m GDR issue. • 1994: • • • Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed Mahindra USA Inc., formed, for distribution of Tractors in the USA EAC Graphics (India) Ltd., formed in collaboration with The East Asiatic Company Ltd. A/S, Denmark • Reorganization of the Group creating six Strategic Business Units MSL Division (Auto Components) hived off to form Mahindra Sona Ltd. • Mahindra Nissan Allwyn Limited merged with the Company. Introduction of Armada.

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1995: • Mahindra Holding & Finance Ltd.(MHFL) becomes a subsidiary of M & M to carry out business as an investment company • 1996: • Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to manufacture passenger cars • The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$ 115 million. 1997: • • 1999: • • Launch of ‘Bijlee’ a battery-operated, 3-wheeler environmental-friendly vehicle. The largest online used vehicle website in India launched by Mahindra Network Services. • The business of Intertrade Division and Mahindra Exports Ltd. combined and renamed Mahindra Intertrade Ltd. • The Company acquired major stake in Gujarat Tractors. A new die shop was inaugurated at Nasik Inauguration of The Mahindra United World College of India. Technical collaboration with Mitsubishi / Samcor to manufacture L300.

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• 2000: • •

Mahindra & Mahindra Financial Services Limited becomes a subsidiary of M&M

The Company unveils new logo. Mahindra Auto Specialties Ltd. a new 100% subsidiary is formed. M&M sets up its first satellite tractor plant at Rudrapur.

The Company launches New Age Tractor, the Mahindra Arjun 605 DI (60 HP tractor).

The Company launches Bolero GLX a Utility Vehicle a response to needs of urban consumer.

2001: • • A 3-wheeler diesel vehicle "Champion" is launched. The Company launches Mahindra MaXX a MUV positioned with the caption Maximum Space, Maximum Comfort. • • 2002: • M&M launches Scorpio - the new generation Sports Utility Vehicle M&M ties up with Renault for petrol engines. M&M established a separate division to provide Defence Solutions

2003:

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Scorpio - Recipient of prestigious Awards • • "Car of the Year" Award from Business Standard Motoring "Best SUV of the Year" and "Best Car of the Year" Awards from

BBC on Wheels • • • • • "Car of the Year" Award from CNBC Auto Car

M&M launches the "Invader" - a sporty open top vehicle. M&M opens a second tractor assembly plant in USA. M&M launches MaXX Pik Up. M&M Tractors awarded the prestigious Deming Prize for excellence in Quality • the first tractor company in the world to receive the award.

M&M launches India's first Turbo tractor - Mahindra Sarpanch 595 DI Super Turbo.

• • •

Scorpio wins National Award for R&D. M&M ventures into Industrial Engine business Mahindra Defence & Lockheed Martin Information Systems, UK, strike an alliance for Defence Product.

2004: • Launched the Mahindra World Tractor - a 75 HP tractor in the overseas market. Formed a new Sector, Mahindra Systems and Automotive Technologies (MSAT), to focus on developing components as well as offering engineering services.

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Launched "Bolero" and "Scorpio" in Latin American, Middle East and South African markets. Signed MOU to enter into JV with Jiangling Motor Co. Group (JMCG) of China to acquire tractor-manufacturing assets from Jiangling Tractor Company, a subsidiary of JMCG. M&M becomes the first Indian company to achieve sales of one million tractors. 2005: • Acquired 51% stake in SAR Transmission Private Limited, a company engaged in manufacture of gears and transmission shafts. M&M Farm Equipment Sector launch operations in Australia. M&M becomes the first Indian auto manufacturer to launch the Common Rail Diesel Engine (CRDe), offering it on the Scorpio. Acquired 80% stake in the JV with Jiangling Motors i.e. in Mahindra (China) Tractor Company. M&M and Renault enter into a JV to manufacture of the mid-sized sedan, Logan, in India. M&M and International Truck and Engine Corporation enter into a JV to manufacture Trucks & Buses in India The first tractor from the JV, Mahindra (China) Tractor Co. Limited, rolled out on 2 July 2005

