“A COMPARATIVE STUDY ON MARKETING STRATEGY AND AFTER

SALES SERVICE OF MARUTI SUZUKI AND TATA MOTORS IN

RAIGAD DISTRICT”

A RESEARCH REPORT SUBMITTED FOR PARTIAL FULFILLMENT

OF COMPLETION OF GRADUATION

TO

UNIVERISTY OF MUMBAI

FOR AWARD OF THE DEGREE OF

BACHELOR OF MANAGEMENT STUDIES

IN THE FACULTY OF COMMERCE (MANAGEMENT)

(ADMISSION NUMBER 2018PC1372 & 2020-21)

SUBMITTED BY

SALI VEDANT MANGESH

UNDER THE GUIDANCE OF

ASST. PROF. RUCHIKA BASSI

PILLAI COLLEGE OF ARTS, COMMERCE &

SCIENCE (AUTONOMOUS), NEW PANVEL, SECTOR –
16, DISTRICT – RAIGAD, MAHARASHTRA

DATE OF SUBMISSION: 2ND MARCH, 2021

 DECLARATION

I, the undersigned Mr. SALI VEDANT MANGESH here by, declare that the work embodied in
this project work titled “A COMPARATIVE STUDY ON MARKETING STRATEGY AND
AFTER SALES SERVICE OF MARUTI SUZUKI AND TATA MOTORS IN RAIGAD
DISTRICT”, forms my own contribution to the research work carried out under the guidance of
ASST. PROF. RUCHIKA BASSI is a result of my own research work and has not been
previously submitted to any other University for any other Degree/ Diploma to this or any other
University. Wherever reference has been made to previous works of others, it has been clearly
indicated as such and included in the bibliography. I, here by further declare that all information
of this document has been obtained and presented in accordance with academic rules and ethical
conduct.

Name and Signature of

Learner (Sali Vedant

Mangesh)
 CERTIFICATE

This is certified that the report entitled “A COMPARATIVE STUDY ON MARKETING

STRATEGY AND AFTER SALES SERVICE OF MARUTI SUZUKI AND TATA
MOTORS IN RAIGAD DISTRICT” submitted by SALI VEDANT MANGESH (Admission
no. 2018PC1372 and 2020-21) for the fulfillment of the requirement for the degree of Bachelor
of Management Studies of the University of Mumbai, is his original research work carried out
under my supervision. To the best of my knowledge, the results presented have not been
submitted in part or full for any other diploma or degree of this or any other University.

Asst. Prof. Ruchika Bassi

(Signature of Guiding Teacher) (Signature of External Teacher)

Asst. Prof. Nithya Varghese Dr. Gajanan Wader

(BMS Co-ordinator) (Principal)
 ACKNOWLEDGEMENT

To list who all have helped me is difficult because they are so numerous and the depth is so
enormous. I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project. I take this opportunity to thank the University of
Mumbai for giving me the chance to do this project.

I would like to thank my Principal, Dr. Gajanan Wader for providing the necessary facilities
required for completion of this project.

I take this opportunity to thank our BMS Co-ordinator Mrs. Nithya Varghese, for her moral
support and guidance.

I would also like to express my sincere gratitude towards my project guide Ms. Ruchika Bassi
whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books and
magazines related to my project.

My genuine thanks are due to the rest of the workforce, staff of the Mahatma Education
Society’s Pillai College of Arts, Commerce and Science (Autonomous), New Panvel for their
significant exhortation and direction.

Ultimately, no words can satisfactorily offer my obligation of thanks to my parents and my

parents in law for producing in me a lasting interest in higher investigations.
 PREFACE

This project was really a challenge for me but I learned a lot while preparing this project. This
project provides me a chance to study and analyse the practical aspects of the topic. It enhanced
my knowledge in the field of marketing. This project also gave me the chance to improve logical
thinking.

This project highlights the importance of marketing strategy and after sales service in car selling.
The project deals with the various aspects of marketing strategy and after sales service. New
marketing strategy means that creating a new market area, developing the new relation, doing
new promotion and advertising is done in relation to the four P’s of marketing. The good after
sales service of the company will develop the good relationship with existing customers as well
as the new customers.

The extract of the work is presented in this report under various headings as, Introduction,
Research Methodology, Literature Review, Data Analysis, Interpretation and Presentation and
Conclusions and Suggestions.

While working on the project, I came to know about the latest marketing strategies and various
after sales service techniques prevailing in the market. The way of promoting the products,
providing a better convenience of customer and developing the new after sales service
techniques to sell the products.

My topic of study is “A Comparative Study on Marketing Strategy and After Sales Service of
Maruti Suzuki and Tata Motors in Raigad District” compared the Maruti Suzuki products with
the Tata Motors products in the aspects of features, technology, price, average efficiency,
marketing strategies and after sales service in the Raigad District.
 INDEX

Chapter No. Topic Page No.

1 Introduction 1-53
2 Research Methodology 54-59
3 Literature Review 60-66
4 Data Analysis, Interpretation 67-110
and Presentation
5 Conclusions and Suggestions 111-119
Bibliography 120
Appendix 121-128
 CHAPTER I
INTRODUCTION

1.1 INTRODUCTION TO THE AUTOMOBILE INDUSTRY

The automotive industry comprises a wide range of companies and organizations

involved in the design, development, manufacturing, marketing, and selling of
motor vehicles. It is one of the world's largest industries by revenue. The
automotive industry does not include industries dedicated to the maintenance of
automobiles following delivery to the end-user, such as automobile repair shops
and motor fuel filling stations.

The word automotive comes from the Greek autos (self), and Latin motivus (of
motion), referring to any form of self-powered vehicle. This term, as proposed by
Elmer Sperry (1860-1930), first came into use with reference to automobiles in
1898.

The automotive industry began in the 1860s with hundreds of manufacturers that
pioneered the horseless carriage. For many decades, the United States led the
world in total automobile production. In 1929, before the Great Depression, the
world had 32,028,500 automobiles in use, and the U.S. automobile industry
produced over 90% of them. At that time, the U.S. had one car per 4.87 persons.
After 1945, the
U.S. produced about 75 percent of the world's auto production. In 1980, the U.S.
was overtaken by Japan and then became world's leader again in 1994. In 2006,
Japan narrowly passed the U.S. in production and held this rank until 2009, when
China took the top spot with 13.8 million units. With 19.3 million units
manufactured in 2012, China almost doubled the U.S. production of 10.3 million

1
units, while Japan was in third place with 9.9 million units. From 1970 (140
models) over 1998 (260 models) to 2012 (684 models), the number of automobile
models in the U.S. has grown exponentially.

1.2 AUTOMOBILE INDUSTRY IN INDIA

The automotive industry in India is the fifth-largest in the world (fourth largest in
2018, a bit ahead of Germany, then back to fifth the following year).

HISTORY

In 1897, the first car ran on an Indian road. Through the 1930s, cars were
imported only, and in small numbers.

An embryonic automotive industry emerged in India in the 1940s. Hindustan

Motors was launched in 1942, long-time competitor Premier in 1944, building
Chrysler, Dodge, and Fiat products respectively. Mahindra & Mahindra was
established by two brothers in 1945, and began assembly of Jeep CJ-3A utility
vehicles. Following independence in 1947, the Government of India and the
private sector launched efforts to create an automotive-component manufacturing
industry to supply to the automobile industry. In 1953, an import substitution
programme was launched, and the import of fully built-up cars began to be
restricted.
1947-1970
THE 1952 TARIFF COMMISSION

In 1952, the government appointed the first Tariff Commission, one of whose
purposes was to come out with a feasibility plan for the indigenization of the
Indian automobile industry. In 1953, the commission submitted their report,
which recommended categorizing existing Indian car companies according to
their manufacturing infrastructure, with licensed capacity to manufacture a certain
number of vehicles, with capacity increases allowable, as per demands, in the
future.

The Tariff Commission recommendations were implemented with new policies

that would eventually exclude companies that only imported parts for assembly,
as well as those with no Indian partner. In 1954, following the Tariff Commission
implementation, General Motors, Ford, and Rootes Group, which had assembly-
only plants in Mumbai, decided to move out of India.

The Tariff commission policies, including similar restrictions that applied to other
industries, came to be known as the Licence Raj, which proved to be the greatest
undoing of the Indian automotive industry, where bureaucratic red tape ended up
causing demand to outstrip supply, with month-long waiting periods for cars,
scooters, and motorcycles.

1970-1983

However, growth was relatively slow in the 1950s and 1960s, due to
nationalisation and the license raj, which hampered the growth of the Indian
private sector.
The beginning of the 1970s saw some growth potential; and most of the
collaboration license agreements came to an end, but with the option to continue
manufacturing with renewed branding. Cars were still meant for the elite and
Jeeps were largely used by government organizations and in some rural regions.
By the end of the decade, some developments were made in commercial vehicle
segments to facilitate the movement of goods. The two-wheeler segment
remained unchanged except for increased sales to the middle class in urban areas.
There was emphasis on having more farm tractors, as India was embarking on a
new Green Revolution; and Russian and eastern bloc imports were brought in to
meet the demand.

But after 1970, with restrictions on the import of vehicles set, the automotive
industry started to grow; but the growth was mainly driven by tractors,
commercial vehicles and scooters.

Cars still remained a major luxury item. In the 1970s, price controls were finally
lifted, inserting a competitive element into the automobile market. However, by
the 1980s, the automobile market was still dominated by Hindustan and Premier,
who sold superannuated products in fairly limited numbers. The rate of car
ownership in 1981 was about one in every thousand citizens - understandable
when the annual road tax alone cost about half the average income of an Indian at
the time.

During the eighties, a few competitors began to arrive on the scene. Of the 30,487
cars built in India in 1980, all but six came from the two main players Hindustan
and Premier: Standard had led a shadow existence in the latter half of the 1970s,
producing only a handful of cars to keep their license active.
A new contender was tiny Sipani, who had tried building locally developed three-
wheeled vehicles since 1975 but introduced the Reliant Kitten-based Dolphin in
1982. Nonetheless, all eyes were on Sanjay Gandhi's Maruti project, which was
destined to cause major upheaval to the Indian automobile industry.

The OPEC oil crisis saw an increased need to install or redesign some vehicles to
fit diesel engines on medium commercial vehicles. Until the early 1970s
Mahindra Jeeps were on Petrol and Premier commercial vehicles had Petrol
model options. The Defence sector too had most trucks on Petrol engines.

1984-1992

From the end of the 1970s to the beginning of the 1980s India saw no new
models, the country continuing to depend on two decades-old designs. The Sipani
Dolphin, which arrived in 1982, was not a serious contender, with its plastic body
and without rear doors - essential to Indian car buyers. This situation forced the
government to encourage and let more manufacturers into fray.

In 1984, the then Prime Minister of India, Indira Gandhi established the Ordnance
Factory Medak, near Hyderabad. It started manufacturing Infantry Combat
Vehicles christened as Sarath, the backbone of India's mechanised infantry.
OFMK is still the only manufacturing facility of ICVs in India. To manufacture
the high- power engines used in ICVs and main battle tanks, Engine Factory
Avadi, near Chennai was set up in 1987. In 1986, to promote the auto industry,
the government established the Delhi Auto Expo.
The 1986 Expo was a showcase for how the Indian automotive industry was
absorbing new technologies, promoting indigenous research and development,
and adapting these technologies for the rugged conditions of India. The nine-day
show was attended by then Prime Minister Rajiv Gandhi.

POST-1992 LIBERALISATION

Eventually multinational automakers, such as Suzuki and Toyota of Japan and

Hyundai of South Korea, were allowed to invest in the Indian market, furthering
the establishment of an automotive industry in India. Maruti Suzuki was the first,
and the most successful of these new entries, and in part the result of government
policies to promote the automotive industry beginning in the 1980s. As India
began to liberalise its automobile market in 1991, a number of foreign firms also
initiated joint ventures with existing Indian companies.

The variety of options available to the consumer began to multiply in the nineties,
whereas before there had usually only been one option in each price class. By
2000, there were 12 large automotive companies in the Indian market, most of
them offshoots of global companies.
1.3 INTRODUCTION TO MARUTI SUZUKI INDIA LTD.

