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CHAPTER 1

INTRODUCTION ABOUT THE COMPANY

Maruti Suzuki is one of India's leading automobile manufacturers and the


market leader in the car segment, both in terms of volume of vehicles sold and
revenue earned. Until recently, 18.28% of the company was owned by the Indian
government, and 54.2% by Suzuki of Japan. The Indian government held an initial
public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of
India sold its complete share to Indian financial institutions. With this, Govt. of India
no longer has stake in Maruti Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual
production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car
which at the time was the only modern car available in India, its' only competitors-
the Hindustan Ambassador and Premier Padmini were both around 25 years out of
date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles.
Maruti Suzukis are sold in India and various several other countries, depending upon
export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti
Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and
other South Asian countries.

The company annually exports more than 50,000 cars and has an extremely large
domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004,
was the India's largest selling compact car ever since it was launched in 1983. More
than a million units of this car have been sold worldwide so far. Currently, Maruti
Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2
segment. Due to the large number of Maruti 800s sold in the Indian market, the term
"Maruti" is commonly used to refer to this compact car model. Till recently the term
"Maruti", in popular Indian culture, in India hindu's lord Hanuman is known as
"maruti", was associated to the Maruti 800 model.

Maruti Suzuki has been the leader of the Indian car market for over two decades. Its
manufacturing facilities are located at two facilities Gurgaon and Manesar south of
Delhi. Maruti Suzuki’s Gurgaon facility has an installed capacity of 350,000 units per
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annum. The Manesar facilities, launched in February 2007 comprise a vehicle
assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant
with an annual capacity of 100,000 engines and transmissions. Manesar and
Gurgaon facilities have a combined capability to produce over 700,000 units
annually. More than half the cars sold in India are Maruti Suzuki cars. The company
is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of
Maruti Suzuki. The rest is owned by the public and financial institutions. It is listed on
the Bombay Stock Exchange and National Stock Exchange in India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In
all, over six million Maruti Suzuki cars are on Indian roads since the first car was
rolled out on 14 December 1983. Maruti Suzuki offers 15 models, Maruti 800, Alto,
WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Gypsy, Grand
Vitara. Swift, Swift DZire, A-star and SX4 are maufactured in Manesar, Grand Vitara
is imported from Japan as a completely built unit (CBU), remaining all models are
manufactured in Maruti Suzuki's Gurgaon Plant.

Suzuki Motor Corporation, the parent company, is a global leader in mini and
compact cars for three decades. Suzuki’s technical superiority lies in its ability to
pack power and performance into a compact, lightweight engine that is clean and
fuel efficient. Nearly 75,000 people are employed directly by Maruti Suzuki and its
partners.It has been rated first in customer satisfaction among all car makers in India
from 1999 to 2009 by J D Power Asia Pacific

Partner for the joint venture

Pressure started mounting on Indira and Sanjay Gandhi to share the details of the
progress on the Maruti Project. Since country's resources were made available by
mother to her son's pet project. A delegation of Indian technocrats was assigned to
hunt a collaborator for the project. Initial rounds of discussion were held with the
giants of the automobile industry in Japan including Toyota, Nissan and Honda.
Suzuki Motor Corporation was at that time a small player in the four wheeler
automobile sector and had major share in the two wheeler segment. Suzuki's bid
was considered negligible.

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In the initial rounds of discussion the giants had their bosses present and in the later
rounds related to the technical discussions executives of these automobile giants
were present. Osamu Suzuki, Chairman and CEO of the company ensured that he
was present in all the rounds of discussion. Osamu in an article writes that it subtly
massaged their (Indian delegation) egos and also convinced them about the sincerity
of Suzuki's bid. In the initial days Suzuki took all steps to ensure the government
about its sincerity on the project. Suzuki in return received a lot of help from the
government in such matters as import clearances for manufacturing equipment
(against the wishes of the Indian machine tool industry then and its own socialistic
ideology), land purchase at government prices for setting up the factory Gurgaon
and reduced or removal of excise tariffs. This helped Suzuki conscientiously nurse
Maruti Suzuki through its infancy to become one of its flagship ventures.