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COMPANY PROFILE

M&M's association with the automobile business dates back to 1945. The Company was incorporated in 1945 and was originally formed to manufacture utility vehicles for the Indian market, initially by importing and assembling Willys Jeep kits. The manufacture of utility vehicles commenced in 1954 in collaboration with Willys Overland Corporation and its successors, Kaiser Jeep Corporation and American Motor Corporation (now part of the Daimler Chrysler group). The Company commenced manufacturing Light Commercial Vehicles (LCV) in 1965. The Company has recently entered the three-wheeler market. Over the years, the Mahindra brand of vehicles have come to represent high quality, ruggedness, durability, reliability, easy maintenance and operational economy. These are the qualities that have endeared the vehicle to individuals as well as institutions like the Indian armed forces. M&M is the leader in the MUV business in the country since inception. M&M has comprehensive manufacturing facilities with high level of vertical integration. M&M's automotive division has four manufacturing plants, three in the state of Maharashtra and one in Andhra Pradesh. In Maharashtra, its plants in Mumbai and Nasik manufacture multi-utility vehicles, and engines are produced at the Igatpuri plant. Light commercial vehicles and three-wheelers are manufactured at the Company's plant in Zaheerabad in Andhra Pradesh.

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Our Mumbai and Nasik plants with the R&D facility at Nasik are ISO/TS 16949 certified. The Mumbai plant has also been recommended for the TPM excellence award. Our engine plant at Igatpuri has QS 9000 certification. Our LCV & three-wheeler plant at Zaheerabad have ISO 9001:1994 certification. Both of these plants are also working towards TS 16949 certification. Our plants in Mumbai and Igatpuri are also ISO 14001 certified.

M&M has a strong Research & Development set-up, with over 300 engineers in the automotive division. The Company's technical prowess is proven by negligible import content in our vehicle and by the design and development of a totally, from ground upward, new contemporary SUV - Scorpio.

The division's marketing efforts are supported by a network of more than 275 dealers across the country, which are managed by 20 sales offices. Additionally, the division has a national network of authorized service stations and stockiest to meet customer needs for servicing and spare parts.

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Having conquered a substantial portion of India's semi-urban and rural markets, the division has in recent years secured significant success in urban regions following the introduction of premium MUVs like Bolero, and Scorpio. Scorpio is M&M's first indigenously developed Sports Utility Vehicle - an off road vehicle with car like comforts. The Scorpio was launched in June 2002 and has been universally acclaimed. It was declared to be the "Car of the Year" by CNBC AutoCAD, BBC Wheels and Business Standard Motoring. M&M's automotive division also exports its products to several countries in Africa, Asia and European & Latin American countries.

LITERATURE REVIEW

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MEANING OF THE CUSTOMER SATISFACTION:

Whether the buyer is satisfied alter purchase depends on the oilers performance in relation to the buyers expectations in general;

"Satisfaction is a persons feeling of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his/her expectations. As this definition makes clear, satisfaction is a faction of perceived performance and expectation. If the performance fails short of expectations, the customer dissatisfied, highly many companies are aiming for high satisfaction, because customers who are just satisfied still find it easy to switch when a better offer comes along. Those also are highly satisfied are much less ready to switch high rates faction or delight creates un emotional bond with the brand, net just a rational preference the result is high customer loyalty. Buying experiments friends and associates advice and market and competitors information and promises. If marketer raises expectations too high the buying is likely to be disappointed.