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an

Indian automobile manufacturer headquartered in New Delhi. It is a subsidiary of
the Japanese automotive manufacturer Suzuki Motor Corporation. As of July
2018, it had a market share of 53% in the Indian passenger car market.

Maruti Suzuki Logo and Tagline

HISTORY

Maruti Udyog Limited was founded by the government of India on 24 February

1981, only to merge with the Japanese automobile company Suzuki in October
1982. The first manufacturing factory of Maruti was established in Gurugram,
Haryana, in the same year.
Chronology
Affiliation with Suzuki

In 1982, a license and joint venture agreement (JVA) was signed between Maruti
Udyog Ltd., and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer
of cars. In India's closed market, Maruti received the right to import 40,000 fully
built-up Suzuki in the first two years, and even after that the early goal was to use
only 33% indigenous parts.

This upset the local manufacturers considerably. There were also some concerns
that the Indian market was too small to absorb the comparatively large production
planned by Maruti Suzuki, with the government even considering adjusting the
petrol tax and lowering the excise duty in order to boost sales. Local production
commenced in December 1983.

In 1984, the Maruti Van with the same three-cylinder engine as the 800 was
released and the installed capacity of the plant in Gurgaon reached 40,000 units.

In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was
launched. In 1986, the original 800 was replaced by an all-new model of the 796
cc hatchback Suzuki Alto (SS80) and the 100,000th vehicle was produced by the
company. In 1987, the company started exporting to western markets, when a lot
of 500 cars were sent to Hungary. By 1988, the capacity of the Gurgaon plant was
increased to 100,000 units per annum.
Market liberalisation

In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's
first contemporary sedan. By 1991, 65 percent of the components, for all vehicles
produced, were indigenized. After liberalization of the Indian economy in 1991,
Suzuki increased its stake in Maruti to 50 percent, making the company a 50-50
joint venture with the government of India as the other stakeholder.

In 1993, the Zen, a 993 cc engined hatchback was launched and in 1994 the 1,298
cc Esteem sedan was introduced. Maruti produced its 1 millionth vehicle since the
commencement of production in 1994. Maruti's second plant was opened with
annual capacity reaching 200,000 units. Maruti launched a 24-hour emergency
on- road vehicle service. In 1998, the new Maruti 800 was released, being the first
change in design since 1986. Zen D, a 1,527 cc diesel hatchback, and Maruti's
first diesel vehicle, and a redesigned Omni were introduced. In 1999, the 1.6-litre
Maruti Baleno three-box sedan and Wagon R were also launched.

In 2000, Maruti became the first car company in India to launch a call center for
internal and customer services. The new Alto model was released. In 2001,
Maruti True Value, selling and buying used cars was launched. In October of the
same year the Maruti Versa was launched. In 2002, Esteem Diesel was
introduced.

Two new subsidiaries were also started: Maruti Insurance Distributor Services
and Maruti Insurance Brokers Limited. Suzuki Motor Corporation increased its
stake in Maruti to 54.2 per cent.
In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the
Wagon R were upgraded and redesigned. The four millionth Maruti vehicle was
built and they entered into a partnership with the State Bank of India.

Maruti Udyog Ltd. was listed on BSE and NSE after a public issue, which was
oversubscribed tenfold. In 2004, the Alto became India's best selling car
overtaking the Maruti 800 after nearly two decades. The five-seater Versa 5-
seater, a new variant, was created while the Esteem was re-launched. Maruti
Udyog closed the financial year 2003–04 with an annual sale of 472,122 units, the
highest ever since the company began operations and the fiftieth lakh (5
millionth) car rolled out in April 2005. The 1.3-litre Suzuki Swift five-door
hatchback was introduced in 2005.

In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki
Automobiles India", to build two new manufacturing plants, one for vehicles and
one for engines. Cleaner cars were also introduced, with several new models
meeting the new Bharat Stage III emission standards. In February 2012, Maruti
Suzuki sold its ten millionth vehicle in India. In July 2014 it had a market share of
more 45%. In May 2015, the company produced its fifteen millionth vehicle in
India, a Swift Dzire.

On 25 April 2019, Maruti Suzuki announced that it would phase out production of
diesel cars by 1 April 2020, when the Bharat Stage VI emission standards come
into effect. The new standards would require a significant investment from the
company to upgrade its existing diesel engines to comply with the more stringent
emission standards.
Chairman R.C. Bhargava stated, "We have taken this decision so that in 2022 we
are able to meet the corporate average fuel efficiency (CAFE) norms and higher
share of CNG vehicles will help us comply with the norms. I hope the union
government's policies will help grow the market for CNG vehicles." Diesel cars
accounted for about 23 percent of Maruti Suzuki's annual sales.

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 until 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 to 50% in 1992,
and further to 56.21% as of 2013. In 1982, both the venture partners entered into
an agreement to nominate their candidate for the post of Managing Director and
every Managing Director would have a tenure of five years.

MANUFACTURING FACILITIES

Maruti Suzuki has two manufacturing facilities in India. All manufacturing

facilities have a combined production capacity of 1,200,000 vehicles annually.
The Gurgaon manufacturing facility has three fully integrated manufacturing
plants and is spread over 300 acres. The Gurgaon facilities also manufacture
240,000 K-Series engines annually. The Gurgaon facility manufactures the Alto
800, WagonR, Ertiga, XL6, S-Cross, Vitara Brezza, Ignis and Eeco.
The Manesar manufacturing plant was inaugurated in February 2007 and is spread
over 600 acres. Initially it had a production capacity of 100,000 vehicles annually
but this was increased to 300,000 vehicles annually in October 2008. The
production capacity was further increased by 250,000 vehicles taking total
production capacity to 800,000 vehicles annually.

The Manesar plant produces the Alto, Swift, Ciaz, Baleno and Celerio. On 25
June 2012, Haryana State Industries and Infrastructure Development Corporation
demanded Maruti Suzuki to pay an additional Rs 235 crore for enhanced land
acquisition for its Haryana plant expansion. The agency reminded Maruti that
failure to pay the amount would lead to further proceedings and vacating the
enhanced land acquisition.

In 2017, the new Suzuki Motor Gujarat facility was opened. This third facility is
not owned by Maruti Suzuki, but instead wholly owned by Suzuki Motor
Corporation. Despite that, the plant supplied vehicles to Maruti without any
additional cost. Located in Hansalpur, Ahmedabad, the plant has a total annual
capacity of 500,000 units.

In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL)
with itself. SPIL was started as a JV by Suzuki Motor Corp. along with Maruti
Suzuki. It has the facilities available for manufacturing diesel engines and
transmissions. The demand for transmissions for all Maruti Suzuki cars is met by
the production from SPIL.
INDUSTRIAL RELATIONS

Since its founding in 1983, Maruti Udyog Limited has experienced problems with
its labour force. The Indian labour it hired readily accepted Japanese work culture
and the modern manufacturing process. In 1997, there was a change in ownership,
and Maruti became predominantly government controlled. Shortly thereafter,
conflict between the United Front Government and Suzuki started. In 2000, a
major industrial relations issue began and employees of Maruti went on an
indefinite strike, demanding among other things, major revisions to their wages,
incentives and pensions.

Employees used slowdown in October 2000, to press a revision to their incentive-

linked pay. In parallel, after elections and a new central government led by NDA
alliance, India pursued a disinvestment policy. Along with many other
government owned companies, the new administration proposed to sell part of its
stake in Maruti Suzuki in a public offering.

The worker's union opposed this sell-off plan on the grounds that the company
will lose a major business advantage of being subsidised by the Government, and
the union has better protection while the company remains in control of the
government.

The standoff between the union and the management continued through 2001.
The management refused union demands citing increased competition and lower
margins. The central government privatized Maruti in 2002 and Suzuki became
the majority owner of Maruti Udyog Limited.
Manesar violence

On 18 July 2012, Maruti's Manesar plant was hit by violence. According to

Maruti management, the production workers attacked supervisors and started a
fire that killed company's General Manager of Human Resources Avineesh Dev
and injured 100 other managers, including two Japanese expatriates.

The workers also allegedly injured nine policemen. However Maruti Suzuki
Workers Union (MSWU) President Sam Meher alleged that management ordered
300 hired security guards to attack the workforce during the violence. The
incident is the worst-ever for Suzuki since the company began operations in India
in 1983.

Since April 2012, the Manesar union had demanded a three-fold increase in basic
salary, a monthly conveyance allowance of ₹10,000, a laundry allowance of
₹3,000, a gift with every new car launch, and a house for every worker who wants
one, or cheaper home loans for those who want to build their own houses.
According to the Maruti Suzuki Workers Union a supervisor had abused and
made discriminatory comments to a low-caste worker, Jiya Lal. These claims
were denied by the company and the police. Maruti said the unrest began, not
over wage discussions, but after the workers' union demanded the reinstatement of
Jiya Lal who had been suspended for allegedly beating a supervisor. The workers
claim harsh working conditions and extensive hiring of low-paid contract workers
which are paid about
$126 a month, about half the minimum wage of permanent employees. On 27
June 2013, an international delegation from the International

Commission for Labor Rights (ICLR) released a report alleging serious violations
of the industrial right of workers by the Maruti Suzuki management.
Company executives denied harsh conditions and claim they hired entry-level
workers on contracts and made them permanent as they gained experience. Maruti
employees currently earn allowances in addition to their base wage.

The police, in its First Information Report (FIR), claimed on 21 July that Manesar
violence is the result of a planned violence by a section of workers and union
leaders and arrested 91 people. Maruti Suzuki in its statement on the
unrest, announced that all work at the Manesar plant has been suspended
indefinitely. The shut down of Manesar plant is leading to a loss of about Rs 75
crore per day.

On 21 July 2012, citing safety concerns, the company announced

a lockout under The Industrial Disputes Act, 1947 pending results of an inquiry
the company has requested of the Haryana government into the causes of the
disorder. Under the provisions of The Industrial Disputes Act for wages, the
report claimed, employees are expected to be paid for the duration of the
lockout.On 26 July 2012, Maruti announced employees would not be paid for the
period of lock-out in accordance with Indian labour laws. The company further
announced that it will stop using contract workers by March 2013.

The report claimed the salary difference between contract workers and permanent
workers has been much smaller than initial media reports – the contract worker at
Maruti received about ₹ 11,500 per month, while a permanent worker received
about ₹12,500 a month at start, which increased in three years to ₹21,000-22,000
per month. In a separate report, a contractor who was providing contract
employees to Maruti claimed the company gave its contract employees the best
wage, allowances and benefits package in the region.
Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India,
said this type of violence has never happened in Suzuki Motor Corp's global
operations in Hungary, Indonesia, Spain, Pakistan, Thailand, Malaysia, China and
the Philippines. Nakanishi apologised to affected workers on behalf of the
company, and in press interview requested the central and Haryana state
governments to help stop further violence by legislating decisive rules to restore
corporate confidence amid emergence of this new 'militant workforce' in Indian
factories. He announced, "we are going to de-recognise Maruti Suzuki Workers'
Union and dismiss all workers named in connection with the incident.

We will not compromise at all in such instances of barbaric, unprovoked

violence." He also announced Maruti plans to continue manufacturing in
Manesar, that Gujarat was an expansion opportunity and not an alternative to
Manesar.

The company dismissed 500 workers accused of causing the violence and re-
opened the plant on 21 August, saying it would produce 150 vehicles on the first
day, less than 10% of its capacity. Analysts said that the shutdown was costing the
company 1 billion rupees ($18 million) a day and costing the company market
share. In July 2013, the workers went on hunger strike to protest the continuing
jailing of their colleagues and launched an online campaign to support their
demands.

A total of 148 workers were charged with the murder of Human Resources
Manager Avineesh Dev. The court dismissed charges against 117 of the workers.
On 17 March 2017, 31 workers were found guilty of variety of offences. 18 were
convicted on charges of rioting, trespassing, causing hurt and other related
offences under Indian Penal Code sections.
The remaining 13 workers were sentenced to life in imprisonment after being
found guilty of the murder of General Manager of Human Resources Avineesh
Dev. Twelve of the thirteen sentenced were office-bearers of the Maruti Suzuki
Workers Union at the time of the alleged offences. The prosecution had sought
the death penalty for the thirteen.

