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1 Introduction
There Are Several Decision Processes And Acts Of People (Consumers) Buying And
Using Products or Themselves Or Their Commercial Uses! These Processes "ight Be
#ery $nteresting or Companies And Their "ar%eting "anagers! But &hat Are The
'easons &hy "ar%eters Should (no) A*out Consumer Buying Behavior+
Summer Training $s An Organi,ed Process or $ncreasing S%ills Of A "anagement
Student! $t $s A -earning Process $nvolving The Ac.uisition Of S%ills And Performance!
$t $s /ecessary And Useful $n The Case Of All Type "anagement Students! $t $s
/ecessary To $ncrease The Confidence Of Student!
As A Part Of "BA Program $ Am Opportunity To Do A Pro0ect $n An Organi,ation! or
A*out T)o "onths $ Completed "y Summer Training $n Asho% -eyland! And "y
Pro0ect 'elated To The Study Of Understanding (ey Buying actor or "A# Customers
$n "um*ai 'eagion!
The Training 1elps The "anagement Student $n Converting 1is Theoretical (no)ledge
$n Practical (no)ledge Because /o) 1e $s Doing Practical &or%!
At The Completion Of The Pro0ect &or%! $ 1ave "ade "y Best 2fforts To Summari,e
The Same $n The 'eport So That "y 'eport "y Act As Understanding Practical 3
(no)ledge $mparting Detail or All 'eader!
"y Summer Training 'eport $ncludes The Policy Of The irm A*out The Topic! $ts
$mportance And "y 'esearch Time inding ollo)ed By The
Suggestion And Conclusion!
1.2 Chapter Arrangement
This chapter of the pro0ect report includes the introduction7 o*0ective7 and sample si,e7
period of study7 methodology7 and limitation of the study!
This part of pro0ect report states the theoretical *ac%ground and profile of the company!
This part of pro0ect report contains data analysis on the *asis of .uestionnaire and
$n This Part Of The Pro0ect 'eport $ inally Conclude The Pro0ect &ith Some
1.3 O!ecti"e O# The $tud%
The pro0ect topic is very specific targeted at the small segment of the commercial
vehicles i!e! "A#!
The pro0ect is intended to find8
5! $dentifying the main players in the mar%et!
9! $dentifying the opinions of the customers
:! Understanding performance parameters for "A#
;! After sales service e<pectation of the customers!
=! Body*uilders > imp! Parameters li%e material7 cost and time!
?! "echanics@ ease of repairing A-!
A! inance company@ preference for financing A-+
1.4 $amp&e $i'e
Sample si,e of 5:; customers7 ; *ody*uilders7 ; mechanics and = finance companies!
1.( Period O# $tud%
The period of the study consists of t)o months from 1)
*une 2))+ to 4
Aug 2))+ in
Asho% -eyland7 "um*ai!
1., Re-earch .ethodo&og%
/A care#u& in"e-tigation or in0uir% -pecia&&% through -earch #or ne1 #act in an%
ranch o# 2no1&edge /.
'esearch in common parlance refers to search for %no)ledge! One can also define
research as a scientific and systematic search for pertinent information on a specific topic!
$n fact7 research is an art of scientific investigation! 'esearch comprises defining and
redefining pro*lems7 formulating hypothesis or suggested solution7 collecting7
organi,ing and evaluating data ma%ing deductions and reaching conclusions and at last
carefully testing of conclusions to determine )hether they fit the formulating hypothesis!
$tud% o# the pre-ent mar2et -cenario3
An attempt has *een made to %no) a*out the mar%et conditions li%e )hich type of
vehicles are selling in )hich region etc!
1.,.1 data Co&&ection method-3
$n depth intervie) of> the customer to get the feel of mar%et and e<pectation from the
Personal intervie)
"ar%eting research
Company employees vie)
Departmental visits
Dealer visits
Customer name7 address7 phone no!7 fa< no!7 2@mail $D from the company!
Concerned data
Business ne)spaper
Company report
Cu-tomer $amp&ing
Sample si,e of 5:; customers7 ; *ody*uilders7 ; mechanics and = finance companies!
8ormu&ate the e9pectation and the #eedac2 o# the particu&ar cu-tomer and
Re-earch t%pe3 5e-cripti"e Re-earch
Descriptive research involves surveys and fact@finding in.uiries of different %ind! The
ma0or purpose of descriptive research is the descriptive of the state of affairs as it e<its at
1.,.2 Re-earch approach8 $ur"e%
Survey means a study )here a sample of population is .uestioned or o*served to
determine its characteristics and it is then inferred that the population has the same
characteristics and )as carried through!
:1; Conducting per-ona& inter"ie1-.
:2; Pro"iding <ue-tionnaire-
Per-ona& Inter"ie13 To collect data personal intervie) )ere very useful )e have ta%en
personal intervie)s of different Basic phone su*scri*er!
1.+ Too& O# Ana&%-i-
$n order to plan for the installation of the pro0ect it is a pre@re.uisite to collect certain
information investigate a*out the mar%et and the favora*le conditions for its installation!
A survey can *e organi,ed to satisfy the needs of certain facts or information that thro)s
some light on attainment of planned o*0ective!
$t )as carried on through!
:1; Tau&ation o# co&&ected data
Conclusions are dra)n from the collected data to accomplish o*0ectives
The ollo)ing methods are used to analysis the dataCs8 @
1. =ariou- pie chart- are u-ed among re&ati"e #igure-.
2. Proai&it% method- are u-ed to ca&cu&ate the "ariou- ratio-.
>e%1ord- 6-ed In $tud%
Competition3 Those organi,ations that provide products or services )hich7 if purchased
*y the pu*lic7 reduces the revenue of the company!
Company Image: The public perception of the organization. .
Cu-tomer ?o%a&t%3 A customer's feeling or attitude of attachment to the company.
Cu-tomer $ati-#action3 The Companys ability to fulfill the business, emotional, and
psychological needs of its customers.
Cu-tomer $er"ice3 The degree of assistance and courtesy granted those who
patronize the organization.
Cu-tomer $ur"e%-3 A method of collecting data from customers. The reliability of a
survey's results depends on whether the sample of people from which the
information has been collected is free from bias and sufficiently large.
1.@ $cope O# $tud%
(5) Study is helpful Understanding mar%et share of "A# #ehicles in moter segment
and )hat customers thin% a*out "A# #ehicles!
(9) Study is helpful to understand mar%et pro*lems and customers re.uirements from
"A# #ehicles )ith special reference to Asho% -eyland!
(:) The study )ill help to $dea to ma%e its promotional planes!
(;) The pro0ect helps to %no) a*out prospective Customers of Asho% -eyland!
(=) This pro0ect helps to %no) a*out the Asho% -eyland products and companyCs
1.A ?imitation- o# $tud%
The researcher has to face certain difficulties )hile he carries out the research )or%! 1e
%no)s the limitations *efore hand! Some of them are uncontrolla*le and some others are
controlla*le! Some important limitations7 )hich )ere faced7 are as follo)s8
5! -imitation of Time8 $ have completed the research in limited time! $n spite of all the
difficulties if the time is short it is .uite possi*le that one cannot collect the sufficient
data and have to depend upon other source of data!
9! -imitation of funds8 Availa*ility of funds )as another limitation o)ning to shortage
of money!
