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: ____________

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

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)

diploma. Gireesh A Kale BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Dharwad. fellowship or other similar title or prizes. Is my original work and is not submitted to any other degree.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. The project has been individually carried out as a part of Summer Inplant Training and is meant for academic purpose only.

Contents Sl. 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 BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . I Titles Chapter 1      II Introduction Literature Review Statement of the Problem Purpose of the Study Scope of the study Page No.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

This study will help me to find and customer satisfaction level of the customer for authorized M&M service station in Belgaum dist. The study is scheduled through primary data and other information thereby preparing Questionnaire. The survey caused in the Belgaum Dist with the sample size of 100. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .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. IN BELGAUM DIST”. 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. To know the reason for decline of customers at service station. which focus of various variables. and attributes that are important to know the satisfaction level and the factors affecting the purchase decision.INTRODUCTION The Project assigned to me was “A STUDY ON CUSTOMER SATISFACTIOIN REGARDING AFTER SALES SERVICES OF MAHINDRA&MAHINDRA AT SUTARIA AUTOMOBILES SERVICE CENTRE.

INTRODUCTION ABOUT AUTOMOBILES INDUSTRY: History and development of Automobiles also marks the dynamism in technological growth men have achieved. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . From the days of horseless carriages to the modern-age self-guided automobiles that are designed meticulously using cutting-edge technology. The opportunities in the automobile industry in India are attracting big names with the big purse and they are investing vigorously in infrastructure. With the liberalization of the economy. and marketing. India has become the playground of major global automobile majors. design and development. Automobile industry in India is today poised for (he big leap and this segment helps you to be ready for that. Automobile Industry in India is still in its infancy but growing rapidly. Indian Automobile Industry The automobile industry is one of the core industries in India economy. we have certainly-traveled too far. whose prospect is reflective of the economic resilience of the economy.

The report also deals with aggressive marketing strategies undertaken by different manufacturers in India. across segments. It discusses the current scenario in the industry. and supply and demand scenarios. twowheelers and tractors. Sales have increased with the entry of several foreign manufacturers and the introduction of new vehicle models. The report focuses on the trends that are emerging in the industry across segments. exports and imports over the years. 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. namely. commercial vehicles. A detailed competitive analysis of the industry has been provided backed warn comprehensive details on production. sales. a brief perspective of the global automobile industry across segments has been provided with comparisons on Indian scenario wherever needed. structure. The automobile industry in India is gradually evolving to replicate those of developed countries.This industry report of SCOPE MARKETING & INFORMATIONS SOLUTIONS PVT LTD provides extensive information on the Indian Automobile Industry. with detailed look on segmentation. passenger cars/multi-utility vehicles. 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. The Birth of Automobiles BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

it is also the first vehicle to move under its own power for which there is a record. Later Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a differential mechanism between the rear wheels. and the wind. By the 1600s.The history of the automobile actually began about 4. clockworks. small steam-powered engine models were developed. Nicolas-Joseph Cugnot of France is considered to have built the first true automobile 1769. including the creation of a wheel that turned under its own power. 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. Vaturio designed a similar vehicle that was also never built. Designed by Cugnot and constructed by M. In the early 15th century.000 years ago when the first wheel was used for transportation in India. Several Italians recorded designs for winddriven vehicles. It was a windmill-type drive to gears and thus to wheels. the Portuguese arrived in China and the interaction of the two cultures led to a variety of new technologies. Cugnot's three-wheeled steam-powered vehicle carried four persons and was meant to BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . The first was Guido da Vigevano in 1335. Brezin. but it was another century before a full-sized engine-powered vehicle was created.

both Germans. which didn't receive any attention in those days. 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. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) ." He. The early steam-powered vehicles were so heavy that they were only practical on a perfectly flat surface as strong as iron. It had a top speed of a little more than 3. First. During the 1830's. for their efforts laid the foundation of the great motor industry. the steam vehicle had made great advances. 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.move artillery pieces. as we know it today. attempted to create a two-in-one combination of a steam wagon and a flat-bottomed boat. A road thus made out of iron rails became the norm for the next hundred and twenty-five years.2 km/h (2 mph) and had to stop every 20 minutes to build up a fresh head of steam. in fact. But stiff competition from railway companies and crude legislations in Britain forced the poor steam vehicle gradually out of use on roads. 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. Carl Benz and Gotttlieb Daimler. share the credit of changing the transport habits of the world. Evans was the first American who obtained a patent for "a self-propelled carriage.