Both prosecution and defence have announced they will appeal against the
sentences. Defence counsel Vrinda Grover stated, "We will file appeals against all
convictions in the HC. The evidence, as it stands, cannot withstand legal scrutiny.
There is no evidence to link these workers to the murder. The 13 who have been
convicted, it’s important to remember that they were the leaders of the union.
Therefore, it is clear that this is targeted framing of these persons. We hope for
justice in the superior court".

The Maruti Suzuki Workers Union is continuing to organise industrial action and
protests calling for the workers to be released and criticising the judgement and
sentences an unjust. An international appeal for the release of the workers has
been made by the International Committee for the Fourth International (ICFI) and
other organisations such as the Peoples Alliance for Democracy and Secularism.

PRODUCTS AND SERVICES

Current models

Model Production Category Outlet

Wagon R 1999-present Hatchback Arena
Alto 2000-present Hatchback Arena
Swift 2005-present Hatchback Arena
Ertiga 2012-present Mini MPV Arena
Celerio 2014-present Hatchback Arena
Ciaz 2014-present Sedan NEXA
Baleno 2015-present Hatchback NEXA
S-Cross 2015-present Crossover NEXA
Vitara Brezza 2016-present Compact SUV Arena
Dzire 2017-present Sedan Arena
Ignis 2017-present Hatchback NEXA
XL6 2019-present Mini MPV NEXA
S-Presso 2019-present Hatchback Arena

Discontinued models

Model Released Discontinued

800 1983 2014
Omni 1984 2019
Gypsy E 1985 2000
Gypsy King 1985 2017
1000 1990 2000
Zen 1993 2003
Esteem 1994 2010
Baleno 1999 2007
Baleno Altura 2000 2003
Alto 2000 2012
Versa 2001 2010
Grand Vitara XL7 2003 2007
(imported)
Grand Vitara (imported) 2007 2015
Zen Estilo 2007 2013
SX4 2007 2014
A-Star 2008 2014
Swift Dzire 2008 2017
Ritz 2008 2016
Alto K10 2010 2020
Kizashi (imported) 2011 2014
SALES AND SERVICE NETWORK

Maruti Suzuki has 3,598 sales outlets across 1,861 cities in India. The company
aims to increase its sales network to 4,000 outlets by 2020. It has 3,792 service
stations across 1,861 cities throughout India. Maruti's dealership network is larger
than that of enough known companies combined. Service is a major revenue
generator of the company. Most of the service stations are managed on franchise
basis, where Maruti Suzuki trains the local staff. Also, The Express Service
stations exist, sending across their repairman to the vehicle if it is away from a
normal service center.

MARUTI INSURANCE

Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with
the help of the National Insurance Company, Bajaj Allianz, New India Assurance
and Royal Sundaram. The service was set up the company with the inception of
two subsidiaries Maruti Insurance Distributors Services Pvt. Ltd and Maruti
Insurance Brokers Pvt. Limited. This service started as a benefit or value addition
to customers and was able to ramp up easily. By December 2005 they were able
to sell more than two million insurance policies since its inception.

MARUTI FINANCE

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in
January 2002. Prior to the start of this service Maruti Suzuki had started two joint
ventures Citicorp Maruti and Maruti Countrywide with Citi Group and GE
Countrywide respectively to assist its client in securing loan.
Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak
Mahindra, Standard Chartered Bank, and Sundaram to start this venture including
its strategic partners in car finance. Again the company entered into a strategic
partnership with SBI in March 2003 Since March 2003, Maruti has sold over
12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently
available in 166 cities across India.

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India
and Maruti Udyog Limited its primary business stated by the company is "hire-
purchase financing of Maruti Suzuki vehicles". Citi Finance India Limited is a
wholly owned subsidiary of Citibank Overseas Investment Corporation,
Delaware, which in turn is a 100% wholly owned subsidiary of Citibank N.A. Citi
Finance India Limited holds 74% of the stake and Maruti Suzuki holds the
remaining 26%. GE Capital, HDFC and Maruti Suzuki came together in 1995 to
form Maruti Countrywide. Maruti claims that its finance program offers most
competitive interest rates to its customers, which are lower by 0.25% to 0.5%
from the market rates.

MARUTI TRUEVALUE

Maruti True service offered by Maruti Suzuki to its customers. It is a marketplace

for used Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti or
non-Maruti vehicles with the help of this service in India. As of 10 August 2017
there are 1,190 outlets across 936 cities.
MARUTI DRIVING SCHOOL

As part of its corporate social responsibility Maruti Suzuki launched the Maruti
Driving School in Delhi. Later the services were extended to other cities of India
as well. These schools are modelled on international standards, where learners go
through classroom and practical sessions. Many international practices like road
behaviour and attitudes are also taught in these schools. Before driving actual
vehicles participants are trained on simulators.

At the launch ceremony for the school Jagdish Khattar stated "We are very
concerned about mounting deaths on Indian roads. These can be brought down if
government, industry and the voluntary sector work together in an integrated
manner. But we felt that Maruti should first do something in this regard and hence
this initiative of Maruti Driving Schools."

MISSION, VISION AND VALUES OF MARUTI SUZUKI

INDIA LTD.

Mission
Develop products of superior value by focusing on the customer, establish a
refreshing and innovative company through teamwork and strive for individual
excellence through continuous improvement.

Vision
To be The Leader in the Indian Automobile Industry, Creating Customer Delight
and Shareholder’s Wealth; A pride of India.
Values
 Customer obsession
 Openness and learning
 Networking and partnership
 Fast, flexible first mover
 Innovation and creativity

FUTURE PLANS

Recent internet reports suggested that Maruti Suzuki has imported CKD kits of
the Jimny into India and the shipments are awaiting clearance from customs as the
largest carmaker in the country is said to manufacture 4,000 to 5,000 units of the
Jimny bound for the global marketplaces. As per Emkay Global Financial
Services’ report, Maruti Suzuki is working on launching a range of new vehicles
over the course of the next 24 months.

The three-row hatchback based on the Wagon R dubbed the XL5, Jimny and a
mid- size SUV spanning more than four metres in length are in the pipeline. An
electric hatchback and an entry-level 800 cc hatch that could act as a replacement
to the Alto are also rumoured.

Moreover, a new 1.5-litre BS VI compliant diesel engine that could power the
Ciaz, S-Cross, Ertiga, XL6 and Vitara Brezza is also said to be in development.
Speculations aside and getting back to the reality, Maruti Suzuki does not have
any intention to introduce a BSVI diesel engine in the immediate future but its
decision will depend on how the market evolves as it is closely monitoring it.
The company has plans to expand the footprint of the Nexa premium dealerships
and thus brand new vehicles are definitely on the cards. As early as the beginning
of next year, Maruti Suzuki is widely believed to launch the India-spec five-door
version of the Jimny with a four-wheel-drive configuration paired with a 1.5-litre
petrol engine.

Both five-speed manual and four-speed automatic transmissions could be in the

offering. In 2022, the brand could debut the long awaited mid-size SUV based on
the Toyota Raize’s platform to compete against Hyundai Creta, Tata Harrier, Kia
Seltos, Nissan Kicks and the likes. The first all-electric model from Maruti Suzuki
based on the Wagon R may as well see the light next year at Nexa outlets.

In 2023, Maruti Suzuki is expected to launch a C-segment MPV co-developed

with Toyota and it could slot between the Ertiga seven-seater MPV and the
Toyota Innova Crysta.
1.4 INTRODUCTION TO TATA MOTORS LTD.

Tata Motors Limited is an Indian multinational automotive manufacturing

company headquartered in Mumbai, Maharashtra, India. It is a part of Tata Group,
an Indian conglomerate. Its products include passenger cars, trucks, vans,
coaches, buses, sports cars, construction equipment and military vehicles.

Tata Motors Logo

Formerly known as Tata Engineering and Locomotive Company (TELCO), Tata

Motors is a part of the Tata Group. Tata Motors has auto manufacturing and
assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune
in India, as well as in Argentina, South Africa, Great Britain, and Thailand. It has
research and development centres in Pune, Jamshedpur, Lucknow, and Dharwad,
India and South Korea, Great Britain, and Spain. Tata Motors' principal
subsidiaries purchased the English premium car maker Jaguar Land Rover (the
maker of Jaguar and Land Rover cars) and the South Korean commercial vehicle
manufacturer Tata Daewoo.
Tata Motors has a bus-manufacturing joint venture with Marcopolo S.A. (Tata
Marcopolo), a construction-equipment manufacturing joint venture with Hitachi
(Tata Hitachi Construction Machinery), and a joint venture with Fiat Chrysler
which manufactures automotive components and Fiat Chrysler and Tata branded
vehicles.

Founded in 1945 as a manufacturer of locomotives, the company manufactured its

first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which
ended in 1969. Tata Motors entered the passenger vehicle market in 1988 with the
launch of the TataMobile followed by the Tata Sierra in 1991, becoming the first
Indian manufacturer to achieve the capability of developing a competitive
indigenous automobile. In 1998, Tata launched the first fully indigenous Indian
passenger car, the Indica, and in 2008 launched the Tata Nano, the world's
cheapest car. Tata Motors acquired the South Korean truck manufacturer Daewoo
Commercial Vehicles Company in 2004 and purchased Jaguar Land Rover from
Ford in 2008.

Tata Motors is listed on the BSE (Bombay Stock Exchange), where it is a

constituent of the BSE SENSEX index, the National Stock Exchange of India, and
the New York Stock Exchange. The company is ranked 265th on the Fortune
Global 500 list of the world's biggest corporations as of 2019. On 17 January
2017, Natarajan Chandrasekaran was appointed chairman of the company Tata
Group. Tata Motors increased its UV market share to over 8% in FY2019.
HISTORY

Tata Motors was founded in 1945, as a locomotive manufacturer. Tata Group

entered the commercial vehicle sector in 1954 after forming a joint venture with
Daimler-Benz of Germany. After years of dominating the commercial vehicle
market in India, Tata Motors entered the passenger vehicle market in 1991 by
launching the Tata Sierra, a sport utility vehicle based on the Tata Mobile
platform. Tata subsequently launched the Tata Estate (1992; a station wagon
design based on the earlier Tata Mobile), the Tata Sumo (1994, a 5-door SUV)
and the Tata Safari (1998).

Tata launched the Indica in 1998, a fully indigenous Indian passenger car tailor-
made to suit Indian consumer needs though styled by I.D.E.A, Italy. Although
initially criticised by auto analysts, its excellent fuel economy, powerful engine,
and an aggressive marketing strategy made it one of the best-selling cars in the
history of the Indian automobile industries. A newer version of the car, named
Indica V2, was a major improvement over the previous version and quickly
became a mass favourite. Tata Motors also successfully exported large numbers
of the car to South Africa. The success of the Indica played a key role in the
growth of Tata Motors.

In 2004, Tata Motors acquired Daewoo's South Korea-based truck manufacturing

unit, Daewoo Commercial Vehicles Company, later renamed Tata Daewoo.

On 27 September 2004, Ratan Tata, the Chairman of Tata Motors, rang the
opening bell at the New York Stock Exchange to mark the listing of Tata Motors.
In 2005, Tata Motors acquired a 21% controlling stake in the Spanish bus and
coach manufacturer Hispano Carrocera. Tata Motors continued its market area
expansion through the introduction of new products such as buses (Starbus and
Globus, jointly developed with subsidiary Hispano Carrocera) and trucks (Novus,
jointly developed with subsidiary Tata Daewoo).

In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata
Marcopolo Bus, to manufacture fully built buses and coaches.

In 2008, Tata Motors acquired the English car maker Jaguar Land Rover,
manufacturer of the Jaguar and Land Rover from Ford Motor Company.

In May 2009, Tata unveiled the Tata World Truck range jointly developed with
Tata Daewoo; the range went on sale in South Korea, South Africa, the SAARC
countries, and the Middle East at the end of 2009.