Joint venture related issues

Relationship between the Government of India, under the United Front (India)
coalition and Suzuki Motor Corporation over the joint venture was a point of heated
debate in the Indian media till Suzuki Motor Corporation gained the controlling stake.
This highly profitable joint venture that had a near monopolistic trade in the Indian
automobile market and the nature of the partnership built up till then was the
underlying reason for most issues. The success of the joint venture led Suzuki to
increase its equity from 26% to 40% in 1987, and further to 50% in 1992. In 1982
both the venture partners had entered into an agreement to nominate their candidate
for the post of Managing Director and every Managing Director will have tenure of
five years

Initially R.C.Bhargava, was the managing director of the company since the inception
of the joint venture. Till today he is regarded as instrumental for the success of
Maruti Suzuki. Joining in 1982 he held several key positions in the company before
heading the company as Managing Director. Currently he is on the Board of
Directors. After completing his five year tenure, Mr. Bhargava later assumed the
office of Part-Time Chairman. The Government nominated Mr. S.S.L.N. Bhaskarudu
as the Managing Director on 27 August 1997. Mr. Bhaskarudu had joined Maruti
Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat
Heavy Electricals Limited as General Manager. Later in 1987 he was promoted as
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Chief General Manager, 1988 as Director, Productions and Projects, 1989 Director,
Materials and in 1993 as Joint Managing Director.

Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with
the reason of it being called on a short notice. Later Suzuki Motor Corporation went
on record to state that Mr. Bhaskarudu was "incompetent" and wanted someone
else. However, the Ministry of Industries, Government of India refuted the charges.
Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to
indigenise most of components for the models including gear boxes especially for
Maruti 800. Suzuki also felt that Bhaskarudu was a proxy for the Government and
would not let it increase its stake in the venture.[8] If Maruti Suzuki would have been
able to indigenise gear boxes then Maruti Suzuki would have been able to
manufacture all the models without the technical assistance from Suzuki. Till today
the issue of localization of gear boxes is highlighted in the press.

The relation strained when Suzuki Motor Corporation moved to Delhi High Court to
bring a stay order against the appointment of Mr. Bhaskarudu. The issue was
resolved in an out-of-court settlement and both the parties agreed that R S S L N
Bhaskarudu would serve up to 31 December 1999, and from 1 January 2000,
Jagdish Khattar, Executive Director of Maruti Udyog Limited would assume charges
as the Managing Director.[10] Many politicians believed, and had stated in parliament
that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce
imports. This remains true, even today the gear boxes are still imported from Japan
and are assembled at the Gurgaon facility.

Industrial relations

For most of its history, Maruti Udyog Limited had relatively few problems with its
labour force. Its emphasis of a Japanese work culture and the modern manufacturing
process, first instituted in Japan in the 1970s, was accepted by the workforce of the
company without any difficulty. But with the change in management in 1997, when it
became predominantly government controlled for a while, and the conflict between
the United Front Government and Suzuki may have been the cause of unrest among
employees. A major row broke out in September 2000 when employees of Maruti
Udyog Ltd (MUL) went on an indefinite strike, demanding among other things,

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revision of the incentive scheme offered and implementation of a pension scheme.
Employees struck work for six hours in October 2000, irked over the suspension of
nine employees, going on a six-hour tools-down strike at its Gurgaon plant,
demanding revision of the incentive-linked pay and threatened to fast to death if the
suspended employees were not reinstated. About this time, the NDA government,
following a disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in
a public offering. The Staff union opposed this sell-off plan on the grounds that the
company will lose a major business advantage of being subsidised by the
Government.

The standoff with the management continued to December with a proposal by the
management to end the two-month long agitation rejected with a demand for
reinstatement of 92 dismissed workers, with four MUL employees going on a fast-
unto-death. In December the company's shareholders met in New Delhi in an AGM
that lasted 30 minutes. At the same time around 1500 plant workers from the MUL's
Gurgaon facility were agitating outside the company's corporate office demanding
commencement of production linked incentives, a better pension scheme and other
benefits. The management has refused to pass on the benefits citing increased
competition and lower margins.

