This action might not be possible to undo. Are you sure you want to continue?
Submitted to: G.N.D. Engineering College, Ludhiana In the partial fulfillment of the requirement for the award of Degree of Masters of Business Administration (M.B.A)
Project guide: by:
Mr. Parampal Singh
Submitted Parveen Virdi Class M.B.A. Roll no. 725 Registration no.7014220522
I take the opportunity to present my vote of thanks to all guidepost that really acted as lighting pillars to enlighten my way throughout this project. This project work would
not have been possible without the kind assistance and guidance of many persons who indeed were helpful, cooperative and kind during the entire course of my project. I express my heartfelt appreciation for all those concerned. I would like to start from scratch i.e. my heartiest thanks to all my guides; who guided me throughout this project and who enlighten my pathway towards the completion of this project and showed full interest at each and every step of this project. I also want to pay my thanks to all respondents who provided me useful information that I required for my project. The words at my command are very less to render my gratitude to all, which helped me. First of all I would like to thank my project guide Mr. PARAMPAL SINGH who kindled my path towards the completion of the project It is with gratitude that I acknowledge my sincere feeling of indebtedness to Mr. PARAMPAL SINGH for providing me with the valuable knowledge during the course of training. Without his immaculate supervision, sustained efforts, friendly approach, it would have been difficult for me to accomplish the results in such a short span of time. He made his experience informative & rewarding.
INTRODUCTION ABOUT THE MARUTI SUZUKI COMPANY
REVIEW OF LITERATURE OBJECTIVES OF THE PROJECT
TOOLS AND INTERPRETATION
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. It was established with the objectives of - modernizing 3
the Indian automobile industry, producing fuel efficient vehicles to conserve scarce resources and producing indigenous utility cars for the growing needs of the Indian population. A license and a Joint Venture agreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki acquired 26% of the equity and agreed to provide the latest technology as well as Japanese management practices. Suzuki was preferred for the joint venture because of its track record in manufacturing and selling small cars all over the world. There was an option in the agreement to raise Suzuki’s equity to 40%, which it exercised in 1987. Five years later, in 1992, Suzuki further increased its equity to 50% turning Maruti into a non-government organization managed on the lines of Japanese management practices. Maruti created history by going into production in a record 13 months. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea, having produced over 5 million vehicles by May 2005. Maruti is one of the most successful automobile joint ventures, and has made profits every year since inception till 2000-01. In 2000-01, although Maruti generated operating profits on an income of Rs 92.5 billion, high depreciation on new model launches resulted in a book loss. COMPANY HISTORY AND BACKGROUND The Evolution Maruti’s history of evolution can be examined in four phases: two phases during preliberalization period (1983-86, 1986-1992) and two phases during post-liberalization period (1992-97, 1997-2002), followed by the full privatization of Maruti in June 2003 with the launch of an initial public offering (IPO).The first phase started when Maruti rolled out its first car in December 1983. During the initial years Maruti had 883 employees, a capital of Rs. 607 mn and profit of Rs. 17 mn without any tax obligation. From such a modest start the company in just about a decade (beginning of second phase in 1992) had turned itself into an automobile giant capturing about 80% of the market share in India. Employees grew to 2000 (end of first phase 1986), 3900 (end of second phase 1992) and 5700 in 1999. The profit after tax increased from Rs 18.67 mn in 1984 to Rs. 6854.54 mn in 1998 but started declining during 1997-2001. During the pre-liberalization period (1983-1992) a major source of Maruti’s strength was the wholehearted willingness of the Government of India to subscribe to Suzuki’s technology and the principles and practices of Japanese management. Large number of Indian managers, supervisors and workers were regularly sent to the Suzuki plants in Japan for training. Batches of Japanese personnel came over to Maruti to train, supervise and manage. Maruti’s style of management was essentially to follow Japanese management practices.
The Path to Success for Maruti was as follows:
kaizen activities. There were laid-down norms. ethics and human beings. They commuted in the same buses without any discrimination in seating arrangements. During the pre.rotation. Maruti adopted the norm of wearing a uniform of the same color and quality of the fabric for all its employees thus giving an identity. Employees reported early in shifts so that there were no time loss inbetween shifts. and teamwork and job. Attendance approximated around 94-95%. All the employees ate in the same canteen. The plant had an open office system and practiced on-the-job training. Employees were handsomely rewarded with increasing bonus as Maruti produced more and sold more in a seller’s market commanding an almost monopoly situation. principles and procedures for group decision making.liberalization period the focus was solely on production. quality circles. These practices were unheard of in other Indian organizations but they worked well in Maruti.(a) teamwork and recognition that each employee’s future growth and prosperity is totally dependent on the company’s growth and prosperity (b) strict work discipline for individuals and the organization (c) constant efforts to increase the productivity of labor and capital (d) steady improvements in quality and reduction in costs (e) customer orientation (f) long-term objectives and policies with the confidence to realize the goals (g) respect of law. INDUSTRY ANALYSIS 5 . Near-total transparency was introduced in the decision making process. The “path to success” translated into practices that Maruti’s culture approximated from the Japanese management practices.
For the year 2002. brand management and consumer care. the global capacity in the automotive industry was 75 million units a year. In the old days. it has become clear that further productivity gains to retain competitiveness can be possible only by outsourcing and securing greater flexibility. firms attached importance to the production of virtually every part in a single plant. The examples include battery. Carmakers are increasingly outsourcing component production. Some 70 years ago. Some of these new technologies involve parts that can be bolted on to an existing vehicle with relatively few implications for the rest of the vehicle. This means producing a number of seemingly distinct models from a common platform. repairs & maintenance. the process of car assembly is almost fully automated. and alternatives to the all-steel body. firms. but raise the number of models produced from each platform. and so on. Efforts to shore up capacity utilization have prompted severe price competition. Current Scenario The global passenger car industry has been facing the problem of excess capacity for quite some time now.GLOBAL FOUR WHEELER INDUSTRY Evolution The automobile industry has undergone significant changes since Henry Ford first introduced the assembly line technique for the mass production of cars. and are likely to have a profound impact throughout the supply chain.Since the 1980s. while today. processes and the associated technologies have changed dramatically since the first cars were built. All original equipment manufacturers (OEMs) are trying to reduce the number of vehicle platforms. in contrast to the traditional emphasis on manufacturing and engineering. • Vehicle manufacturers are moving into completely new materials and technologies— partly guided by environmental legislation—in striving to come up with radically different products. Also. specialized firms (outsourcing of production steps). have diversified their production programmers (e.e. car assembly was primarily manual work. thus affecting margins and forcing fundamental changes in the industry. Others are much more fundamental. by building off-road cars or convertibles) thereby introducing greater flexibility in the production process. car assembly). • The concept of selling in the passenger car industry is changing from original sales towards lifecycle value generation. The pressure on sales and margins is driving players to emerging markets in pursuit of better growth opportunities and/or access to low-cost manufacturing bases. • The increasing need to attain global scales underscores the importance of platform sharing among carmakers. carmakers concentrate on only a few specific production stages (i. electric or hybrid power trains. encompassing financing. Parts and module production. especially small car producers whose markets have been threatened by imports. 6 . and focusing on product design. services and related activities have been shifted to other.g. For example. Production concepts. cleaning. Today. provision of accessories. firms and their production have become more internationalized in lieu of outsourcing. against production of only 56 million units (excess capacity estimated at 25%).
a dominant 7 . vehicle production was closely regulated by an industrial licensing system till the early 1980s that controlled output. retailer consolidation. Hyundai Motor India Limited. Hindustan Motors Limited. and unbundling of services provided by retailers. the Indian market got transformed after 1983 following the relaxation of the licensing policy and the entry of MUL into the car market. The distinctive feature of the automobile industry in India was that in line with the overall policy of State intervention in the economy. However. DaimlerChrysler India Private Limited. Multinational companies were allowed to invest in the assembly sector for the first time. GM. However. By the end of 1997. INDIAN FOUR WHEELER INDUSTRY Evolution The Indian automobile industry developed within the broader context of import substitution during the 1950s. Tata Motors Limited. While the Indian market remains price sensitive. and Mitsubishi. The liberalization of the Indian automotive industry that began in the early 1990s was directed at dismantling the system of controls over investment and production. distribution in the automobile industry is undergoing significant changes. Current Scenario Major Players Bajaj Tempo Limited. They were followed by Honda. Maruti Udyog Limited. and car production was no longer constrained by the licensing system. Daewoo.• As in manufacturing. the stranglehold of Economy models has been slackening. rather than at promoting foreign trade. Skoda Auto India Limited. Toyota Kirloskar Motors Limited. Ford India. giving way to higher-priced products that better meet customer needs. largely because of the continuing import of parts by MUL. models and prices. QRs on built-up vehicles remained and foreign assemblers were obliged to meet local content requirements even as export targets were agreed with the Government to maintain foreign exchange neutrality. Mahindra & Mahindra Limited. HMIL. involving Internet use. DaimlerChrysler and Peugeot had started assembly operations in India. Honda Siel Cars India Limited. Current scenario in Passenger Car Category The dominant basis of competition in the Indian passenger car industry has changed from price to price-value. especially in the passenger car segment. In 1991. Fiat India Automotive Private Limited. The cars were built mostly by two companies. Premier Automobiles Limited and HM. Additionally. The new policy regime and large potential demand led to inflows of foreign direct investment (FDI) by the mid-1990s. while component imports were equivalent to 20% of the domestic production. General Motors India Limited. Ford India Limited. car imports were insignificant.
the market for MUVs has been redefined in India. the higher-end MUVs. few more are expected to enter. Currently.trend in the Indian passenger car segment is the increasing fragmentation of the market into sub-segments. · Financial strength assumes importance as high are required for building capacity and maintaining adequacy of working capital. Thus the ability to innovate is critical. Domestic car manufacturers are now venturing into areas such as car financing. · New multinational players may enter the market. occupy a niche in the urban market. COMPETITIVE FORCES IN INDIAN PASSENGER CAR MARKET Critical Issues and Future Trends The critical issue facing the Indian passenger car industry is the attainment of break-even volumes. having successfully shaken off the tag of commercial vehicles attached to all MUVs till recently. The amount of investment in capacities by passenger car manufacturers in turn depends on the production Threat from the new players: Increasing · Most of the major global players are present in the Indian market. to complement their mainstay-business of selling new cars. leasing and fleet management. (compact and mid size segments). Lower tariffs in post WTO may expose Indian companies to threat of imports. Market strength of suppliers: Low A large number of automotive components suppliers. With the launch of new models from FY2000 onwards. and used-car reconditioning/sales. reflecting the increasing sophistication of the Indian consumer. Access to distribution network is important. especially at the upper-end. This is related to the quantum of investments made by the players in capacity creation and the selling price of the car. Rivalry within the industry: High · There is keen competition in select segments. Automotive players are rationalizing their vendor base to achieve consistency in quality. Market strength of consumers: Increasing · Increased awareness among consumers has increased expectations. commonly known as Sports Utility Vehicles (SUVs). 8 .
competition is likely to intensify in the SUV segment in India following the launch of new models at competitive prices. growth in the medium term is expected to be led largely by the Compact and Mid-range segments. inter product substitution is taking place (Mini cars are being replaced by compact or mid sized cars). the growth rates are likely to vary across segments. COMPETITOR ANALYSIS HYUNDAI MOTOR INDIA LIMITED 9 . it is still low for quite a few car manufacturers in India. even though the ratio of sales to capacity (an important indicator of the ability to reach break-even volumes) of the domestic car manufacturers have improved. the Indian passenger car market is moving towards cars of higher capacity. This apart. Additionally. However. and automotive exports are likely to gain increasing importance over the medium term. Threat from substitutes: Low to medium With consumer preferences changing. Although the Mini segment is expected to sustain volumes. · Increased competitive intensity has limited the pricing power of manufacturers. In recent years. in terms of engine capacity. it is likely to continue losing market share.Setting up integrated manufacturing facilities may require higher capital investments than establishing assembly facilities for semi knocked down kits or complete knocked down kits. India is also likely to increasingly serve as the sourcing base for global automotive companies. improved performance and after-sales support is critical.· Product differentiation via new features.
The Santro was given a fresh new positioning — from a ‘complete family car’ to a ‘sunshine car’ denoting a fresh new attitude and a ‘changing your life’ positioning. As the average age of a car owner has declined from around 30-35 three years ago to 25-30. Immediately after maruti raised prices on its debutante Hyundai Motor India hit back with a Rs 16. 26. to keep the excitement around it alive in the highly competitive small car market. Strapped with 1. new power steering.000-19. the new variants also come with new 10 . With the Santro’s new price positioning. and Getz in the B+ segment. Hyundai has also launched a new non-AC variant of the Santro at Rs 2. this positioning strategy was changed in around 2002 and Santro was repositioned as to that of ‘a smart car for young people. etc. automatic transmission. South Korea and is the second largest and the fastest growing car manufacturer in India.000 markdown on three new variants of Santro Xing. POSITIONING OF SANTRO The old positioning of the Santro was that pf a ‘family car’. The new price variants are likely to give Maruti’s existing Bsegment models. Hyundai is positioning its new variants on the tech platform. If that happens the domino effect will kick in across the Bsegment.79 lakh. etc. The repositioning also comes ahead of the possible launch of a new design Santro.3. a tad higher than what the existing non-Ac Santro costs.1 liter engine with eRLX Active Intelligence technology.Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company. Zen and particularly WagonR may be due for a correction. sometime in 2003. it should be promoted as a car that can change the life of a young person since many of the buyers were young buyers. The Santro in the B segment. 45. primarily because of changing lifestyles. the company thought that instead of promoting the Santro as a family car. The next offensive is due from Maruti. cheap and easily available finance.’ The target age group for the car had now shifted from 30-35 years to 25-30 years. or at least a limited-period subvention. HMIL presently markets over 25 variants of passenger cars in six segments. and the super B-segment car ‘Getz’. Zen and WagonR a run for their money. The company has introduced the XK and XL variants at a lower tag of Rs 3. HYUNDAI’S PRICING STRATEGY With the launch of Maruti Swift recently a price war was expected to kick in .999 and Rs . The repositioning followed the face-lifts the car has been getting from time to time in the form of engine up gradation. HYUNDAI SANTRO We are mainly going to concentrate on the various marketing and positioning strategies of Hyundai Santro as against that of Maruti Zen and Alto and Hyundai Getz as against Maruti Swift.999 respectively.
TATA MOTORS Established in 1945.color-coordinated interiors. TATA INDICA – Tata motors flagship brand The company's passenger car range comprises the hatchback Indica. the company's passenger cars and multi-utility vehicles have a 16-per cent market share. The width of a price-band was a function of the size of the segment being targeted besides the intensity of competition. gets socked every time he lies .56 lakh to Rs 3. Telco’s Indica came in the range of Rs 2. more style. pricing based on customer's value perceptions. Currently. They have tried to redefine the small car market as it has been understood in India.“ must be true”. was launched by Tata Motors in 1999 as part of its ongoing effort towards giving India transport solutions that were designed for Indian conditions. in petrol and diesel versions. Tata Motors is India's largest and only fully integrated automobile company. a new front grill and a 4-speed AC blower that makes the air conditioning more efficient. the Indica CNG offers all the core benefits of the Indica combined with the advantage of CNG. The price-points in the car market were replaced by price-bands. The thumb rule being 'the higher the intensity. more power and more options. One of the most popular advertisements on television currently. POSITIONING OF INDICA Tata has positioned Indica as `more car per car'. The new car offers more space.' KEY STRATEGIC INITIATIVES BY MARUTI A) TURNAROUND STRATEGIES MARUTI FOLLOWED 11 . Emphasizing the delivery of world class quality. the wider the price-band. Tata Motors began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany. TATA’S PRICING STRATEGY After the price war is being triggered off by Hyundai being the first company to introduce what came to be known as. but not when he speaks about the Indica thus implying. is the one where the guy portrayed as the ‘loveable liar’. its station wagon variant. True to its "More car per car" positioning. Elaborating on the campaign. India's first indigenously designed and manufactured car. the Indigo sedan and the Marina. The Tata Indica. the new ad was launched with the intention of giving the Indica V2 brand a touch of youthfulness.88 lakh with 4 models. all others followed suit.