:! -imitation of s%ills8 the research needs a lot of statistical )or% involving collection
and ta*ulation of data7 interpretation of data and dra)ing out the necessary results! $t
re.uires an a*le7 efficient and e<perienced research )or%s!
;! Pro0ect study confines to "um*ai region only
=! -imitation of human *ehaviors8
(a) Some of the respondent )as not honest and genuine in their approach!
(*) Some of the respondents could not understand certain .ueries!
1.1) Concept-3 5e#inition
1.1).1 Bu%er 5eci-ion Proce--e-
Bu%er deci-ion proce--e- are the decision@ma%ing processes underta%en *y consumers in
regard to a potential mar%et transaction *efore7 during7 and after the purchase of a product
or service!
"ore generally7 decision@ma%ing is the cognitive process of selecting a course of action
from among multiple alternatives! Common e<amples include shopping7 deciding )hat to
eat! Decision@ma%ing is said to *e a psychological construct! This means that although )e
can never DseeD a decision7 )e can infer from o*serva*le *ehavior that a decision has
*een made! Therefore )e conclude that a psychological event that )e call Ddecision
ma%ingD has occurred! $t is a construction that imputes commitment to action! That is7
*ased on o*serva*le actions7 )e assume that people have made a commitment to effect
the action!
$n general there are three )ays of analy,ing consumer *uying decisions! They are8
2conomic models @ These models are largely .uantitative and are *ased on the
assumptions of rationality and near perfect %no)ledge! The consumer is seen to
ma<imi,e their utility! See consumer theory! Eame theory can also *e used in
some circumstances!
Psychological models @ These models concentrate on psychological and cognitive
processes such as motivation and need reduction! They are .ualitative rather than
.uantitative and *uild on sociological factors li%e cultural influences and family
Consumer *ehavior models @ These are practical models used *y mar%eters! They
typically *lend *oth economic and psychological models!
/o*el laureate 1er*ert Simon sees economic decision ma%ing as a vain attempt to *e
rational! 1e claims (in 5F;A and 5F=A) that if a complete analysis is to *e done7 a
decision )ill *e immensely comple<! 1e also says that peoplesG information processing
a*ility is very limited! The assumption of a perfectly rational economic actor is
unrealistic! Often )e are influenced *y emotional and non@rational considerations! &hen
)e try to *e rational )e are at *est only partially successful!
1.1).2 .ode&- O# Bu%er 5eci-ion .a2ing
$n an early study of the *uyer decision process literature7 ran% /icosia (/icosia7 !
5F??H pp F@95) identified three types of *uyer decision ma%ing models! They are the
univariate model (1e called it the Dsimple schemeD!) in )hich only one *ehavioral
determinant )as allo)ed in a stimulus@response type of relationshipH the multi@variate
model (1e called it a Dreduced form schemeD!) in )hich numerous independent varia*les
)ere assumed to determine *uyer *ehaviorH and finally the system of e.uations model
(1e called it a Dstructural schemeD or Dprocess schemeD!) in )hich numerous functional
relations (either univariate or multi@variate) interact in a comple< system of e.uations! 1e
concluded that only this third type of model is capa*le of e<pressing the comple<ity of
*uyer decision processes! $n chapter A7 /icosia *uilds a comprehensive model involving
five modules! The encoding module includes determinants li%e Dattri*utes of the *randD7
Denvironmental factorsD7 DconsumerGs attri*utesD7 Dattri*utes of the organi,ationD7 and
Dattri*utes of the messageD! Other modules in the system include7 consumer decoding7
search and evaluation7 decision7 and consumption!
A general model of the u%er deci-ion proce-- consists of the follo)ing steps8
5! &ant recognitionH
9! Search of information on products that could satisfy the needs of the *uyerH
:! Alternative selectionH
;! Decision@ma%ing on *uying the productH
=! Actual Purchase
?! Post@purchase *ehavior!
There are a range of alternative models7 *ut that of A$UAP'7 )hich most directly lin%s to
the steps in the mar%etingJpromotional process is often seen as the most generally useful
A&A'2/2SS @ *efore anything else can happen the potential customers must *ecome
a)are that the product or service e<ists! Thus7 the first tas% must *e to gain the attention
of the target audience! All the different models are7 predicta*ly7 agreed on this first step!
$f the audience never hears the message they )ill not act on it7 no matter ho) po)erful it
is! $/T2'2ST @ *ut it is not sufficient to gra* their attention! The message must interest
them and persuade them that the product or service is relevant to their needs! The content
of the message(s) must therefore *e meaningful and clearly relevant to that target
audienceGs needs7 and this is )here mar%eting research can come into its o)n!
U/D2'STA/D$/E @ once an interest is esta*lished7 the prospective customer must *e
a*le to appreciate ho) )ell the offering may meet his or her needs7 again as revealed *y
the mar%eting research! This may *e no mean achievement )here the copy)riter has 0ust
fifty )ords7 or ten seconds7 to convey everything there is to say a*out it! ATT$TUD2S @
*ut the message must go even furtherH to persuade the reader to adopt a sufficiently
positive attitude to)ards the product or service that he or she )ill purchase it7 al*eit as a
trial! There is no ade.uate )ay of descri*ing ho) this may *e achieved! $t is simply do)n
to the magic of the copy)riters artH *ased on the strength of the product or service itself!
PU'C1AS2 @ all the a*ove stages might happen in a fe) minutes )hile the reader is
considering the advertisementH in the comfort of his or her favorite armchair! The final
*uying decision7 on the other hand7 may ta%e place some time laterH perhaps )ee%s later7
)hen the prospective *uyer actually tries to find a shop )hich stoc%s the product!
'2P2AT PU'C1AS2 @ *ut in most cases this first purchase is *est vie)ed as 0ust a trial
purchase! Only if the e<perience is a success for the customer )ill it *e turned into repeat
purchases! These repeats7 not the single purchase )hich is the focus of most models7 are
)here the vendors focus should *e7 for these are )here the profits are generated! The
earlier stages are merely a very necessary prere.uisite for thisK
This is a very simple model7 and as such does apply .uite generally! $ts lessons are that
you cannot o*tain repeat purchasing )ithout going through the stages of *uilding
a)areness and then o*taining trial useH )hich has to *e successful! $t is a pattern )hich
applies to all repeat purchase products and servicesH industrial goods 0ust as much as
*a%ed *eans! This simple theory is rarely ta%en any further @ to loo% at the series of
transactions )hich such repeat purchasing implies! The consumerGs gro)ing e<perience
over a num*er of such transactions is often the determining factor in the later @ and future
@ purchases! All the succeeding transactions are7 thus7 interdependent @ and the overall
decision@ma%ing process may accordingly *e much more comple< than most models
allo) for!
in all four dimensions! $n each category7 I:L of 2@$ types7 IFL of S@/ types7 FML of T@
types7 )as 5M!I points *etter and for groups )ith the same personality dimensions )as
;!; points *etter than individuals (#ol%ema 55;@5?)! &or%ing in groups )ith a variety of
people composed of multiple personalities and cognitive styles7 often produces a *etter
outcome in decision ma%ing rather than individually!
1.1).3 Cogniti"e and Per-ona& Bia-e- In 5eci-ion .a2ing
$t is generally agreed that *iases can creep into our decision ma%ing processes7 calling
into .uestion the correctness of a decision! Belo) is a list of some of the more common
cognitive *iases!
Selective search for evidence @ &e tend to *e )illing to gather facts that support
certain conclusions *ut disregard other facts that support different conclusions!