CUSTOMER CARE AND SALES PROCESSES

Service organizations are particularly dependent on levels of customer care, as the


‘people’ element in the marketing mix reflects. Customer care can play an equally
important role, however, in manufacturing, production and other organizations
providing goods and services. For customer care programmers to be successful
They need to span the entire organization.

Popular guarantees 100% customer satisfaction and has, over the years, developed
a more conscientious approach to individual customers. There is Customer care
training provided. Though this may initially be a very lengthy process as the ball
starts rolling through all sectors of the organization and costs will grow too, as further
investment is required to update and maintain the initiative in the future. To provide

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an effective customer care services, every employee is highly motivated. There are
frequent internal newsletters circulated which strengthens the bond throughout the
organization. Frequent performance appraisal throughout the organization is
conducted to evaluate the employees and provide career developmental
opportunities to potential employees. The customer care programme at Popular has
mainly six main

Current situation analysis: Present industrial trend is observed closely and various
promotional offers are introduced to boost sales if there is a chance for a slump in
sales. Also, a customer service audit is conducted both internally and externally.
Monthly, a sales target is fixed by the Sales Manager. All the strategic areas like
Schools, hospitals, government offices etc are located within a particular area and
the contact details of all the employees are obtained.

Strategy development: Develop a strategy for raising levels of both customer


service and sales from the current to the desired standard based upon any change in
trends and the economic conditions prevailing. Each region is divided into 4 zones.
Each zonal level will be under the charge of a supervisor under whom there are four
Sales executives. It is the duty of these sales executives to generate on field
enquiries and to follow up the customers based
on the appointment fixed.

Functional planning: Define training needs and other requirements such problem-
solving sessions or teambuilding exercise to execute the strategy. Daily, a meeting
of all the staffs at their respective branch is convened. Here they discuss their daily
programmes and targets to meet plus they also discuss about their previous days
Work among the team. They consider the response of all the individual customers
met.

Implementation: Implement training and other initiatives through workshops,


seminars. The prospective customers are segregated and the issues raised by
certain customers will also be addressed. Some customers may not be satisfied with

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the present offers and price. In such cases efforts will be put up to make maximum
adjustments and convert it to sales.

Monitoring: Results are tested through customer and employee surveys and
evaluation of the training methods is also conducted. The programme is improved
and updated on a continuous basis.

Sales Promotion: The competitive nature of the automobile industry has prompted
the companies to take up new and innovative marketing strategies to thwart the
competition. All the companies as a part of their marketing strategy offers a range of
vehicles in all the segment to make sure that the customer is driving one of their
vehicles only.

Advertisement: Advertisements on the Audio visual medium are a rage as it gives


the car makers an opportunity to flaunt their cars. Flashy cars can be demonstrated
on television but when it comes to the finger prints of the cars, print and online
Media comes to the rescue. The online medium offers a greater flexibility to the car
companies since they come with a lot of interactive features like demonstrating the
interiors of the car with its salient features. The print medium on the other hand
provides an opportunity to the car makers to explain the function of a car in detail.

Check up camps: The Company organizes check up camps occasionally where the
health of the vehicle is tested by company trained technical professionals. The
present health status is reported to the owner. Moreover, vehicles that have done
checkups will be given nearly 10% discounts for their service and spares. Also at the
camps, the resale value of the vehicle is calculated and interested parties are given
fast loan to exchange their vehicle for a new one. There is also an option to get a
used car through the Marti True Value as an exchange.

Displays: Popular organizes various displays at all major fairs, functions etc. This is
to make people aware more about the company, its product and the various
schemes and offers that are available. This is an opportunity to establish the
company

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Mouth to mouth: All the employees of popular are enthusiastic to meet the
customer satisfaction. Hence, in the course of time, Popular was able to build trust in
the heart and mind of the people. Moreover, it is believed that ensuring the customer
with quality products and services is the better than all other means. Infect, most of
the sales that occurs is through reference of our customers which makes mouth to
mouth communication an important element in promoting the sales.