The earlier focus of the whole organization was "production. which entailed a smooth relationship between the workers and the managers.Maruti was the undisputed leader in the automobile utility-car segment sector. reduce production costs by achieving 85-90% indigenization for new models. Consultancy firms such as AT Kearney & McKinsey. Maruti launches a new model every year. 1997: "Creating customer delight and shareholders wealth". Together with the redesign plan. production and production" but now the focus has shifted to "marketing and customer focus". which currently contributes to 7-8% of Maruti’s total sales. In its redesign plan. Maruti executed a plan to launch new models for different segments of the market. Hindustan Motors. there has been a shift in business focus of Maruti. Maruti launched new car models. together with an internationally reputed OD consultant. Maruti had wasted two crucial years (1996-1998) due to governmental interventions and negotiation with Suzuki of Japan about the break-up of the share holding pattern of the company. When Maruti commanded the largest market share. bring down number of vendors and introduce competitive bidding. This would save foreign currency and also stabilize prices that fluctuate with exchange rates. In the wake of its diminishing profits and loss of market share. Cost reduction and increasing operating efficiency were another redesign variable. Increasing Maruti service stations with the scope of one Maruti service station every 25 km on a highway. Institutional sales. Dr. increase productivity. Focus on customer care has become a key element for Maruti.70. and the new Mr. Maruti initiated strategic responses to cope with India’s liberalization process and began to redesign itself to face competition in the Indian market. Mr. revamp marketing by increasing the dealer network from 150 to 300 and focus on bulk institutional sales. have been consulted on modes of strategy and organization development during the redesign process. The redesign process saw Maruti complete a Rs. Khatter was appointed as the new Joint MD. Khatter was a believer in 12 . it followed a high volume production of about 400. business focus was to “sell what we produce”. In addition. However. 1987: "Leader in domestic market and be among global players in the overseas market". There was a change in leadership. Sato of Suzuki became the Chairman in June 1998. With increasing competition from local players like Telco. controlling about 84% of the market till 1998. Just before this change. Cost reduction is being achieved by reaching an indigenization level of 85-90 percent for all the models. change in the mindset was not as fast as required by the market. GM. This can be observed from the changes in mission statement of the organization: 1984: "Fuel efficient vehicle with latest technology". Mahindra & Mahindra and foreign players like Daewoo. Ford. quality and upgrade its technology (Euro I&II. Toyota. the whole auto industry structure in India has changed in the last seven years and resulted in the declining profits and market share for Maruti.000 vehicles per annum. PAL. 4000 mn expansion project which increased the total production capacity to over 3. Mitsubishi. To increase its market share. Maruti planned to reduce costs. Post 1999. Athreya.000 vehicles / year. MPFI). the market structure changed drastically. concentrated on marketing and institutional sales. At the same time the Indian government permitted foreign car producers to invest in the automobile sector and hold majority stakes.
Maruti Insurance: Insurance being a major concern of car owners. Sundaram Finance. rationalization of cost and enhanced productivity. B) CURRENT STRATEGIES FOLLOWED BY MUL I. As a result of the internal turmoil and the changes in the external environment. Here is how every price point is covered. HDFC Bank. and increase in inventory levels. After their fall in market share they redesigned their strategies and through their parent company Suzuki they learned a lot. the cost was relatively inexpensive as Maruti had its strong Japanese practices to fall back upon. Maruti has tied up with 8 finance companies to form a consortium. From identifying the most suitable car coverage to virtually hassle-free claim assistance it's your dealer who takes care of everything.consensus decision making and participative style of management. With the program of organizational redesign. PRICING STRATEGY . Bank of Punjab and IndusInd Bank Ltd. Their sole motive of having so many product offering is to be in the consideration set of every passenger car customer in India. Their pricing strategy is to provide an option to every customer looking for up gradation in his car. These help them in making the customer experience hassle free and helps building customer satisfaction. Bajaj Allianz.CATERING TO ALL SEGMENTS Maruti caters to all segments and has a product offering at all price points. Maruti Countrywide. Kotak Mahindra. which it had not faced in the last 18 years. Maruti bounced back to competition with 50.1. reducing profits. Finance is one of the major decision drivers in car purchase. N2N. ICICI Bank. II.8% market share and 40% rise in profit for the FY2002-2003.00 which is the lowest offer on road.000.( erstwhile-Ashok Leyland Finance). Maruti Insurance and Maruti Finance. Maruti Finance: In a market where more than 80% of cars are financed. Maruti has brought all car insurance needs under one roof. Maruti gets 70% business from repeat buyers who earlier had owned a Maruti car. It has a car priced at Rs. New India Assurance and Royal Sundaram to bring this service for its customers. True Value – Initiative to capture used car market 13 . The organizational learning of Maruti was moderately successful. This has been found to be a major driver in converting a Maruti car sale in certain cases. OFFERING ONE STOP SHOP TO CUSTOMERS OR CREATING DIFFERENT REVENUE STREAMS Maruti has successfully developed different revenue streams without making huge investments in the form of MDS. Maruti faced a depleting market share. This consortium comprises Citicorp Maruti. Maruti has strategically entered into this and has successfully created a revenue stream for Maruti. 87. Maruti has tied up with National Insurance Company. Maruti Insurance is a hassle-free way for customers to have their cars repaired and claims processed at any Maruti dealer workshop in India.
This was a result of intensive survey done all across the nation regarding the consumer perception of Versa. Baleno was launched in 1999 at 7. A new look last year has helped boost up the waning sales of Esteem. A variant with LPG is receiving a very good response from customers who look for low cost of running. Maruti knows its strength in Indian market and has filled this gap of providing trust in Indian used car market. They are offered loyalty discounts in return. It has received a very good response from market. With Maruti True Value customer has a trusted name to entrust in a highly unorganized market and where cheating is rampant and the biggest concern in biggest driver of sale is trust.46 lacs. All investments for True Value are made by dealers. Maintenance. This was to reduce the price and attract customers. allowing customers to bring their vehicle to a 'Maruti True Value' outlet and exchange it for a new car. The used car market in developed markets was 2-3 times as large as the new car market. Convenience services and Remarketing. The used car market has a huge potential in India. 14 . Here are the certain changes observed in different models of Maruti. Omni has been given a major facelift in terms of interiors and exteriors two months back. Esteem has gone through three facelifts. They decreased the engine power from 1600cc to 1300cc and modified it again considering consumers perception. In 2003 they launched a lower variant as Baleno LXi at 5. In 2002 they slashed prices to 6. Maruti’s N2N Fleet Management Solutions for companies. A new variant called Omni Cargo. Other changes have been made from time to time based on market responses or consumer feedbacks or the competitor moves. This helps them retain the customer. Services include end-to-end backups/solutions across the vehicle’s life: Leasing. This brings that customer to Maruti showroom and Maruti ends up creating a customer. Maruti has build up a strong network of 172 showrooms across the nation.4 lacs. REPOSITIONING OF MARUTI PRODUCTS Whenever a brand has grown old or its sales start dipping Maruti makes some facelifts in the models.Another significant development is MUL's entry into the used car market in 2001.2 lacs. which has been positioned as a vehicle for transporting cargo and meant for small traders. recondition them. and sell them again. by paying the difference. especially if you own a fleet.3 lacs. give them a fresh warranty. takes care of the A-Z of automobile problems. III. Versa prices have been slashed and right now the lowest variant starts at 3. Maruti Driving School (MDS): Maruti has established this with the goal to capture the market where there is inhibition in buying cars due to inability to drive the car. N2N: Car maintenance is a time-consuming process. Maruti has created a system where dealers pick up used cars.
rear lights and with round curves all around. is trained on greeting etiquettes. Robust economic growth. Maruti expects the compact cars. Maruti has proper customer complain handling cell under the CRM department. Maruti has taken a number of initiatives to serve customer well. CUSTOMER CENTRIC APPROACH Maruti’s customer centricity is very much exemplified by the five times consecutive wins at J D Power CSI Awards. who is the first interaction medium with the Maruti customer when the customer walks in Maruti showroom. Maruti is right now working towards making things simple for Indian consumers to upgrade from two-wheelers to the car. Then further modifications in engine to increase performance and a facelift in the form of sporty looking grills on the roof. which currently constitute around 80% of the market. to be the engine of growth in the future. Now it’s of the most successful models in Maruti stable. The Maruti call center is another effort which brings Maruti closer to its customer. Maruti has successfully shed off the public. The Dealer Sales Executive. Maruti partnerships with State Bank of India and its Associate Banks took organized finance to small towns to enable people to buy Maruti cars. Maruti is busy fine-tuning another innovation. favorable regulatory framework. Zen has been modified four times till date. Towards this end. head light. The customer centric attitude is imbibed in its employees. This made it a big failure on launch. affordable finance and improvements in infrastructure favor growth of the passenger vehicles segment. Maruti dealers and employees are answerable to even a single customer complain. V. There are instances of cancellation of dealerships based on customer feedback. Rs. Maruti 800 has so far been face lifted two times. IV. Their Market Research department remains on its toes to study the changing consumer behavior and market needs. Maruti enjoys seventy percent repeat buyers which further bolsters their claim of being customer friendly. That was limited period offer to boost short term sales. They have even changed their showroom layout so that customer has to walk minimum in the showroom and there are norms for service times and delivery of vehicles. 2599 scheme was one of the outcomes of this effort.sector laid back attitude image and has inculcated the customer-friendly approach in its organization culture. The low penetration levels at 7 per thousand and rising income levels will augur well for the auto industry. Maruti is investing a lot of money and effort in building customer loyalty programmes. COMMITTED TO MOTORIZING INDIA Maruti is committed to motorizing India. Once it came with MPFi technology and other time it came up with changes in front grill. While researching they found that rural people had strange notions about a car that the EMI (equated monthly installments) 15 .Wagon-R was perceived as dull boxy car when it was launched. They had come up with a limited period variant called Zen Classic. Focus on customer satisfaction is what Maruti lives with.
the sale represents a staggering return of 35 times The best part of the deal is the Rs 1.off deal is proof of its success.000 for fuel (would be the cost of using the car).000 units a year.000 for monthly maintenance. The response to changing market conditions and technological needs will be faster. The Indian car giant Maruti Udyog Limited has finalized its two mega investment plans — a new car plant and an engine and transmission manufacturing plant. maintenance need not be. if you want it that way. At its meeting the company's board approved a total investment of Rs3. The above signifies when GOI was a major stakeholder in the MUL strategies which lead to investment have had a bureaucracy factor in it but after the disinvestment strategy followed is a TOP DOWN approach with a fast implementation. plus another R 1. The two-wheeler unit will have a capacity of 250. Maruti is its most profitable and the largest car company outside Japan. Suzuki's proposed two-wheeler facility in India would start making motorcycles and scooters by the end of 2005 through a joint venture.000. “Decisions will now become quicker. Suzuki will now be in the driver’s seat and will not have to mind the whims and fancies of ministers and bureaucrats." VI. The size of Maruti’s sell.” says Jagdish Khattar. After the disinvestment Suzuki became the decision maker at MUL. 4th April 2005. but a rewarding one at the end. complete control of MUL means a lot. As far as the maintenance cost is concerned. DISINVESTMENT AND IPO OF MARUTI UDYOG LIMITED It was a long and tough journey. 16 . A reward worth Rs 2. of course. That. But.000 and Rs 5. in which Maruti has 51 per cent stake. MUL. the company is working on a novel idea. Now looking at the strategy point of it – for Suzuki. They flowed fund in India for the major revamp in MUL. we will charge a little extra in the EMI and offer free maintenance. making it the biggest privatization in India till date.000 crore control premium the Government has been able to extract from Suzuki Motor Corporation for relinquishing its hold over India’s largest car company.9 crore for these two ventures.would range between Rs 4. Control over the fuel bill is in the consumer's hands. when Maruti Udyog Limited (MUL) was formally set up. The disinvestment followed by IPO gives the insight in the fact that now all the strategic decisions are taken by Maruti Suzuki Corporation. Both the projects will be implemented by two different companies.500-2. To counter that apprehension. On the investment of Rs 66 crore it made in 1982. managing director. Disinvestment had helped by removing the red tape and bureaucracy factor from its strategic decision making process. another Rs 1. Quoting from the report that appeared in The Economic Times. 271. Says Khattar: "What the company is doing now is saying how much you spend on fuel is in your hands anyway. which will be located in Haryana.424 crore.
As the Indian market matured. PLAYING ON COST LEADERSHIP Maruti is the price dictator in Indian automobile industry.S. Maruti 800. And the final third went into maintenance. Maruti consolidated its vendor base. The company has set itself (and its vendors) the target of a 50% improvement in productivity and a 30% reduction in costs in three years. customers began to change cars faster. trying to capture more of the total lifetime value of a car. This has provided its vendors with higher volumes and higher efficiencies. the company's operations could be boiled down to a simple three-box flowchart. a life span of 10 years. REALISATION OF IMPORTANCE OF VEHICLE MAINTENANCE SERVICES MARKET In the old days. when a MUL team. Maruti has increased its authorized service stations to 1567 across 1036 cities. MUL was just making and selling cars. if a car is going to see three users in. product competitiveness in the market will further increase. The lowest car on road is from Maruti stable i.e. 17 . Says R. general manager (new business). It revolves around the total lifetime value of a car. The ability to keep lowering the prices sets Maruti apart from other players in the league. It’s the low cost provider of car. wondering about new revenue streams. how can I make sure that it comes back to me each time it changes hands ? So Maruti has changed gears to take a big share of this final one-third spent on maintenance. Every regional office is having a separate services and maintenance department which look after the growth of this revenue stream. Kalsi. The new scheme is more complicated. Maruti also increased focus on vendor management. say. A new Vehicle Tracking System improved efficiency on the shop floor and enhanced quality control. assuring them that for every drop in price. In this scheme. one-third of that is spent on its purchase. Work on this began in 1999. VIII. Says Kalsi: "So the question was. MUL: "While car companies were moving from products to services. Another third went into fuel. traveled across the world. Maruti does that by working with vendors. Maruti is now encouraging its vendors to develop R&D capability for specialized components. Maintenance market has a huge market potential. Maruti achieves this through continuous improvements in operational efficiency and productivity.VII. For this they are conducting free service workshops to encourage consumers to come to their service stations. The impressive sales and profits were the result of major efforts within the company. Components came from the 'vendors' to the 'factory' where they were assembled and then sent out to the 'dealers'. Maruti spread the overheads over a larger base. volumes will go up. Earlier. you know where the company's revenues come from. Maruti also made strides in applying IT to manufacturing." If a buyer spends Rs 100 on a car during its entire life. Even after having fifty lakh vehicles on road Maruti is only catering to approximately 20000 vehicles through its service stations everyday. Based upon such activities. Maruti was getting only the first one-third of the overall stream.