Tata acquired full ownership of Hispano Carrocera in 2009.

In 2009, its Lucknow plant was awarded the "Best of All" Rajiv Gandhi National
Quality Award.

In 2010, Tata Motors acquired an 80% stake in the Italian design and engineering
company Trilix for €1.85 million. The acquisition formed part of the company's
plan to enhance its styling and design capabilities.

In 2012, Tata Motors announced it would invest around ₹6 billion in the

development of Futuristic Infantry Combat Vehicles in collaboration with DRDO.
In 2013, Tata Motors announced it will sell in India, the first vehicle in the world
to run on compressed air (engines designed by the French company MDI) and
dubbed "Mini CAT".

In 2014, Tata Motors introduced the first Truck Racing championship in India
"T1 Prima Truck Racing Championship".

On 26 January 2014, the Managing Director Karl Slym was found dead. He fell
from the 22nd floor to the fourth floor of the Shangri-La Hotel in Bangkok, where
he was to attend a meeting of Tata Motors Thailand.

On 2 November 2015, Tata Motors announced Lionel Messi as global brand

ambassador at New Delhi, to promote and endorse passenger vehicles globally.

On 27 December 2016, Tata Motors announced the Bollywood actor Akshay

Kumar as brand ambassador for its commercial vehicles range.

On 8 March 2017, Tata Motors announced that it has signed a memorandum of

understanding with Volkswagen to develop vehicles for India's domestic market.

On 3 May 2018, Tata Motors announced that it sold its aerospace and defence
business to another Tata Group Entity, Tata Advanced Systems, to unlock their
full potential.

On 29 April 2019, Tata Motors announced a partnership with Nirma University in

Ahmedabad to provide a B.Tech. degree programme for employees of its Sanand
plant.
OPERATIONS

Tata Motors has vehicle assembly operations in India, Great Britain, South Korea,
Thailand, Spain, and South Africa. It plans to establish plants in Turkey,
Indonesia, and Eastern Europe.

Tata Motors Cars

Tata Motors Cars is a division of Tata Motors which produces passenger cars
under the Tata Motors marque. Tata Motors is among the top four passenger
vehicle brands in India with products in the compact, midsize car, and utility
vehicle segments. The company's manufacturing base in India is spread across
Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh),
Pantnagar (Uttarakhand), Dharwad (Karnataka) and Sanand (Gujarat).

Tata's dealership, sales, service, and spare parts network comprises over 3,500
touch points. Tata Motors has more than 250 dealerships in more than 195 cities
across 27 states and four Union Territories of India. It has the third-largest sales
and service network after Maruti Suzuki and Hyundai. Tata also has
franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,
Russia, and Senegal. Tata has dealerships in 26 countries across 4 continents.

Tata is present in many countries, it has managed to create a large consumer base
in the Indian Subcontinent, namely India, Bangladesh, Bhutan, Sri Lanka and
Nepal.
Tata is also present in Italy, Spain, Poland, Romania, Turkey, Chile, South Africa,
Oman, Kuwait, Qatar, Saudi Arabia, United Arab Emirates, Bahrain, Iraq, Syria
and Australia.

Tata Daewoo

Tata Daewoo (officially Tata Daewoo Commercial Vehicle Company and

formerly Daewoo Commercial Vehicle Company) is a commercial vehicle
manufacturer headquartered in Gunsan, Jeollabuk-do South Korea, and a wholly
owned subsidiary of Tata Motors. It is the second-largest heavy commercial
vehicle manufacturer in South Korea and was acquired by Tata Motors in 2004.

The principal reasons behind the acquisition were to reduce Tata's dependence on
the Indian commercial vehicle market (which was responsible for around 94% of
its sales in the MHCV segment and around 84% in the light commercial vehicle
segment) and expand its product portfolio by leveraging on Daewoo's strengths in
the heavy-tonnage sector.

Tata Motors has jointly worked with Tata Daewoo to develop trucks such as
Novus and World Truck and buses including GloBus and StarBus. In 2012, Tata
began developing a new line to manufacture competitive and fuel-efficient
commercial vehicles to face the competition posed by the entry of international
brands such as Mercedes-Benz, Volvo, and Navistar into the Indian market.
Tata Hispano

Tata Hispano Motors Carrocera, S.A. was a bus and coach manufacturer based in
Zaragoza, Aragon, Spain, and a wholly owned subsidiary of Tata Motors. Tata
Hispano has plants in Zaragoza, Spain, and Casablanca, Morocco. Tata Motors
first acquired a 21% stake in Hispano Carrocera SA in 2005, and purchased the
remaining 79% for an undisclosed sum in 2009, making it a fully owned
subsidiary, subsequently renamed Tata Hispano. In 2013, Tata Hispano ceased
production at its Zaragoza plant.

Jaguar Land Rover

Jaguar Land Rover PLC is a British premium automaker headquartered in

Whitley, Coventry, United Kingdom, and has been a wholly owned subsidiary of
Tata Motors since June 2008, when it was acquired from Ford Motor Company of
USA. Its principal activity is the development, manufacture and sale of Jaguar
luxury and sports cars and Land Rover premium four-wheel-drive vehicles.

Jaguar Land Rover has two design centres and three assembly plants in the United
Kingdom. Under Tata ownership, Jaguar Land Rover has launched new vehicles
including the Range Rover Evoque, Jaguar F-Type, the Jaguar XE, the Jaguar XJ
(X351), the second-generation Range Rover Sport, and Jaguar XF, the fourth-
generation Land Rover Discovery, Range Rover Velar and the Range Rover
(L405). JD Power, of the US, rates Land Rover and Jaguar as the two worse
brands for initial quality. The Jaguar F-Pace made Consumer Reports February
2019 list of the 10 Least Reliable Cars. The editors cited "electronics, drive
system, power equipment, noises and leaks" as problematic aspects.
The Jaguar Land Rover subsidiary was struggling by 2019 and Tata Motors wrote
down its investment in JLR by $3.9 billion. Much of the financial problem was
due to a 50% drop in sales in China during 2019, although the situation was
improving. Still, Tata was open to considering a partnership with another
company according to a statement in mid-October, as long as the partnership
agreement would allow Tata to maintain control of the business. The company
ruled out the possibility of a sale of JLR to another entity.

TML Drivelines

TML Drivelines Ltd. is a wholly owned subsidiary of Tata Motors engaged in the
manufacture of gearboxes and axles for heavy and medium commercial vehicles.
It has production facilities at Jamshedpur and Lucknow. TML Forge division is
also a recent acquisition of TML Drivelines. TML Drivelines was formed through
the merger of HV Transmission and HV Axles. .

Tata Technologies

Tata Technologies Limited (TTL) is a 43%-owned subsidiary of Tata Motors

which provides design, engineering, and business process outsourcing services to
the automotive industry. It is headquartered in Pune's Hinjewadi business district
and also has operations in London, Detroit and Thailand. Its clients include
Ford, General Motors, Honda, and Toyota.
The British engineering and design services company Incat International, which
specialises in engineering and design services and product lifecycle management
in the automotive, aerospace, and engineering sectors, is a wholly owned
subsidiary of TTL. It was acquired by TTL in August 2005 for ₹4 billion.

European Technical Centre

The Tata Motors European Technical Centre (TMETC) is an automotive design,

engineering, and research company based at Warwick Manufacturing
Group (WMG) on the campus of the University of Warwick in Great Britain. It
was established in 2005 and is a wholly owned subsidiary of Tata Motors. It was
the joint developer of the World Truck.

In September 2013, it was announced that a new National Automotive Innovation

Campus would be built at WMG at Warwick's main campus at a cost of £100
million. The initiative will be a partnership between Tata Motors, the university,
and Jaguar Land Rover, with £30 million in funding coming from Tata Motors.

JOINT VENTURES
Tata Marcopolo

Tata Marcopolo is a bus-manufacturing joint venture between Tata Motors (51%)

and the Brazil-based Marcopolo S.A. (49%). The joint venture manufactures and
assembles fully built buses and coaches targeted at developing mass rapid
transportation systems. It uses technology and expertise in chassis and aggregates
from Tata Motors, and know-how in processes and systems for bodybuilding and
bus body design from Marcopolo.
Tata Marcopolo has launched a low-floor city bus which is widely used by
transport corporations in many Indian cities. Its manufacturing facility is based in
Dharwad, Karnataka State, India.

Fiat-Tata

Fiat-Tata is an India-based joint venture between Tata and Fiat Automobiles

which produces Fiat and Tata branded passenger cars, as well as engines and
transmissions. Tata Motors has gained access to Fiat's diesel engine and
transmission technology through the joint venture.

The two companies formerly also had a distribution joint venture through which
Fiat products were sold in India through joint Tata-Fiat dealerships. This
distribution arrangement was ended in March 2013; Fiats have since been
distributed in India by Fiat Automobiles India Limited, a wholly owned
subsidiary of Fiat.

Tata Hitachi Construction Machinery

Tata Hitachi Construction Machinery is a joint venture between Tata Motors

and Hitachi which manufactures excavators and other construction equipment. It
was previously known as Telcon Construction Solutions.
Tata Motors European Technical Centre

The TATA Motors European Technical Centre is an automotive design,

engineering, and research company. Company based at Warwick Manufacturing
Group (WMG) on the campus of the University of Warwick in Great Britain. It
was established in 2005 and is wholly owned subsidiary of Tata Motors. It was
the joint developer of the World Truck. In September 2013 it was announced that
a new National Automotive Innovative Campus would be built at WMG at
Warwick's main campus at a cost of 92 million pounds. The initiative will be a
partnership between Tata Motors, the University, and Jaguar Land Rover, with the
30 million pounds in funding coming from Tata Motors.

PRODUCTS
Passenger vehicles

Tata 1.0 (1988-2016)

Tata Telcoline (1988-2010) Tata Sumo Grande (2008-2016)

Tata Estate (1990-2001)
Tata Sierra (1991-2003)
Tata Spacio (2000-2011)
Tata Sumo (1994-2019)
Tata Indica (1998-2015)
Tata Indigo (2001-2015)
Tata Indigo Marina (2006-2009)
Tata Venture (2010-2017)
Tata Bolt (2014-2019)
Tata Vista (2008-2015)
Tata Manza (2009-2016)
Tata Aria (2010-2017)
Tata Safari (1998-2015)
Tata Safari Storme (2012-2019)
Tata Winger (2007-present)
Tata Nano (2008-2018)
Tata Xenon (2007-present)
Tata Zest (2014-2020)
Tata 2.0 (2016-present)
Tata Tiago (2016-present)
Tata Tigor (2017-present)
Tata Hexa (2017-2020)
Tata Nexon (2017-present)
Commercial vehicles
Tata Ace
Tata Ace Zip
Tata Super Ace
Tata TL/Telcoline/207 pick-up truck
Tata 407 Ex and Ex2
Tata 709 Ex
Tata 807 (Steel cabin chassis, cowl
chassis, medium bus chassis, steel
cabin + steel body chassis)
Tata 809 Ex and Ex2
Tata 909 Ex and Ex2
Tata 1210 SE and SFC (Semi Forward)
Tata 1210 LP (Long Plate)
Tata 1109 (Intermediate truck/ LCV
bus)
Tata 1512c (medium bus chassis)
Tata 1515c/1615 (medium bus chassis)
Tata 1612c/1616c/1618c (heavy bus
chassis)
Tata 1618c (semi low-floor bus
chassis)
Tata 1623 (rear-engined low-floor bus
chassis)
Tata Harrier (2018-present)
Tata Altroz (2020-present)
Tata Safari (2021-present)
Tata Hornbill (upcoming)
Tata 1518C (Medium truck) 10 ton
Tata 1613/1615c (medium truck)
Tata 1616/1618c (heavy duty truck)
Tata 2515c/2516c,2518c (heavy duty
10 wheeler truck)
Tata Starbus (branded buses for city,
intercity, school bus, and standard
passenger transportation)
Tata Divo (Hispano Divo)
Tata CityRide (12- to 20-seater buses
for intracity use)
Tata 3015 (heavy truck)
Tata 3118 (heavy truck) (8×2)
Tata 3516 (heavy truck)
Tata 4018 (heavy truck)
Tata 4923 (ultra heavy truck) (6×4)
Tata Novus
Tata Prima
Tata Ultra (ICV Segment)
Tata Winger - Maxi Van
Military vehicles

Tata LSV (Light Specialist Vehicle) Tata LPTA 1615 TC (4x4)

Tata Mine Protected Vehicle (4×4) Tata LPTA 1621 TC (6x6)
Tata 2 Stretcher Ambulance Tata LPTA 1615 TC (4x2)
Tata 407 Troop Carrier Tata LPTA 5252 TC (12x12)
Tata LPTA 713 TC (4x4) Tata Sumo 4x4
Tata LPT 709 E Tata Xenon
Tata SD 1015 TC (4x4) Tata 207

Electric vehicles

Tata Motors has unveiled electric versions of the Tata Indica passenger car
powered by TM4 electric motors and inverters, as well as the Tata Ace
commercial vehicle, both of which run on lithium batteries.