Premature termination of search for evidence @ &e tend to accept the first
alternative that loo%s li%e it might )or%!
Conservatism and inertia @ Un)illingness to change thought patterns that )e have
used in the past in the face of ne) circumstances!
2<periential limitations @ Un)illingness or ina*ility to loo% *eyond the scope of
our past e<periencesH re0ection of the unfamiliar!
Selective perception @ &e actively screen@out information that )e do not thin% is
&ishful thin%ing or optimism @ &e tend to )ant to see things in a positive light
and this can distort our perception and thin%ing!
'egency @ &e tend to place more attention on more recent information and either
ignore or forget more distant information!
'epetition *ias @ A )illingness to *elieve )hat )e have *een told most often and
*y the greatest num*er of different of sources!
Anchoring @ Decisions are unduly influenced *y initial information that shapes
our vie) of su*se.uent information!
Eroup thin%s @ Peer pressure to conform to the opinions held *y the group!
Source credi*ility *ias @ &e re0ect something if )e have a *ias against the person7
organi,ation7 or group to )hich the person *elongs8 &e are inclined to accept a
statement *y someone )e li%e!
$ncremental decision ma%ing and escalating commitment @ &e loo% at a decision
as a small step in a process and this tends to perpetuate a series of similar
decisions! This can *e contrasted )ith 'ero-a-ed deci-ion ma2ing!
$nconsistency @ The un)illingness to apply the same decision criteria in similar
Attri*ution asymmetry @ &e tend to attri*ute our success to our a*ilities and
talents7 *ut )e attri*ute our failures to *ad luc% and e<ternal factors! &e attri*ute
otherGs success to good luc%7 and their failures to their mista%es!
'ole fulfillment @ &e conform to the decision ma%ing e<pectations that others
have of someone in our position!
Underestimating uncertainty and the illusion of control @ &e tend to
underestimate future uncertainty *ecause )e tend to *elieve )e have more control
over events than )e really do!
aulty generali,ations @ $n order to simplify an e<tremely comple< )orld7 )e tend
to group things and people! These simplifying generali,ations can *ias decision
ma%ing processes!
Ascription of causality @ &e tend to ascri*e causation even )hen the evidence
only suggests correlation! Nust *ecause *irds fly to the e.uatorial regions )hen the
trees lose their leaves7 does not mean that the *irds migrate because the trees lose
their leaves!
2.1 Indu-tr% Pro#i&e3
2.1.1 Indian Commercia& =ehic&e Indu-tr%
CO""2'C$A- #21$C-2 $/DUST'O $/ TOP E2A' Appro<imately ??L of the
goods and IAL of the passenger traffic moves via road! This ma%es the Commercial
#ehicle (C#) $ndustry7 the lifeline of $ndian economy! &ith a domestic mar%et si,e of
appro<imately 's!9:79A= Crores and e<port sales of 's!57?5M Crores in O M?7 the $ndian
C# industry is the fourth largest manufacturer of C#s in the )orld! The industry is
over)helmingly dominated *y Tata "otors )ith Asho% -eyland and "ahindra 3
"ahindra *eing distant second and third! 2icher "otors and S)ara0 "a,da are some
other $ndian players in this space! The industry is cyclical as it dra)s its demand from the
economy! The capital intensity and the high suscepti*ility to technology changes raise the
entry *arriers to the industry ma%ing it an oligopolistic mar%et! The demand dynamics of
the industry is dependent on the general health of the economy7 infrastructure facilities
(road condition)7 regulatory environment (emission7 loading7 aging norms etc!)7 interest
rates scenarios7 freight rates and fuel costs! $n addition7 prices of vehicles7 their
specifications and applications7 fuel efficiency7 technological conformity7 spare parts
availa*ility and manufacturerCs service centre net)or% s)ay the consumer preference
significantly! The evolving 1u* 3 Spo%e model of distri*ution7 improved road
infrastructure and the Supreme Court *an on overloading of vehicles have *rought a*out
a shift in the consumer demand! The demand has shifted a)ay from vehicles )ith E#&
P59 to QR5?!9 tonnes (F tonne payload carrying vehicle) to vehicles )ith E#& QR:!=
tonnes and E#& P5?!9 tonnes (multi a<le vehicles 3 tractor trailers)! The mar%et is no)
also )itnessing increased speciali,ation7 )ith application oriented vehicles vi,! cement
mi<er7 -PE carrier7 defense vehicles etc *eing introduced! The C# industry has *een
registering positive gro)th rates since O M9! Although gro)th )as su*dued in O M?7
the Supreme Court 0udgment on overloading and the evolving 1u* 3 Spo%e model has
led to stupendous gro)th of over :IL in O MA for the EC segment! The industry sold
=75A7?;I vehicles in O MA (Domestic sales of ;7?A7II9 vehicles 3 2<port sales of
;F7A??)! The EC su*@segment of E#& QR:!= tonnes and E#& of PA!= to QR59 tonnes
and E#& P5?!9 to QR9= tonnes have gro)n at a higher pace in recent times at the cost of
C#Cs )ith E#& of P59 to QR5? tonnes and E#& of P= to QRA!= tonnes! The sales of
tractor trailer (TT) )ith E#& P:=!9 tonnes has also gro)n at a very fast pace! The
$ndian C# manufacturers are no) attempting to increase the proportion of e<port
revenues! 1o)ever7 the gro)th in e<ports at a*out IL in O MA )as relatively slac%
compared to the earlier years! Eoing for)ard7 CA'2 'esearch estimates the domestic
EC segment to register a CAE' in the range of A!=@FL in tonnage terms over the ne<t
five years (9MMA@ 9M59)! The gro)th may *e higher due to emerging e<port thrust and
tightening of the regulatory environment (e!g! strict implementation of ageing norms etc)!
The domestic PC segment registered a gro)th of ;!M:L in O MA! The PC e<ports gro)th
has remained strong in O MA7 registering a gro)th of over I;L! The PC demand today is
largely driven *y the private sector players! The State Transport Underta%ings *eing cash
strapped hardly replenish their fleet7 thus capping the domestic gro)th in this segment!
Eoing ahead7 CA'2 'esearch estimates the PC segment to gro) at a CAE' of =@AL
over the ne<t five years (9MMA@9M59)!The segment can gro) at a higher rate due to
privati,ation of State Transport Underta%ings or even privati,ation of certain profit
ma%ing routes! Nust as $ndian C# manufacturers are ma%ing glo*al forays7 so are the
glo*al players ma%ing $ndian forays! "A/ AE7 $nternational Truc%s and 2ngines
Corporation have entered the "31C# segment through the N# route! 1yundai7 Scania7
Sto%ota7 Ural are some other $nternational players )ho have plans to enter the $ndian C#
mar%et! The competition from local players is also e<pected to intensify )ith Ba0a0 Auto
and Piaggio entering the C# mar%et! "oreover7 the e<isting players vi,! Tata "otors7
Asho% -eyland have also planned huge capacity e<pansions! $n the long run7 a*ility to
provide high technology products )ith a )ide range covering all the evolving mar%et
segments )ill *e the %ey to success! 1ardening of interest rates7 increase in operating
costs and impending competition from rail)ays are )orrisome factors for the industry!
or in@depth analysis and CA'2Cs vie) on the future of this sector7 please refer to the
e<haustive 'eport on $ndian Commercial #ehicle $ndustry *y CA'2 'esearch!