7 crore. it was 19-20 per cent in the first quarter (April-June) of the current fiscal. This will further reduce the imported component in Maruti vehicles. Before launch of Swift Maruti management had decided that they will phase out Zen since it had already came up with two modifications. It will manufacture new generation CRDI (common rail direct injection) engines in collaboration with Fiat-GM Opel and engines will be of 1200 cc. However.4 lakh transmission assemblies. Maruti is offering Rs. The ultimate total plant capacity would be three lakh diesel engines. The Rs1. the initial production would be 1 lakh diesel engines.524. making them more competitive in the Indian market. This has been done in the wake of major competition from Tata Indica and meets the growing demand of diesel cars in India. 18 .1. Swift was launched in May. 20. PHASING OUT ZEN IN 2007 The launch of Swift and phasing out Zen is a strategic move. The major reason behind this decision was cannibalization of Wagon R and Swift due to overlapping of price band.000 petrol engines and 1. Alto was launched keeping in mind that it will take over Maruti 800 market in future.5 lakh units per annum. 2005 in the price band starting from 4 lacs. Another reason behind not phasing out Maruti 800 was the fear of brand shift of customers to other competitor’s product. Peugeot of France.00 more margins to dealer on the sale of Wagon-R as compared to Zen. At present. This is to let dealer push Wagon R instead of Zen. called Maruti Suzuki Automobiles India Limited. will be a joint venture between Maruti Udyog and Suzuki Motor Corporation holding a 70 per cent and 30 per cent stake respectively.C) MAJOR FUTURE STRATEGIES I. Investment in this facility will be Rs. 3000. III. The plant with a capacity to produce one lakh diesel engines would be operational in 2006. It is a rational decision to kill a product before it starts facing the decline stage in product cycle. II. Perhaps being the flagship product phasing out of Maruti 800 faced lots of resistance from dealers all over. MARUTI PLANS FOR A BIG DIESEL FORAY The new car manufacturing company. The commercial production will start by the end of 2006.2 crore plant will have a capacity to roll out 1 lakh cars per year with a capacity to scale up to 2. Maruti would set up a diesel engine plant at Gurgaon in line with its plan to become a major player in diesel vehicles in a couple of years.747. While the annual growth in the diesel segment was 13 per cent in the last three years. MARUTI PLANS FOR A NEW ENGINE AND TRANSMISSION PLANT The engine and the transmission plant will be owned by Suzuki Powertrain India Limited in which Suzuki Motor Corporation would hold 51 per cent stake and Maruti Udyog holding the balance. Maruti has currently an insignificant presence in diesel vehicle. supplies diesel engines for Maruti's Zen and mid-sized Esteem models. The new car manufacturing plant will begin commercial production by the end of 2006.
are Algeria.000 vehicle were exported till March 2003. The markets outside of Europe that have large quantities. since it just costs $ 500 and just three weeks (and both figures are falling) to ship out a car to anywhere in the world.an automobile BPO. Bahrain. The Middle-East region has also opened up and is showing good potential for growth. In the financial year 2003-04 Maruti exports contributed to more than 10% of total Maruti sales. Saudi Arabia. based on the increasing design capabilities of suppliers in countries like India. UK.000 vehicles in 2003-04 which was 59% higher than last year.000 cars produced in low-cost countries were exported to high-cost ones -. Germany. why produce cars in highwage islands? If a car was produced in India instead of in Japan. Even in the highly developed and competitive markets of Netherlands. Hungary. Though the main market for the Maruti vehicles is Europe.. INDIA AS EXPORT HUB FOR MARUTI Three years back as an experiment. Till recently. Srilanka and Bangladesh. among others. Ethiopia. According to the study. Santros from Hyundai. Some markets in this region where Maruti is. Morocco. 2003 Maruti crossed a milestone of exporting 300. and an additional $ 170 billion annually in new revenues once demand shoots up following the drop in prices. where it is selling over 70% of its exported quantity. Indicas from Tata Motors. Mexico and South Africa -. in the current year.IV. The Alto. Maruti has entered some unconventional markets like Angola. as McKinsey points out. which meets the Euro-3 norms. are being regularly exported out of India. The top ten destination of the cumulative exports have been Netherlands. In August. just 100. Costa Rica and El Salvador. The result was staggering: the industry stands to gain $ 150 billion annually in cost savings.000 vehicles since its first export in 1986. Benin. Maruti exported more than 51. Kuwait. Uganda. has been very popular in Europe where a landmark 200. the 300. after factoring in higher import duties for components/steel. it is exporting in over 70 countries. Italy. Yet.K. so there's a lot of money to be made by shifting the production overseas. Chile. Nepal. France and Poland in that order. Germany. it will cost 22-23 per cent less.00 mark was crossed by the shipment of 571 units to the same country.presumably this figure is going up now that Altos from Maruti. the study says. so to speak. 19 . Qatar and UAE. are Saudi Arabia. over 90 per cent of automobiles today are sold in the countries they are made in. McKinsey did an exercise to figure out just how much money could be saved if automobiles were to be made in overseas locations like India. U. France and Italy Maruti vehicles have made a mark. and Ikons from Ford. Chile. and transport costs. lower levels of automation. Djibouti. Europe is the largest destination of Maruti’s exports and coincidentally after the first commercial shipment of 480 units to Hungary in 1987. Greece. and the combination of which means a 25 per cent increase in existing revenue levels.
Also the technical skills are abundantly available. according to a top official of the firm. which is already in place. 20 . modernization and greater use of composite technologies in upcoming models. Ø Secondly. India is growing as an export hub along with the Indian market growing aggressively into becoming an attractive one for investors. MARUTI EMERGING CORPORATION AS R&D HUB FOR SUZUKI MOTOR Japanese auto major Suzuki is all set to convert Maruti Udyog Ltd. The reasons as to why it can be good for R&D is that Ø Firstly the cost involved in R&D and infrastructure is low in India as compared to other countries. The company will be hiring more software engineers and technocrats to handle Suzuki’s R&D projects.V. is also important as it has completely divested now as a result MUL will now become a 100% subsidiary of Suzuki in the coming year. Apart from working on innovative features. the R&D teams will focus on latest technologies using CAD-CAM tools to roll out new models that will meet the needs of MUL’s diverse customers in the future. Suzuki’s investment in India. Investment would be more in terms of manpower than in infrastructure. research and development (R&D) facility as its Asia hub by 2007 for the design and development of new compact cars. This includes localization. again at a cheaper cost. Ø Thirdly. The country’s leading car manufacturer will make substantial investments to upgrade its research and development centre at Gurgaon in Haryana for executing design and development projects for Suzuki.
Not so in the case of a Maruti Suzuki. and it is here where Maruti Suzuki shines. most user-friend service and best service initiation experience. with a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right car. best service delivery.D.KEY SUCCESS FACTORS (1)The Quality Advantage Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.1 in the premium compact car segment and the Esteem in the entry level mid . while 90% owners would probably repurchase the same make of vehicle. Wagon R. Maruti 800. Esteem. The J. It is in the economy segment that the affordability of spares is most competitive.Maruti Suzuki is set to provide a single-window solution for all car related needs. (4)One Stop Shop At Maruti Suzuki. best service advisor experience. Whether it is easy finance. Maruti Suzuki scored the highest across all 7 parameters: least problems experienced with vehicle serviced. highest service quality. Although a car may be affordable to buy. best in-service experience. fleet management services. 92% of Maruti Suzuki owners feel that work gets done right the first time during service.size car segment across 9 parameters. Alto and Omni. 21 . Power CSI Study 2004.D.D. (6)Lowest Cost of Ownership The highest satisfaction ratings with regard to cost of ownership among all models are all Maruti Suzuki vehicles: Zen. The Alto was chosen No. Power IQS Study 2004). (3)Quality Service across 1036 Cities In the J. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle. customers will find all car related needs met under one roof. as some of its regularly used spare parts may be priced quite steeply. (5) The Low Cost Maintenance Advantage The acquisition cost is unfortunately not the only cost customers face when buying a car. insurance. exchange. (2)A Buying Experience like No Other Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities. it may not necessarily be affordable to maintain.
Ford is launching Focus and Fiesta. Maruti models like Maruti 800 which is in market for the last twenty years and others like Zen and Esteem which have also entered the decline phase are the other threats. Maruti wants to change it for a more aggressive image.3 liter Swift. This all makes Suzuki to replace these brands with new launches. Rise in petrol prices and growing popularity of other substitute fuels like CNG will be another threat to Maruti. Maruti has also changed its logo at the front grill. It’s a style statement from Maruti to Indian market. There is also a threat to Suzuki from R&D investment by Toyota and Honda in Hybrid cars. FUTURE CHALLENGES • Maruti has always been identified as a traditional carmaker producing value-formoney cars and right now the biggest hurdle Maruti is facing is to shed this image. Maruti is planning phasing out Zen in 2007 and there were rumors of phasing out Maruti 800 also. Hyundai is launching its new compact car in 2006. Honda and Fiat are planning to come out with small segment cars in near future. and Suzuki's decision to pick India as one of the first markets for this radically different-looking car gave this endeavor a new thrust. This could be of concern to Maruti which is low cost provider of passenger cars. Ford. Companies like Toyota. The major thrust in the facelift endeavor is with the launch of 1.(7) Technological Advantage It has introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuelefficient 4-valve engine to create optimum engine delivery. New emission norms like Bharat Stage 3 which has come into effect from April 2005 has increased car prices by Rs. GM is launching Aveo in 2006. • • • • 22 . There is a threat to Maruti models ageing. Maruti is looking forward to bring about a perception change about the company and its cars. The next threat Maruti faces is the growing competition in compact cars. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car. Honda is launching Jazz in 2006. Maruti Baleno has failed due to one of the major reasons being that customers could not identify Maruti with a car as sophisticated as Maruti Baleno. Maruti started the exercise with the new-look Zen. It has replaced the traditional Maruti logo on grill ‘stylish ‘M’ with S’. Hybrid cars could run on both petrol and gaseous fuels. Skoda is launching Fabia. Chevrolet is launching Spark in 2006. Fiat is coming up with Panda and new Fiat Palio.20000 and Bharat Stage 4 which is coming into force in 2007 will contribute in increasing car prices further. GM is has reduced prices of its Corsa. All this will pose a major threat to Maruti leadership in compact cars.
Maruti 800 Maruti 800 comes in two variants . Maruti 800 has great fuel efficiency and very low maintenance cost.. Maruti 800 comes with basic safety features such as collapsible steering columns. With the introduction of Maruti 800 in 1980s. laminated windshields and high mount stop lamp.4 m 170 mm 4 persons 665 kg (AC BS III). of cylinders Piston displacement Maximum output (Std.Maruti 800 Standard and Maruti 800 AC / Deluxe. TECHNICAL SPECIFICATIONS OF MARUTI 800 Dimensions Overall length Overall width Overall height Wheelbase Minimum turning radius Ground clearance Seating Capacity Weight Unladen weight Laden weight Engine Type No. water cooled SOHC (1C2V) 3 796 cc 37 bhp at 5000 rpm 59 Nm at 2500 rpm 23 . Maruti Udyog Limited broke the hegemony of Ambassador and Fiat in the Indian car market.. The small size and low turning radius of the car makes it easy to drive in the heavy traffic of the big cities. BS III) 1000 kg 4 stroke cycle.AC) Maximum torque (Std. Maruti 800 is the most popular entry segment car in India. 650 kg (Std.AC) Power Transmission 3335 mm 1440 mm 1405 mm 2175 mm 4.
has launched its latest premium hatchback .59 kmpl.12 lakh. The interiors 24 .Std. The compact car was amongst the most awaited models of the year and one of the last models to be launched in 2008. one of the leading automobile manufacturers in the country. The design of the car has been conceived as well as fully developed in India. Haryana.. The introductory price of Maruti A-Star ranges between Rs. located in Gurgaon. The 998 cc K10B gasoline engine promises to deliver a power of 67 PS @ 6200 rpm. The window aperture comes with stylized DLO.47 lakh and Rs. the automaker has added the nextgeneration K-series petrol engine to its product line. It also boasts of state-of-the-art engineering technology. The low center of gravity and wide track width of Maruti AStar facilitates excellent stability and good road handling Design The feature that sets Maruti A Star apart from the crowd is its aerodynamic design. 1 reverse Rack & pinion McPherson strut & coil spring Coil spring with gas filled shock absorbers Disc Drum (Radial) 145/70 R-12 28 liters (BS III) Maruti A Star Maruti Suzuki India Limited. AC Steering Steering Suspension Front Rear Brakes Front Rear Tyres Tyre size Capacity Fuel tank capacity 4-forward. which combines performance and safety. all synchromesh. with a peak torque of 90 Nm @ 3500 rpm. It is being manufactured at the Manesar plant of the company. in November 2008. stylish taillights and unique front grille styling. The exteriors of the car have been adorned with distinctive headlamps. The compact car promises to offer a mileage of 19. With the launch of this model. 3. 4. Maruti A Star comes equipped with the next generation KB-series petrol engine.A Star. Optimized combustion of the fuel facilitates better efficiency of the vehicle.
front wipers and washer with intermittent. Arctic White and Azure Grey Technical Specifications Overview Make Model Body Type Number Of Doors Seating Capacity Fuel Tank Capacity Dimensions Length Width 3500 mm 1600 mm Maruti A Star Hatchback 5 5 persons 35 liters 25 . This ensures that the vehicle is on track when the brakes are applied on wet surfaces and during emergencies. child-proof rear-door locks. Midnight Black. The vehicle comes equipped with dual airbags for the driver and front seat passenger. which includes Bright Red. Healing Green. Safety Features The advanced safety features of Maruti A Star ensure great protection for all its occupants. with a sporty pop-up tachometer and crimson illuminated instrument panel that add to the elegant appearance of the cabin. Sunlight Copper. A lovely range of colors is available for Maruti A Star. Five people can enjoy a comfortable ride in it. however. Air conditioning system of the car. Paradise Blue. The Antilock Braking System (ABS) of the automobile prevents skidding and locking of wheels when the car is driven on slippery roads. Silky Silver. VXi and ZXi variants of A-Star for the Indian consumers. All the three variants are packed with regular features. ABS with EBD (brake assist) is optional in the VXi variant. Variants & Color Maruti Suzuki offers LXi.of this automobile get refreshed looks. which reduce the impact of collision. high mounted stop lamp. thereby minimizing the risk of injury. Desert Brown. lacks automatic climate control. including head light leveling.
Torque Suspension Front Suspension Rear Suspension Shock Absorbers Brakes Front Rear Steering Type Tyre Size 1490 mm 2360 mm 1405 mm 1400 mm 170 mm 4.5 m 860-880 kg 1320 kg KB-Series 3 12 998 cc 5-speed. Power Assisted 155/80R13 AUTOMOBILE INDUSTRY IN INDIA 26 .Height Wheelbase Front Track Width Rear Track Width Ground Clearance Minimum Turning Radius Weight Kerb Weight Gross Vehicle Weight Engine Type Number of Cylinders Number of Valves Displacement Transmission Max. Manual 67 PS @ 6200 rpm 90 Nm @ 3500 rpm McPherson strut and coil spring Isolated trailing link and coil spring Gas Filled Ventilated Discs Drums Rack & Pinion. Power Max.