SALES ACCOLADE
Overall Excellence Award Recipient since inception
HR Practices Award Winner since inception
Best Innovative Marketing Initiatives
No.1 in All India Technical Skill Competition.
Highest Man Power Retention in Service
Best Showroom (Kottayam)

SERVICE AND AFTER SALES

For any dealer the service is of strategic importance and the value of service offered
is both as a profit centre and as a marketing tool. As this awareness has become
established, there has been a considerable increase in the resources being made
available to maximize its value to the overall profitability, directly and indirectly, of the
company. After-sales service plays a crucial role in ensuring the long-term credibility
of company and brand image. Popular always lives up to its image as the leader on
quality and customer satisfaction to the fullest. In substance, the quality, image and
responsiveness of the service has significantly influenced the decision to buy and
thus gain market share. issues of service are significantly more important than the
product price and product features in the final purchase decision.

SERVICE PROMOTION
Various service promotions are offered at the Popular Service Centers in addition to
the Marti Extended Warranty. The main among them are the Popular Unlimited Care
Packages in which customers are given the best service for their vehicle.

POPULAR UNLIMITED CARE PACKAGE


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The entire package is divided into two categories. Customers buying a Marti from
Popular can opt for Popular UCP Category A. Customers buying it from elsewhere or
having a used Marti can opt for category B only.

SERVICE FEATURES
The only CRM Package of its kind in India
Unlimited After Sales Care for Unlimited Years
Free Registration
Total Peace of mind
Recognized by Marti Dog as the most innovative service
Package in India

CHAPTER 2

REVIEW OF LITERATURE

Prolay C Vinay (2005) “Growth on Vertical”

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Growth in the short term is likely to be higher following increased consumer
spending (improved economic performance) and launch of new models. The midsize
segment is expected to record the highest growth followed by the premium and
economy segments. In the economy and medium segments, it is estimated that total
capacity is expected to more or less match the expected demand by 2003-04.

Ankith Dekate (2004) “Class level Premium on Indian sector”


The premium segment of the industry is however expected to witness acute
over-capacity. The premium segment is likely to emerge as the largest segment over
the very long term as people graduate to more expensive models. In the meantime,
exports are also expected to increase because of over capacity in the domestic car
industry and the Government's policy to bring about a more liberal regime on the
foreign exchange front.

Rahul Knalya (2003) “Consumer the KING” The industry will witness substantial
over capacity in the next few years unless there is a substantial spurt in sales. If not,
Low capacity utilization will lead to an inevitable marketing war between the car
manufacturers which is most likely to lead to a shakeout which will see some of
today's major players withdrawing from particular segments in the coming years.
Consumer will however continue to remain the KING.

Vicky Nair (2004) “Statistical on Future Dimension”


With current penetration level of six cars per thousand people, the potential for
growth is significant. In view of a couple of positive measures such as the excise
duty exemption on tractors and 150% deduction on R&D expenditure, we remain
positive on the future prospects of the industry.

CHAPTER 3

RESEARCH METHODOLOGY

3.1 MEANING
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Methodology can properly refer to the theoretical analysis of the methods
appropriate to a field of study or to the body of methods and principles particular to a
branch of knowledge. In this sense, one may speak of objections to the methodology
of a geographic survey (that is, objections dealing with the appropriateness of the
methods used) or of the methodology of modern cognitive psychology (that is, the
principles and practices that under lie research in the field). In recent years,
however, methodology has been increasingly used as a pretentious substitute for
method in scientific and technical contexts, as in the tea industry have not yet
decided on a methodology for restoring the beaches. People may have taken to this
practice by influence of the adjective methodological to mean “pertaining to
methods.” Methodological may have acquired this meaning because people had
already been using the more ordinary adjective methodical to mean “orderly,
systematic.” But the misuse of methodology obscures an important conceptual
distinction between the tools of scientific investigation (properly methods) and the
principles that determine how such tools are deployed and interpreted.