In 2008 Tata Motors' UK subsidiary, Tata Motors European Technical Centre,

bought a 50.3% holding in electric vehicle technology firm Miljøbil
Grenland/Innovasjon of Norway for US$1.93 million, and planned to launch the
electric Indica hatchback in Europe the following year. In September 2010, Tata
Motors presented four CNG–Electric Hybrid low-floored Starbuses to the Delhi
Transport Corporation, to be used during the 2010 Commonwealth Games. These
were the first environmentally friendly buses to be used for public transportation
in India.

In December 2019, Tata Motors unveiled the Nexon EV, an SUV with a
30.2KWh lithium ion battery and a consistent range of 312km on a single charge.
It is also equipped with fast charging technology, which can charge the vehicle
from 0% - 80% in 60 minutes.
MISSION, VISION AND VALUES OF TATA MOTORS LTD.

Mission
We innovate mobility solutions with passion to enhance the quality of life.

Vision
By FY 2024, we will become the most aspirational Indian auto brand, consistently
winning, by
 Delivering superior financial returns
 Driving sustainable mobility solutions
 Exceeding customer expectations, and
 Creating a highly engaged workforce

Values
 Integrity
 Teamwork
 Accountability
 Customer focus
 Excellence
 Speed

FUTURE PLANS

Tata Motors has recently filed new trademark applications for three new names -
Epiq, Spyk and Taureo. The patented names shall be utilised by the carmaker in
the future for its upcoming range of cars. There is no further information as to the
class of vehicles to which the name will be assigned.
The Indian automaker is at present gearing up to launch the Hornbill; new SUV in
the coming year. Tata Motors has also recorded healthy sales of 23,600 units in
the last month, an increase of 11 percent over September, 2020 and an impressive
79.2 percent year-on-year growth for the same period last year.

The domestic carmaker is anticipated to launch 10 to 12 new cars in the next 3-

4years establishing a footprint of over 90 percent in the market. All the passenger
vehicles are likely to be underpinned by Tata’s very own ALFA and OMEGA
platform. While the upcoming mini SUV, EVs, sedan and MPV vehicles will be
based on the smaller and flexible ALFA platform, the bigger OMEGA platform
shall form the base for the full-size SUVs like the Gravitas and the Hexa-
replacement.

The upcoming proffer from Tata’s stable is the seven-seater Gravitas slated to be
launched early next year. The model was last showcased at the Auto Expo 2020
and will be based on the five-seater Tata Harrier. Under the hood, it is expected to
be powered by the BS6 compliant 2.0-litre Kryotec diesel engine making 168bhp
and 350Nm torque coupled with a six-speed manual and six-speed torque
converter automatic transmission.
1.5 COMMON MARKETING STRATEGIES OF
AUTOMOBILE COMPANIES

 Advertisement in Newspapers and Magazines

Companies advertise about the car in various local newspapers like The Times of
India, HT, etc. and they give detailed explanations about the features of the cars,
keeping customer’s requirements in mind. They also provide various dealers’
addresses and contact numbers for reference. Company also tries to advertise
through various magazines like Autocar, Overdrive, etc.

 Grand Launch
Recently Tata Motors launched Safari in the SUV segment. Company grandly
launched and created a buzz in the market. After the launch the media
aggressively took interest in providing minute details about the cars to the
customer by demonstrating test drives, interior details, additional features,
comparison with available cars etc. Once the car is launched, an exodus of
advertisements takes place in every possible newspaper, car magazines,
hoardings, mall displays, etc.

 Exchange Offers
This is one of the most effective ways adopted by the companies and a very
successful marketing strategy, which has helped companies to increase their sales.
In this method, companies provide an option to buy a new car of the customer’s
choice in exchange for their old cars, but the price of the old car is decided by the
dealer after examining its condition. It helps customers, as they don’t need to go
anywhere else to sell their old car. This also helps companies to increase their sale
of new cars.
  Adding Star Value to the
product Brand Ambassador
Companies choose brand ambassadors for their cars to reach wide masses. For
e.g. Shahrukh Khan promoted Hyundai, Abhishek Bachan promoted Ford Fiesta,
Virat Kohli promoted Toyota Etios Liva, Saif Ali Khan and Rani Mukherjee
promoted Chevrolet Aveo and Amir Khan promoted Toyota Innova. Ambassadors
give a special identity to the products.

Potential customers find a familiar face in popular celebrities and hence tend to
understand more what the celebrity says than what an unfamiliar person would
say. The trust and love people have for their celebrities eventually gets transferred
towards the marketers’ product.

 Sponsoring reality shows for better visibility

As we all know, reality shows are making all time big in the television and
entertainment industry. This is really a smart move by automobile companies to
gain visibility through reality shows. The reality shows are aired all over the
world and have a huge audience watching it. So companies sponsor such shows
and get noticed. For example, Dance India Dance, a popular dance reality show
was sponsored by Maruti Suzuki and the winner of the show was awarded a
Maruti Suzuki Ertiga car. Similarly Nissan Motors sponsored X-Factor India and
gifted a Nissan Micra car to the winner of the show.

 Mall Displays
Various companies display their cars in Malls so as to get prime attention. People
go to Malls for shopping and hangout with their friends and family. They conduct
small contests and give gift hampers as prizes. Thus they try to attract crowds
towards them.
  Companies enter market with help of Films
In terms of marketing strategies Chevrolet Aveo found a unique way of
advertising by way of a Yash Raj Film production, Tara Rum Pum. The main
motive behind this was to popularize and promote the product in youth. Marketers
select top film banners because they assure high visibility and thus promote the
product in high numbers.

 Companies Sponsor Go-Karting events

Go-karting events are really booming among the young crowd. And that’s the
reason we see craze for participating in go-karting events is on high. People have
started taking interest in the sport and huge crowds turn up for such events. But
for sure car companies would not like to miss the chance of visibility they get in
such competitions. Few years before Maruti Suzuki sponsored Autocross rally.
Similarly Tata Engineering has sponsored Narayan Kartikeyan as India’s Entry
into the World Series motorcar racing.

 Personal selling
Personal Selling largely takes place at the Dealers’ End. The way the customer is
attended depends mainly on the Dealer as he acts as an interface between the
company and the Consumer. The various cases in which Personal Selling takes
place is Individual Sales, Corporate Sales, Sales Presentations, Fair and trade
Shows. Mostly in case of Individual Sales the Customer goes to the showroom
and takes a look at the product. There he is attended to by the Sales Personnel of
the Dealership. Sometimes the Senior Sales Executive has to make a Sales
Presentation to Corporate Buyers. Personal Selling is also practiced at Trade Fairs
and Auto Shows wherein the Company appointed Sales Personnel attend
prospective customers and also book their orders.
1.6 MARKETING STRATEGIES OF MARUTI SUZUKI

 Advertisements
Good promotional strategy is adopted by Maruti Suzuki to transform its thoughts
to the people about its products by marketing through advertisements in
television, radio, newspaper, etc. Through radios they try to promote their product
by organizing quiz contests and the person who wins are offered special
discounts, gift vouchers, coupons, etc. Through television they promote their
vehicle by showing the utility value, its comfort level. These promotional
strategies aim to influence the target market emotionally by focusing on factors
like family, lifestyle, leisure, etc.

Some of the strategies used for cars were:

Celerio: “Life takes a leap”

Projected as India’s first Auto Gear Shift car.

Ertiga: “A feeling called LUV”

Projected as a Life Utility Vehicle (LUV), Ergonomically designed for 5+2 seating.

Baleno: “Missed the flight? Catch Baleno”

Projected as the most comfortable car even in long drives.

Alto: “Let’s Go”

The most fuel efficient and affordable car in its segment.
  After Sales Service
“Kya yahan Maruti Service Station hai”
Availability of service stations even in the remotest place in the country is one of
the biggest advantages of Maruti Suzuki. Customers don’t have to fear if there is
some technical fault in the car while they are traveling or away from their
hometown.

 Display
When we visited any of the Maruti Dealers showroom, we noticed one very
similar trait, that was the display. They display only 2-3 cars in the showroom.
Well this is the strategy to make people concentrate on only a few choices or
otherwise they might get distracted and get confused. Here Maruti wins one
customer.

 Tie up with many banks

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance.

Prior to the start of this service Maruti had started two joint ventures:
-Citicorp Maruti and Maruti Countrywide with Citi Group and GE Countrywide
respectively to assist its client in securing loans.

Today Maruti has tie ups with ABN Amro Bank, HDFC Bank, ICICI Ltd, Kotak
Mahindra Bank, Standard Chartered Bank etc.

SBI Maruti Car Loans

The country’s largest bank and the largest car maker have joined hands to make
affordable car finance available to more and more people across the country. The
mega alliance makes car loans available at lower interest rates to a wider section
of people, with transparent terms and conditions.
The unbeatable advantages of SBI Maruti car loans:
 Two market leaders in their respective industries with trusted brand names.
 Low interest rates.
 No processing fees or hidden costs to ensure transparency.
 Car loans available for diverse categories of customers including govt.
employees and agriculturists.

 Exchange offers
Maruti has also placed its step towards progress by marketing through exchange
offers. It makes possible for the customers to get their old car replaced for a new
one with barely some amount. This is one of the greatest ways to attract more and
more customers and also helps to enhance the sales.

1.7 MARKETING STRATEGIES OF TATA MOTORS

 Advertisements
Tata Motors contracted many celebrities over the years like Lionel Messi, Hrithik
Roshan, Akshay Kumar, etc. To promote their product they organized quiz
contests on radio and the person who won was offered special discounts, gift
vouchers, coupons, etc. They also advertise in Newspapers. In this companies
advertise about the car in various newspapers and they give detailed explanations
about the features of the cars, keeping customer’s requirement. They also provide
various dealers addresses and contact numbers for reference.
  Free Checkup
Tata Motors arranges free check ups from time to time in which they check for
any problem and advice to visit the nearest service center for servicing. This helps
in maintaining good relationships with customers and also helps to build and
maintain a good image in the market.

 Exchange offers
Tata Motors offers exchange offers to customers. And by paying an adjusted
amount, customers can get brand new cars in exchange for old ones. Exchange
offers prove to be very affordable for customers who don’t have adequate finance
to buy a new car but surely want to change their old car. By paying the balance
amount, customers can easily exchange their old car with a new one.

 Cold callings
Cold calling is the sales process of approaching prospective customers or clients -
typically via telephone, by email or through making a connection on a social
network - who were not expecting such an interaction. The word “cold” is used
because the person receiving the call is not expecting a call or has not specifically
asked to be contacted by a salesperson. A cold call is usually the start of a sales
process generally known as telemarketing. In this type of strategy old customers
are given a relationship call just to know some other references. This gives a boost
to sales and customers also feel a sense of involvement.
  Events at Corporate Offices and Banks
Tata Motors tries to attract customers by conducting camps, events at corporate
offices and banks as most of the customers are of middle- age group and corporate
offices are a good source for companies to attract such customers.