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A customer decision to be loyal or to default is the sum of many small encounters with the company, consulting firms etc. corporation says that in order to convert all the small encounters to customer loyalty, companies need to create a "Brand Customer Experience". Customer oriented thinking requires the company to define customer needs from the customer point of view not from its own point of view. Every product involves trade offs, and management cannot known what these are without talking 10 and researching customers. Thus, a car buyer would like a high performance car that never breaks down that is safe, attractively styled and chief Since, all of them virtues cannot be confined in one cany the car designer must make hard chooses not on what pleases them but rather on what customer prefer are expect. The aim, after all, is to make a sale through meeting the customer’s need.

Why is it supremely important to satisfy to customer?

Basically because of company's sale each period comes from two groups. New customer and repeat customer. It always cost more to attract new customers than to retain current customer. Therefore, customer retention is more critical than customer attraction.

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The. Key to customer retention is customer satisfaction to satisfied Customer. • • • • Buys again Talks favorably to others about the company. Pays less attention to competing brands and advertising. Buys other products from the same company.

One Japanese businessman told the magazines "our aim goes behind satisfying the customers, our aim is to delight the customer". In fact, this is higher the great marketers. They go behind meeting the mere expectations of the customers, when they delight a customer, the customer talks to even more acquaintances about the One companies. The delighted customers are more effective adventurous than advertisement placed in the Media. Now let us consider what happen when the company creates a dissatisfied customer. Whereas we have pointed out, a satisfied customer tells three people about a good product experience, a dissatisfied customer gripes to eleven people. In fact, in one study, 13% of the people who had a problem with an organization complain about the company to more than 20 people. Suppose each person who heard the bad story told to eleven people. Suppose each person who told another eleven and soon. Clearly, bad word of mouth travels faster an faster than good word of mouth and car easily poison the public's attitude about the company.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Thus, a company should be away to regularly measure customer satisfaction. It cannot rely just on voluntary complain from customers when they are dissatisfied. In fact, 96% of the unhappy customers never tell the company. Companies should set up survey and suggestion systems to maximize to customers opportunity to complaint.

In this way. The company will learn how we!! It is doing. It is also a major way for (lie company to learn how to do better. The 3M company claims that over 2/3rd of innovative ideas come from the listening to customer complains.

Listening is not enough. He company must respond constructively in the complain of the customers who register a complain between 54 and 70% will do business again with the organization. If the customer feels that t h e complaint was resolved quickly. Customers who have complain to an organization and had their complaints satisfactorily resolved tell about the organization to fine people about the treatment they received. When a company realizes that a loyal customer may account for a substantially sum of revenuer over the years, it seems foolish to risk loosing over a small matter, for example, IBM makes sales person write a full report on each least customer and all the steps are taken to restore satisfaction.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

A customer-oriented company would track its customer satisfaction level each period and set improvement goals. If they manage to increase customer satisfaction and loyalty, it docs not have top worry even if its profits are down in a particular year. If is on the right track satisfaction keeps falling it is on the working track. Profit would go up or down in a particular year for many reasons, inclosing rising controls, falling prices, major new investments and soon. But, the ultimate sign of a healthy company is that its customer satisfaction index is high and keeps rising company’s future profits.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Management Problem

Management wants to know why there is decline of customer’s visit at Sutaria Automobiles Service centre, Belgaum.

Research Problem

To analysis customer’s satisfaction level and Response with respect to Sutaria Automobiles Service centre, Belgaum.

Statement of the Problem

Today’s customers are an important element in every business so to retain a customer and make the loyal company is a great challenge.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

This is what made me to take up this project on “A STUDY ON CUSTOMER SATISFACTION REGARDING AFTER SALES SERVICES OF

MAHINDRA&MAHINDRA AT SUTARIA AUTOMOBILES BELGAUM”.

SERVICE CENTER

Purpose of the Study

The purpose of the study on customer satisfaction regarding after sales services and to know any suggestions to improve the sutaria automobiles service centre, Belgaum.