3.2 SOURCES OF DATA

Source of data for this project primary & secondary only. In reference to the
theoretical concept as well as for information are collected through secondary
sources from paper published material i.e. Newspaper, journal and magazine & from

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printed electronic media i.e. Internet websites. The primary data was collected
through questionnaire filled from the respondents.

 PRIMARY DATA
Questionnaire is used as a primary data, where a set of 20 questions were
formed to give an appropriate and absolute answers and to know the base line of
each and every individual customer. The Questions were framed in such a way that
the view of the entire problems is focused and to avail the maximum information
regarding the issue

 SECONDARY DATA
The Secondary data is collected by various means of sources like Books from
various authors, The recessions regarding the economic factors and the current role
of the automobile industry is know by the journals, A vast and preloaded data is
collected from the internet sources to obtain the absolute information.

3.3 SAMPLE SIZE


100 Sets of Questionnaire were distributed to the respective people in the
organization

3.4 SAMPLE UNIT


The Questionnaire were given to various persons and the data is collected

3.5 STASTICAL TOOLS

 Simple Percentage
Analysis=Number of Respondents/Total Number of Respondents×100%

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 CHI-SQUARE
Chi Square analysis has been used to judge the relationship or association
between two attributes and to find out how they are influencing the investment
patterns.
Χ2=Σ (O-E) 2/E

Degree of freedom= (R-1) (C-1)


Where O = Observed Frequency
E = Expected Frequency
R = Number of Rows
C = Number of Columns

CHAPTER 4

ANALYSIS AND INTERPRETATION

Table 1

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Age of the respondents

S.No Factors No of Percentage


respondents

1. 20-25 31 31

2. 25-35 33 33

3. 35 Above 36 36

Total 100 100.00

Interpretation

From the Above Table we predict that 36 % of respondent are above 35 years
and 33 % of the respondent are between 25-35 and 31% of respondent are below 25

Chart 1

Age of the respondents

14
NO OF RESPONDENTS

Table – 2

Gender of the respondents

S.No Factors No of Percentage


respondents

1. Male 74 74
15
2. Female 26 26

Total 100 100.00

Interpretation

From the Above Table we predict that 74% of the Respondents are Male and
26% of them are female

Chart 2

Gender of the respondents

16
NO OF RESPONDENTS

Table 3

Income Level

S.No Factors No of Percentage


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respondents

1. BELOW 10000 24 24

2. 100000-50000 52 52

3. 50000 Above 26 26

Total 100 100.00

Interpretation

From the Above Table we predict that 24 % of respondents earn below 10000
while 52% earn between 10000-50000 & 26% earn above 50000.

Chart 3

Income Level

18
NO OF RESPONDENTS

Table 4

Work Specification

S.No Factors No of Percentage

19
respondents

1. Employee 29 29

2. Entrepreneur 47 47

3. Student 11 11

4. Others 13 13

TOTAL 100 100.00

Interpretation

From the Above Table we predict that 29% of respondent are Employee while
47 are entrepreneur, 11% are students & 13% are others

Chart 4

Work Specification

20
NO OF RESPONDENTS

Table 5

Owing a Maruthi Car

S.No Factors No of Percentage

21
respondents

1. Yes 62 62

2. No 38 38

Total 100 100.00

Interpretation

From the Above Table we predict that 62% of the Respondents owe Maruthi
car while 38 do not.

Chart 5

Owing a Maruthi Car

22
NO OF RESPONDENTS

Table - 6

Vehicle running parameter

S.no Factors No of Percentage

23
respondents

1. Below 50 20 20

2. 50-100 40 40

3. Above 100 40 40

Total 100 100.00

Interpretation

From the above table we predict that 20 % of the vehicle runs below 50 km
while 40 % run between 50-100 km & 40 % above 100 km