S The transition of the industry from the days of restrictive government policies to free
mar%et competition!
S The characteristics of the industry and its demand drivers7 )ith specific focus on the
impact of government regulations (overloading7 aging 3 emission norms) and road
infrastructure on the industry!
S The changing demand dynamics of the industry )ith a significant shift in demand from
vehicles )ith E#& P59 to QR5?!9 tonnes 3 P= to QRA!= tonnes E#& to vehicles )ith
E#&QR:!= tonne and PR5?!9 tonnes due to improved road infrastructure and the
development of 1u* 3 Spo%e model of distri*ution!
S The increased speciali,ation seen among the C# manufacturers as per consumer
S Segment@)ise vehicle sales analysis for the period O M5@MA! Sales pro0ection )ith a
five year hori,on7 for *oth Eoods and Passenger Carriers!
S inancial profile7 international forays7 e<pansion plans of the top five players along )ith
the details of corporate actions *y other glo*al and local players in $ndia!
9!5!9 Commercia& =ehic&e Indu-tr% Edging To1ard- $&o1do1n
ndiaCs Truc% and *us industry7 the )orldGs fifth@*iggest7 is on course to report its third
straight year of near :M per cent gro)th *ut a cyclical do)ns)ing could slo) gro)th to
5M per cent in 9MM=JM?7 officials say! Sales gro)th this year )ill *e supported *y the
shifting for)ard of some demand from the ne<t year to the last .uarter of this *usiness
year that ends in "arch *ecause of ne) emission norms that ta%e effect in April7 industry
officials say!
To *eat a cyclical decline7 top firms led *y mar%et leader Tata "otors -td! and third@
ran%ed 2icher "otors -td! are considering ne) improved models7 e<panding their
product range and tapping into e<port mar%ets!
D&e e<pect more moderate gro)th rate in the medium term as gro)th of :M per cent is
pro*a*ly too high to sustain! Our estimate is that gro)th in 9MM=JM? )ould *e around 5M
per cent7D 'a%esh (alra7 2icher "otorsG chief e<ecutive7 said!
The countryCs commercial vehicle industry7 that ma%es products ranging from small
pic%ups to large multi@a<le trailer truc%s7 has *een *oosted *y strong replacement demand
in the past three years and ro*ust economic gro)th that increased freight movement!
The cheapest vehicle loans in three decades7 rising government investment in *ul%y
infrastructure pro0ects and the construction of a national high)ay net)or% that fuelled the
movement of large volumes cement and steel also helped demand! /early AM per cent of
the freight is moved *y road! The factors com*ined to lift domestic sales of truc%s and
*uses *y :?!= per cent in the past *usiness year ended "arch 9MM; to 9?M7:;= units and
*y :M per cent in the preceding year! Sales rose 9I!= per cent in the first half of this
*usiness year! Commercial vehicle demand in the country is cyclical7 though the
duration of the cycles follo) no pattern! After the previous sales pea% of 5FF?JFA7 )hen
the industry reported domestic sales of 99579=? vehicles7 sales crashed := per cent in
5FFAJFI! Another trough in 9MMMJM5 contri*uted to dragging Tata "otors to its *iggest
loss of 's =MM crore! 2ight firms ma%e truc%s and *uses in $ndia7 *roadly divided into
light vehicles7 )ith vehicle and payload )eight of up to A!= tonnes7 and medium and
heavy7 )ith )eight over A!= tonnes! But vehicle sales are clustered around A!=7 5? and 9=
tonnes! Cautiously optimistic D$ thin% there has *een a slight over*uying this year so $
)ould li%e to e<press cautious optimism as far as the ne<t year is concerned7D 'avi (ant7
Tata "otorsG e<ecutive director for commercial vehicles7 told 'euters! The uncertainty
over ho) much diesel prices )ill go up is also a concern7 as the fuel made up == per cent
of the operating cost of vehicles7 (ant added! But analysts said industry sales )ere
unli%ely to drop sharply as in 5FFAJFI or 9MMMJM5 as economic and industry gro)th
remained strong7 and spending on ne) industrial pro0ects and road construction activity
'avi (ant said Tata "otors )as trying to *oost its share of the light commercial vehicle
mar%et )here cyclical s)ings in that segment )ere less severe than in heavy vehicles!
$t )as also attempting to *oost the share of e<ports in sales7 to introduce ne)7 improved
vehicles to *oost its mar%et share and to drive its *rea% even volumes even lo)er *y
aggressively cutting costs! 2icher "otors said it )as also introducing ne) models and
e<panding its presence in the *us segment to *oost sales!
2.2 Compan% Pro#i&e
2.2.1 A-ho2 ?e%&and
The company )as esta*lished in 5F;I as A-ho2 .otor-7 )ith an aim to assem*le Austin
cars! "anufacturing of commercial vehicles )as started in 5F== )ith e.uity contri*ution
from -eyland "otors! Today the Company is the flagship of the 1indu0a Eroup7 an
2ngland@*ased transnational conglomerate!
The origin of Asho% -eyland can *e traced to the urge for self@reliance7 felt *y
independent $ndia! Pandit Na)aharlal /ehru7 $ndiaGs first Prime "inister persuaded "r!
'aghunandan Saran7 an industrialist7 to enter automotive manufacture! $n 5F;I7 Asho%
"otors )as set up in )hat )as then "adras7 for the assem*ly of Austin Cars! The
CompanyGs destiny and name changed soon )ith e.uity participation *y British -eyland
and Asho% -eyland commenced manufacture of commercial vehicles in 5F==!
Since then Asho% -eyland has *een a ma0or presence in $ndiaGs commercial vehicle
industry )ith a tradition o# techno&ogica& &eader-hip7 achieved through tie@ups )ith
international technology leaders and through vigorous in@house '3D!
Access to international technology ena*led the Company to set a tradition to *e first )ith
technology! Be it full air *ra%es7 po)er steering or rear engine *usses7 Asho% -eyland
pioneered all these concepts! 'esponding to the operating conditions and practices in the
country7 the Company made its vehicles strong7 over@engineering them )ith e<tra
metallic muscles! DDesigning dura*le products that ma%e economic sense to the
consumer7 using appropriate technologyD7 *ecame the design philosophy of the Company7
)hich in turn has moulded consumer attitudes and the *rand personality!
Asho% -eyland vehicles have *uilt a reputation #or re&iai&it% and ruggedne--! The
=7MM7MMM vehicles )e have put on the roads have considera*ly eased the additional
pressure placed on road transportation in independent $ndia!
$n the populous $ndian metros7 four out of the five State Transport Underta%ing (STU)
*uses come from Asho% -eyland! Some of them li%e the dou*le@dec%er and vesti*ule
*uses are uni.ue models from Asho% -eyland7 tai&or-made #or high-den-it% route-!
$n 5FIA7 the overseas holding *y -and 'over -eyland $nternational 1oldings -imited
(-'-$1) )as ta%en over *y a 0oint venture *et)een the 1indu0a Eroup7 the /on@'esident
$ndian transnational group and $#2CO! (Since Nuly 9MM?7 the 1indu0a Eroup is 5MML
holder of -'-$1)!
The *lueprint prepared for the future reflected the glo*al am*itions of the company7
captured in four )ords8 Elo*al Standards7 Elo*al "ar%ets! This )as at a time )hen
li*eralisation and glo*alisation )ere not yet in the air! Asho% -eyland em*ar%ed on a
ma0or product and process upgradation to match )orld@class standards of technology!