The dominant players in the two-wheeler sector are Hero Honda. In the initial years after independence Indian automobile industry was plagued by unfavorable government policies. Eicher Motors... It is currently making inroads into the rural middle class market after its inroads into the urban markets and rural rich.. Indian automobile industry has matured in last few years and offers differentiated products for different segments of the society. and Bajaj. Automobile Industry in India has witnessed a tremendous growth in recent years and is all set to carry on the momentum in the foreseeable future. General Motors India Pvt. The automobile sector in India underwent a metamorphosis as a result of the liberalization policies initiated in the 1991. buses. reduction of tariffs on imports. Honda Motorcycle & Scooter India (Pvt. tempos. Measures such as relaxation of the foreign exchange and equity regulations. Bajaj. as indicated by the zooming 27 . Automobile industry in India also received an unintended boost from stringent government auto emission regulations over the past few years. Tata Motors etc. Until the mid 1990s... TVS. the Indian auto sector consisted of just a handful of local companies. passenger cars. Indian automobile industry is also fast becoming an outsourcing hub for automobile companies worldwide. In the recent years Indian automobile sector has witnessed a slew of investments. Ltd.. automobile sector in India is one of the key sectors of the economy in terms of the employment. Fiat India Private Ltd. Toyota Motors. Honda Siel Cars India Ltd. Ashok Leyland. and Skoda India Private Ltd. Today. Hyundai Motors India Ltd. and refining the banking policies played a vital role in turning around the Indian automobile industry. global majors moved in.. after the sector opened to foreign direct investment in 1996. Directly and indirectly it employs more than 10 million people and if we add the number of people employed in the auto-component and auto ancillary industry then the number goes even higher The automobile industry comprises of heavy vehicles (trucks. India is on every major global automobile player's radar. Heavy vehicles section is dominated by Tata-Telco. Indian automobile industry has come a long way since the first car ran on the streets of Bombay in 1898. and two-wheelers.. and Yamaha etc. This ensured that vehicles produced in India conformed to the standards of the developed world.) Ltd. All it had to offer in the passenger car segment was a 1940s Morris model called the Ambassador and a 1960s Suzuki-derived model called the Maruti 800. However. Maruti Udyog. Ford India Ltd. The major car manufacturers in India are Hindustan Motors. tractors). Mahindra and Mahindra.
Toyota.automobile exports from the country. Honda. Ford and Mitsubishi have set up their manufacturing bases in India. Due to rapid economic growth and higher disposable income it is believed that the success story of the Indian automobile industry is not going to end soon. 11th largest passenger car market in the world 28 . GM. Some of the major characteristics of Indian automobile sector are: • • • Second largest two-wheeler market in the world. Fourth largest commercial vehicle market in the world. Today. Hyundai.
” comments Lochan. “The industry average TCS score has improved by three index points from 2002. Skoda Octavia (premium midsize segment).REVIEW OF LIETERATURE According to a recent study by NFO Automotive in 2003:. General Manager of NFO Automotive. Tata Indica Diesel (diesel small car segment). but fall short in the areas of after-sales service and cost of ownership. The 2003 TCS is the largest automotive syndicated study in India with a total sample of 7. which is reflected in Scorpio’s industry-leading ratings on this parameter. Maruti Wagon-R (premium compact segment). and cost-of-ownership.” adds Lochan. NFO Automotive is a specialty division within NFO World Group. Rankings for the TCS study are conducted at the vehicle segment level to provide comparisons among similar groups of vehicles. Analysis focuses on the performance of over 40 models in the key areas of sales satisfaction. brand image. Honda Accord (entry luxury segment).Maruti models rank highest for Total Customer Satisfaction (TCS) in the small car petrol segments.” he added. the score for post-warranty customers drops by nine index points to 79. Ford Ikon Diesel (diesel midsize car segment).” said Rajeev Lochan. Honda City (midsize segment). after-sales service. Hyundai Accent Petrol (entry midsize segment).” 29 . and Mahindra Scorpio (SUV segment). while Honda leads the midsize and entry luxury vehicles. “Honda and Maruti perform better than the industry in satisfying their customers throughout the ownership period with a relatively higher degree of consistency in both product quality and dealer service. The TCS index score provides a measure of commitment a given model or brand enjoys with its customers. In the highly competitive SUV segment. Mahindra Scorpio overtakes Toyota Qualis for Total Customer Satisfaction honors.” The study revealed that new entrants in the marketplace have performed well in meeting customer expectations. “Scorpio owners are truly appreciative of their vehicle’s overall exterior styling. “It is not surprising to find that Honda and Maruti models enjoy a relatively stronger customer commitment among post-warranty owners who are closer to their next vehicle purchase. especially Mahindra’s Scorpio. Compared to an average TCS score of 88 for 1 to 6 months owners. “Our analysis reveals that manufacturers are meeting their customers’ expectations in regards to product quality and vehicle performance. vehicle performance and design. The study finds that managing customer expectations become increasingly challenging as the length of vehicle ownership increases.014 new-car buyers having up to three years of vehicle ownership. “The 2002 study identified performance and design as one of the hidden opportunities for the sport utility segment and Scorpio has performed extremely well on this parameter. one of the world’s leading providers of marketing research insight and counsel. The models leading their respective segments on the TCS index score are Maruti 800 (entry compact segment). product quality.
Bangalore. but we've also given awards to the top overall performers. Increase in owners purchasing additional vehicles.500 miles. with over 50% indicating that they would purchase a sedan for their next vehicle. Calcutta.If you read one report on motoring this year. “Both these trends are indicative of an upward mobility and a shift in the market composition. Some of the emerging trends are: 1. Cochin. 20. JD Power contacted over 24.000 owners of cars registered between September 2000 and August 2001 (X.” observes Lochan. Pune. Mumbai.In addition to the customer evaluations on various aspects of their ownership experience.and Y-registered). NFO Automotive will be introducing a brand image & needs-segmentation study early next year. 2. For the 2003 Customer Satisfaction Index.5 to 6. By the time that JD Power asked each customer for the low-down on their car. Coimbatore. NFO Automotive has launched its services in India with a long-term plan of providing actionable marketing information and counsel. A majority of those preferring a sedan indicate a budget of Rupees 4. over 30% bought it in addition to another vehicle. “While small cars would continue to dominate the Indian automotive market. on average. Chennai. This represents a 10percentage point increase compared to 1999 and suggests that multi-car households are increasing. most rigorous and highly respected customer satisfaction survey there is. and Surat. This year's survey covers 138 individual models and the results are divided by category. the TCS study also examines key trends in the industry. the motoring public. Chandigarh. Delhi (NCR). In other words. Lucknow. That's an incredible 492 million miles of driving experience distilled over the next few pages. Ludhiana. they'd owned it for around two years and driven. Hyderabad. make it this one. about every aspect of a car.5 lacs.” The TCS study was conducted from July through October 2003 across fourteen centers: Ahmedabad. 17 April 2003:. This is the second year What Car? has teamed up with JD Power to publish verdicts from you. JD Power is the most comprehensive. There is a growing preference among current small-car owners for a 4-door sedan. that's more than enough to form some strong opinions. we anticipate a faster growth in the lower-end of the midsize car segment provided manufacturers are able to offer models to meet the buyers’ price expectations. Among owners who purchased a new car in 2003. both good and bad. The TCS study will be conducted on an annual basis to provide the industry with the most up-to-date information on customer satisfaction and loyalty issues in the marketplace. So we're able to bring you the owners' verdict on everything from reliability and dealer service to running costs and ride and handling. 30 .
but also we're seeing improvements in the toughest and most important areas to customers. service delivery. Overall satisfaction is based on six service categories: initiating service.Ford and Mercury -. who make up two-thirds of its service business. "Many brands are aggressively improving in fixing vehicles right the first time. Lincoln's improvements come in areas that have a strong impact on customer satisfaction. "Not only are a lot of brands improving by a significant margin. In fact. Infiniti (908). as did Land Rover" The industry achieved widespread improvements in customer satisfaction. which improves 29 points. Power and Associates. The previous industry record was 903. in-dealership experience. Saturn (901) and Acura (900). By focusing on what customers want and expect when they bring their vehicles in for maintenance or repair. service advisor.Lincoln ranks highest in satisfying its customers with dealer service. The study measures customer satisfaction among new-vehicle owners with the dealer service department during the first three years of vehicle ownership. 97 percent of customers say they got the appointment date they wanted. dealerships are reaping the rewards with a more satisfied client base and. This has translated into a 14 percent decline in the volume of repairs needed.also showed similar effects of improved quality performance. brand loyalty and advocacy. meaning that more of Lincoln's work is maintenance-only. "Ford's domestic brands -. "In addition to their subsidized maintenance program. July 20. which each improve an impressive 31 points over 2003. Lexus (902). set by Lexus in 2001. service quality.D. and Land Rover.000 in 2004 -. and user-friendly service. Power and Associates 2004 Customer Satisfaction Index (CSI) Study(SM) released today.a feat previously accomplished only by Lexus and Saturn. which typically represents the majority of the vehicle warranty period. which heavily affects customer satisfaction." The biggest index-score improvements in 2004 come from Audi and Jaguar.2004:. Cadillac (904). executive director of quality/customer satisfaction at J. gaining 11 index points over 2003. and customers gave strong ratings on the ease of getting in and out of the dealership. Audi.WESTLAKE VILLAGE. Nearly one-half of brands improved at least 10 points. experiences 31 . Equally impressive is the fact that seven brands receive a score of 900 or higher out of a potential 1.With a record-setting index score of 912." said Joe Ivers. Calif." said Ivers. Lincoln receives significantly improved ratings in "fairness of charges" and in the areas of service initiation and service delivery. Lincoln's CSI performance was also helped by improved vehicle quality. Following Lincoln (912) in the rankings are Buick (909). Lincoln's top ranking is driven by a 17 index-point improvement over 2003. which is easier from a customer satisfaction viewpoint.. which jumps 10 rank positions to tie with HUMMER for 10th.D. Among maintenance customers. according to the J. ultimately. This marks the first time in the study's 23-year history that Lincoln ranks highest in CSI.
service delivery and in-service experience. More than 4.” The industry has improved its overall performance by three index points. 200 owners of 33 different vehicle models participated from June to August. with fewer repairs needed and fewer complaints about parts availability. This trend reflects the higher quality experienced by newer launch models (e. Power and Associates vehicle quality measurements. service quality. Power Asia Pacific. the amount of time waiting to speak to a service advisor and the time it took to get the vehicle after service. J D Power Asia Pacific in 2005:. 2002 Freelander and 2003 Range Rover)." said Ivers.D. with seven of the 11 nameplates ranked in 2005 showing improvements from 2004. Audi customers have experienced some difficulty in getting an appointment. India director at J. this is the sixth consecutive year when it has been ranked highest in customer satisfaction in the J D Power India Customer Satisfaction Index Study. quality of work. Overall satisfaction with the dealer’s service department is assessed on 42 attributes. examines the satisfaction of new-vehicle buyers with the authorized service experience at 12 to 18 months of ownership. "This is noteworthy. The study. primarily in the area of service quality. “Maruti Suzuki’s overall strength lies in building an organization that is sharply focused on the voice of the customer. Hyundai and Ford came in the second and third position in the 2005 survey where more than 4." Jaguar's improvement comes heavily from repair customers. service advisor. now in its ninth year.200 owners 32 . user-friendly service. While the Tata Indica and Indigo car models record strong performances in the diesel segment in terms of cost of operation.g. "That was a consequence of their popularity. and fulfillment of requested work. particularly in the consideration of a customer's time.D.For Maruti. “Maruti’s consistent performance in the study over the past several years has resulted in a steady increase in the percentage of its customers who say they intend to remain loyal to the brand. service initiation.. Land Rover experiences significantly higher ratings from its repair customers. both of which have shown measurable improvements in J. grouped into seven predefined factors: problems experienced.improved ratings from both maintenance and repair customers. which outran the dealer's capacity to service them. which includes the ability to diagnose problems. Mahindra emerges as the most improved nameplate in the study with an increase in score of 30 index points from 2004.” said Mohit Arora. Maruti models continue to outperform their competitors in the petrol segment. considering that in the past.
with 10 Japanese models ranking in the Top 20.D. Honda Civic and CR-V and Toyota’s Corolla and Avensis show that British factories are building some of the best cars. Power and Associates / What Car? Study is based on the evaluations of more than 23. Czech carmaker Skoda closely follows Lexus in second place with 847 index points. report substantial improvements in the brand’s quality and reliability. Cars built in the UK.000 owners of ‘52’ and ‘03’ registration vehicles after an average of two years of ownership. and luxury Japanese brand Lexus tops the overall rankings for the fifth consecutive year. Steve Fowler says. such as the MINI. Sweden. and many of the best performances this year are achieved by models from brands such as Honda. “This year’s results show that the competition is getting tighter. matching the number of Japanese-built models ranked at the top of the study. The importance of each factor is shown as a percentage: · Quality and Reliability (30%) 33 . “While Lexus still leads. Commenting on the findings of the study.” said Dave Sargent. Japanese brands do not dominate the 2005 model rankings as they have in previous years.D.000-point scale). It is encouraging for UK motorists that good-quality. MINI.” The 2005 J. which is included in the study for only the second year.” Among the 17 brands ranked above the overall industry average. In the model rankings. is the mostimproved brand with an increase of 19 index points in its total score. Owners provide detailed evaluations of their vehicles and selling dealers. compared to 14 in 2004. Power and Associates. which covers 77 attributes grouped into four main factors of satisfaction. What Car? Group Editor. are built right here in the UK. MINI and Kia. including some from Japanese brands. Germany. Owners of the MINI. The Lexus IS 200/300 places second among the 124 models and the Toyota Yaris ranks third. many of the leading models. MINI is one of five British-built cars in the Top 20. Toyota. with other nameplates from the UK. The study includes 32 brands and 124 models. many British-built cars match their Far-Eastern rivals for satisfaction. the Honda Jazz ranks as the top model for the second consecutive year. a 14-point increase from 2004. built in Oxford. executive director of European operations at J. Three other Honda models place in the Top 20. Honda ranks third with 843 index points. which was fielded from June to August 2005 UK MINI 2005:. seven are nameplates from Japan. “Although Japanese brands continue to perform well in the 2005 study.of 33 different vehicle models participated in the 2005 study. Also. other brands are improving quickly. Czech Republic and Korea also ranking above the average. Skoda. Lexus retains its position as the most satisfying brand to own.Car Customer Satisfaction Index (CSI) Study released today. including the Swindon-made Civic and CR-V. satisfying cars come in all shapes and sizes and at all price levels. taking it to sixth place in the overall rankings. scoring significantly higher than any other model. With a score of 848 index points (on a 1.
· Vehicle Appeal (28%) includes performance." Mr. comfort and features · Dealer Service Satisfaction (22%) · Ownership Costs (19%) includes fuel consumption. "Mahindra recorded the greatest improvement in the study. grouped into six pre-defined factors: delivery process." it added.150 owners of 36 different vehicle models participated in the 2005 study. salesperson. says the JD Power Asia Pacific Satisfaction Index Study conducted from March to May 2005. paperwork and deal. but also report a greater number of problems with their selling dealer if they have to book their new vehicle." Mr. delivery timing. 2005. for a second consecutive year in the study. which also saw Mahindra and General Motors' Opel making significant improvements. a General Motors nameplate. customers report higher satisfaction if they are able to receive their vehicles with no booking time. in its sixth year. Arora said. Also. satisfaction scores decline rapidly with increased booking time.Car owners in India reported fewer problems with their new vehicles. as eight out of 11 manufacturers showed better performance and improvement in implementation rates of various dealer activities. dealer facility. The study. "The improvements registered across most manufacturers are indicative of the growing competition in the industry. said in a press statement. Mohit Arora. as manufacturers strive to create a strong and positive first impression on their customers. The industry improved its overall performance by six index points. with eight of the 11 manufacturers showing improvements over 2004. India Director of JD Power Asia Pacific. with an increase of 45 index points over 2004. More than 4. with new-vehicle sales process. Additionally. Customers not only report lower satisfaction. Overall sales satisfaction is assessed on 48 attributes. Opel. the study finds that although making a booking for a new vehicle is an industry practice. On test drives offered — a key sales activity — implementation rates have improved 14 per cent over 2004 for the industry. insurance and costs of service/repair 18 August . 34 . examines satisfaction of new-vehicle buyers with the sales and delivery experience at two to six months of ownership. "Maruti Suzuki's performance reflects its consistent approach to building and promoting effective sales processes based on the voice of the customer. the study said. improves 40 index points in performance to rank second overall. 15:33 New Delhi:. Maruti Udyog was ranked highest in customer satisfaction. such as offering test drives and explaining the vehicle's features. design. and takes sixth place in the overall rankings. one of the highest year-over-year improvements registered in the past five years. The study revealed a significant improvement in implementation rates of various dealer activities performed during the entire sales and delivery process.