Chart 6

Vehicle running parameter

24
NO OF RESPONDENTS

Table 7

Maruthi`s Compactable

S.No Factors No of Percentage

25
respondents

1. Price 26 26

2. Service 29 29

3. Spares 36 36

4. Quality 9 9

TOTAL 100 100.00

Interpretation

From the Above Table we predict that 26 % of respondent go for Price while
29% go for service, 36% go for Spares & 9% go for Quality

Chart 7

Maruthi`s Compactable

26
NO OF RESPONDENTS

Table 8

Other Validity Options

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S.No Factors No of Percentage
respondents

1. Hyundai 45 45

2. Chevy 23 23

3. Tata 26 26

4. Ford 6 6

TOTAL 100 100.00

Interpretation

From the Above Table we predict that 46 % of respondent chose Hyundai,


23% choose Chevy while 26% choose Tata and 6% of Ford

Chart 8

Other Validity Options

28
NO OF RESPONDENTS

Table – 9

Service

S.no Factors No of Percentage

29
respondents

1. Average 26 26

2. Good 29 29

3. Excellent 45 45

Total 100 100.00

Interpretation

From the above table we predict that 26% of the respondents state that the
service is Average while 29 % feel it’s good & 45 Vote for excellent

Chart 9

Service

30
NO OF RESPONDENTS

Table – 10

Satisfaction with the service

S.no Factors No of Percentage

31
respondents

1. Yes 73 73

2. No 27 27

Total 100 100.00

Interpretation

From the above table we predict that 73% of the respondents are satisfied
and 27 % are not.

Chart 10

Satisfaction with the service

32
NO OF RESPONDENTS

Table – 11

Complaint solving issue

S.no Factors No of Percentage

33
respondents

1. Yes 64 64

2. No 36 36

Total 100 100.00

Interpretation

From the above table we predict that 64 % of the service is solved while 36 %
are not solved.

Chart 11

Complaint solving issue

34
NO OF RESPONDENTS

Table – 12

Service reason

S.no Factors No of Percentage


respondents

1. Free service 26 26
35
2. Oil replacement 34 34

3. Break down 15 15

4. General service 25 25

Total 100 100.00

Interpretation

From the above table we predict that 26 % of the respondents do it for free
service while 34 % do it for oil replacement 15 % for break down and 25 % for
general service

Chart 12

Service reason

36
NO OF RESPONDENTS

Table – 13

Service period

S.no Factors No of Percentage

37
respondents

1. Below 1000 24 24

2. 1000-5000 53 53

3. Above 5000 33 33

Total 100 100.00

Interpretation

From the above table we predict that 24 % of the respondents give service
below 1000 km while 53 % give it 1000-5000 and 33 % give vehicle above 5000 km

Chart 13

Service period

38
NO OF RESPONDENTS

Table – 14

Pay for general service

39
S.no Factors No of Percentage
respondents

1. Below 1000 rs 35 35

2. 1000-5000 rs 46 46

3. Above 5000 rs 19 19

Total 100 100.00

Interpretation

From the above table we predict that 35 % of the respondents pay below
1000 while 46 % pay between 1000-5000 and 19 % pay above 5000

Chart 14

Pay for general service

40
NO OF RESPONDENTS

Table – 15

Proper render service

41
S.no Factors No of Percentage
respondents

1. Yes 67 67

2. No 33 33

Total 100 100.00

Interpretation

From the above table we predict that 67 % of respondents get proper service
while 33 % do not render proper service.

Chart 15

Proper render service

42
NO OF RESPONDENTS

Table – 16

Return on promised time

S.no Factors No of Percentage


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respondents

1. Yes 73 73

2. No 27 27

Total 100 100.00

Interpretation

From the above table we predict that 73 % of respondents get their vehicle on
promised time while 27 % do not.

Chart 16

Return on promised time

44
NO OF RESPONDENTS

Table – 17

Suggestions welcomed

45
S.no Factors No of Percentage
respondents

1. Yes 64 64

2. No 36 36

Total 100 100.00

Interpretation

From the above table we predict that 64 % of their suggestions are welcomed
while 36 % are not.