However. In ten years from the invention of the petrol engine. over 2. a number that rose to 241 by 1908. In that year. and only 400 were gasoline cars. Massachusetts. 800 were electric cars. versatile. gasoline or petrol engines. For many years after the introduction of automobiles. and Daimler himself. The introduction of the Model T transformed the automobile from a plaything of the rich BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Henry Ford revolutionized the manufacture of automobiles with his assembly-line style of production and brought out the Model T. and electric motors. The engines were positioned under the seat in most of the Daimler as well as Benz cars. In 1900. 1. Of these. three kinds of power sources were in common use: steam engines. the motorcar had evolved itself into amazing designs and shapes. possessed by the automobile spirit. and easy to maintain. and Chicago. Boston. He built the first V-Twin engine with a glowing platinum tube to explode the cylinder gas-the very earliest form of sparking plug. By 1898.300 automobiles were registered in New York.170 were steam cars. there were 50 automobile-manufacturing companies in the United States. 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'. a car that was inexpensive.France too had joined the motoring scenario by 1890 when two Frenchmen Pan hard and Levassor began producing vehicles powered by Daimler engine. went on adding new features to his engine.

two different carmakers. Even the 'bull-nose' Morris with front mounted engine became the well-loved model and one of the most popular cars in the 1920s. while most companies in Europe made smaller. Herbert Austin and William Morris. Since the mid-1970s. The automobile sector is just one of several examples of how the consumer as benefited from competition.to an item that even people of modest income could afford. many of the most collectible cars date from this time. Clearly. by the late 1920s the car was commonplace in modem industrial nations. petrol-consuming vehicles. many of which have been produced in Japan as well as in Europe and the United States. 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. The increased affluence of trie United States after World War II led to the development of large. Cars were generally large. and many were still extremely expensive and luxurious. thus paving the way for *a revolution in the automobile industry. the consumer is king in a competitive environment. the rising cost of fuel has increased the demand for these smaller cars. For decades. introduced mass production methods of assembly in the UK. Automobile manufacturers in the 1930s and 1940s refined and improved on the principles of Ford and other pioneers. more fuel-efficient cars. 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) .

Since independence till the early 1980’s there were only to major Indian players-Hindustan Motors and Premier autoin the industry. which holds the majority stake in the company. etc were twisted to. remarked. unable to fit himself in the front seat. Policies. They had neither financial muscle nor any incentive to invest in technology or quality. “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. Little wonder the Indian consumer had the worst quality of cars in the World. We Indians have been quite happy with its japanee’s technology. Then BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .but the people are maruti 800 came into existence. Let us trace the evolution of the Indian passenger car industry. …Until the then prime minister’s omnipotent son had brilliant idea! To manufacture a people car at an affordable price. Srilanka or Bangladesh besides the exorbitant duty structure ensured that ownership was restricted to the super rich the oligopolists were happy with this situation. The oligopolists were furious (read premier Autos annual reports of late 1980’s/early1990’s).Worse than cars available even in countries like Nepal. cement prices in unofficial markets (make the dream come true. But I realized how poorly it compared to international cars when a well-built foreign guest of mine. government machinery. The recent price was triggered by Telco’s Indica is an interesting case study. As new players were barred by licensing. and imports by absurd import duties. these two car manufacturers constituted the oligopoly.allowed efficient producers nor consumers to get optimum value for their effort or money.

137 acres of land purchased at Kandivli to centralize manufacturing operations. Mazagaon. In cars. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . The first Willys Overland Jeep built in India at the Assembly Plant. indica. 1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep Corporation and American Motors Corporation. yds at Mazagaon from British India Steam navigation.-it is 10-12 percent cheaper. Some other carmakers have slashed prices by almost25%. there have been hundreds of products where unshackling competition has benefited the consumer. the price reduction is quantifiable and visible. though is yet to hit the roads) and behold. the people car is affordable by many more. first batch of seventy-five Utility Vehicles (UVs) imported in CKD condition from Willys overland Export Corporation. 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 the past seven years. 1962: Indigenous content of Jeep goes up to 70%. HISTORY OF THE COMPANY 1947: October. and Bombay. 1949: Lease of 11071 Sq.competition arrived even for the people car (the competitor.

mainly to Yugoslavia and Indonesia. 1979: Government of India approves in principle. 1974: Maxi miller campaign launched to conserve fuel. Indigenous content goes up by 97%.90 Diesel Engine. France for the manufacture of XDP 4. 1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced with MD 2350 Diesel Engine. Philippines and Indonesia. Singapore. CJ 4A introduced with new transmission and axle ratio. 1970: Contracts concluded to export of 3304 vehicles. export of total 1200 UVs together with spare parts to Yugoslavia. Collaboration agreement with Jeep corporation (subsidiary of AMC. 1969: Export of vehicles started.1965: FC 150 Petrol Trucks introduced. 101" wheelbase and Metal Body UVs introduced. Detroit). 1967: Two wheel drive Utility Vehicles introduced. 1971: Separate R&D section set up. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . the technical collaboration with Peugeot. Exports also made to Ceylon.