$n the 0ourney to)ards glo*al standards of .uality7 Asho% -eyland reached a ma0or
milestone in 5FF: )hen it *ecame the #ir-t in IndiaD- automoi&e hi-tor% to 1in the
I$O A))2 certi#ication! The more comprehensive $SO FMM5 certification came in 5FF;7
BS FMMM in 5FFI and $SO 5;MM5 certification for all vehicle manufacturing units in 9MM9!
$t has also *ecome the #ir-t Indian auto compan% to recei"e the &ate-t I$OET$ 1,A4A
Corporate Certi#ication (in Nuly 9MM?) )hich is specific to the auto industry!
2.2.2 Hi-tor%
$n 5F;I7 Asho% "otors )as set up in )hat )as then "adras (no) Chennai)7 for the
assem*ly of Austin Cars! The CompanyGs destiny and name changed soon )ith e.uity
participation *y British -eyland and Asho% -eyland commenced manufacture of
commercial vehicles in 5F==! 2arly products included the -eyland Comet *us chassis7
)hich sold in large num*ers to many operators7 including 1ydera*ad 'oad Transport7
Ahmeda*ad "unicipality7 Travancore State Transport7 Bom*ay State Transport and
Delhi 'oad Transport Authority! By 5F?: the Comet )as operated *y every State
Transport underta%ing in $ndia7 and over I7MMM )ere in service! The Comet )as soon
0oined in production *y a version of the -eyland Tiger!
$n 5F?I production of the -eyland Titan ceased in Britain7 *ut )as restarted *y Asho%
-eyland in $ndia! The Titan PD: chassis )as modified7 and a five speed heavy duty
constant@mesh gear*o< utili,ed7 together )ith the Asho% -eyland version of the O!?IM
engine! The Asho% -eyland Titan )as very successful7 and continued in production for
many years!
Asho% -eyland vehicles have *uilt a reputation for relia*ility and ruggedness! The
=MM7MMM vehicles *eing put on the roads have considera*ly eased the additional pressure
placed on road transportation in independent $ndia!
$n the populous $ndian metros7 four out of the five State Transport Underta%ing (STU)
*uses come from Asho% -eyland! Some of them li%e the dou*le@dec%er and vesti*ule
*uses are uni.ue models from Asho% -eyland7 tailor@made for high@density routes!
$n 5FIA7 the overseas holding *y -and 'over -eyland $nternational 1oldings -imited
(-'-$1) )as ta%en over *y a 0oint venture *et)een the 1indu0a Eroup7 the /on@'esident
$ndian transnational group and $#2CO iat SpA7 part of the iat Eroup and 2uropeGs
leading truc% manufacturer!
$n the 0ourney to)ards glo*al standards of .uality7 Asho% -eyland reached a ma0or
milestone in 5FF: )hen it *ecame the first in $ndiaGs automo*ile history to )in the $SO
FMM9 certification! The more comprehensive $SO FMM5 certification came in 5FF;7 BS
FMMM in 5FFI and $SO 5;MM5 certification for all vehicle manufacturing units in 9MM9! $n
9MM?! Asho% -eyland *ecame the first auto company in $ndia to receive the TS5?F;F
Corporate Certification!
Asho% -eyland is a technology leader in the commercial vehicles sector of $ndia! $ts
annual turnover e<ceeds USD 5 *illion! Selling close to around I:7MMM medium and
heavy vehicles each year7 Asho% -eyland is $ndiaGs largest e<porter of medium and heavy
duty truc%s out of $ndia!
$t is also one of the largest Private Sector 2mployers in $ndia @ )ith a*out 597MMM
employees )or%ing in ? factories and offices spread over the length and *readth of $ndia!
The company recently ac.uired C,ech@*ased AviaGs Truc% Business Unit7 since renamed
Avia Asho% -eyland "otors s!r!o! This gives Asho% -eyland a foothold in the highly
competitive 2uropean Truc% mar%et!
The 1indu0a Eroup also recently *ought out $#2COGs indirect sta%e in Asho% -eyland
for an undisclosed amount! Thus Asho% -eyland is no) purely a 1indu0a Eroup
2.2.3 Corporate Phi&o-oph%
&e *elieve that our impressive strides in the mar%etplace stem in e.ual parts from our
proactive approach and our customersG unstinting support7 earned the only )ay )e
%no)8 *y giving our customers the most appropriate transport solutions for each of
their applications7 and *y *ac%ing them up )ith consultancy7 finance7 driver
training and a responsive after@mar%et net)or%! &e are conscious of the fact that
vehicles are more than 0ust a means of transporting people and goodsH )e
understand that they have a deep and far@reaching impact on society7 the national
economy and the environment!
&e have7 therefore7 al)ays endeavoured to engineer products and systems that
promote progress on all these fronts! &e firmly *elieve that this honest approach
)ill ma%e the Asho% -eyland mar.uee the sym*ol of the very *est in
transportation7 today and tomorro)!
The #i"e A? "a&ue- are3
=a&ue creator
2.2.4 The .anagement Team At A-ho2 ?e%&and
Asho% -eyland is currently headed *y "r R. $e-ha-a%ee! Under his leadership7 the
company has e<panded from a purely $ndia@centric company to a company )ith
glo*al focus!
"r! Seshasayee )as also the President of C$$ (Confederation of $ndian $ndustry)7 the
ape< *ody representing $ndian $ndustry for the year 9MM?@9MMA!
The follo)ing are the other functional heads at Asho% -eyland
5! "r! #inod Dasari is the Chief Operating Officer!
9! "r! (! Sridharan is the Chief inancial Officer!
:! "r! /! "ohana%rishnan is 2<ecutive Director @ $nternal Audit!
;! "r! /! Sundarara0an is the Company Secretary and 2<ecutive Director in@charge
of Secretarial7 -egal and $nsurance!
=! "r! N! /! Amrolia is the 2<ecutive Director @ 1uman resources
?! "r!B!"!Udhayashan%ar @ is 1eading the "anufacturing operations as 2<ecutive
Director @ "anufacturing
A! "r! Anup Bhat is heading the Component and "aterial Sourcing operations
division as @ 2<ecutive Director @ Strategic Sourcing
I! "r! 'a0indar "alhan is heading the international and e<ports mar%eting activities
as @ 2<ecutive Director @ $nternational Operations
F! "r! "! /atra0 is heading the Product design and development activities as @
2<ecutive Director @ Product Development and Advanced 2ngineering
5M! "r! /! Chandrashe%aran @ is E" @ $T!
55! "r! S! /agara0an is heading the AUTO CO"PO/2/TS E'OUP as 2D@ACE
2.2.( Compan% 8act-
2ight out of ten metro state transport *uses in $ndia are from Asho% -eyland!
At?M million passengers a day7 Asho% -eyland *uses carry more people than the
entire $ndian rail net)or%!
Asho% -eyland has a near FI!=L mar%et share in the "arine Diesel 2ngines
"ar%ets in $ndia!
$n 9MM97 all the vehicle@manufacturing units of Asho% -eyland )ere $SO 5;MM5
certified )ith 2nvironmental "anagement System!
The company has si< manufacturing locations in $ndia8
o 2nnore7 Chennai
o 1osur7 Tamilnadu (: plants)
o Al)ar7 'a0asthan
o Bhandara7 "aharastra
-ast inancial year (9MM?@9MMA) the company sold a record I:75M5 vehicles )hich
is an all time high considering the past sales history of Asho% -eyland!