Chart 17

Suggestions welcomed

46
NO OF RESPONDENTS

Table – 18

Servicing the complaints mentioned

47
S.no Factors No of Percentage
respondents

1. Yes 53 53

2. No 47 47

Total 100 100.00

Interpretation

From the above table we predict that 53 % of their complaints are serviced
while 47 % are not.

Chart 18

Servicing the complaints mentioned

48
NO OF RESPONDENTS

Table – 19

Fraudulent activity

49
S.no Factors No of Percentage
respondents

1. Yes 46 46

2. No 54 54

Total 100 100.00

Interpretation

From the above table we predict that 46 % of their service are not fraudulent
while 54 % are fraudulent based

Chart 19

Fraudulent activity

50
NO OF RESPONDENTS

Table – 20

Efficiency of private sector

S.no Factors No of Percentage

51
respondents

1. Yes 86 86

2. No 14 14

Total 100 100.00

Interpretation

From the above table we predict that 86 % of the respondents believe in


private sector while 14 % do not .

Chart 20

Efficiency of private sector

52
NO OF RESPONDENTS

Table – 21

Charging more

S.no Factors No of Percentage

53
respondents

1. Yes 68 68

2. No 22 22

Total 100 100

Interpretation

From the above table we predict that 68 % the respondents are charged more
while 22 % are not

Chart 21

Charging more

54
NO OF RESPONDENTS

Table – 22

Replacement

55
S.no Factors No of Percentage
respondents

1. Yes 75 75

2. No 25 25

Total 100 100.00

Interpretation

From the above table we predict that 75 % of the respondents are replaced
with the original & 25 % are not

Chart 22

Replacement

56
NO OF RESPONDENTS

Table – 23

Waiting time

57
S.no Factors No of Percentage
respondents

1. Yes 84 84

2. No 16 16

Total 100 100.00

Interpretation

From the above table we predict that 84 % are been waited while 16 % are
not.

Chart 23

Waiting time

58
NO OF RESPONDENTS

CHAPTER 5

5.1 SUMMARY

 Manufacture and export of small cars, MUVs, two & three wheelers, tractors,
components to be promoted.

 Appropriate Tariff Policy will be followed to attract investment

 Specific measures will be taken for expansion of domestic market

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 Exports to be encouraged

 Policy initiatives for competitiveness and development of technology would be


taken
National Road Safety Board to act as the coordinating body for promoting
safety

 Inspection and Certification system to be strengthened by encouraging Public-


private
Partnership

 Fleet Modernisation to be encouraged

 Implementation of GST should be time bound

 Centres for automotive manufacturing excellence to be created

 An Auto Design Centre to be established

 Integration of IT in manufacturing and in Automotive infotronics to be


promoted

 Infrastructure development around identified automotive clusters to be


undertaken

 R & D for product, processes and technology to be incentivised

 Continuous investment in road, port, railways and power to be encouraged

 Strive for Labour reforms.

 Road Map for Auto Fuel Policy beyond 2010 would be drawn

 Rationalisation of motor vehicle regulations to be undertaken

5.2 FINDINGS

 This study reveals that 64 % of the respondents are between 25-35 age
groups

 The Projection of This Study Implicates that 36 % of respondent are above


age group

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 The Projection of This Study Implicates that 74% of the Respondents are
Male

 The Projection of This Study Implicates that 52% earn between 10000-50000

 The Projection of This Study Implicates that 47 % are entrepreneurs

 The Projection of This Study Implicates that 62% of the Respondents owe
Maruthi car

 The Projection of This Study Implicates that 40 % of the respondents car run
between 50-100 km weekly

 The Projection of This Study Implicates that 36% go for maruthi because of
easy availability of Spares

 The Projection of This Study Implicates that 46 % of respondent chose


Hyundai as alternative

 The Projection of This Study Implicates that 45% of the respondents Vote for
excellent service

 The Projection of This Study Implicates that 73% of the respondents are
satisfied with the service.