1981: Nasik Trucks Assembly Plant formally inaugurated. President of Automobiles Peugeot of France for the manufacture of 25000 Peugeot and Petrol engines. Mahindra MM 440 introduced. NC 640 DP with 4-speed gearbox introduced. 1987: MM 540 DP metal Body Wagonette introduced. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . 1986: CJ 640 DP Vehicle introduced. Engine plant at Igatpuri was formally inaugurated by Mr. 1985: New Mahindra Vehicle-MM 540 launched in Bombay. Jean Boillot. Peugeot Engine Assembly Plant at Ghatkopar inaugurated. 1983: FJ 460 model introduced with 4-speed gearbox. NC 665 DP Mini Truck rolls out from Nasik Assembly Line.

. with increasing sales. 1995: Mahindra Nissan Allwyn Ltd. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . 1989: CJ 340 DP model introduced. 750 DP/HT were launched with tremendous market response. Igatpuri Engine Plant received ISO 9002 certificate from TUV of Germany. 1993: Mahindra Armada launched. FJ series of LCVs were shifted from Nasik to Zaheerabad. as its associate company with LCV operations in Andhra Pradesh. 1991: Introduction of CJ 500 DI models with MDI 2500 A direct injection diesel engines. Commander range of models: 650 DI. M&M and Peugeot announced their tie up for the manufacture of Peugeot 504 pick up truck. from Guest Keen Williams Ltd. Single Cab/Double Cab project was initiated. Business Process Re-engineering Project initiated in the Division. BA 10 gearboxes and latest XD 3 diesel engines. (MNAL) merged with M&M and Zaheerabad LCV operations becoming part of Automotive Sector. M&M acquired automotive pressing unit at Kanhe. M&M bags order to export 10000 CKD kits. M&M was the only manufacturer to withstand the demand recession.1988: M&M signed a Memorandum of Understanding with Hyderabad Allwyn Nissan Limited to form Mahindra Nissan Allwyn Ltd.

Commander 650 DI with longer wheel base and MM 540/550 XDB models were introduced. Change over from 3-Speed to 4-Speed Transmission.1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles were launched. Voyager launched by the Chairman at Zaheerabad Plant on 12/11/97. 1998: Die shop Inauguration at Nashik Plant 2-8/8/97. New Commander 5 Door Hard Top was introduced. Complete localisation of Cabking model at Zaheerabad plant. IDAM (Integrated Design & Manufacturing) set up for designing entirely new vehicle with the help of internationally renowned consultants. License & Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). 400 nos. 8 seater Armada. Soft/Hard top versions of CL/MM 550. Kandivli and Nasik plants received ISO 9002 certificate from RW-TUV. The company was the first automobile manufacturer to get all the engine types approved for the new emission norms effective from 1st April 96. 1997: Commercial production of Ford Escort commenced at Nasik Plant. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Army order successfully executed at Kandivli Plant in Mar'98.

• • 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 BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .Major Milestones: - 1945 1948: October 2. Mahindra & Mohammed formed.

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

. . USA Roplas (India) a collaboration with Rubery Owen. Vickers Sperry of India Ltd. France 1963: • International Tractor Co. a JV with Sperry Rand Corporation. of India (ITCI) formed .a JV with International Harvester Co.1962: • Mahindra Ugine Steel Company (MUSCO) formed .a JV with Ugine Kuhlmann. UK Manufacture of Light Commercial Vehicles commenced. 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.