 Display
Tata Motors keeps an attractive display so that maximum number of people notice
their cars. And they even keep their own accessories related to cars at special
accessories counters. For an attractive display they decorate their showroom as
well as all the cars which are displayed.

1.8 INTRODUCTION OF AFTER SALES SERVICE

MEANING

“Periodic or as-required maintenance or repair of equipment by its manufacturer

or supplier, during and after a warranty period.”

Providing outstanding customer service after the sale may not only win you a
customer for life, but you’ll be more likely to receive customer referrals that can
lead to more business.

If you fail to provide personal customer service to your client, the next time he
needs a product or service your company sells, he’ll be more inclined to look
elsewhere.
It’s easier to keep a client you have than to find a new one.

Disappearing after the sale is a huge mistake. It is frustrating for the customer
when the salesperson they’ve built up a trust with no longer decides they’re
important enough to spend time with once the sale is closed.

WHAT IS AFTER SALES SERVICE?

“After sales service refers to various processes which make sure customers are
satisfied with the products and services of the organization.”

The needs and demands of customers must be fulfilled for them to spread a
positive word of mouth. In the current scenario, positive word of mouth plays an
important role in promoting brands and products.

After sales service makes sure products and services meet or surpass the
expectations of the customers.

After sales service includes various activities to find out whether the customer is
happy with the products or not ? After sales service is a crucial aspect of sales
management and must not be ignored.

WHY AFTER SALES SERVICE ?

After sales service plays an important role in customer satisfaction and customer
retention. It generates loyal customers.
Customers start believing in the brand and get associated with the organization for
a longer duration. They speak good about the organization and its products.

A satisfied and happy customer brings more individuals and eventually more
revenues for the organization.

After sales service plays a pivotal role in strengthening the bond between the
organization and customers.

AFTER SALES SERVICE TECHNIQUES

 Sales professionals need to stay in touch with the customers even after the
deal. Never ignore their calls.
 Call them once in a while to exchange pleasantries.
 Give them the necessary support. Help them install, maintain or operate a
particular product. Sales professionals selling laptops must ensure
windows are configured in the system and customers are able to use net
without any difficulty. Similarly organizations selling mobile sim cards
must ensure the number is activated immediately once the customer
submits his necessary documents.
 Any product found broken or in a damaged condition must be exchanged
immediately by the sales professional. Don’t harass the customers. Listen
to their grievances and make them feel comfortable.
 Create a section in your organization’s website where the customers can
register their complaints. Every organization should have a toll free
number where the customers can call and discuss their queries.
  The customer service officers should take a prompt action on the
customer’s queries. The problems must be resolved immediately.
 Take feedback of the products and services from the customers. Feedback
helps the organization to know the customers better and incorporate the
necessary changes for better customer satisfaction.
 Ask the customers to sign an Annual Maintenance Contract (AMC) with
your organization. AMC is an agreement signed between the organization
and the customer where the organization promises to provide after sales
services to the second party for a certain duration at nominal costs.
 The exchange policies must be transparent and in favor of the customer.
The customer who comes for an exchange should be given the same
treatment as was given to him when he came for the first time. Speak to
him properly and suggest him the best alternative.

KEY INITIATIVES IN FOUR WHEELER SERVICES

 Service at your door step through mobile support

Another unique initiative is the door step service facility through mobile support.
Mobile support is a first of its kind initiative and is expected not only to help the
company reach out customers in metro cities but also is a mean to reach semi
urban rural areas where setting up of new workshop may not be viable.

 Safety drive
The company used technology to meet customer needs and even delight them.
Following feedback that the company vehicle were more prone to theft owing to
their resale value the company worked on an anti theft immobilizer.
  Complete needs
The company effort of providing all vehicle related needs from learning to drive a
four wheeler at Maruti driving schools four wheeler insurance extended warranty
and eventually exchanging the exisiting vehicle for new one under one roof at
dealerships also enhances customer satisfaction.

AFTER SALES SERVICE OFFERED BY MARUTI SUZUKI

INDIA LTD.

 Delivery facility for car owners

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.

 Time delivery
MDS offers courses ranging from 2 hrs to 30 hrs. Based on training requirements
and availability of time, customers may choose any course.

 Vehicle choices
MDS has almost all the models in its stable to offer for practical training.

 Service centers
To reach customers, Maruti Suzuki has built a strong sales network of 933 outlets
spread over 668 towns and cities. They provide maintenance support to customers
through 2946 workshops spread over 1200 towns and cities.
  Servicing customers 365 days
The company takes great pride in sharing that customers have related Maruti
Suzuki first once again in customer satisfaction surveys conducted by
independent body,
J. D. Power Asia Pacific. It is the 8th time in a row.

 Car safety device: Immobilizer

The company used technology to meet customer needs and even delight them.
Following feedback that the company’s cars were more prone to theft owing to
their resale value, the company worked on an anti-theft immobilizer or “I-cats”
system to all the cars.

 Complete car needs

The company’s effort of providing all car related needs from learning to drive a
car at Maruti Suzuki to car insurance, extended warranty and eventually
exchanging the existing car for a new one - under one roof at dealership also
enhances customer satisfaction.

AFTER SALES SERVICE OFFERED BY TATA MOTORS LTD.

 Response in minutes, resolves in hours

Tata Motors service edge will bring speedy assistance to customers when in need.

 24X7 on road assistance programmer

In association with My TVS, Tata Motors has launched a breakdown assistance
and towing assistance across the country accessed through a toll free helpline and
serviced by a dedicated network of over 2000 authorized service providers.
  Rapid repair
Rapid repair is a cost effective, quick and specialized body repair programmer
offered across the Tata Motors dealership network. Small cents, scratches and
such body jobs are attended with an assurance of the car delivered on the same
day.

 E-service appointments
Through an online service appointment facility, customers can select a time slot,
date and a leader of their choice for servicing their vehicles. Customers can also
list down on-line job orders based on their repairs required. Post the on-line
registration, the respective dealership customer officer responds instantly and
confirms the appointments.

 Assured value for money

Assuring value for money has consistently been a core attribute of Tata Motors
products and services. Tata Motors service edge further strengthens it. The
company has standardized and regulated service and repair charges which are
responsible across the network.

 Tata Motors original parts

Tata Motors is the only manufacturer in the industry to provide a 1 year warranty
on its genuine spare parts, which are trademarked as TOP. Available across all
Tata Motors dealerships, the spare parts are competitively priced and consumers
can avail of the warranty if the parts are fixed in a Tata Motors authorized service
workshop.
 CHAPTER II
RESEARCH METHODOLOGY

2.1 OBJECTIVES

 To know the various marketing strategies used by Maruti Suzuki and Tata
Motors to attract maximum number of customers.
 To know which company offers better after sales services.
 To know the demand of automobiles.
 To know the competition from other car manufacturers.
 To know the trend in the market.

2.2 SCOPE OF THE STUDY

 Companies will come to know what attracts customers.

 Companies will come to know which are the criterias customers look for
before buying a car.
 Companies will also come to know the future changes which will be
required to satisfy customer needs and wants.
 It gives information about the competitor’s products.
 It will serve consumers in a better manner.
2.3 LIMITATIONS OF THE STUDY

Research work was carried out in Raigad District only. The findings may not be
applicable to the other parts of the country because of social and cultural
differences.

The study is based on secondary data taken from published sources and websites.
Therefore, the quality of the research depends on the quality and reliability of the
data collected.

Time factor has been a very big limitation in research like this. The respondents
have limited time so they sometimes refuse to answer the questionnaire, also
researcher has less time to conduct the survey. So the size of the sample was
restricted to Raigad District. The view of the people is biased therefore it doesn’t
reflect the true picture.

The sample was collected using convenience sampling techniques. As such the
result may not give an exact representation of the population.

Due to the pandemic situation, researcher isn't able to meet respondents face to
face. So I can’t see the actual expressions of the respondents.
2.4 SIGNIFICANCE OF THE STUDY

 The Role of the Automobile Industry in India GDP has been a

phenomenon. The Automobile Industry is one of the fastest growing
sectors in India. The increase in the demand for cars, and other vehicles,
powered by the increase in the income is the primary growth driver of the
automobile industry in India.
 The introduction of tailor made finance schemes, easy repayment schemes
has also helped the growth of the automobile sector. India has emerged as
Asia’s fourth largest exporter of automobiles, behind Japan, South Korea
and Thailand. The country is expected to top the world in car volumes
with approximately 611 million vehicles on the nation’s roads by 2050.
 This research study helps to know how Maruti Suzuki is losing
competition to other manufacturers in the competition, due to not so safe
cars and less features as compared to other manufacturers.
 It is also helpful in finding how Tata Motors is doing aggressive marketing
strategy both online and offline.
 This research study focuses on how company offers after sales services
effectively to its customers.
 This study helps to show the consumer preference of Maruti Suzuki and
Tata Motors products with the help of some parameters - brand, quality,
price, range of cars, average, etc.
 It is helpful to find the problems faced by consumers.
2.5 STATEMENT OF PROBLEM

The Automobile industry is a mix of design and development, manufacturing and

marketing. According to statistics, the Indian automobile industry is the 4th
largest country in the world in terms of high sales rate and 7th largest country in
the manufacturing of automobiles. The ever-increasing demand for production
and manufacturing of automobiles and its individual parts gives rise for business
opportunities for company owners and dealers. Sustaining in this competitive
world of the automobile arena is a challenging one but not impossible. Companies
can be successful with the perfect blending of marketing strategies and good after
sales service. If a company wants sales, they must tell about their automobiles and
their models to the public i.e. they need to spread sound awareness of products
and services through both offline and online presence for cars and motor vehicles.
Reaching prospective buyers and increasing conversion rates can be possible
through well-executed marketing strategies.

After sales service should be an integral part of any company’s sales strategy. A
good after sales service can with its excellence help you gain market share, reduce
after sales related overheads on products and services sold and most important of
all key to customer retention. Most customers will not make a repeat purchase or
continue with a company’s services in case of a bad experience. Many companies
underestimate the potential after sales has for giving you a competitive advantage.
Customers expect a high quality customer service, especially as they focus on
getting good value for their money and are willing to spend more with those that
deliver the best. This study evaluates the various marketing strategies used by
Maruti Suzuki and Tata Motors to attract maximum number of customers and
which company offers better after sales service.
2.6 SAMPLE SIZE

Sampling is a process of obtaining information about an entire population by

examining only a part of it. As depicted below, researcher have taken 50 Maruti
Suzuki customers and 50 Tata Motors customers as my sample size.

Maruti Suzuki Customers 50

Tata Motors Customers 50

2.7 DATA COLLECTION TECHNIQUES AND TOOLS

Analytical tools

 Graphs and percentage analysis are the main tools used for the purpose of
interpretation.
 This study is based on collecting data by using well-connected
questionnaires for consumers from various demographic segments and
also data is collected using secondary sources.
 After collecting data, it is arranged in the form of tables from analysis and
interpretation.

1. Primary data
Primary data are those which are collected for the first time, and this happens to
be original in character. It is the data collected for the first time and for the sole
purpose of the research under study is known as primary data.
Following method is used to collect primary data:

Questionnaire method
This method of data collection is quite popular, particularly in case of big
enquiries. It is being adopted by private individuals, research workers, private and
public organizations and even by governments. In this method a questionnaire is
sent to the persons concerned with a request to answer the questions and return
the questionnaire.

A questionnaire consists of a number of questions printed or typed in a definite

order on a form or set of forms. The questionnaire is mailed to respondents who
are expected to read and understand the questions and write down the reply in the
space meant for the purpose in the questionnaire itself. The respondents have to
answer the questions on their own.

2. Secondary data
Secondary data means data that are already available, that is, they refer to the data
which have already been collected and analysed by someone else. When the
researcher utilizes secondary data he has to look into various sources from where
he can obtain them. In this case he is certainly not confronted with the problems
that are usually associated with the collection of original data.