 The Projection of This Study Implicates that 64 % of complaints are solved

 The Projection of This Study Implicates that 34 % do service for oil


replacement
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 The Projection of This Study Implicates that 53 % give the car for service
during 1000-5000 km

 The Projection of This Study Implicates that 46 % pay 1000-5000 for their
service

 The Projection of This Study Implicates that 67 % of respondents get proper


service

 The Projection of This Study Implicates that 73 % of respondents get their


vehicle on promised time

 The Projection of This Study Implicates that 64 % of their suggestions are


welcomed

 The Projection of This Study Implicates that 53 % of their complaints are


serviced

 The Projection of This Study Implicates that 54 % of the service is fraudulent


based

 The Projection of This Study Implicates that 86 % of the respondents go for


private sectors

 The Projection of This Study Implicates that 68 % the respondents are


charged more than estimation

 The Projection of This Study Implicates that 75 % of the respondents are


replaced with the original parts

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 The Projection of This Study Implicates that 84 % are been waited

5.3 CONCLUSION

Automobiles have become an indispensable part of our lives, an extension of


the human body that provides us faster, cheaper and more convenient mobility every
passing day. 100 Behind this betterment go the efforts of those in the industry, in the
form of improvement through technological research.

What actually lie behind this betterment of the automobiles are the opinions,
requirements, likes and dislikes of those who use these vehicles. These wheeled
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machines affect our lives in ways more than one. Numerous surveys and research
are conducted throughout the world every now and then to reveal one or the other
aspect of automobiles, be it about the pollution caused due to vehicle population in
cities, or rising motor accidents and causes, vehicular technology, alternative
medicine and so on.

This section keeps you updated on the latest and the most interesting
researches Conducted in the field of automobiles, and help you draw the right
conclusion.

Annexure

5.4 QUESTIONNAIRE

1. Name

_______________________

2. Age

❏20-25 ❏25-35 ❏35 above

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3. Gender

❏Male ❏Female

4. Income

❏Below 10000

❏10000-50000

❏Above 50000

5. Which of the following is the most appropriate to describe you?

❏Student

❏Employee

❏Entrepreneur

❏Other

6. Do you own a maruti car

❏Yes ❏No

7. How much km does your vehicle run in a week

❏Below 50 ❏50- 100 ❏Above 100

8. On what basis do you feel maruti is compactable?

❏ Price ❏Service ❏Spares ❏Quality

9. If maruthi is your 1st option what is your second

❏Hyundai ❏Chevy ❏Tata ❏Ford

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10. How do you personally feel maruti on service

❏Good ❏Average ❏ Excellent

11. How many free services does maruti provide?

❏Below 2 ❏2-5 ❏Above 5

12. Are you satisfied with you service providers?

❏Yes ❏No

13. Does your service provider solve all your complaints?

❏Yes ❏No

14. Your vehicle needs service because of

❏Free Service❏ Oil Replacement ❏Break down ❏General Service

15. How often do u service your vehicle

❏Below 1000 km ❏1000-5000 ❏Above 5000

16. How much do u pay for General Service?

❏Below 1000rs ❏000rs-5000rs ❏Above 5000rs

17. Do the service providers render proper service?

❏Yes ❏No

18. Do they give your vehicle on promised time?

❏Yes ❏No
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19. Do they welcome suggestions?

❏Yes ❏No

20. Do they really service the mentioned complaints?

❏Yes ❏No

21. Is there any fraudulent activity occurred during the service?

❏Yes ❏No

22. DOES the private Service Sectors provide much efficient work?

❏Yes ❏No

23. Do they charge extra more than the estimation?

❏Yes ❏No

24. Do they replace with the original Spares Parts?

❏Yes ❏No

25. Do they make you wait for a long time?

❏Yes ❏No

5.5 BIBLIOGRAPHY

Websites

 www.altavista.com

 www.askjeeva.com

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 www.google.com

 www.aol.com

 www.hindustan.com

 www.projecthubs.com

 www.indiainfoline.com

Newspapers

 Times of India

 The Economic Times

 Financial Times, Sunday 2007 august 19, ‘Automobile an Revolution’

http://www.financialtimescom/2007/08/19/auto/20070111012438267.ht
m.

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