Škoda. 24 of the 30 ranked brands have shown an improvement in this area which is a very encouraging trend. while British brands MINI and Jaguar rank within the top 10 nameplates.” Of the brands scoring above average.000 UK car owners after an average of two years of ownership. which are all built in Britain. Hyundai. “Over the past year. Lexus also attains the award for the most improved nameplate in 2006. it is encouraging to see British brands such as MINI and Jaguar performing strongly. editor of What Car? magazine. Lexus also builds the highest-ranking model in the study. With an increase of 48 index points from 2005.D. Lexus.D. Toyota Avensis. well-documented problems faced by the UK car manufacturing industry. Power and Associates / What Car? Magazine 2006 Car Customer Satisfaction Index (CSI) Study released today. The study includes 30 brands and 105 models. follow Lexus in the rankings. Škoda (842) and Toyota (838). BMW and Volvo represent the remaining European brands ranking among the top 10 nameplates.” said David Motton. those that show the greatest improvement in satisfaction with dealer service include Mercedes-Benz. according to the J. Power and Associates.” said Frank Parisi. In order of importance. the Suzuki Liana (856) ranks third overall. Britain continues to build great cars. follows the IS at 861 points. customer satisfaction across the industry has improved by 5 index points. “While Lexus continues to set the benchmark for customer satisfaction. rank within the top 10 models in the study. With a 25-point increase from the 2005 study. which ranked highest in 2004 and 2005. signifying that with the right investment and management. The Honda Jazz. British-built vehicles can be a pleasure to own” Luxury Japanese brand Lexus tops the nameplate rankings for a sixth consecutive year with a customer satisfaction score of 873 index points on a 1. This year. “Despite the recent. Honda Civic. The 2006 UK Car Customer Satisfaction Index (CSI) Study is based on the evaluations of nearly 15. the Lexus IS (868 index points).LONDON: 2 June 2006:– While Japanese brands continue to dominate the customer satisfaction rankings. Volkswagen and Subaru. Mercedes-Benz. respectively.000-point scale. which covers 77 attributes grouped into four measurements of satisfaction. director of European automotive research at J. they are: Quality and Reliability (30%) 35 . Toyota Corolla and Jaguar S-Type. Honda (848). four of the top 10 most-satisfying models are built in Britain. Owners provide detailed evaluations of their vehicles and dealers. Subaru and Volkswagen also show strong improvement in overall customer satisfaction among brands performing above average. “The main reason for this is a substantial improvement in satisfaction with the performance of the UK's car dealers when the customer takes their car in to be serviced or repaired.
The study. Tata. service initiation. Maruti Suzuki also improves its performance in all measures from 2005 results. insurance and costs of service quality The annual J. Among customers who bring their vehicle in for regular service. Power Asia Pacific 2006 India Customer Satisfaction Index (CSI) Study released today.” Ford follows Maruti Suzuki in the rankings. More comprehensive study results are published exclusively in the August issue of What Car? on sale.D. emerges as the most-improved nameplate in the study with an increase of 31 index points from its 2005 score.D. Maruti Suzuki again leads the industry in providing a quick service turnaround with nearly one of seven customers reporting they receive their vehicle back within three hours. which shows significant improvements in six of the seven factors.000point scale in 2006—up 15 points from the 2005 study. and Mahindra and Toyota both rank third in a tie. service delivery. They are (in order of importance): problems experienced. India director at J. which includes performance. “Nearly 50 percent of Maruti Suzuki customer indicated that their expectations were exceeded. service quality. “Vehicle owners in India appreciate a quick service turnaround if it 36 .D. with scores nearly 100 points above the industry average when this expectation is met. and in-service experience. Maruti Suzuki ranks highest in customer satisfaction with authorized dealership service. SINGAPORE: 26 October 2006: . comfort and features Dealer Service Satisfaction (22%) Ownership Costs (19%).” said Arora. Overall satisfaction is determined by utilizing seven measures. design. service advisor. which generally results in particularly high levels of loyalty and advocacy intentions toward a vehicle make. and gives consumers access to reliable and accurate information about many different vehicle models. Power and Associates /What Car? Study is designed to help manufacturers provide high levels of satisfaction to their customers. user-friendly service. Maruti Suzuki leads the industry in customer satisfaction with a CSI score of 848 points and continues to set the industry benchmark on all measures of the CSI. “While the concept of quick service is prevalent internationally. now in its 10th year. The industry average CSI has increased to 776 index points on a 1. a quick turnaround leads to higher satisfaction levels. according to the J. it is still relatively new to India. The study finds that during the past 10 years there has been a consistent increase in the number of customers who bring their vehicles into dealerships for regular service. measures the overall satisfaction of vehicle owners who visit their authorized dealer/service center for maintenance or repair work during the first 12 to 18 months of ownership. Vehicle Appeal (28%). which includes routine maintenance and oil changes but excludes repairs. and raises the expectations for other manufacturers in the industry. Power Asia Pacific. which includes fuel consumption. “Maruti Suzuki's performance in 2006 is a new industry high score.For a seventh consecutive year.” said Mohit Arora.
is done in a cost-effective and high-quality manner. Also, it is beneficial to dealers, as it enables greater service-bay productivity and, therefore, higher overall service revenues.” The study also examines the cost of operating new vehicles, both in terms of actual costs and owner satisfaction with those costs. Operation costs of new vehicles have increased from the 2005 study—up 12 percent for diesel and 17 percent for petrol vehicles. The overall cost of operation is an aggregation of three components: fuel; repair and maintenance; and tire expenses. While the Tata Indica, Indigo and Marina vehicle models post strong performances in the diesel segment in terms of cost of operation, Maruti models continue to dominate in the petrol segment. The 2006 India Customer Satisfaction Index (CSI) study is based on responses from more than 4,500 owners of nearly 40 different vehicle models. The study was fielded from June to August 2006. JOHANNESBURG, South Africa: - Honda and Toyota models capture four segment awards each, earning more awards than any other manufacturer, according to the J.D. Power and Associates/CAR Magazine 2007 South Africa Customer Satisfaction Index (CSI) Study(SM) released today. Honda models receiving awards include the Civic, CR-V, FR-V and Jazz. Toyota models ranking highest in their respective segments are the Avensis, Hilux, Land Cruiser Prado and Tazz. Also receiving awards are the BMW X5, Fiat Panda and Opel Corsa Utility. Now in its fourth year, the independent CSI study is a comprehensive measurement of customer satisfaction after 10 to 21 months of ownership that covers 77 attributes grouped in four factors (the importance of each factor is shown as a percentage): vehicle quality and reliability (32%); vehicle appeal (29%)-- which includes performance, design, comfort, styling and features; dealership service satisfaction (19%); and cost of ownership (20%)-- which includes fuel consumption, insurance and cost of service/repair. Importance weights are based on survey responses from vehicle owners, thus reflecting what is more important to motorists in South Africa. CSI performance is reported as an index score based on a 1,000-point scale, with a higher CSI score indicating a more satisfying ownership experience. At the brand level, Honda ranks highest in the South Africa market for a second consecutive year, improving by 9 index points since 2006. Mercedes-Benz improves by 21 index points -- more than any other top-five ranked nameplate -- to follow Honda in the nameplate rankings. Rounding out the top five nameplates are Audi, BMW and Volvo, respectively. In addition, Honda performs particularly well in the areas of quality/reliability and Service satisfaction, while Mercedes-Benz performs well in vehicle appeal and Audi performs particularly well in ownership costs. "Honda and Toyota models continue their strong performance in satisfying customers in South Africa," said Brian Walters, vice president of J.D. Power and Associates Europe, Middle East and Africa operations. "In both 2006 and 2007, four Toyota models ranked highest in their respective segments, while Honda has led in nameplate rankings in both years. These results are a testament to the commitment to high quality that both brands demonstrate. In addition, Mercedes-Benz maintains its ranking in the top five for a second consecutive year and improves in an impressive manner since 2006."
Overall satisfaction continues to improve steadily in the South Africa market and reaches a record-high level for a second consecutive year. Improving by 5 points since 2006, overall customer satisfaction averages 795 in the 2007 study. "The consistent improvement in overall satisfaction in the South Africa market is good news for consumers, franchise dealers and manufacturers," said Walters. "However, there is still significant room for improvement. While customers seem to be more satisfied with vehicle quality and reliability as well as vehicle appeal, service satisfaction and ownership cost satisfaction levels are not on par." "We are pleased to publish the latest independent J.D. Power and Associates South Africa CSI research findings, covering the overall vehicle ownership experience," said John Bentley, editor of CAR Magazine. "These findings provide our readers with quantified information from current owners, further assisting them with their vehicle purchase decisions." In addition to South Africa, the CSI study is currently conducted in 15 other markets: Canada, China, France, Germany, India, Indonesia, Japan, Malaysia, Mexico, New Zealand, the Philippines, Taiwan, Thailand, the United Kingdom and the United States. J.D. Power and Associates is recognized across the globe as the leading independent authority on customer satisfaction in the automotive industry. The firm's primary role is to help automotive manufacturers further improve their product quality and service levels through a better understanding of consumer behavior and preferences. J.D. Power and Associates also provides top line results of its automotive studies to consumers for use as a reference point when purchasing a new vehicle. The 2007 South Africa Customer Satisfaction Index Study is based on a representative sample of more than 8,700 new-vehicle owners who registered their vehicles between October 2005 and September 2006. The study was funded by J.D. Power and Associates as part of its global research programs in cooperation with the Road Traffic Management Corporation (RTMC), and includes a section of questions to assist the Corporation and the Department of Transport (DOT) in measuring the performance of its vehicle and drivers licensing program Honda, Hyundai, Toyota and Ford made 765, 745, 740 and 737 points respectively, and registered their names in the top five of the list. Skoda, Mahindra, Chevrolet and Tata scored 736, 733, 731 and 690 respectively and mentioned among top names in the study. The study assesses the overall contentment of the owners of the vehicle who visited their official dealer or service center for maintenance or repair work in the initial 12 to 18 months of ownership. The overall satisfaction level of the customers is determined by utilizing seven measures including service quality; user-friendly service; service advisor; service initiation; service delivery; and in-service experience. Mohit Arora, senior director at J.D. Power Asia Pacific, Singapore said, “The steady improvement in industry-wide CSI performance during the previous three years reflects the success that many manufacturers have had in enhancing the customer experience at their dealerships.”
SINGAPORE: 14 November 2007 :— For an eighth consecutive year, Maruti Suzuki ranks highest in customer satisfaction with authorized dealership service, according to the J.D. Power Asia Pacific 2007 India Customer Satisfaction Index (CSI) Study released today. The study, now in its 11th year, measures the overall satisfaction of vehicle owners who visited their authorized dealer/service center for maintenance or repair work during the first 12 to 18 months of ownership. Overall satisfaction is determined by utilizing seven measures. They are (in order of importance): problems experienced; service quality; user-friendly service; service advisor; service initiation; service delivery; and inservice experience. Recording only a single-point increase since 2006, overall satisfaction in the industry remains stable. Maruti Suzuki leads the industry in customer satisfaction with a CSI score of 838 points on a 1,000-point scale and continues to set the industry benchmark in all measures of the CSI. While ranking below the industry average, the remaining eight nameplates included in the study have improved since 2006. Honda, Skoda and Hyundai, respectively, demonstrate the greatest improvement. “The steady improvement in industry-wide CSI performance during the previous three years reflects the success that many manufacturers have had in enhancing the customer experience at their dealerships”, said Mohit Arora, senior director at J.D. Power Asia Pacific, Singapore. “The improvement in performance is especially encouraging, given the sharp increase in the service volumes for most dealer networks.” The study finds that vehicle pickup and delivery before and after service has a strong impact on customer satisfaction. In particular, customers who say that their vehicle was picked up from their doorstep before service and delivered to the same point after service are notably more delighted with their after-sales service experience, compared with customers who do not receive this service. Although this value-added service is utilized more frequently over the past two years, less than one of 10 customers report receiving it.” Picking up and delivering vehicles provides greater convenience to customers, who travel an average of nine kilometers each way to reach their authorized service center,” said Arora. “With increasing traffic congestion in cities and consumer preference of delivering their vehicle for service during peak morning hours, it is not unexpected that customers are delighted with this gesture from their dealerships.” The study also finds that customers who service their vehicles only at authorized service centers report higher overall service satisfaction, compared with those who have also used non-authorized service centers in the past. In 2007, just 13 percent of customers report visiting a non-authorized service center, a figure that has steadily declined in the past two years.” Most customers who use a non-authorized service center do so for routine maintenance or repairs—both of which are revenue-generating opportunities for dealerships,” said Arora. “Customers use the services of a nonauthorized service facility mostly due to its convenient location or speedy service. Automakers can benefit by optimizing their network reach and providing quicker service to maximize revenues for their after-sales network.” The study also examines the cost of operating new vehicles, both in terms of actual costs and owner satisfaction with those costs. The overall cost of operation is an aggregation of three components: fuel; repair and maintenance; and tire expenses. With lower fuel prices
in 2007, the cost of new-vehicle operation has decreased since the 2006 study—down 7 percent for petrol vehicles and 2 percent for diesel vehicles. This year, diesel models such as the Ford Fiesta, Chevrolet Tavera, Tata Indica and Tata Indigo/Marina post strong performances in the diesel segment in terms of cost of operation. Maruti models continue to lead the petrol segment, both in terms of actual costs and overall satisfaction with the cost of operation. The 2007 India Customer Satisfaction Index (CSI) study is based on responses from more than 5,300 owners of nearly 40 different vehicle models. The study was fielded from May to August 2007 and includes customers who serviced their vehicles at authorized service facilities between November 2006 to August 2007. J.D. Power Asia Pacific 2008:- The study, now in its 12th year, measures satisfaction among vehicle owners who visited their authorized dealership service center for maintenance or repair work during the first 12 to 18 months of ownership, which typically represents the warranty period. Overall satisfaction is determined by examining seven measures (listed in order of importance): problems experienced; service quality; user-friendly service; service advisor; service initiation; service delivery; and in-service experience. Maruti Suzuki achieves an overall CSI score of 820 on a 1,000-point scale. Overall customer satisfaction with dealer service for the industry improves slightly in 2008—up by 3 points since 2007, with six of the 11 ranked brands demonstrating gains. While ranking below the industry average, Tata and Mahindra emerge as the most improved brands, respectively, particularly in the areas of service initiation, quality of service advisors and in-service experience. “Maruti Suzuki has effectively implemented simple procedures that improve satisfaction with the value of work performed and perceptions of the fairness and honesty of the dealer, such as greeting service customers quickly upon arrival and fully explaining charges and repairs,” said Mohit Arora, senior director at J.D. Power Asia Pacific, Singapore. “Instituting these low-effort, yet high-impact practices helps to foster trust among customers, which is critical to building loyalty for future service and sales opportunities.” The study finds that the proportion of vehicles brought in and serviced within the same day has increased to 55 percent this year from 49 percent in 2007. Quick completion of service is a key source of customer delight, particularly for customers who visit the dealer for routine maintenance. “Quick service turnaround induces a feeling of convenience and comfort for customers, especially as life styles become faster paced,” said Arora. “Dealers that provide expedient service not only delight their customers but also benefit from greater dealership profitability as a result of high levels of asset utilization.” The study also finds that customer-reported costs of operation for petrolpowered vehicles have risen by seven percent since 2007, primarily due to rising fuel costs. In contrast, owners of diesel-powered vehicles report a minimal increase in operating costs in 2008, compared with 2007. The overall cost of vehicle operation is an 40
The Prius earns a score of 901 on a 1. “Consumers in India have traditionally exhibited higher sensitivity to the costs of vehicle operation. customer intent to recommend a model or repurchase a make is strongly influenced by satisfaction with vehicle operating costs.” said Arora. compared with 82 percent in 2007.594 owners of nearly 41 different vehicles models. the Prius. only 55 percent of customers “definitely would” recommend. “Honda distinguishes itself by garnering the greatest number of segment awards in the 2008 study and also by placing among the top three nameplates. “In India. FR-V (MPV) and CR-V (SUV). now it’s demonstrating that it’s also the watchword for reliability and satisfaction.” said Steve Fowler. Approximately 94 percent of highly satisfied customers say they “definitely would” recommend their vehicle make. Honda (844). Two Toyota models rank highest in their respective vehicle segments: the Prius (upper medium car) and the Aygo (basic car). luxury Japanese brand Lexus ranks highest for an eighth consecutive year.” The Prius already has iconic status because of its green credentials. The study was fielded from May to August 2008 and includes customers who serviced their vehicles at authorized service facilities between November 2006 and August 2007 LONDON: 8 May 2008:– Toyota’s hybrid car. repair and maintenance. with 77 percent of owners in 2008 reporting that they “definitely would” recommend their vehicle make. Honda receives three model segment awards for the Jazz (small car). with owners reporting particularly high satisfaction with the model’s quality and reliability. However.” said 41 .D.” In the nameplate rankings. Customer loyalty rates have remained stable from 2007. In contrast. and only 43 percent report that they “definitely would” repurchase their current vehicle make. the study also finds that rates of advocacy and loyalty are much higher among highly satisfied customers (those with satisfaction scores averaging above 867) than among customers with lower levels of satisfaction. compared with 63 percent in 2007. among customers with the lowest levels of satisfaction (averaging below 709). Power and Associates/What Car? 2008 UK Car Customer Satisfaction Index (CSI) Study released today. with 64 percent of owners in 2008 saying they “definitely would” repurchase their vehicle make. Rounding out the top five manufacturers are Škoda (846).aggregation of three components: fuel.” The study finds that overall advocacy rates have declined. is the highest-ranking model in the J. compared with consumers in other international markets. and 84 percent report they “definitely would” repurchase their vehicle make. editor of What Car? “It delivers on many of the points that matter most to car buyers today: it’s environmentally friendly and reasonably frugal. Toyota (836) and Jaguar (833).000-point scale. The 2008 India Customer Satisfaction Index (CSI) study is based on responses from more than 5. service satisfaction and vehicle appeal. Other models receiving awards are the Škoda Octavia (lower medium car) and Jaguar S-Type (executive/luxury car). Lexus continues to perform particularly well in three of four key measures: quality/reliability. receiving a customer satisfaction score of 866. and tire expenses. yet it’s also reliable and a great car to own.