Secondary data is what the researcher collects from different sources. It also helps
me to get elaborate information to do my research. Secondary data can be
collected through:
Books Internet
Newspapers Magazines
 CHAPTER III
LITERATURE REVIEW

In today's competitive era the word 'Strategy' is very crucial for all business
organizations. Presently organizations started realizing that customer centric and
aggressive marketing strategies play a vital role to become successful leaders.
Though globalization has opened the doors of opportunities for all, the market is
still crowded with some unknown risks and a lot of competition. Because of this
competition, a marketing strategy must aim at being unique, differential-creating
and advantage-creating. To obtain a unique and differential advantage, an
organization has to be creative in its marketing strategy. In the automobile
industry, after-sales service plays an important role whether it is before buying a
product or after buying the product. One of the necessary evaluation criteria for
customer satisfaction is availability of after-sales service. In today's situation,
after-sales service quality can be measured by administering a customer
satisfaction survey. Many studies have been conducted to review various aspects.
Some of the relevant studies are reviewed in this chapter.

Sumit Jain & Dr.R.K.Garg, in their research paper described the current
scenario of the automobile industry and challenges facing by Industry. They
pointed that, the companies have to shorten product life cycles in order to react to
the expectations of individualize and fast changing consumer demands with
innovative products, and the integration of strategic partners with more
responsibility into the value chain should be intensified.
Rajkumar Gautam & Sahil Raj, in their research paper depicted the scenario of
automobile sector of the world and India. In their paper they have investigated
that the globalization process has affected the sector in all the areas of
manufacturing, sales, personal research & development and financing. They also
concluded that, in order to meet the challenges posed by globalization the Indian
automobile manufacturers need to ensure the technological advancement,
appropriate marketing strategies and adequate customer care feedback system in
their organizations.

P Krishnaveni in her article focuses on the current details and some future plans
of Maruti Suzuki India Ltd. The article also highlighted the various innovation of
company like introduction of Electronic power Steering (EPS), introduction of
superior quality of 16*4 hypertech engines.

Key and Czaplewski (2017) suggested the use of Integrated Marketing

Communications (IMC), a tool predominantly used in downstream marketing to
bring synergy in various ways of communications, in the process of upstream
social marketing. Their key focus was on the ways to reach out to the audience of
the upstream marketing process in the social context. Such audience includes:
policy makers, educators, civil Servants, regulators. The authors emphasize a
strategic approach towards upstream implicating that marketers are focused on
long-term, well researched approaches that will gather realistic results. They
further prescribed the development of a five-stage upstream social marketing
strategy, the most important stages of which were to determine peripheral target
audiences who have influence on upstream audiences and to determine the most
effective integration of channels of communication.
Tehria (2016) examined the impetus provided by advertisement on consumers
purchase actions. The study concludes that television is more effective advertising
media as compared to other forms of advertising. Brand endorsement by actors in
advertisements has a striking impact on consumers. The author concludes that
advertising expenditure should be valued as investment and not as expenditure.

Frolova (2014) in his thesis has analysed the striking stimulus of advertising on
the consumer buying actions. The author also highlights the effect of advertising
strategy on the life cycle of a product and recommends application of few
methods at every stage of the product’s life. The author is of the opinion that
positioning the product in the minds of the consumers is also vital along with the
requirement of producing quality products.

Lokhande & Rana (2013) discussed the various Brand positioning, Advertising,
Distribution strategies adopted by Maruti Suzuki to capture the market. They also
highlighted the unique promotional strategies executed by the brand which
included Teacher Plus Scheme, 2599 scheme, Change your life campaign etc.

Fatma & Kumari (2013) discussed the promotion strategies applied by the
Company which includes road shows to display vehicles in the pavilions during
various college festivals and exhibitions, radio advertisements to convey about the
product features, price, qualities, etc. and print advertisements in leading
newspapers. They also discussed other print promotion tactics such as brochures,
leaflets, banners and posters at public places to reach the customers. Workshops
and seminars are also used to display various models of Maruti Suzuki at the same
time offering test drives.
Malhotra and Sinharay (2013) focused on various innovative strategies of
Maruti Suzuki in the wake of the LPG era in India, to maintain market leadership.
Such strategies include indigenization of cars to reduce cost, providing allied
services in- house such as insurance, car finance, which proved to be a major
decision driver for salaried employees in particular. This was a rather impactful
venture, given that Maruti True Value which aims to capture loyalty of existing
Maruti and non-Maruti customers by giving them fair value on their used-cars in
addition to benefits on buying a new Maruti car. Maruti’s customer centric
approach is also highlighted along with its emphasis on maintenance services and
having a dedicated CRM department to handle customer feedback.

Dehghani (2013) concludes that companies who select to advertise on social

media like Facebook can strengthen the brand image and brand integrity which
positively impacts purchase determination of buyers.

Raina and Khajuria (2012) in their study examined the effectiveness of

advertisement and the rationale of buying products. The study concludes that
consumers have absolute and unquestionable understanding towards advertising
and prefer to acquire a product after viewing the advertisement. The authors
suggested the advertisement messages should be appropriate as consumers
examine them before taking purchase decisions.

Exim bank’s occasional paper highlighted that the global financial meltdown of
the year 2008 has created a precarious condition across various sectors, which has
forced countries and industries to take a fresh look at their future strategies.
The paper also pointed out that the Indian automotive industry holds significant
scope for expansion, both in the domestic market, where the vehicle penetration
level is on the lower side as compared to world average and in the international
market, where India could position itself as a manufacturing hub.

(Hooley, Piercy, & Nicoulaud, 2008) lays emphasis on the malleability of

“marketing strategy” in response to the dynamic changing market environment,
by clearly defining their STP. He suggests that firms must adopt several
marketing stratagems to accomplish their targeted goals and set up their
“competitive flag”.

Satya Sundaram (2008) analyzed how the competition makes the automobile
manufacturer to launch at least one new model or a variant of the model every
year. This survey also pointed out that diesel cars are becoming popular in India
and the announcement of reductions in excise duties by the government has
helped to some extent to boost the demand.

The study conducted by Wei Zhang and Liwen Liu dated in 2007 concluded that
the customer waiting time is an effective indicator in order to maximize customer
satisfaction. Satisfaction in after-sales service impacts directly brand loyalty of the
customer.

Tata Motors has ruled Indian roads for four decades, at the beginning of the
competition, which got stronger after the decontrol of the automotive industry in
1993 (Sharma, 2007). In the contemporary times, it becomes inevitable for CV
manufacturers to craft a competitive marketing strategy - one which considers and
adjusts to the scoring rivalry, dynamic surroundings and the pecuniary
uncertainty. “Today's marketing people must execute more than simply set long-
term strategies and hope for the best” (Begley & Boyd, 2003)
Hennig-Thurau et al. (2006) addresses that producing and launching a high-
quality product simply is not enough for success, but firms must also engage in
marketing activities to inform consumers about their high quality. One of the
theoretical frameworks explaining the difference between actual and perceived
quality of a product is information asymmetry.

Nysveen and Breivit (2005) in their study compared the effectuality of internet
advertisement of pop-ups, print advertisements and radio advertisements for
airline tickets and weekend stay at a hotel. Conclusion was derived that the
internet and posters were more efficacious than radio. The study indicated that
both advertising media and corresponding quality aspects have significant impact
on effectiveness of the advertisement.

Mariel & Sandonís (2004) developed a dynamic duopolistic model of advertising

and price competition, in which they concluded that advertising accumulates a
stock of goodwill which enters directly into the demand functions and both the
cooperative and predatory effects of advertising are considered. They also
presented estimations of the demand using data from the German automobile
industry finally concluding that advertising plays an important role in the
automobile market and has a predatory nature.

Greuner, Kamerschen & Klein (2000) examined the effect of advertising on

competition in the US automobile industry. With a diverse set of data including
advertising, sales, profit, and market-share figures for General Motors, Ford, and
Chrysler over a 25-year period from 1970 to 1994, they concluded that
advertising serves primarily to transmit information, not to create entry barriers.
In (Piercy, 2000) the author reasons that “marketing is a major stakeholder in new
product development, customer management, and value/supply-chain
management, and thus marketing strategy provides concepts and processes for
gaining a competitive advantage by delivering superior value to the customers”.

Thus, to a pact with the prevailing trials, “the businesses must have more
distinctive and purposeful marketing strategies and they should be effectively
implemented” (Cravens, Merrilees, & Walker, 2000). An effective stratagem,
therefore, would consider the various aspects driving this industry, enabling a
firm to give a strong competition to offshore players.

If a firm spends a large amount of money on advertising, then consumers are more
likely to believe its claims about unobservable product quality. Otherwise, once
consum- ers realize the true product quality, they will not repeat their purchase
and firms will not be able to recover costs of advertising (Kihlstrom and
Riordan, 1984; Milgrom and Roberts, 1986). Moreover, investment in
advertising signals a firm’s confidence in and commitment to its product’s
superior quality (Kopalle and Lehmann, 2006; Moorthy and Zhao, 2000).
 CHAPTER IV
DATA ANALYSIS, INTERPRETATION AND
PRESENTATION

Q1. What is your Age?

Age No. of respondents Percentage

18-25 31 31%
26-30 11 11%
31-35 14 14%
36-40 9 9%
Above 40 35 35%
Total 100 100%
INTERPRETATION
According to survey, out of 100 respondents, 31% are of 18-25 age group, 11%
are of 26-30 age group, 14% are of 31-35 age group, 9% are of 36-40 age group
and 35% are of above 40 age group.
Q2. What is your Gender?

Gender No. of respondents Percentage

Male 94 94%
Female 6 6%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 94% are male and 6% are female.
Q3. Which type of Maruti Suzuki car is owned by you?

Type of car No. of respondents Percentage

Hatchback 32 64%
Sedan 4 8%
Compact SUV 6 12%
Crossover 4 8%
Mini MPV 4 8%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 64% owned hatchback, 8% owned
sedan, 12% owned compact SUV, 8% owned crossover and 8% owned mini
MPV.
Q4. Which type of Tata Motors car is owned by you?

Type of car No. of respondents Percentage

Hatchback 15 30%
Sedan 21 42%
Compact SUV 6 12%
SUV 8 16%
EV 0 0%
Total 50 100%

INTERPRETATION
According to study, out of 50 respondents, 30% owned hatchback, 42% owned
sedan, 12% owned compact SUV and 16% of respondents owned SUV.
Q5. Which version is owned by you?

Version No. of respondents Percentage

Petrol 60 60%
Diesel 30 30%
CNG 10 10%
EV 0 0%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 60% owned petrol version, 30%
owned diesel version and 10% of respondents owned CNG version of car.
Q6. What is your family income level?

Family income level No. of respondents Percentage

300000-400000 33 33%
400000-500000 15 15%
500000-600000 17 17%
Above 600000 35 35%
Total 100 100%

INTERPRETATION
According to survey, out of 100 respondents, 33% have 300000-400000 family
income level, 15% have 400000-500000 family income level, 17% have 500000-
600000 family income level and 35% of respondents have above 600000 family
income level.
Q7. What do you make use of this vehicle?

Purpose of vehicle No. of respondents Percentage

Commercial purpose 9 9%
Personal purpose 78 78%
Both 13 13%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 9% use their vehicle for
commercial purpose, 78% use their vehicle for personal purpose and 13% of
respondents use it for both i.e., commercial purpose and personal purpose.
Q8. For how long do you own a car?