Scope of the Study

In this competitive world retaining the customers has become important part and parcel of the business activity, since in these arena the people who adopt to changes and new technologies will survive. This study will help to understand customer need, preference and what they require from the service station and this study will not only help me as a student but it will also the sutaria automobiles to improve its service standard.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Objectives of the Study: -

1. To know the customer’s satisfaction level at Authorized Mahindra &Mahindra service centre in Belgaum District 2. To know the perception of customer’s regarding the charges/ rates offered by the service centre. 3. To know the reasons for decline of customer’s visit at Sutaria Automobiles Service centre. 4. To know the suggestions from customer’s to improve the service center 6. .

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

ORGANISATION PROFILE

Sutaria automobile is situated at mujawar complex puna road Belgaum. It was started in the year 1937 by shri devidas tarundas shah first it was dealer of ford motors. Then 1952-it dealer of Mahindra and Mahindra under the dealership of universal motors Bombay. In the year 1972 it acquired the dealership of Mahindra and Mahindra wholly in Belgaum district. Till today it has maintained its reputation.

Sutaria automobile is a partnership firm. It has three partners and all the three partners look after three departments. The departments are spares department, sales department, &service department. Mr. kishor d shah looks spares parts department,

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Mr. dinesh d shah looks sales department and Mr. Mahindra d shah looks service department

Spares department has 4 employees. Sales department 3 employees. This three employees have different posts. They are sales manager and sales executives.

Service department has total 25 employees; in there are 5 clerks and 20 mechanics. Sutaria automobiles sell every products of Mahindra and Mahindra expect scorpio.orginal spare parts are sold in sutaria automobiles only and no where else

ORGANISATION CHART

Sales Department Sales department in charge (Mr. Dinesh D Shah)

Sales Manager

Sales Executives

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Spares Department Spares Department In charge (Mr. Kishore D Shah)

There are four employees under Mr.Kishore D Shah

Service Department Service Department In charge (Mr. Mahindra D Shah)

In this servicing centre, there are 20 employees in that there are 15 are mechanics and rests of 5 them are thinkers. Other than this there are 2 clerks and 1-computer operators.

PRODUCTS SOLD BY SUTARIA AUTOMOBILES IN BELGAUM

• • •

Mahindra Touristar Mahindra Mahindra Bolero Load king

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

• • • • • • • • •

Mahindra

FJ Minibus

Mahindra Cab king 576 DI Mahindra Pik-Up-CBC

Mahindra Bolero Sports Mahindra Maxx Festiva Mahindra Mahindra Mahindra Mahindra Champion Marshal DX Royale Bolero Camper Maxx

Sampling

Concerned to my project, the respondents were chosen Stratified Random Sampling (quota sampling).

. SAMPLING PROCESS

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

• • • • •

Area: Belgaum District Sample Frame: consumer’s who owned Mahindra vehicles. Sample unit: Individual owners of Mahindra vehicle. Sample size: 100 Respondents of Mahindra vehicle. Sampling method: Stratified random sampling (quota sampling).

Research Design

The research study was made keeping in mind the various factors that were worked out in informal discussion with the Sutaria Automobile, that would be included as a research object and the study can be based on the objectives.

Steps in the Research Design • Define the research problem BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

• • • • • • • •

Estimate the value of Information Select the data collection method Select the measurement technique Select the Sample Select the Analytical Approach Evaluate the ethics of the Research Specify time and financial cost Prepare the Research Proposal

1. Define the research problem To analysis customer’s satisfaction level and Response with respect to Sutaria Automobiles Service centre, Belgaum.

2. Estimate the value of Information The value of information should exceed the expected cost. I am conducting the Stratified Random Sampling method. Sample sizes for my research will 100 in numbers.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. Select the data collection method Decided to go for survey methods i.e., stratified random sample. Using the questionnaire conducting the survey and using Dichotomous (close-ended), rating scale and open-ended questions.

4. Select the measurement technique Descriptive type of research, using the questionnaire with rating scale, open & close- ended questions.