$t is one of the leading suppliers of defense vehicles in the )orld
$t is one of the leading Brands in $ndia and most easily recogni,a*le one!
The company is setting up a ne) Plant in the /orth $ndian state of Uttara%hand at
Pant /agar at an investment outlay of 's! 59MM crores! This plant is e<pected to
go on stream in the year 9MMI! The Plant )ill have a capacity to produce around
;M7MMM commercial vehicles and is e<pected to cater mainly to the /orth $ndian
mar%et ta%ing advantage of the e<cise duty and other ta< concessions!
The company has signed an agreement )ith 'as Al (haimah $nvestmemnt
Authority ('A($A) in UA2 for setting up a ne) manufacturing *ase in the
"iddle 2ast!
The company also announced that it may set up a manufacturing *ase in South
2.2., Current 5irection
The company has increased its rated capacity to I;7MMM vehicles per annum! Also further
investment plans including putting up t)o ne) plants @ one in /orth $ndia and one in
middle east Asia are fast afoot! After e<pansion7 the company shall attempt to dominate
the medium@ and heavy@duty commercial vehicles mar%et in $ndia! The company is
actively considering and has made plans to enter the second hemisphere mar%ets li%e
Africa and "iddle 2ast! $t has already a si,a*le presence in African Countries li%e
/igeria7 Ehana7 2gypt and South Africa!
Additionally7 Asho% -eyland is loo%ing to e<pand its production operations overseas to
ma%e it a more glo*al company! To assist in this goal7 the company is loo%ing to ac.uire
small@ to medium@si,ed commercial vehicles manufacturers in China and other
developing countries )hich have an esta*lished product line!
-ast year7 the company ac.uired C,ech@*ased AviaGs truc% *usiness! The ne)ly ac.uired
company has *een named Avia Asho% -eyland "otors s!r!o!
2.2.+ Product- - Truc2-
The Board of Directors and the "anagement of Asho% -eyland are committed to the
enhancement of shareholder value!
P through sound *usiness decisions7 prudent financial management and high standards of
ethics throughout the organi,ation P *y ensuring transparency and professionalism in all
decisions and transactions and P achieving e<cellence in Corporate Eovernance *y
conforming to7 and e<ceeding )herever possi*le7 the prevalent mandatory guidelines on
Corporate Eovernance and *y regularly revie)ing the Board processes and the
"anagement systems for further improvement!
The company has adopted a Code of Conduct for the mem*ers of the Board and senior
management7 )ho have all affirmed in )riting their adherence to this Code!
Omud-man Another significant step has *een the appointment of an Om*udsman to
deal )ith any references7 complaints or grievances a*out the Company7 its employees or
its dealings!
$f the suppliers7 employees or customers have any suggestions on governance issues or
grievances or complaints on Asho% -eylandGs practices @ inclusive of its e<ecutives in
various functions @ )hich they feel ought to *e raised )ith the Om*udsman and not )ith
the usual channels of *usiness7 they may do so!$t is advised that the regular *usiness
dealings should *e through the usual *usiness functional channels! The Om*udsman )ill
not deal )ith them under normal circumstances!
4 F 2 Hau&age .ode&-
4 F 2 and .u&ti-a9&e Tipper-
.u&ti-a9&e =ehic&e-
(not e<haustive)
#i%ing BS@$ @ city *us
#i%ing BS@$$ @ city *us
#i%ing BS@$$$ @city *us
Cheetah BS@$
Cheetah BS@$$
59 "
Stag "ini
Stag C/E
999 C/E
Dou*le Dec%er
Airport Tarmac Coach
Cood- -egment
Bison 1aulage
Tus%er Super 5?5?
Comet CO 5?55
5?5: 1
Comet Eold 5?5:
Comet Tipper (;T9)
Taurus 9=5?@ ? T ; Tipper
Bison Tipper
Tus%er Super 995; @ ? T 9
Tus%er Eold 995; (?T9)
Taurus 9=5? @ ?T;
9=5? 1 (?T9)
Taurus 9=5? @ ? T 9
;M5I Tractor
Arti% :M!5; Tractor
Tus%er Tur*o Tractor :=5?
ecomet F59
5ata Ana&%-i-3 O-er"ation And Interpretation
1. .ar2et p&a%er- in the .umai region3
AS1O( -2O-A/D :=L
Others 9 L
A-- "A# is a very good performer in the mar%et and its mar%et share is *etter than that
of TATA!
2. .ar2et p&a%er- in the &ong route !ourne%3

A!-! ;ML
Others (2icher) :L
3. Cu-tomer #rom di##erent hu-3
"as0id 5A
Se)ree 5:
&adala 5;
Chem*ur 5?
Andheri 9?
#ashi 59
Thane 5;
(alam*oli 5?
4. >e% u%ing #actor- 3: .ar2 out o# ,;
actors Asho% -eyland Telco
Price ; 9
inance : :
After sales service 5 ?
Product ? 5
Performance (fuel) 9 =
'esale = ;
The A- mav )hich considered a *etter product in the mar%et is the lo) performer due to
its poor after sales services that the company is providing! This is a fact )ell %no)n in
nth:e mar%et and thus the customer are not )illing to ta%e the vehicle even )hen the
product is the *est!
,. Cu-tomer e9pectation #rom the product3
Brand name 9M
Parts and mechanic availa*ility 5;
Price 9?
'esale 59
-oading capacity :9
Operating cost 5I
inance 5A
Performance for specified application! I
Brand name
arts and mechanic
"oading capacity
#perating cost
erf ormance for
specif ied
+. Cu-tomer e9pectation #rom CO.PA743
Better performance ?9
Service support :I
Spare parts availa*ility 9?
Brand value 95
%pare parts
Brand value
=9L respondents give the top priority to the performance of the vehicle as per their
e<pection concern7 9;L loo% for service support7 5;L loo% for spare parts availa*ility
and 5ML for *rand value!
CO.PA74 A-ho2 ?e%&and
Big *rand I?
'ugged vehicles 9;
-atest technology :A
Big brand
$n vehicle segment ?9L respondents say company manly focus in *rand image7 5;L say
rugged vehicle and 9;L say latest technology!
PRO56CT .A= "ehic&e :A-ho2 ?e%&and;
Eood load carrying capacity ;I
-o) maintenance :5
-arge loading area and capacity ;;
Best mileage 9;
&ood load
"arge loading
area and
Best mileage
AML respondents say Asho% -ayland is good for load carrying and :ML say Tata is *est
due to mileage and maintenance!
Cu-tomer #eed ac2 @
A-ho2 ?e%&and 7o. o# re-pondent 1ho mar2- He-tG
Better load carrying capacity 5A
1eavier vehicle than re.uired 99
Better credi*ility 5;
Poor dealer support 59
Poor availa*ility of spares parts and high cost! 9M
'esale value is lo)! 55
/o discount F
Better fuel efficincy 5I
Po)erful vehicle 9;
Bett er load
Poor dealer
availa*ilit y
of spares
part s and
high cost!
value is lo)!
/o discount Better fuel
Telco @ 7o. o# re-pondent 1ho mar2- He-tG
Best service facilities 95
Eood resale 9A
-o) maintenance 95
Spare parts availa*ility :;
-o) spare cost 95
Discount availa*ility I
Dealer support 5=
Best service
&ood resale "ow
%pare parts
"ow spare cost -iscount
-ealer support
Best fit8
The vehicle that give *etter performance for the specified application 7good resale value
and having *est economies of operation under *etter service level!