D. Thailand). Power and Associates conducts CSI studies around the world. Munich: 20 June 2008:. Honda performs particularly well in service satisfaction. Power and Associates in Europe. which could lead to financial benefits for manufacturers. customers who are particularly pleased with an exceptional product and service experience are more than twice as likely to repurchase the same vehicle brand compared with those with lower satisfaction levels. two non-premium nameplates. North America (Canada.000 UK car owners after an average of two years of ownership. In order of importance. United Kingdom). Power and Associates 2008 Germany Customer Satisfaction Index (CSI) Study released today in cooperation with AUTO TESTS. “While Lexus maintains its position as the top-ranked nameplate.Martin Volk. they are: quality and reliability (30%). Daihatsu. Owners provide detailed evaluations of their vehicles and dealers. “More customers report being ‘delighted’ rather than merely satisfied. and ownership costs (19%). and Africa (South Africa). Volvo and Nissan also perform above the industry average in overall customer satisfaction. Škoda and Honda. The study includes 28 brands and 100 models. Honda ranks highest among automotive brands in satisfying new-vehicle owners. May 8. senior research manager at J. they are: quality and reliability (30%). In order of importance. the study examines customer satisfaction with new vehicles and vehicle service after two years of ownership. design.D. Indonesia. More comprehensive study results are published exclusively in the July issue of What Car? on sale Thursday. New Zealand. improving by 48 index points from 2002 to 815 in 2008. also place among the top three. insurance and costs of service/repair. For example. Toyota. which cover 77 attributes grouped in four measurements of satisfaction. comfort and features. In the nameplate rankings. Now in its seventh year. Taiwan. BMW performs well in appeal. and helps manufacturers provide high levels of satisfaction to their customers. United States).” 42 . Asia Pacific (China.000-point scale.D. and ownership costs (22%). which covers 77 attributes grouped in four measurements of satisfaction.” The 2008 UK Car Customer Satisfaction Index (CSI) Study is based on the evaluations of more than 16. insurance and costs of service/repair. and quality and reliability. Germany. 2008. Mexico. India. Mazda. The annual J. Japan. which includes performance. which includes fuel consumption. Power and Associates. dealer service satisfaction (23%).For a second consecutive year.D. Following Honda in the rankings is BMW with 845. J. Philippines. design. dealer service satisfaction (22%). comfort and features. vehicle appeal (28%). Audi. Honda leads with a customer satisfaction score of 849 on a 1. “Overall satisfaction is at its highest level since the launch of the study in 2002. which is a testament to the continued efforts of these car makers to provide an excellent vehicle ownership experience. Mercedes-Benz. which includes fuel consumption.” said Martin Volk. Power and Associates/What Car? study is designed to give consumers access to reliable and accurate information about many different vehicle models. vehicle appeal (25%). senior research manager at J. according to the J. Malaysia. an increase of 13 index points from 2007. including Europe (France. Owners provide detailed evaluations of their vehicles and dealers.D. Skoda. which includes performance.
providing superior customer satisfaction is of primary importance for automakers and dealers. 43 .D. problems experienced. according to the J. Now in its ninth year. compared to an industry average of 23 percent for other automakers’ customers. the Toyota Prius ranks highest among all models in the study for a second consecutive year. in-service experience.” As for the other automakers rounding out the top five: coming in second was Audi. service advisor. they are: service quality. performing particularly well in six of the seven scoring factors: service initiation. general manager of research at J. Commenting on why dealer after-sales service is so important in the Chinese market. nearly 40 percent of Mercedes-Benz customers said they received at least 21 of 24 services measured in the study . Dr.” said Olaf Schilling. followed by SGM-Chevrolet.D. service initiation. Mei Songlin. In addition. Although it was Mercedes' first time being included in the rankings. In the highly competitive China automotive market. service advisor. and quality and reliability measures. dealers are finding it increasingly difficult to achieve profitability from new-vehicle sales. user-friendly service.” BANGKOK: 1 July 2008: — Toyota ranks highest in customer satisfaction with authorized dealer after-sales service in Thailand for the first time since 2003. The Prius performs particularly well in the ownership costs. July 2008 : . Nissan and Guangzhou Toyota. “The Toyota Prius receives high ratings from customers in fuel consumption. had this to say: “With new-vehicle sales in China showing signs of slowing.000 point scale.a rate twice that of the industry average (20 percent). which ultimately benefits consumers. Power Asia Pacific 2008 Thailand Customer Satisfaction Index (CSI) Study released today. Power Asia Pacific China operations. service delivery. Equally as impressive.With an index score of 888. “A hybrid car leading the customer satisfaction rankings for a second year indicates the industry’s shift to more environmentally friendly vehicles. service delivery. the company scored a total of 854 points on a 1. MercedesBenz ranks higher than any other automotive brand in customer satisfaction for authorized dealer after-sales service in China. Manufacturers are creating differentiation and directing their dealers to grow their business through superior after-sales service.000-point scale. Seven factors are examined to determine overall satisfaction. the study measures customer satisfaction with maintenance and repair service at authorized dealer service centers. forty-four percent of Mercedes customers say they “definitely would” recommend their service dealers. which will become more of a factor in overall satisfaction as fuel prices increase.China Customer Satisfaction Index (CSI) Study released today. CSI performance is reported as an index score based on a 1. In order of importance. Citroen. user-friendly service and problems experienced. and in-service experience. chief editor of AUTO TESTS.
particularly in the waiting area. in 2008. regardless of their service requirements. inservice experience and service delivery factors. as well as potentially reducing servicing and waiting time for their customers.D.” said Loïc Pean.Among the eight brands examined in the 2008 study.316 new-vehicle owners who purchased their vehicles between July 2006 and April 2007. will be released in late July. 94 percent of customers. The 2008 Thailand Customer Satisfaction Index Study is based on evaluations from 3. In 2008. The CSI study is one of four consumer-based studies J. Toyota ranks highest with an overall CSI score of 853. performing particularly well in the in-service experience and user-friendly service factors. country manager at J. performing particularly well in the service initiation. 44 . Overall satisfaction in 2008 averages 847—up 4 points from the 2007 study. which can improve management efficiency and operational costs.” said Pean. In 2008.500 baht per month in 2007.” said Pean. 29 percent of customers report making an appointment. Power and Associates.” The study also finds that vehicle owners report spending more money on fuel—an average of 5. “The increase in the number of customers scheduling their visit is probably the result of manufacturer efforts to gain better control of the service process. Manufacturers and dealers may need to quickly adopt new strategies to match these rising customer expectations.000 baht per month in 2008. “As rising fuel costs are whittling away household budgets. Power Asia Pacific conducts in Thailand. demonstrating that dealers are making strides in improving customer satisfaction among customers with appointments. customers with service appointments historically had lower overall satisfaction levels than did drop-in customers. performing particularly well in the service quality factor. compared with 22 percent in 2007 and 20 percent in 2006. which measures satisfaction with the new-vehicle sales process. The industry also improves slightly in all factors. “In past years. “Interestingly.” The study finds that the proportion of customers who say they schedule an appointment for service rather than simply dropping in at the dealership is quickly increasing. The study was fielded between January and April 2008.D. While ranking below the industry average. customers are becoming more demanding regarding service center amenities. the time needed to service the vehicle averaged 2 hours and 20 minutes. Singapore. compared with 69 percent in 2007. However. Isuzu follows Toyota in the rankings with a score of 846. existing or prospective car owners may become more sensitive to maintenance and service costs in the near future. The future challenge for manufacturers and dealers will be to maintain or improve that level of satisfaction and proactively manage growing numbers of scheduled service visits. overall satisfaction is nearly equal for these two groups. compared with 4. a growing proportion of customers report waiting at the service center while their vehicle is being serviced—an average of 72 percent in 2008. “As a result. The 2008 Sales Satisfaction Index (SSI) Study. Honda improves considerably since the 2007 study and follows Isuzu in the rankings with a score of 844. say that service was completed the same day they brought their vehicle to the dealer—an increase from 92 percent in 2007. Among these customers.
“Customers are concerned about what work is being performed on their vehicle.D. and in-service experience. the dealer demonstrates thoroughness in the work completed. according to the J. satisfaction was 4 points higher than the industry average when customers received explanations. On average. Overall customer satisfaction shows improvement with a score of 837 this year—an increase of 23 points since 2007. Among the 10 brands included in the study. 8 percent of customers report that their dealer did not offer an explanation of the work performed on their vehicle. will be released in late October. the 45 . Ford follows Toyota in the rankings with a score of 841. Execution and Layout (APEAL) Study. when dealers did not provide explanations. Similarly. measuring what excites and delights owners about their new-vehicle’s performance and design.” In addition.The 2008 Initial Quality Study (IQS). In order of importance. In contrast. Now in its eighth year. SINGAPORE: 1 September 2008: — Toyota ranks highest in customer satisfaction with authorized dealer after-sales service in the Philippines. Power Asia Pacific. satisfaction averaged 49 points lower than the industry average. the study measures new-vehicle owner satisfaction with the after-sales service process by examining dealership performance in seven factors. service delivery.D. service advisor. userfriendly service. This helps to reinforce customer confidence and trust in the dealership. service quality. “Customer dealership service experiences play an important role in building a lasting relationship for both service and sales.” said Taku Kimoto. which measures problems experienced by newvehicle owners. respectively. Also ranking above the industry average are Nissan and Mitsubishi. they are: problems experienced. Singapore. Approximately 85 percent of customers who report that they are highly satisfied with their dealer’s service performance say they “definitely will” repurchase the same make. achieving an overall score of 843. Power Asia Pacific 2008 Philippines Customer Satisfaction Index (CSI) Study released today.” said Kimoto. “While the improvement in overall satisfaction demonstrated in 2008 is very encouraging. which translates into higher customer satisfaction. general manager for the Philippines at J. customers who are highly satisfied with the overall service performance of the dealer have higher levels of advocacy and loyalty to both the vehicle brand and dealer. “By making an effort to explain the actual work done. even for routine maintenance. Toyota ranks highest. compared with customers who did not receive explanations. The 2008 Automotive Performance. will be released in late November. compared with the industry average (58%). and want to be kept informed. In 2008. CSI performance is reported as an index score based on a 1. compared with the industry average of 55 percent.000-point scale. Toyota performs particularly well in the areas of service advisor and service quality. service initiation. 81 percent of highly satisfied customers say they “definitely will” revisit their service dealer for post-warranty service. The study finds that customers whose dealers provided explanations of the work performed on their vehicle had higher satisfaction levels.
The study finds that although satisfaction with dealer service tends to decline as vehicles age—particularly during the fourth and fifth years of ownership— those automakers whose dealers provide the highest levels of satisfaction during the warranty period retain a greater share of future service visits at the dealership. The CSI rankings are based on dealer performance during the first three years of ownership. Power:. it is imperative for dealers to focus heavily on maximizing satisfaction levels. even after the warranty period expires. With the stakes so high.000-point scale and performs particularly well in four of the five measures: service quality.” Lexus ranks highest in customer satisfaction with dealer service in 2009— improving from fourth rank position in 2008. “The highest-performing brands differentiate themselves particularly in the service quality and service facility measures. “Since dealer service is the last touch point in the vehicle ownership cycle that auto manufacturers have with customers. service facility. brands that attained CSI scores below 800 retained only 69 percent of customer maintenance and repair dollars. this income is keeping the dealerships open. The significant decline in new-vehicle sales means that dealers are relying even more heavily on the service-operations side of their business for muchneeded revenue.” said Jon Osborn. service initiation. Brands with dealers that achieve particularly high CSI scores (800 or higher) during the first three years of vehicle ownership retained 79 percent of dollars spent on maintenance and repairs during the first five years of ownership. “Providing excellent service is not only good for customers.D. “There are several 46 . In contrast.examines satisfaction among vehicle owners who visit a service department for maintenance or repair work. Lexus study in 2009 by J. customers who say the dealer service they received was “unacceptable” report spending eight times as much at non-dealer service facilities. and vehicle pickup. research director at J. which typically represent the majority of the vehicle warranty period. compared with customers who report receiving “truly exceptional” service from their dealer. service advisor.400 new-vehicle owners who purchased their personal-use vehicles between September 2006 and June 2007 and took their vehicle for service to an authorized dealer or service center between September 2007 and June 2008. Five measures are examined to determine overall customer satisfaction with dealer service (listed in order of importance): service quality. Lexus achieves an overall CSI score of 835 on a 1.challenge for dealerships lies in continuing this upward momentum against rising customer expectations.” said Osborn. Power and Associates. The study also finds that consumers report spending an average of $310 annually on oil changes. Higher satisfaction with dealers leads to a dramatically lower likelihood to spend this money on visits to non-dealer service facilities.” The 2008 Philippines Customer Satisfaction Index (CSI) Study is based on the responses of more than 1. Rounding out the top five nameplates are Jaguar (810). For example. service advisor and service facility. providing superior levels of service can leave owners with a lasting favorable impression of the brand. routine maintenance and repairs during the first five years of vehicle ownership. In many cases. service initiation. but it also benefits dealers and automakers in terms of income from future service visits and sales. Cadillac (806) and Acura (805).D. BMW (808).