5. Select the Sample The sample would be Individual owners of Mahindra vehicle , In Belgaum Dist

6. Select the Analytical Approach Analyzing the collected information with the help of percentages (%) using MS-Excel software.

7. Evaluate the ethics of the Research

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The collected information (data) will be used for solving the management problem and not for any non-ethical objects; the main objectives will be addressed.

8. Specify time & financial cost Time needed is two months (8 weeks) and the financial costs are, • • • • Daily expenses about 20/- for two months it would be 1200/Stationary and Printing about 1500/Traveling Expenses about 1000/Total Financial Cost = 1200+1500+1000 = 3700/-

9. Prepare the Research Proposal:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

As the customers visit were going down from few years in the Sutaria Automobiles Service center, Belgaum So the management wants to know what are the Customers expectation and responses towards Sutaria Automobiles Service centre, Belgaum. For this purpose there was need to know the Customer satisfaction level regarding after sales services of Mahindra and Mahindra at Sutaria Automobiles Service Centre, Belgaum.

Data Collection Methods:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The information necessary for this research data collected by tapping primary and secondary sources. The sources are as follows:

Primary Sources: a) Questionnaire b) Personal interaction

Secondary Sources: a) Company Websites b) Related Information from Internet c) Company Reports Books and Publications.

Measuring Tools:

The measurement and evaluation of the data is done using statistical tools and techniques such as simple percentage method, mean, graphical representation with help of data code sheet using MS Excel software.

RESULTS AND DISCUSSION WITH GRAPHS: (ANALYSIS)

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Q.No Samples 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

2

3

4

5 1 2 3 4

6

8 A B 2 4 3 2 3 2 3 3 2 2 3 3 2 3 4 4 2 4 3 3 3 4 3 3 3 3 2 3 3 2 3

10 C 2 4 3 3 2 3 2 3 3 2 3 4 2 4 1 4 3 3 3 3 2 4 3 3 3 2 1 4 3 3 3 D 2 4 3 4 1 4 1 3 4 2 3 4 2 3 1 4 4 2 3 3 1 4 3 3 4 1 3 4 3 1 3

11

13

1 3 2 4 2 5 1 2 3 2 3 4 2 5 1 2 3 5 1 2 3 4 1 3 2 3 3 5 2 5 2

2 3 2 3 2 3 1 2 4 3 3 4 2 2 4 2 1 2 2 2 4 3 4 3 1 4 4 3 1 2 1

2 3 2 2 1 3 5 2 5 4 2 2 2 2 5 2 3 2 1 2 4 3 2 3 1 4 2 1 4 2 3

1 1 2 1 2 1 3 2 3 1 1 2 1 3 2 1 1 2 1 2 1 3 3 1 2 1 1 2 1 2 2

3 3 3 2 3 2 4 2 4 1 3 2 3 2 4 1 4 4 1 1 2 3 1 3 2 3 3 4 3 2 3

3 3 3 3 2 4 3 2 2 3 3 4 2 3 4 2 3 3 2 3 2 2 4 3 2 2 3 2 3 3 2

2 4 3 1 3 1 4 3 1 2 2 3 2 3 4 4 1 4 3 3 4 4 3 3 2 4 3 2 3 3 3

1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 2 2 1 1 1 1 2 1 1 1 1 1 1 1 1