4.1 8inding-
Tata is a mar%et leader fallo)ed *y Asho% -eyland in "um*ai region! $n "um*i
almost mar%et is captured *y Tata *ecause of people thought Tata is *est for long
0ourney )hile Asho% -eyland have only half of the mar%et share of total mar%et
share of the Tata!
People in "um*ai region prefer Asho% -eyland due to its price7 product line and
finance )hile causes to prefer Tata is after sale services7 mileage and resale value!
4.2 $IOT Ana&%-i-
4.2.1 $IOT Ana&%-i- 8or A-ho2 ?e%&and3
Brand %no)n in the mar%et for superior product!
1aving loyal customers in the mar%et!
2sta*lished manufacturing *ase!
Do not have fully *uilt product!
Service level is not at the competitive level!
-ac% of availa*ility of spare parts as )ell as mechanics!
&ide communication gap *et)een company and customer!
Price of the product is more than the competitors!
#alue added *usiness li%e services7 parts7 financing and *ody *uilding!
-arge population of ageing vehicles offers high potential of replacement demand!
Competition from glo*al players!
The glo*al consolidation of Auto industry!
'ate of interest fluctuates adversely!
;.2.2 $IOT Ana&%-i- 8or Te&co
A Brand e.uity that goes long *ac% in the past!
-esser@priced product!
Broad range of products!
"odern and fle<i*le manufacturing setup!
Strong '3D capa*ilities!
-arge distri*ution7 service and spare parts net)or%
-atest tur*o has pro*lem in the fuel ingection!
Dependence on single mar%et!
Productivity levels not compara*le to those of $nternational Auto ma0ors!
Products have lot many rooms for improvement!
#alue added *usiness li%e services7 parts7 financing and *ody *uilding!
-arge population of ageing vehicles offers high potential of replacement demand!
Competition from glo*al players!
The glo*al consolidation of Auto industry!
'ate of interest fluctuates adversely!
4.3 $ugge-tion-
Through this research7 $ refer the follo)ing suggestions8 @
5! Asho% -eyland should provides shorts term refreshment cum training program to
dealer J mechanics so7 that they can a)are companyCs policy and products and also
convince the customer!
9! Asho% -eyland should develop strong communication net)or% )ith distri*utor and
:! Should Delight customers *y launching some ne) schemes!
;! Company should come )ith ne) ideas and schemes for the ne) variant!
=! After sales services should li%e8
"ore no! Of services
Availa*ility of the spares in the shortest time at lesser price!
re.uent company service camps!
Attending the vehicle *y the mechanic as early as possi*le!
'outine inspection from company customer care!
'egular visit of service engineer!
Use of proper language from the services people!
Caring the customer )hen visiting the service centre!
4.4 Conc&u-ion3
The e<isting feature of the Asho% -eyland mar%et in the "um*ai J /avi "um*ai region
is that8
5! "ar%et share is lo)
9! -ac% of right product
:! Poor after sales services
;! Poor image in comparisons to competitor( TATA)!
The company has *een trying to achieve mar%et leadership in the "A# mar%et from the
last fe) years *ut the mar%et did not respond appropriately due to some unfavora*le
circumstance and customer positive mind set for the TATA product!
As the real estate *usiness is in the *oom and *oom on overload the demand for the
commercial vehicles is e<pected to rise and thus there is lot of scope for Asho% -eyland
in the future!
"ost imp! Part of the service that is e<pected from the customer is to have the service
centre at %alam*oli7 "as0id and sanpada or near these areas as e<isting services facility at
%urla and navi mum*ai is not sufficient!
Customer has to )ait for A@ 5M days to get the appointment and customer from mum*ai
region do not prefer to go #ashi or #irar for the service!
(otler7Philip7U"ar%eting "anagementU
Prentice 1all $ndia Private -imited75FFF
(othari '!C V'esearch "ethodologyU
/e) Age $nternational Pvt! -imited Pu*lishes75FI=
Auto )orld
W"ar%eting "astermindC8 $CA$ 0ournal
Ie -ite-
1. <ue-tioner
5 /A"2
9 CU''2/T -22T A- T2-CO OT12'S
(PAO-OAD etc!)
; 'OUT2 O OP2'A@
= '2BU2/CO O A- T2-CO OT12'S
? (2O BUO$/E ACTO'S 'A/(
ACTO'S (5) P'$C2
(9) $/A/C2
(:) AT2' SA-2S S2'#$C2
A A!-! S2'#$C2 2TP2@
O"2' 22DBAC(
1 /A"2


2 CU''2/T '2PA$' A- T2-CO OT12'S


4 'OUT2 O OP2'A@

5 '2BU2/CO O A- T2-CO OT12'S
(avg! monthly)
6 (2O BUO$/E ACTO'S 'A/(
(9) EOOD

(:) "OT$#AT$O/ TO OT12'

(;)EOOD BUA-$TO ('2PA$')

(?)"A/ PO&2'
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5 /A"2

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(9) EOOD

(:) "OT$#AT$O/ TO OT12'

(?)"A/ PO&2'
Ph! /o8
a< /o!8
9inance Availa*le for Telco Asho% -eyland Other
:Criteria for Do)n Payment M@=L =@5=L 5=@9=L "ore than 9=L
;Oour $st Priority for -oan Personal #ehicle Pu*lic Carrier for
(Segment &ise) Passenger or goods
=Oour "ost selling loan (yearly) or personal vehicle or pu*lic vehicle
?Do you have any special Telco Asho% -eyland Other
Plan for "A# #ehicle
?I$T O8 .A= C6$TO.ER$ IHO. .ET PER$O7A??4
5 Pan%a0 shipping 3 transport M99@99?5?=95
9 #!(! "ishra transport M99@9:;II?59
: Adarsh goods carriers M99@==:FI?FM
; "anisha "ahesh tha%%ar M99@==:FI?F5
= Sha%ti transport M99@9:A599IF
? Chadha 3 chadha company M99@9:AA;5MF
A A!(! transport M99@9:A5=5A:
I #i%ash transport M99@9:AA;;F5
F -ilmani transport M99@9:;;?F:9
5M Shivam transport co! M99@9:A;AM;:
55 #ohra roadlines MFI?A9;;=F:
59 Sonali transport M99@9A;I:5:;
5: Shahid roadlines M99@9A;9?5A9
5; 1imanshu roadlines M99@9A;99IF=
5= Sagar transport M99@9A;9::IA
5? An%ur logistic -td! M99@9A;99A:A
5A N!(! transport corp! M99@9A;9AF;;
5I Bahu*ali transport corp! M99@9I=?:?9=
5F 1are (rishna transport service M99@9A;9M9;A
9M Pravin transport MF:9:9=5?:=
95 Sachin transport M99@9A;9:=?5
99 Bala0i container movers MFI5F5I;A=9
9: O!N! "ishra transport M99@=?5;=II?