The study finds that although satisfaction with dealer service tends to decline as vehicles age—particularly during the fourth and fifth years of ownership— those automakers whose dealers provide the highest levels of satisfaction during the warranty period retain a greater share of future service visits at the dealership. provided that the service work performed on the vehicle is also satisfactory. The CSI rankings are based on dealer performance during the first three years of ownership. With the stakes so high. service advisor. Higher satisfaction with dealers leads to a dramatically lower likelihood to spend this money on visits to non-dealer service facilities. but it also benefits dealers and automakers in terms of income from future service visits and sales.” D. this income is keeping the dealerships open.” Lexus ranks highest in customer satisfaction with dealer service in 2009— improving from fourth rank position in 2008. Brands with dealers that achieve particularly high CSI scores (800 or higher) during the first three years of vehicle ownership retained 79 percent of dollars spent on maintenance and repairs during the first five years of ownership. but many dealers do not provide them consistently. For example. brands that attained CSI scores below 800 retained only 69 percent of customer maintenance and repair dollars. providing superior levels of service can leave owners with a lasting favorable impression of the brand. The significant decline in new-vehicle sales means that dealers are relying even more heavily on the service-operations side of their business for muchneeded revenue.” said Jon Osborn. greeting the customer immediately on arrival. and vehicle pickup. compared with customers who report receiving “truly exceptional” service from their dealer. In contrast. “Providing excellent service is not only good for customers. service facility.practices that the highest-ranked brands consistently perform that help elevate customer service satisfaction levels. The study. knowing the vehicle’s service history. service initiation. including providing prompt service appointments. routine maintenance and repairs during the first five years of vehicle ownership. Five measures are examined to determine overall customer satisfaction with dealer service (listed in order of importance): service quality. Power and Associates 2009 Customer Service Index (CSI) Study released today. research director at J.D. “Since dealer service is the last touch point in the vehicle ownership cycle that auto manufacturers have with customers. it is imperative for dealers to focus heavily on maximizing satisfaction levels. The study also finds that consumers report spending an average of $310 annually on oil changes. examines satisfaction among vehicle owners who visit a service department for maintenance or repair work. In many cases. customers who say the dealer service they received was “unacceptable” report spending eight times as much at non-dealer service facilities. and offering alternative transportation to customers leaving their cars for service. Lexus achieves an overall CSI score of 835 on a 1. returning vehicles to customers in a clean condition. which typically represent the majority of the vehicle warranty period. We find that they are very effective in raising customer satisfaction.000-point scale and performs particularly well in four of the five measures: service 47 . These courtesies may seem intuitive. now in its 29th year. even after the warranty period expires. Power and Associates.
Rounding out the top five nameplates are Jaguar (810). and offering alternative transportation to customers leaving their cars for service. To study the role of employees in delivering services. These courtesies may seem intuitive. knowing the vehicle’s service history. including providing prompt service appointments. To understand the satisfaction level of customers for Maruti brand. returning vehicles to customers in a clean condition. but many dealers do not provide them consistently. service initiation. We find that they are very effective in raising customer satisfaction. service advisor and service facility. “The highest-performing brands differentiate themselves particularly in the service quality and service facility measures.quality.” OBJECTIVES • • • To understand the perception of customers after sales services. “There are several practices that the highest-ranked brands consistently perform that help elevate customer service satisfaction levels. Cadillac (806) and Acura (805). BMW (808).” said Osborn. provided that the service work performed on the vehicle is also satisfactory. 48 . greeting the customer immediately on arrival.
It is the function of the researcher to contribute to the understanding of the phenomenon and to communicate that understanding to others. To analyze the satisfaction level of services provide by Maruti to customers. To analyze the level of employees for providing services to customers.• • . 49 . RESEARCH METHODOLOGY Research is the systematic process of collecting and analyzing information to increase our understanding of the phenomenon under study.
The third reason to sample is that testing may be destructive. The second reason to sample is that testing the entire population often produces error. Khalsa College civil lines. It is usually too costly to test the entire population. Mittal steel. 3. G. Why should we not use the population as the focus of study? There are some reasons to sample.100 : . 1. At the time of purchasing what is the perception of the customer.N. The survey has done in the G. what things comes in the mind on the customer and on the basis of which things the customer buys the product. We can get that information from operating on small samples. Roily Hosiery Mill.N. Stan autos.D. Dana mandi. 2. • 50 .convenience Corporate Sector Students Senior Citizens Area for Survey • The survey has done in the different corporate sector like Paramount Steel. SAMPLE SIZE Why Sample? This brings us to the question of why sample.G. Engineering College Ludhiana.Need of the study To understand the brand preference of the customer for product. The first reason to sample is that it may be impossible to test the entire population. Total sample size Survey Technique SAMPLE UNIT: • • • : . 4.
DATA COLLECTION PRIMARY DATA: . People are more truthful while responding to the questionnaires regarding controversial issues in particular due to the fact that their responses are anonymous. Majority of the people who receive questionnaires don't return them and those who do might not be representative of the originally selected sample Secondary data: . A consumer’s buying behavior is influenced by cultural. But they also have drawbacks. CONSUMER BEHAVIOR Market and Environment stimuli enter the buyer’s consciousness. The marketer’s task is to understand what happens in the buyer’s consciousness between the arrival of outside stimuli and the purchase decisions. social. Internet: .Primary data should be collected with the various methods which are following. The buyer’s characteristics and environment processes lead to certain purchase decisions. personal and psychological factors. There are several types of books are available in the market written by different author’s.The secondary data which is collected from the different sources like Books: .It is another source of collecting any kind of information form anywhere. Methods for collecting data Questionnaires Paper-pencil-questionnaires can be sent to a large number of people and saves the researcher time and money.The secondary data should be collected from the different books on the basis of the need and topics. Cultural Factors 51 .
They buy the products according to their age and the different stage in the life cycle.People buy different goods and services over a lifetime.The family is the most important consumer buying organization in society and family members constitute the most influential primary reference group. Roles and Statues:. Social Factors In addition to cultural factors a consumer’s behavior is influenced by such social factors as reference groups. lifestyle and personality. clubs. These include the buyer’s age and stage in the life cycle. their influence on the buyer’s behavior can be significant and another direct influence on everyday buying behavior is the family of procreation namely one’s spouse and children. Every person buy products on the basis of their occupation.Culture. Culture is the fundamental determinant of a person’s wants and behavior. The family of orientation consists of parents and siblings.A person participates in many groups family. economic circumstances. occupation.Occupation also influences consumer buying behavior. A blue 52 . From parents a personal ambition. The growing child acquires a set of values. religious and geographical regions. Family:.A person’s reference groups consist of all the groups that have a direct or indirect influence on the person’s attitudes or behavior. friends. self worth and love. preferences and behaviors through his or her family and other key institutions. Each role carries a status. A role consists of the activities a person is expected to perform. Each culture consists of smaller subcultures that provide more specific identification and socialization for their members. The family can distinguished between two families in the buyer life. organizations. such as family. neighbors and co-workers with whom the person interacts fairly continuously and informally. References Groups: . subculture and social class are particularly important in buying behavior. Subcultures include nationalities. People choose the products that communicate their role and status in society Personal Factors A buyer’s decisions are also influenced by personal characteristics. Groups having a direct influence on a person are called membership groups. perceptions. family and social roles and statues. Even if the buyer no longer interacts very mush with his or her parents. Occupation and Economic Circumstances:. Age and Stage in the life cycle:. The person’s position in each group can be defined in terms of role and status. A general manager has more status than a sales manager and a sales manager has more status than the office clerk. Some groups are primary groups.
work shoes etc. A lifestyle is a person’s pattern of living in the world as expressed in activities. income.g. Psychographics is the science of using psychology and demographics to better understand consumers. saving and assets. social class and occupation may lead different lifestyles. Buyer characteristics Cultural Social Personal Psychological Buyer’s decisions process Problem recognition Information search Evaluation of alternatives Purchase decision Post purchase behavior Buyer decisions Product choice Brand choice Dealer choice Purchase timing Purchase amount Model of Buyer Behavior The consumer’s shopping record is usually combined with demographic information (e. Lifestyle: .collar worker will buy work clothes. Product choice is greatly affected by economic circumstances: spend able income. Nielsen will actually recognize the face of each family member when he or she sits down to watch). air travel and country club membership. and whether the family owns and rents) and the family’s television watching habits. interests and opinions.. 53 . C. Life style interacting with his or her environment. occupations of adults.People from the same subculture. (Electronic equipment run by firms such as A. debts. borrowing power and attitudes toward spending and saving. educational level of adults in the household. A company president will buy expensive suits. ages of children.
Art. “Chunking. women in some Arab 54 .” is a system of interdependent components.. Knowledge and beliefs are important parts. we know and believe that a person who is skilled and works hard will get ahead.” the name for China in Chinese literally means “The Middle Kingdom. The definition of culture offered in one textbook is “That complex whole which includes knowledge.” From this definition. we make the following observations: • • Culture.g. and any other capabilities and habits acquired by man person as a member of society. art.S. Culture and Subculture Culture is part of the external influences that impact the consumer. morals. That is. culture represents influences that are imposed on the consumer by other individuals. On the other extreme. may be reflected in the rather arbitrary practice of wearing ties in some countries and wearing turbans in others. In other countries. it may be believed that differences in outcome result more from luck.It is now possible to assess the relative impact of a number of factors on the consumer’s choice—e. In the U. as a “complex whole. Other issues are relevant. groups of men and women may take steam baths together without perceived as improper. belief. on the other hand. for example.” The belief among ancient Chinese that they were in the center of the universe greatly influenced their thinking. Morality may be exhibited in the view in the United States that one should not be naked in public. In Japan. custom.
the important thing here is the big picture. Cultural characteristics as a continuum: . while the culture of Saudi Arabia has changed much less. (2) Culture is learned rather than being something we are born with.Culture is a problematic issue for many marketers since it is inherently nebulous and often difficult to understand.S.” Many cultures observe significantly greater levels of formality than that typical in the U. For example.” even though in most civilized countries this law. and people from different cultures may feel uncomfortable in each other’s presence without knowing exactly why (for example. For example.g. and Japanese negotiator tend to observe long silent pauses as a speaker’s point is considered. within the Muslim tradition. two speakers may unconsciously continue to attempt to adjust to reach an incompatible preferred interpersonal distance). Failure to behave within the prescribed norms may lead to sanctions. the law that once banned interracial marriages in South Africa was named the “Immorality Act. (4) Conscious awareness of cultural standards is limited. We will consider the mechanics of learning later in the course. For example. in American society. however. Note.. American culture has changed a great deal since the 1950s.There is a tendency to stereotype cultures as being one way or another (e. where there is a tendency to focus on the contents which “really count.. so portraying it as “man’s best friend” in an advertisement is counterproductive. seen as a reflection of the quality of the “real” product. the dog is considered a “dirty” animal.S. one cannot show up to class naked. and any degree of explicit racial prejudice. would itself be considered highly immoral. For example. countries fall on a continuum of cultural traits. Packaging.We considered several cultural lessons in class. 55 .countries are not even allowed to reveal their faces. Dealing with culture: . Cultural lessons: . Notice. bowing and a strong desire to avoid the loss of face are unified in their manifestation of the importance of respect. but wearing anything from a suit and tie to shorts and a T-shirt would usually be acceptable. for example—some fall in the middle. One American spy was intercepted by the Germans during World War II simply because of the way he held his knife and fork while eating. Hofstadter’s research demonstrates a wide range between the most individualistic and collectivistic countries. Culture has several important characteristics: (1) Culture is comprehensive. ranging from being hauled off by the police for indecent exposure to being laughed at by others for wearing a suit at the beach. individualistic rather than collectivistic). (3) Culture is manifested within boundaries of acceptable behavior. by the way. This means that all parts must fit together in some logical fashion. is considerably more important in Asia than in the U. For example. One may violate the cultural norms of another country without being informed of this.. (5) Cultures fall somewhere on a continuum between static and dynamic depending on how quickly they accept change. that what at least some countries view as moral may in fact be highly immoral by the standards of another country.
Thus. and found that cultural differences tended to center around four key dimensions: • • • Individualism vs.. “Masculine” values involve competition and “conquering” nature by means such as large construction projects.In some cultures.S.S. Although Hofstede’s original work did not address this. often accepting long periods before profitability is obtained. slightly toward the masculine side. Japan is one of the more masculine countries. Japan ranks very high. while the Netherlands rank relatively low.Gert Hofstede. Masculinity vs.S. The U. The U. The nature of languages may exacerbate this 56 . managers like to see quick results. in contrast.. facial expressions and what is not said may be an important clue to understanding a speaker’s meaning.Hofstede’s Dimensions: . you are expected to say it directly.) • Uncertainty avoidance involves the extent to which a “structured” situation with clear rules is preferred to a more ambiguous one. There is. High vs. collectivism: To what extent do people believe in individual responsibility and reward rather than having these measures aimed at the larger group? Contrary to the stereotype. Japan actually ranks in the middle of this dimension. In the U. a fifth dimension of long term vs. while “feminine” values involve harmony and environmental protection. In Japan. however. is close to the middle. “what you see is what you get”—the speaker is expected to make his or her points clear and limit ambiguity. femininity involves a somewhat more nebulous concept.S. a Dutch researcher. Few countries are very low in any absolute sense. Power distance: To what extent is there a strong separation of individuals based on rank? Power distance tends to be particularly high in Arab countries and some Latin American ones. in general. countries with lower uncertainty avoidance tend to be more tolerant of risk. is in the lower range of the distribution. but relatively speaking. was able to interview a large number of IBM executives in various countries. Britain. Britain and Hong Kong are lower.—if you have something on your mind. This This is the case in the U.S. often a large correlation of these cultural values with the status of women. low context cultures: . it may be very difficult for Japanese speakers to understand another’s written communication. short term orientation has been proposed. and the U. while Japanese managers are known for take a long term view. (The fact that these values are thought of as “masculine” or “feminine” does not mean that they are consistently held by members of each respective gender—there are very large “within-group” differences. and the Netherlands rate toward individualism.S. while it is more modest in Northern Europe and the U. subject to some reasonable standards of diplomacy. while Indonesia and West Africa rank toward the collectivistic side.
there are great differences between people who live in coastal and mountainous areas. one word may mean one thing in one Latin American country.phenomenon—while the German language is very precise.S. Australian. The important thing here is to consider how these biases may come in the way in dealing with members of other cultures. For example. For example. seeking instead to preserve traditional values. the practice is reversed. there are also great differences between social classes. In parts of the World where English is heavily studied in schools. so the notion of “in the ball park” makes sense here. The psychologist expressed disgust that the cows were allowed to roam free in villages. In some cultures. Americans may perceive more traditional societies to be “backward” and “unmotivated” because they fail to adopt new technologies or social customs. For example. for example.” in other cultures. although it turns out that they provided valuable functions by offering milk and fertilizing fields. The differences between U. we are well aware that there is a great deal of heterogeneity within our culture. to use the standards of one’s own culture to evaluate others. a supposedly well read American psychology professor referred to India’s culture of “sick” because. we nod to signify “yes” and shake our heads to signify “no. Ethnocentrism is the tendency to view one’s culture to be superior to others. It should be noted that there is a tendency of outsiders to a culture to overstate the similarity of members of that culture to each other. Neologisms involve terms that have come into language relatively recently as technology or society involved.The self-reference criterion refers to the tendency of individuals. Chinese lacks many grammatical features.. but something off-color in another. Language issues: . In the 1960s. so neologisms have a wide potential not to be understood. It may take longer for such terms to “diffuse” into other regions of the world. In the United States. but the term does not carry the same meaning in cultures where the sport is less popular. the idea of an “add-on” became widely known. and British English are actually modest compared to differences between dialects of Spanish and German. in Latin America. Idioms involve “figures of speech” that may not be used. For example. English ranks somewhere in the middle of this continuum. Ethnocentrism and the self-reference criterion: . literally translated. the Hindu religion did not allow the eating of cows. With the proliferation of computer technology. we often underestimate the diversity within other cultures. It should be realized that regional differences may be subtle. the emphasis is often on grammar and traditional language rather than on current terminology.Language is an important element of culture. often unconsciously. 57 . Within the context of language: • • • There are often large variations in regional dialects of a given language. despite severe food shortages. It should also be kept in mind that much information is carried in non-verbal communication. in other languages. however. baseball is a predominantly north and South American sport. and the meaning of words may be somewhat less precise.