1 1 1 1 2 1 2 1 1 1 1 2 1 1 1 1 2 1 2 1 2 1 1 1 1 2 1 2 1 1 1

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67

5 5 2 3 5 4 3 3 4 2 2 3 2 2 2 3 5 3 5 3 2 3 2 3 2 4 5 3 3 3 3 2 1 4 3 5

2 5 2 4 4 4 3 3 4 2 2 3 2 3 2 2 2 2 5 2 2 2 2 3 3 4 5 3 2 3 2 3 3 4 3 5

2 2 2 3 4 3 3 5 2 2 2 3 2 2 2 2 2 2 3 2 3 2 2 3 4 4 5 3 2 3 3 3 3 4 3 5

1 1 2 1 2 1 1 1 1 1 3 1 1 1 2 1 2 2 1 2 1 1 2 1 1 1 2 1 2 1 1 1 2 1 2 1

2 2 2 3 4 2 3 3 1 2 2 3 2 1 2 3 3 4 4 2 3 3 2 3 4 4 3 3 2 3 3 3 3 2 2 4

2 3 2 1 2 2 2 3 3 2 3 3 3 2 2 3 2 2 2 2 3 2 2 3 2 3 2 1 2 3 2 3 2 3 3 2

2 2 3 3 2 3 3 1 2 3 3 3 2 2 1 3 3 3 3 3 1 3 2 2 3 3 3 3 2 2 2 3 4 4 1 1

3 3 3 3 2 3 4 3 2 4 3 4 2 3 2 3 3 3 3 3 1 3 2 3 3 4 4 3 2 2 2 3 3 4 1 2

4 4 3 3 2 3 4 2 2 4 3 4 2 2 3 3 3 2 3 3 1 2 3 1 3 4 4 3 3 1 2 3 2 2 3 2

4 4 3 3 2 3 4 1 2 4 3 4 3 3 4 3 3 2 3 3 1 1 3 1 3 4 4 3 3 4 2 3 1 2 4 3

1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 2 2

2 1 1 1 2 1 2 1 2 1 1 1 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 1 2 1 2 1

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100

5 3 2 5 4 4 5 4 5 3 2 5 4 1 3 2 3 4 3 4 3 3 4 3 2 4 5 3 4 2 1 1 1

4 3 3 5 4 4 3 4 4 3 4 5 3 4 1 2 3 3 3 4 3 3 4 3 2 3 3 4 4 4 5 5 5

5 3 4 5 4 4 4 3 4 2 3 5 2 3 1 4 3 2 3 2 4 3 5 4 3 1 3 4 2 3 2 3 1

2 1 1 1 1 2 1 2 1 2 1 1 1 2 2 1 1 1 1 1 1 2 1 1 1 2 2 1 1 1 2 3 3

3 3 4 3 3 3 3 3 4 3 2 4 3 4 1 3 1 3 4 3 3 4 3 3 3 4 2 3 3 4 2 1 2

4 4 3 2 1 1 2 1 1 3 3 2 3 2 3 2 3 4 1 2 2 1 2 1 1 2 3 2 2 1 2 3 2

4 3 4 1 1 1 1 1 1 4 4 3 2 3 4 3 4 4 3 2 2 1 2 2 1 1 1 1 2 3 4 3 4

4 3 4 1 1 1 2 1 1 4 4 3 2 3 4 3 4 4 3 2 2 1 2 1 1 1 1 1 2 3 3 2 3

4 1 1 2 1 1 2 1 2 4 4 3 2 4 4 3 4 3 3 2 1 3 1 1 2 2 3 2 3 1 2 1 3

4 1 1 3 1 1 1 1 3 4 4 3 2 4 4 3 4 2 3 2 1 3 1 1 2 2 3 2 4 1 1 2 4

1 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 1 2 1 1 2 1 1 1 2 1 1 1 2 1 2 1

1 1 1 2 1 1 2 2 2 1 1 1 2 1 1 1 1 1 2 2 1 1 1 1 2 2 1 2 2 1 1 1 2

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

ANALYSIS OF CUSTOMER SATISFACTION

2.