9; "!"! transport M99@9A;95M;M
9= 'oyal transport M99@9I=55IM;
9? /andan)ana road)ays M99@==9I5;:=
9A Bom*ay "aharashtra transport co! M99@?;59=F?F
9I Amar goods transport M99@9I=?5I;;
9F Associate road)ays M99@9I=9:=59
:M B!S! roadlines M99@:9=:;55:
:5 Uttam road)ays Pvt! -td! M99@9I=MA?;;
:9 Shashi road)ays M99@9=IMM?=5
:: ast 3 safe transport Pvt! -td! M99@9=9FMMF5
:; /e) -uc%no) freigst carriers M99@9I=5;I:A
:= Cheta% roadlines M99@9I=5M;AM
:? 1irma roadlines M99@99I=9:;F
:A Eanga (averi transport M99@99I=M9=A
:I #asai 0anata transport service M99@9I=F9:5F
:F /e) golden transport co! M99@:9;MMI59
;M #ersion transport Pvt! -td! M99@9I=M:=?M
;5 Patel transport co! M99@9I=9MF9M
;9 The shah transport agency M99@9I=9;9II
;: N!(! transport M99@??AI5A:A
;; Om%ara roadlines M99@9I=?9;MF
;= Na*alpur golden transport co! M99@9I=5==F;
;? (urdha cargo movers Pvt!-td! M99@9I=MFAAA
;A Air transport co! M99@9I=59I?5
;I Sho%roshra roadlines M99@9I=5=FF;
;F S! Dasarath transport M99@9I=MFI;M
=M Satyadevi roadlines M99@9AIF9A5:
=5 /av durga roadlines M99@9AIF9I:A
=9 Am*ala Bom*ay road)ays M99@9AIF955A
=: Shrinath roadlines M99@9AII9III
=; "unna roadlines M99@?=59M;?I
== Dhir road)ays M99@9A?=FI:9
=? Dhatt %rupa transport M99@9A?=FA:9
=A (othari transport co! M99@9A??9I99
=I South golden transport M99@9A??;AI9
=F Priyan%a road)ays M99@9AIFAFI=
?M 1ydera*ad pune transport co! M99@9A??::?9
?5 Purandra transport co! M99@9A?=I5;;
?9 'a0endra transport corp! M99@9AIFA?=M
?: -uc%y goods transport co! M99@9AIM::=?
?; The asho% transport co! M99@:;;::55:
?= /ishant roadlines M99@9A??I;5;
?? Shri Nyethirlinglin% transport M99@9AIFI=55
?A Sa)ant transport M99@9=;M9F5:
?I (aushal road)ay M99@:9?:==95
?F Avon transport org! M99@==AA5MFF
AM "aharashtra road transport corp! M99@9=:;;;I?
A5 Safe logistic M99@?=AA5M9M
A9 /e) Bom*ay road)ays M99@9=:F9M95
A: /e) %aushalya road)ays M99@:9;IM;I5
A; San0ay transport co! M99@9=:A;IF:
A= Shridevi transport M99@9=:I=M55
A? Sai darshan transport M99@9=::A9F
AA 'a0 la<mi transport M99@9;55I;5M
AI Nai deep transport co! M99@9;59F;5;
AF Ashish transport co! M99@9;5M5MI?
IM 'a0pal roadlines Pvt -td! M99@???:;=?A
I5 Pacific petrochem M99@???9;9?A
I9 ateth roadlines M99@9;5F5?:
I: Aryan transport co! M99@9;59M5;M
I; /arendra transport service M99@:9;?FF9I
I= (ohinoor *ul% carriers M99@9;5=9=5F
I? /arendra *ul% carriers M99@9;5=;F9A
IA "!#! Patel co! /$-
II N!"! Sarof transport Pvt -td! M99@9==;MA:=
IF Nitendra roadlines MFI95;=I5I:
FM Bhail *ul% carriers M99@9==;:;I5
F5 'umani roadlines M99@9==;I:5M
F9 "etco enterprises M99@9==;?;IM
F: All india *ul%s carriers Pvt -td! M99@9==;::99
F; -o%mangal transport Pvt! -td! MFI::5:?M;M
F= A/C transport M99@9==;5;?F
F? Agra)al roadlines M99@9==;:=I9
FA $nder0eet road)ays M99@9==:595=
FI '!N!D! roadlines M99@9==;=F=;
FF A%al transport co! M99@9==:=5=I
5MM 'oad%ing carriers M99@9==:5;;9
5M5 Sldhv roadlines M99@9==:MI:;
5M9 Dhillon roadlines M99@99==;=IA
5M: "ahala<mi transport M99@9=I9=9MA
5M; Nai a*hi transport M99@9==;;FFA
5M= '!P! EUPTA transport Pvt -td! M99@9==;5===
5M? #!S! 'oadlines M99@9==;99:A
5MA 2mpire roadlines M99@9==;;9?I
5MI Nai ganesh roadlines MFI?A9FF=;A
5MF Nai road)ays M99@9==;:=F:
55M /arinder roadlines M99@9==;=IMM
555 Dhali)al *ul% carriers M99@9==;555A
559 Pradeep transport co! M99@:F=;F9FF
55: Shetty roadlines M99@9==;===M
55; Poo0a roadlines M99@9==;5?:;
55= Transa)al roadlines M99@9==;?9?=
55? #i%ash *il% carriers M99@9==;5=;5
55A "enlyn transport co! M99@9==;5AAM
55I /i%al transport service M99@9==;M9;:
55F Sothern *ul% motors M99@9==;5M55
59M Chaudharry *ul% carriers M99@9==;?A??
595 2smal transport M99@9==;=;IA
599 Naya transport M99@9==;;A;;
59: Dhanao roadlines M99@9==;59=F
59; Saicon transport MF:9:==;F9F
59= (undan carriers M99@9==;9FAA
59? Sunny transport service M99@9:;I5M=9
59A Ba0arangi transport M99@9:AA=M??
59I 'aghuvanshi transport co! M99@:9F?;FI?
59F S!(! "ishra transport MFI9M::AI9=
5:M Nayant (rishna rai M99@9:;I?F:9
5:5 "ishra Bros! transport M99@9:;I=?:?
5:9 "ishra 3 sons transport M99@9:;I=I::
5:: -!( "ishra transport MFI95M9:9A=
5:; A!%! transport co! MF:9M5?;I=M
?I$T O8 BO54 B6I?5ER$ IHO. .ET PER$O7A??4
Sr!no! /A"2 CO/TACT /U"B2' J A'2A
5 "r! 'ehman MF:9;I59?5F5 J (alam*oli
9 "r! P! giri M99@:9?I:5:?;J(alam*oli
: "r! Asho% "ishra M99@9A;9?I=9J (alam*oli
; "r! Pulani MF:995M?=?:

Sr!no! /A"2 CO/TACT /U"B2' J A'2A
5 "r! 'ehman MF:9;I59?5F5 J (alam*oli
9 "r! P! giri M99@:9?I:5:?;J(alam*oli
: "r! Asho% "ishra M99@9A;9?I=9J (alam*oli
; "r! Pulani MF:995M?=?:
?I$T O8 8I7A7CE IHO. .ET PER$O7A??4
Sr!no! /A"2 CO/TACT /U"B2' J A'2A
5 "r! #eenu ($C$C$ BA/() MFI5F9A5?A=JA/D12'$
9 "r! #i0ay ($C$C$ BA/() MFIAM:=9F9M
: "r! "anish (DCB BA/() MF:9;59:=AJDongari
; "r! #ineet (C$T$ CO'P!) MFI9M:9F9F;JParel
= "r! /ateshan ((OTA( "A1$/D'A) MFI5FFMM9;5