A.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). to become its Tractor Division 1979: • License from Automobiles Peugeot. formed .90 Diesel Engines 1982: • • • 1983: • M&M becomes market leader in Indian Tractor Market.• ITCI merges with M&M. France for manufacture of XDP 4. (Position retained ever since) 1984: • Mahindra Hellenic Auto Industries S. UK License from KIA for manufacture of 4 Speed Transmissions "Mahindra" brand of tractors born Siro Plats formed BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

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

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

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.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

• 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:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

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.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

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

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

Our engine plant at Igatpuri has QS 9000 certification. The Mumbai plant has also been recommended for the TPM excellence award. The Company's technical prowess is proven by negligible import content in our vehicle and by the design and development of a totally. which are managed by 20 sales offices. new contemporary SUV . BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Our plants in Mumbai and Igatpuri are also ISO 14001 certified. with over 300 engineers in the automotive division. The division's marketing efforts are supported by a network of more than 275 dealers across the country.Scorpio. M&M has a strong Research & Development set-up. the division has a national network of authorized service stations and stockiest to meet customer needs for servicing and spare parts.Our Mumbai and Nasik plants with the R&D facility at Nasik are ISO/TS 16949 certified. Our LCV & three-wheeler plant at Zaheerabad have ISO 9001:1994 certification. Additionally. Both of these plants are also working towards TS 16949 certification. from ground upward.

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

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

consulting firms etc. New customer and repeat customer. corporation says that in order to convert all the small encounters to customer loyalty. customer retention is more critical than customer attraction. Why is it supremely important to satisfy to customer? Basically because of company's sale each period comes from two groups. Every product involves trade offs. 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. It always cost more to attract new customers than to retain current customer. after all. and management cannot known what these are without talking 10 and researching customers. is to make a sale through meeting the customer’s need. attractively styled and chief Since. a car buyer would like a high performance car that never breaks down that is safe.A customer decision to be loyal or to default is the sum of many small encounters with the company. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Customer oriented thinking requires the company to define customer needs from the customer point of view not from its own point of view. Thus. companies need to create a "Brand Customer Experience". Therefore. The aim.

In fact. this is higher the great marketers. Now let us consider what happen when the company creates a dissatisfied customer. in one study. In fact. The delighted customers are more effective adventurous than advertisement placed in the Media. Suppose each person who told another eleven and soon. our aim is to delight the customer". Suppose each person who heard the bad story told to eleven people. Pays less attention to competing brands and advertising.The. a dissatisfied customer gripes to eleven people. the customer talks to even more acquaintances about the One companies. a satisfied customer tells three people about a good product experience. • • • • Buys again Talks favorably to others about the company. Key to customer retention is customer satisfaction to satisfied Customer. 13% of the people who had a problem with an organization complain about the company to more than 20 people. Buys other products from the same company. One Japanese businessman told the magazines "our aim goes behind satisfying the customers. They go behind meeting the mere expectations of the customers. 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) . Whereas we have pointed out. Clearly. when they delight a customer.

It cannot rely just on voluntary complain from customers when they are dissatisfied. In this way. 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. IBM makes sales person write a full report on each least customer and all the steps are taken to restore satisfaction. It is also a major way for (lie company to learn how to do better. The company will learn how we!! It is doing. for example.Thus. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . In fact. it seems foolish to risk loosing over a small matter. 96% of the unhappy customers never tell the company. 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. When a company realizes that a loyal customer may account for a substantially sum of revenuer over the years. Companies should set up survey and suggestion systems to maximize to customers opportunity to complaint. Listening is not enough. The 3M company claims that over 2/3rd of innovative ideas come from the listening to customer complains. If the customer feels that t h e complaint was resolved quickly. a company should be away to regularly measure customer satisfaction.

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

Research Problem To analysis customer’s satisfaction level and Response with respect to Sutaria Automobiles Service centre. 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. Belgaum.Management Problem Management wants to know why there is decline of customer’s visit at Sutaria Automobiles Service centre. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

since in these arena the people who adopt to changes and new technologies will survive. 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. This study will help to understand customer need. Belgaum. 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.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”. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Scope of the Study In this competitive world retaining the customers has become important part and parcel of the business activity.

To know the reasons for decline of customer’s visit at Sutaria Automobiles Service centre. To know the customer’s satisfaction level at Authorized Mahindra &Mahindra service centre in Belgaum District 2.Objectives of the Study: - 1. 3. To know the suggestions from customer’s to improve the service center 6. 4. To know the perception of customer’s regarding the charges/ rates offered by the service centre. . BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

Then 1952-it dealer of Mahindra and Mahindra under the dealership of universal motors Bombay. Sutaria automobile is a partnership firm. The departments are spares department. &service department. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . sales department. It was started in the year 1937 by shri devidas tarundas shah first it was dealer of ford motors. Till today it has maintained its reputation. kishor d shah looks spares parts department. Mr.ORGANISATION PROFILE Sutaria automobile is situated at mujawar complex puna road Belgaum. It has three partners and all the three partners look after three departments. In the year 1972 it acquired the dealership of Mahindra and Mahindra wholly in Belgaum district.