Satisfied with overall service provided by sutaria automobiles 1. Strongly Agree 5.Strongly Disagree 10 16 2. Agree 4. Disagree 25 18

3. Neither agree not disagree 31

Interpretation According to my survey, out of 100, responds 31% of the people says neither agree nor disagree about overall service provided by Sutaria Automobiles. And 25% of the people agree. And 18% of the people disagree, and 16% of the people says strongly disagree, and lastly 10% of the people strongly agree about overall service provided by Sutaria Automobiles.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. Authorized service station has sophisticated tools and techniques. 1. Strongly Agree 06 2. Agree 3. Neither agree not disagree 32 5.Strongly Disagree 09 4. Disagree

28 25

Interpretation Out of 100 respondents 32% of the people moderate about tools & techniques & 28% of the people agree, &25% of the people disagree & 9%of the people says strongly disagree & 6% of the people strongly agree for tools & techniques.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

4 Authorised service station has sufficient and genuine spares. 1. Strongly Agree 5.Strongly Disagree 07 10 2. Agree 4. Disagree 36 17

3. Neither agree not disagree 30

Station has sufficent tools and Genuine Spares
40 35 30 25 20 15 10 5 0 1. Strongly Agree 2. Agree 3 .Neither Agree nor dis Agree Respondents 4. Dis agree 5. Strongly Dis agree

Interpretation From the source of field survey, out of 100 respondents 36% of the people agree with sufficient & genuine spares, & 30% of the people moderate with the spares, & 17% of the people disagree, & 10% of the people strongly disagree,& remaining 7% of the people strongly agree for sufficient & genuine spares.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Samples

5. Labour charges compared to Authorised service and roadside Mechanics. 1 Very high 3 Economical 60 08 2 High 4 Low Labour Charges
70 60 Samples 50 40 30 20 10 0 1. Very high 2. High 3. Economical 4. Low Respondents

32 0

Interpretation According to my survey 60% of the people says labor charge is very high in the Sutaria Automobiles as compared to roadside or any other Authorized service centre, & 32% of the people says labor charge is high & remaining 8% of the people says labor is reasonable.& no body is ready to agree with low labor charges.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

6. Delivery as per schedule. 1 Always 3 Some Times 10 45 2 Most of times 4 Never 25 20

Delivery as per schedule
45 40 35 30 25 20 15 10 5 0 1. Always 2. most of the times 3. Some times 4.Never

Respondents

Interpretation 45% of the respondents are disagree with the delivery of vehicle timings and 25% of the respondents are moderate, 20% of them said they never get timely, and 10% of them are agree with the delivery as per schedule.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

8. On Road Break down Service. 1 Poor 3 Good 11 36 2 Fair 4 Excellent 46 07

Break down Service
50 40 Samples 30 20 10 0 1.Poor 2.Fair 3.Good 4.Excellent Respondents

Interpretation In the samples taken out of 100 respondents 46% of the people says on road break down service is fair, &36% of the people says good & 11% people says poor, & remaining people says on road break down service is excellent.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

10. Whether people at service station are co- operative or not.

Attributes Works Manager Service Advisor Service Supervisor Technicians

Low 20 13 15 22

Moderate 23 25 27 16

High 38 44 39 34

Very High 19 18 19 28

People at service station are cooperative
50 40 30 20 10 0 works manager service Supervisor Respondents low moderate high very high

Interpretation Based on my survey the customers are says that works manager is 38% high, 20% low &23% moderate with them at service station and service advisor is 44% is high, 13% low and 25% moderate with them and service supervisor is 39% is high , 15% is low and 27% moderate with them. And technicians are 34% high, 22% low and is 16% moderate with them at service station.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

11. It is helpful if service station is kept open on Sundays Yes No 80 20

Service Station kept on Sundays

20%

80%

Interpretation

From the source of field survey nearly 80% of people says it is helpful to them, if service station is kept open on Sunday’s.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

13. Whether you would recommended Sutaria service station to others.

Yes No

71 29

Recommend to others

29

71

Interpretation According to my survey 71% of people says that, they are recommended sutaria automobiles to others. And 29% of people are not recommended sutaria automobile to others.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

FINDINGS AND SUGGESTIONS Findings: -

 According to my survey, out of 100, responds 31% of the people says neither agree nor disagree about overall service provided by Sutaria Automobiles

 Out of 100 respondents 32% of the people moderate about tools & techniques

 From the source of field survey, out of 100 respondents 36% of the people agree with sufficient & genuine spares,

 According to my survey 60% of the people says labor charge is very high in the Sutaria Automobiles as compared to roadside or any other Authorized service centre.