And more 42% 58 . INTERPRETATION OF DATA 1.• Slang exists within most languages. For how long you have been associated with Maruti Brand? 6 months 8% 1 year 25% 2 years 25% 4 yrs. There are often significant generation gaps in the use of slang. regional variations are common and not all people in a region where slang is used will necessarily understand this. Again.
And more 25% Interpretation: . 25% people are associated from 1 and 2 years and 8% from 6 months. Which product of Maruti do you own? Cars 90% Esteem Zen SX4 M 800 1% 21% 3% 31% A star 1% Estilo 2% Swift 15% Alto 18% Wagoner 3% 59 . 2.42% people are associated with Maruti brand from 4 years and more.8% 42% 25% 6 months 1 year 2 years 4 yrs.
After what time interval you get your vehicle serviced? 0-3 months 10% 3-6 months 52% 6-9 months 12% 9-12 months 8% Not sure 18% 60 .The 90% people are using the cars of Maruti in which 31% are using Maruti 800 and 21% are using Zen. 6% are using VAN and 4% are using SUV. Alto is on 3rd and Swift is on 4th position. 3.10% 8% 1% 1% 2% Cars Esteem Zen SX4 48% M 800 A star Estilo Swift Alto 16% 2% 11% 1% Wagoner VAN 6% SUV 4% Any other 0% 0% 40% VAN SUV 60% Any other Interpretation: .
.The 52% people get their vehicle service within 3-6 months and 18% people are not sure for service time.60% 50% 40% 30% 20% 10% 10% 0% 52% 0-3 months 3-6 months 6-9 months 18% 12% 8% 9-12 months Not sure 1 Interpretation: . 4. Do you get call from the authorized service centre about due date of servicing of your vehicle? Yes 7o% No 30% 61 .
5.The 70% people said they get call from service centre and 30% people said they don’t get call from service centre.80% 70% 60% 50% 40% 30% 20% 10% 0% 1 Yes No Interpretation: . Do they provide the on line/telephone appointment facility? Yes 66% No 34% 62 .
After how much time you were attended to after reaching the workshop? within 5 minutes 24% Within 6-10 minutes 29% More than 10 minutes 18% Not sure 29% 63 .34% Yes No 66% Interpretation: . Category-A (Questions related with pre-service experiences) 1.66% people said they get telephone/online appointment facility and 34% said they don’t get telephone/online appointment facility.
24% people said they were attended within 5 minutes when they reached the workshop. Were you provided all the information about approximate expenses to be incurred for servicing your vehicle? Yes 80% No 20% 64 . 2.29% 24% within 5 minutes Within 6-10 minutes More than 10 minutes Not sure 18% 29% Interpretation: .29% people said they were attended within 6-10 minutes and 29% people are not sure.
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No Interpretation: . 3. Was the job card made in the required time period? Yes 84% No 16% 65 .The 80% customers said they get all information about the incurred expenses during service and 20% said they don’t get information.
84% customers said that the job card was made in required time period and 16% said No.90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1 Yes No Interpretation:. Category-B (Questions related with in-service process) 1. Was the service provider able to understand the problems of your vehicle properly? Yes 90% No 10% 66 .
2.No 10% Yes 90% Interpretation: . Were you advised to sit in customer lounge while your car would be serviced? Yes 81% No 19% 67 .90% customer said the service provider was able to understand the vehicle problem and 10% said No.
Give your views about the customer lounge. Statement a.81% customers said that they were advised to sit in customer lounge and 19% said they were not advised to sit in customer lounge. Neatness of customer lounge Location/view of customer lounge Highly satisfied Satisfied No comments Dissatisfied Highly dissatisfied 20% 18% 55% 53% 21% 22% 3% 6% 1% 1% 68 . b.No 19% Yes 81% Interpretation:. 3.
4.c. Were you offered Tea/Coffee and snacks in the customer lounge? Yes 72% No 28% 69 . 53% customers are satisfied with location/view of customer lounge and 46% customers are satisfied with facilities of customer lounge.55% customers are satisfied with neatness for customer lounge. Reading material etc available Neatness of customer lounge Highly Satisfied No Dissatisfied Highly comments Interpretation: . Reading material etc available 31% 46% 18% 4% 1% 60% 50% 40% 30% 20% 10% 0% satisfied dissatisfied Location/view of customer lounge Facilities like TV. Facilities like TV.
5.72% customers said that they were offered Tea/Coffee in the customer lounge and 28% said they were not offered.No 28% Yes 72% Interpretation: . Were you satisfied with washing facility and quality of washing of your car? Yes 80% No 20% 70 .
No 20% Yes 80% Interpretation: .80% customers said they were satisfied with the washing quality and 20% said they were not satisfied. 6. Was the workshop having adequate infrastructure and tools to carryout the servicing of the vehicle? Yes 86% No 14% 71 .
7.No Yes 0% 20% 40% 60% 80% 100% Interpretation:. Did the workshop manager visit your vehicle when it was being serviced? Yes 59% No 41% 72 .86% customers said that the workshop has adequate infrastructure and tools to carryout service and 14% said they has not.
59% 60% 50% 40% 30% 20% 10% 0% 1 41% Interpretation: . Category-C (Questions related with Post services experiences) 1.59% customers said the workshop manager visits their vehicle and 41% customers said that manager didn’t visit. Did you get the vehicle in time as you were promised? Yes 72% No 28% 73 .
If No was explanation given to you for the delay. What do you think about payment/billing procedure? Excellent 18% Good 56% Average 24% Unacceptable 2% 74 . Yes 13% No 17% 80% 70% 60% 50% 40% 30% 20% 10% 0% 72% Yes No 28% 13% 17% Yes No 1 Interpretation:.72% customers said they get their vehicle as time was promised and 28% customers said they don’t get their vehicle at time and 13% said explanation was given to them for delay and 17% said no explanation was given to them. 2.
What do you think about cleanliness and appearance of vehicle after servicing? Excellent 24% Good 56% Average 18% Unacceptable 2% 75 .56% 60% 50% 40% 30% 20% 10% 0% 1 2% 24% 18% Excellent Good Average Unacceptable Interpretation:.56% customers said that the payment/billing procedure is good and 24% said it is average and 18% said it is excellent. 3.
Was the work done according to the job card and your complaints? Yes 78% No 22% 76 .60% 56% 50% 40% 30% 24% 20% 10% 0% Excellent Good Average 2% Unacceptable 18% Interpretation: . 4.56% customers said about the cleanliness and appearance of vehicle after servicing and 24% customers said it is excellent.
78% customers said that the work was done according to job card and complaints and 22% said it was not according to job card and complaints. 5.Yes 78% 22% No Interpretation: . Were you contacted after service to check your satisfaction with service done? Yes 76% No 24% 77 .
6.24% Yes No 76% Interpretation: .76% customers said that they were contacted after servicing to check satisfaction with service done and 24% said they were not contacted. Do you have any kind of grievances with the authorized service station? Yes 14% No 86% 78 .
They have given the grievances following:1. Sometimes rudely behavior shown by employees. 7. How do you rate the overall performance of Maruti regarding after sales service provided? Highly satisfied 13% Satisfied 69% Neutral 15% Dissatisfied Highly dissatisfied 2% 0 79 . 3. The work should do more professionally. Highly costly spare parts.14% customers said they have grievances about service station and 86% customers said they have not grievances. 2.14% Yes No 86% Interpretation:.
3. 52% customers get their vehicle service after 3-6 months. 90% are using cars. 2.69% customers said they are satisfied with the overall performance of Maruti Suzuki after sales services. FINDINGS 1.2% 15% 13% Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 69% Interpretation:. 42% customers are associated with Maruti brand from 4 years and more. 80 . 15% said Neutral and 13% said they are Highly satisfied with overall performance of Maruti. 6% VAN and 4% are using SUV of Maruti.
17. 84% customers said that job card was made in required time. 12. 13. 6. 59% customers said that workshop manager visits their vehicle during servicing. According to 56% customer’s payment/billing procedure and cleanliness of vehicle after servicing is good. 78% customers said that work was done according to the job card and complaints. The survey was just related with Ludhiana. 9. 29% customers are attended within 6-10 minutes after reaching the workshop and 29% customers are not sure. 20. 86% customers have not any kind of grievances about service centre. 46% customers are satisfied with facilities of customer lounge and 31% said it is excellent. 22. 80% customers are satisfied with washing quality of their cars. 72% customers get their vehicle in time as promised. 2. 53% people are satisfied with the neatness of customer lounge. 66% customers said service centre provides the online/telephone appointment facility. 18. 21. The Tea/Coffee was provided to 72% customers in customer lounge. 15% neutral and 13% are highly satisfied with overall performance of Maruti. The 80% people get information about incurred expenses during service. 15. 16. 69% customers are satisfied. 5. The samples were limited for survey. 81% customers were advised to sit in customer lounge. According to 86% customers workshop have adequate infrastructure and tool to carryout for servicing the vehicle. 81 . 23. 14. 7. 11. 19. 76% customers were contacted after servicing their vehicle. 90% customers said that service provider was able to understand the problem of their vehicle. 8. LIMITATIONS 1. 70% customers get call from authorized service station for their vehicle service and 30% customers don’t get call from service centre. 53% people are satisfied with location/view of customer lounge. 10.4.
This study is just related with Maruti brand. 6.3. The people have not time for giving the answer from their busy schedule. Contact with some of the people can’t be made. It is not easy to identify the behavior the population on the basis on some samples. Due to shortage of time some Questionnaire can be biased. SUGGESTIONS 1. 5. The company has to check the entire particular or per service manual. 82 . 4. 7.
The cost of spares parts should be on appropriated rates which should easily efforts by customers. 7. The company 83 . The company has to reduce service rates to beat the private service centre. The skilled employees should recruit for making better strategies for customer’s services. 4.2. The company should provide more facilities in customer lounge to keep them busy. The company has to appoint good engineers to understand the technical problems of customer’s vehicles. CONCLUSION The conclusion of the study is that the Maruti is prestige brand in India and providing the different cars with different price range to customer’s to satisfy their needs. 3. 6. The billing procedure should be faster due to customer’s busy schedule. 5.
has to provide more facilities and discounts to retain existing customer and attract new customers. For how long you have been associated with Maruti Brand? (Tick in appropriate box) a). AXXEXURE 1.1 years 84 .6 months b).
b). d).Van c).3-6 months d).9-12 months e). No Category-B (Questions related with in-service process) 1.4 years and more 2. Within 5 minutes. within 6-10 minutes. No Answer to the following questions that would help to evaluate your perception and satisfaction regarding after sales services provided by Maruti? Category-A (Questions related with pre-service experiences) 1.SUV _________ d). Not sure 2. Do they provide the on line/telephone appointment facility? a). Do you get call from the authorized service centre about due date of servicing of your vehicle? a). Yes b). No 5. Yes b).More than 10 minutes. After what time interval you get your vehicle serviced? a). c).Car ________ b). Was the service provider able to understand the problems of your vehicle properly? 85 . Which product of Maruti do you own? a).c). After how much time you were attended to after reaching the workshop? a). No 3. Yes b). Were you provided all the information about approximate expenses to be incurred for servicing your vehicle? a).0-3 months c).6-9 months b).2 years d).Not sure 4.Any other 3. Was the job card made in the required time period? a). Yes b).
No Category-C (Questions related with Post services experiences) 1. Were you advised to sit in customer lounge while your car would be serviced? a). Were you offered Tea/Coffee and snacks in the customer lounge? a). No If No was explanation given to you for the delay. Neatness of customer lounge Location/view of customer lounge Facilities like TV. Yes b). No 7.a). Yes b). No Highly satisfied Satisfied No comments Dissatisfied Highly dissatisfied 6. 86 . Yes b). Was the workshop having adequate infrastructure and tools to carryout the servicing of the vehicle? a). b. Yes b). No 3. No 5. Yes b). Yes b). Did you get the vehicle in time as you were promised? a). Give your views about the customer lounge. No 2. Statement a. c. Reading material etc available 4. Did the workshop manager visit your vehicle when it was being serviced? a). Were you satisfied with washing facility and quality of washing of your car? a). Yes b).
Excellent b). Average d).Unacceptable 3. Yes b). No If yes (kindly specify) _______________________________________________ _______________________________________________ 8.autospectator.Excellent b). Yes b). How do you rate the overall performance of Maruti regarding after sales service provided? Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Suggestions___________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ___ BIBLIOGRAPHY http://www. Do you have any kind of grievances with the authorized service station? a). No 2. No 6. Good c). Were you contacted after service to check your satisfaction with service done? a).Unacceptable . Good c). No 7.a). Average d). What do you think about cleanliness and appearance of vehicle after servicing? a). 87 .com/cars/car-consumer-info/0034625-maruti-suzuki-rankshighest-cutomative-customer-satisfaction-india-8th-con. Was the work done according to the job card and your complaints? a). What do you think about payment/billing procedure? a). Yes b). Yes b). 5.
html http://www.businessgyan.indiacar.net/news/n74258.html http://www.com/corporate/news/relase/pressreleae.com/marketing-articles/marutiudyog http://www.jdpower.com/stock/maruti_suzuki_india_(maruti.html http://www.jdpower.emercedesbenz.theautochannel.net/news/n9634.com/news/lexus-takes-top-spot-in-2009-power-customersatisfaction-study-41424/lexus http://www.com/content/view/1030/394/ http://www.com/news/2004/07/20/204867.articlesbase.aspx?id=2008074 http://www.com/corporate/news/relases/pressrelease.jdpower.aspx?id=2006229 http://www.html http://www.html http://www.blogs.aspx?id=2006079 http://www.com/corporate/news/release/pressrelease.com/jul08/30_001308_j_d_power_ranks_mercedes_benz_hig hest_in_customer_satisfaction_for_after_sales_service_in_china.wikiinvest.autospies.html http://www.co.http://www.motortrend.topnews.html http://www.jdpower.infibeam.domain-b.html http://www.aspx?id=2008081 88 .autotrader.ab/editorial/cars/features/maintenance/26556.in/maruti-tops-j-d-power-customer-satisfaction-survey-2007-26404 http://www.com/blog/news/2008/10/21/maruti_suzuki_ranks_highest_in_ 2008_indian_csi_study.by) http://www.indiacar.com/companies/companies_s/skoda/20080825_jd_power.com/corporate/news/relases/pressrelease.com/62145031/car-news/lexur-tops-customer-satisfactionindex-gm-ford-on-the-rise/index.news.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.