They are sales manager and sales executives. This three employees have different posts. Mahindra d shah looks service department Spares department has 4 employees. Dinesh D Shah) Sales Manager Sales Executives BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Sutaria automobiles sell every products of Mahindra and Mahindra expect scorpio.Mr. dinesh d shah looks sales department and Mr. in there are 5 clerks and 20 mechanics. Sales department 3 employees. Service department has total 25 employees.orginal spare parts are sold in sutaria automobiles only and no where else ORGANISATION CHART Sales Department Sales department in charge (Mr.

there are 20 employees in that there are 15 are mechanics and rests of 5 them are thinkers.Kishore D Shah Service Department Service Department In charge (Mr. PRODUCTS SOLD BY SUTARIA AUTOMOBILES IN BELGAUM • • • Mahindra Touristar Mahindra Mahindra Bolero Load king BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Other than this there are 2 clerks and 1-computer operators. Mahindra D Shah) In this servicing centre. Kishore D Shah) There are four employees under Mr.Spares Department Spares Department In charge (Mr.

SAMPLING PROCESS 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).

Sample unit: Individual owners of Mahindra vehicle. Sample size: 100 Respondents of Mahindra vehicle.• • • • • Area: Belgaum District Sample Frame: consumer’s who owned Mahindra vehicles. that would be included as a research object and the study can be based on the objectives. 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. Steps in the Research Design • Define the research problem BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

Estimate the value of Information The value of information should exceed the expected cost. Define the research problem To analysis customer’s satisfaction level and Response with respect to Sutaria Automobiles Service centre. 2. I am conducting the Stratified Random Sampling method. Sample sizes for my research will 100 in numbers. 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. Belgaum.

7. rating scale and open-ended questions. Select the Sample The sample would be Individual owners of Mahindra vehicle . stratified random sample.e.ended questions. 5. Select the measurement technique Descriptive type of research. Select the Analytical Approach Analyzing the collected information with the help of percentages (%) using MS-Excel software.3. Evaluate the ethics of the Research BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .. using the questionnaire with rating scale. Select the data collection method Decided to go for survey methods i. In Belgaum Dist 6. open & close. 4. Using the questionnaire conducting the survey and using Dichotomous (close-ended).

the main objectives will be addressed. 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. 8. Prepare the Research Proposal: 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.

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) . Belgaum So the management wants to know what are the Customers expectation and responses towards Sutaria Automobiles Service centre.As the customers visit were going down from few years in the Sutaria Automobiles Service center.

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. RESULTS AND DISCUSSION WITH GRAPHS: (ANALYSIS) BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .The information necessary for this research data collected by tapping primary and secondary sources. mean. graphical representation with help of data code sheet using MS Excel software.

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) .Q.

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) .

out of 100. Strongly Agree 5.ANALYSIS OF CUSTOMER SATISFACTION 2. And 18% of the people disagree. And 25% of the people agree. and lastly 10% of the people strongly agree about overall service provided by Sutaria Automobiles.Strongly Disagree 10 16 2. Satisfied with overall service provided by sutaria automobiles 1. and 16% of the people says strongly disagree. Agree 4. Disagree 25 18 3. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . responds 31% of the people says neither agree nor disagree about overall service provided by Sutaria Automobiles. Neither agree not disagree 31 Interpretation According to my survey.

Authorized service station has sophisticated tools and techniques. Disagree 28 25 Interpretation Out of 100 respondents 32% of the people moderate about tools & techniques & 28% of the people agree. Agree 3. Strongly Agree 06 2. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .Strongly Disagree 09 4. Neither agree not disagree 32 5.3. 1. &25% of the people disagree & 9%of the people says strongly disagree & 6% of the people strongly agree for tools & techniques.