 45% of the respondents are disagree with the delivery of vehicle timings.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

 In the samples taken out of 100 respondents 46% of the people says on road break down service is fair.

 From the source of field survey nearly 80% of people says it is helpful to them, if service station is kept open on Sunday’s.

Suggestions: -

 Management should make availability of sufficient tools and techniques and genuine spare parts.

 Management should try to reduce labor charge and service charges as much as possible.

 Management should maintain delivery timings and on road break down service’s as they promised to their customers.

 Majority of the customer’s wants to kept open service station on Sunday’s, so management should try to provide service’s on Sunday’s also

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

CONCLUSION

According to my survey majority of the customers are not satisfied with overall service provided by Sutaria Automobiles, they expect management should provide:-

 Sophisticated tools and techniques.

 Genuine spare parts.

 Reduction in labor charges.

 Timely delivery of vehicle.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

So Management should concentrate on these aspects to satisfy their customers.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Dear Sir, I Gireesh A. Kale pleased to introduce myself as MBA student of PES&T’s Belgaum Institute of Management Studies, MBA, and Belgaum. As a part of curriculum I have undertaken a research titled “A study on customer satisfaction regarding after sales services of Mahindra & Mahindra at Sutaria Automobiles Service Centre, Belgaum”. The information provided by you will be strictly kept confidential and used for academic purpose only.

QUESTIONNAIRE 1. Which Mahindra vehicle do you own? _______________________________________________________________ 2. Are you satisfied with the overall service provided by the Sutaria Automobiles 1. Strongly Agree 2. Agree

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. Neither agree nor disagree 5. Strongly Agree

4. Disagree

3. Authorized service station has sophisticated Tools and Techniques. 1. Strongly Agree 3. Neither agree nor disagree 5. Strongly Agree 4. Authorized Service Station has sufficient and genuine spares 1. Strongly Agree 3. Neither agree nor disagree 5. Strongly Agree 2. Agree 4. Disagree 2. Agree 4. Disagree

5. Labor charges (Comparison to roadside mechanics or other authorized service station) 1. Very High 3. Economical 6. Delivery as per schedule 1. Always 3. Some times 7. Distance of service station from your residence _____________________________________________________________ 8. On road break-down service 1. Poor 3. Good 2. Fair 4. Excellent 2. Most of times 4. Never 2. High 4. Low

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

9. Have you come across any problem with authorized service station? 1. Yes 2. No If yes, specify _________________________________________________ 10. Whether people at service station are co-operative or not Low 1. Works Manager 2. Service Advisor 3. Service Supervisor 4. Technicians Moderate High Very High

11. Whether it is helpful for you, if service station is kept open on Sundays 1. Yes 2. No

12 Can you suggest the best working time for the service station? _____________________________________________________________ 13. Whether you would recommended Sutaria Service Station to others 1. Yes 2. No

14. Any Suggestions to improve the services provided at Sutaria Automobiles. _______________________________________________________________________ _______________________________________________________________________

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

_______________________________________________________________________ ___ 1. Name of the Respondent: _________ ___________________________________ 2. Address of the Respondent____________________________________________ 3. Vehicle Model 4. Vehicle No. 5. Phone No: Thank you, ____________________________________________ ____________________________________________ _______________ Mobile No.: ______________ Signature

BIBILOGRAPHY

1. MARKETING RESEARCH - TULL AND HAWKINS

1. MARKETING MANAGEMENT - PHILIP KOTLER

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

2. COMPANY MAGZINES AND MANUALS

3. WEB SITES a. www. Mahindra and Mahindra.com b. www.google.com

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

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