Neither agree not disagree 30 Station has sufficent tools and Genuine Spares 40 35 30 25 20 15 10 5 0 1. 1. Strongly Agree 5. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) Samples . Strongly Dis agree Interpretation From the source of field survey. & 10% of the people strongly disagree.& remaining 7% of the people strongly agree for sufficient & genuine spares. Dis agree 5. Agree 3 .Strongly Disagree 07 10 2. out of 100 respondents 36% of the people agree with sufficient & genuine spares.Neither Agree nor dis Agree Respondents 4. Agree 4. & 30% of the people moderate with the spares. Strongly Agree 2. Disagree 36 17 3. & 17% of the people disagree.4 Authorised service station has sufficient and genuine spares.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .5.& no body is ready to agree with low labor charges. & 32% of the people says labor charge is high & remaining 8% of the people says labor is reasonable. High 3. 1 Very high 3 Economical 60 08 2 High 4 Low Labour Charges 70 60 Samples 50 40 30 20 10 0 1. 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. Economical 4. Very high 2. Labour charges compared to Authorised service and roadside Mechanics.

6. 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. 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. most of the times 3. Delivery as per schedule. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . 20% of them said they never get timely. Always 2. and 10% of them are agree with the delivery as per schedule.

Fair 3.Poor 2.Excellent Respondents Interpretation In the samples taken out of 100 respondents 46% of the people says on road break down service is fair. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . & remaining people says on road break down service is excellent. 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.Good 4.8. &36% of the people says good & 11% people says poor.

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 . BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .operative or not. 22% low and is 16% moderate with them at service station. 15% is low and 27% moderate with them. And technicians are 34% high. Whether people at service station are co.10. 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.

if service station is kept open on Sunday’s. 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. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .11.

Whether you would recommended Sutaria service station to others. And 29% of people are not recommended sutaria automobile 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. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .13.

out of 100.  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. 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. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .  45% of the respondents are disagree with the delivery of vehicle timings.FINDINGS AND SUGGESTIONS Findings: -  According to my survey.

 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.  From the source of field survey nearly 80% of people says it is helpful to them. In the samples taken out of 100 respondents 46% of the people says on road break down service is fair. Suggestions: -  Management should make availability of sufficient tools and techniques and genuine spare parts. if service station is kept open 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.  Reduction in labor charges.  Timely delivery of vehicle. they expect management should provide:-  Sophisticated tools and techniques.  Genuine spare parts. BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) .So Management should concentrate on these aspects to satisfy their customers.

I Gireesh A. 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. Which Mahindra vehicle do you own? _______________________________________________________________ 2.Dear Sir. Strongly Agree 2. Belgaum”. and Belgaum. QUESTIONNAIRE 1. Are you satisfied with the overall service provided by the Sutaria Automobiles 1. Agree BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . MBA. Kale pleased to introduce myself as MBA student of PES&T’s Belgaum Institute of Management Studies. The information provided by you will be strictly kept confidential and used for academic purpose only.

Delivery as per schedule 1. Neither agree nor disagree 5. Never 2. Good 2. Strongly Agree 4. Disagree 3. Strongly Agree 2.3. Authorized service station has sophisticated Tools and Techniques. Neither agree nor disagree 5. Some times 7. Always 3. Strongly Agree 3. Strongly Agree 3. High 4. Excellent 2. Poor 3. Fair 4. Disagree 2. Disagree 5. Agree 4. Agree 4. Distance of service station from your residence _____________________________________________________________ 8. Authorized Service Station has sufficient and genuine spares 1. Very High 3. Economical 6. Low BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Strongly Agree 4. On road break-down service 1. Most of times 4. Labor charges (Comparison to roadside mechanics or other authorized service station) 1. 1. Neither agree nor disagree 5.

Yes 2. if service station is kept open on Sundays 1. Have you come across any problem with authorized service station? 1. Service Supervisor 4.9. _______________________________________________________________________ _______________________________________________________________________ BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . Service Advisor 3. Yes 2. Whether people at service station are co-operative or not Low 1. specify _________________________________________________ 10. Works Manager 2. Yes 2. Whether you would recommended Sutaria Service Station to others 1. Technicians Moderate High Very High 11. No 12 Can you suggest the best working time for the service station? _____________________________________________________________ 13. No 14. Whether it is helpful for you. No If yes. Any Suggestions to improve the services provided at Sutaria Automobiles.

____________________________________________ ____________________________________________ _______________ Mobile No. Address of the Respondent____________________________________________ 3. Name of the Respondent: _________ ___________________________________ 2._______________________________________________________________________ ___ 1. Phone No: Thank you. MARKETING RESEARCH .PHILIP KOTLER BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . 5.TULL AND HAWKINS 1.: ______________ Signature BIBILOGRAPHY 1. Vehicle Model 4. Vehicle No. MARKETING MANAGEMENT .

www. COMPANY MAGZINES AND MANUALS 3.com b. Mahindra and Mahindra. WEB SITES a.google.com BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA) . www.2.

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