Year No. of respondents Percentage

0-1 year 11 11%
1-2 year 19 19%
2-3 year 16 16%
Above 3 year 54 54%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 11% own a car for 0-1 year, 19%
own a car for 1-2 year, 16% own a car for 2-3 year and 54% of respondents own a
car for above 3 year.
Q9. Which factors of Maruti Suzuki would affect your choice? (Multiple
options for selection were provided to respondents)

Factors No. of response Percentage

Brand 21 19.1%
Price 25 22.7%
Average 22 20.0%
Quality 22 20.0%
Resale value 16 14.5%
Range of cars 4 3.6%
Total 110 100%

INTERPRETATION
According to a survey, out of 110 responses, 19.1% feels brand affects their
choice, 22.7% feels price affects their choice, 20.0% feels average affects their
choice, 20.0% feels quality affects their choice, 14.5% feels resale value affects
their choice and 3.6% feels range of cars affect their choice.
Q10. Which factors of Tata Motors would affect your choice? (Multiple
options for selection were provided to respondents)

Factors No. of response Percentage

Brand 23 21.7%
Price 28 26.4%
Average 18 17.0%
Quality 21 19.8%
Resale value 9 8.5%
Range of cars 7 6.6%
Total 106 100%

INTERPRETATION
According to a survey, out of 106 responses, 21.7% feels brand affects their
choice, 26.4% feels price affects their choice, 17.0% feels average affects their
choice, 19.8% feels quality affects their choice, 8.5% feels resale value affects
their choice and 6.6% feels range of cars affect their choice.
Q11. Which marketing strategy has attracted you to buy a car? (Multiple
options for selection were provided to respondents)

Marketing strategy No. of response Percentage

TV ads 37 23.3%
Launch of car 14 8.8%
Newspapers 12 7.5%
Social media 34 21.4%
Magazine 15 9.4%
Word of mouth publicity 27 17.0%
Other 20 12.6%
Total 159 100%

INTERPRETATION
According to survey, out of 159 responses, 23.3% feels TV ads attracted them to
buy a car, 8.8% feels launch of car attracted them, 7.5% feels newspapers
attracted them, 21.4% feels social media attracted them, 9.4% feels magazine
attracts them,
17.0% feels word of mouth publicity attracted them and 12.6% feels that other
marketing strategy attracted them to buy a car.
Q12. Do you have full knowledge about cars before buying?

Response No. of respondents Percentage

Yes 67 67%
No 33 33%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 67% have full knowledge about
cars before buying and 33% have no knowledge about cars before buying.
Q13. Does advertising influence your decision in choosing a car?

Response No. of respondents Percentage

Yes 76 76%
No 24 24%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 76% feels that advertising
influences their decision in choosing a car and 24% feels that advertising does not
influence their decision in choosing a car.
Q14. How did you find the Maruti Suzuki car’s performance?

Response No. of respondents Percentage

Excellent 17 34%
Good 24 48%
Average 9 18%
Poor 0 0%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 34% find excellent performance of
a Maruti Suzuki car, 48% find good performance and 18% of respondents find
average performance.
Q15. How did you find the Tata Motors car’s performance?

Response No. of respondents Percentage

Excellent 26 52%
Good 23 46%
Average 1 2%
Poor 0 0%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 52% find excellent performance of
a Tata Motors car, 46% find good performance and 2% of respondents find
average performance.
Q16. Has Maruti Suzuki car’s performance met your expectations?

Response No. of respondents Percentage

Yes 40 80%
No 10 20%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 80% respondents feel that Maruti
Suzuki car’s performance met their expectations and 20% feels that the
performance does not meet their expectations.
Q17. Has Tata Motors car’s performance met your expectations?

Response No. of respondents Percentage

Yes 50 100%
No 0 0%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 100% respondents felt that Tata
Motors car’s performance met their expectations.
Q18. If you have used a Maruti Suzuki car before also, what reasons have
forced you to buy Maruti Suzuki again?

Reasons No. of respondents Percentage

Brand 3 6%
Quality 8 16%
Price 6 12%
Range of cars 4 8%
All of them 12 24%
First time Maruti Suzuki 17 34%
buyer
Total 50 100%

INTERPRETATION
According to survey, out of 50 respondents, 6% feels that brand forced them to
buy Maruti Suzuki again, 16% feels quality forced them, 12% feels price forced
them,
8% feels range of cars forced them, 24% feels that all reasons forced them to buy
again and 34% of respondents are first time Maruti Suzuki buyers.
Q19. If you have used a Tata Motors car before also, what reasons have
forced you to buy Tata Motors again?

Reasons No. of respondents Percentage

Brand 3 6%
Quality 10 20%
Price 12 24%
Range of cars 1 2%
All of them 14 28%
First time Tata Motors 10 20%
buyer
Total 50 100%

INTERPRETATION
According to survey, out of 50 respondents, 6% feels that brand forced them to
buy Tata Motors again, 20% feels quality forced them, 24% feels price forced
them, 2%
feels range of cars forced them, 28% feels that all reasons forced them to buy
again and 20% of respondents are first time Tata Motors buyers.
Q20. Do you think prices of Maruti Suzuki cars are reasonable?

Response No. of respondents Percentage

Yes 41 82%
No 9 18%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 82% thinks that prices of Maruti
Suzuki cars are reasonable and 18% thinks that prices of Maruti Suzuki cars are
not reasonable.
Q21. Do you think the prices of Tata Motors cars are reasonable?

Reasons No. of respondents Percentage

Yes 49 98%
No 1 2%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 98% thinks that prices of Tata
Motors cars are reasonable and 2% thinks that prices of Tata Motors cars are not
reasonable.
Q22. How did you find Maruti Suzuki dealer’s services while buying a car?

Response No. of respondents Percentage

Excellent 14 28%
Good 25 50%
Average 11 22%
Poor 0 0%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 28% find excellent dealer’s services
of Maruti Suzuki while buying a car, 50% find good and 22% of respondents find
average dealer’s services.
Q23. How did you find Tata Motors dealer’s services while buying a car?

Response No. of respondents Percentage

Excellent 15 30%
Good 27 54%
Average 5 10%
Poor 3 6%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 30% find excellent dealer’s services
of Tata Motors while buying a car, 54% find good, 10% find average and 6% of
respondents find poor dealer’s services.
Q24. Do Maruti Suzuki dealers offer any extra benefits other than
company offers?

Response No. of respondents Percentage

Yes 22 44%
No 28 56%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 44% feels that Maruti Suzuki
dealers offer extra benefits other than company offers and 56% feels that Maruti
Suzuki dealers do not offer any extra benefits.
Q25. Do Tata Motors dealers offer any extra benefits other than company
offers?

Response No. of respondents Percentage

Yes 34 68%
No 16 32%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 68% feels that Tata Motors dealers
offer extra benefits other than company offers and 32% feels that Tata Motors
dealers do not offer any extra benefits.
Q26. What are your expectations from the dealer’s side?

Expectations No. of respondents Percentage

On time delivery 6 6%
Good service 41 41%
Giving detailed 9 9%
information about car
before purchase
Solving 10 10%
complaints/queries
immediately
All of above 34 34%
Total 100 100%

INTERPRETATION
According to survey, out of 100 respondents, 6% expect on time delivery
from dealer's side, 41% expect good service, 9% expect giving detailed
information
about car before purchase, 10% expect solving complaints/queries immediately
and 34% of respondents expect all of above from, dealer’s side
Q27. How often do you get your vehicle serviced?

Months/Year No. of respondents Percentage

3 months 23 23%
6 months 33 33%
1 year 44 44%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 23% service their vehicle in 3
months, 33% in 6 months and 44% of respondents service their vehicle in 1 year.
Q28. Which place of servicing do you prefer?

Place No. of respondents Percentage

Company car showroom 74 74%
Private garage 26 26%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 74% prefer company car
showroom and 26% prefer private garage for servicing their vehicle.
Q29. Are you satisfied with the number of Maruti Suzuki service stations in
Raigad District?

Response No. of respondents Percentage

Yes 35 70%
No 15 30%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 70% satisfied and 30% not satisfied
with the number of Maruti Suzuki service stations in Raigad District.
Q30. Are you satisfied with the number of Tata Motors service stations in
Raigad District?

Response No. of respondents Percentage

Yes 30 60%
No 20 40%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 60% satisfied and 40% not satisfied
with the number of Tata Motors service stations in Raigad District.
Q31. Have you ever felt that the services assured to your vehicle during
purchase time are not fulfilled after you bought?

Response No. of respondents Percentage

Yes 70 70%
No 30 30%
Total 100 100%

INTERPRETATION
According to a survey, out of 100 respondents, 70% felt that the services assured
to their vehicle during purchase time are not fulfilled after they bought and 30%
of respondents felt that the services assured to their vehicle during purchase time
are fulfilled after they bought the vehicle.
Q32. How do you feel about the Maruti Suzuki after-sales services offered?

Response No. of respondents Percentage

Highly satisfied 5 10%
Satisfied 38 76%
Not satisfied 7 14%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 10% feel highly satisfied, 76% feel
satisfied and 14% of respondents feel not satisfied about the Maruti Suzuki after
sales services offered.
Q33. How do you feel about Tata Motors after-sales services offered?

Response No. of respondents Percentage

Highly satisfied 8 16%
Satisfied 40 80%
Not satisfied 2 4%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 16% feel highly satisfied, 80% feel
satisfied and 4% of respondents feel not satisfied about the Tata Motors after sales
services offered.
Q34. How is the availability of spare parts for Maruti Suzuki cars?

Response No. of respondents Percentage

Excellent 16 32%
Good 28 56%
Average 4 8%
Poor 2 4%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 32% feel excellent, 56% feel good,
8% feel average and 4% of respondents feel poor availability of spare parts for
Maruti Suzuki cars.
Q35. How is the availability of spare parts for Tata Motors cars?

Response No. of respondents Percentage

Excellent 13 26%
Good 32 64%
Average 3 6%
Poor 2 4%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 26% feel excellent, 64% feel good,
6% feel average and 4% of respondents feel poor availability of spare parts for
Tata Motors cars.
Q36. Is the customer service centre executive trying to cross sell other car
accessories for Maruti Suzuki?

Response No. of respondents Percentage

Yes 28 56%
No 22 44%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 56% feel that the customer
service centre executive tries to cross sale other car accessories and 44% feel that
the customer service executive does not try to cross sale other car accessories for
Maruti Suzuki.
Q37. Is the customer service centre executive trying to cross sale other car
accessories for Tata Motors?

Response No. of respondents Percentage

Yes 32 64%
No 18 36%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 64% feel that the customer
service centre executive tries to cross sale other car accessories and 36% feel that
the customer service executive does not try to cross sale other car accessories for
Tata Motors.
Q38. Would you recommend your friends, relatives to buy a Maruti Suzuki
car?

Response No. of respondents Percentage

Yes 45 90%
No 5 10%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 90% like to recommend and 10%
do not like to recommend their friends, relatives to buy a Maruti Suzuki car.
Q39. Would you recommend your friends, relatives to buy a Tata Motors car?

Response No. of respondents Percentage

Yes 50 100%
No 0 0%
Total 50 100%

INTERPRETATION
According to a survey, out of 50 respondents, 100% of respondents like to
recommend their friends, relatives to buy a Tata Motors car.
 CHAPTER V
CONCLUSIONS AND SUGGESTIONS

5.1 FINDINGS

 According to survey, out of 100 respondents, 31% are of 18-25 age group,
11% are of 26-30 age group, 14% are of 31-35 age group, 9% are of 36-40
age group and 35% are of above 40 age group.
 According to a survey, out of 100 respondents, 94% are male and 6% are
female.
 According to a survey, out of 50 respondents, 64% owned hatchback, 8%
owned sedan, 12% owned compact SUV, 8% owned crossover and 8%
owned mini MPV.
 According to study, out of 50 respondents, 30% owned hatchback, 42%
owned sedan, 12% owned compact SUV and 16% of respondents owned
SUV.
 According to a survey, out of 100 respondents, 60% owned petrol version,
30% owned diesel version and 10% of respondents owned CNG version of
car.
 According to survey, out of 100 respondents, 33% have 300000-400000
family income level, 15% have 400000-500000 family income level, 17%
have 500000-600000 family income level and 35% of respondents have
above 600000 family income level.
 According to a survey, out of 100 respondents, 9% use their vehicle for
commercial purpose, 78% use their vehicle for personal purpose and 13%
of respondents use it for both i.e., commercial purpose and personal
purpose.
 According to a survey, out of 100 respondents, 11% own a car for 0-1
year, 19% own a car for 1-2 year, 16% own a car for 2-3 year and 54% of
respondents own a car for above 3 year.
 According to a survey, out of 110 responses, 19.1% feels brand affects
their choice, 22.7% feels price affects their choice, 20.0% feels average
affects their choice, 20.0% feels quality affects their choice, 14.5% feels
resale value affects their choice and 3.6% feels range of cars affect their
choice.
 According to a survey, out of 106 responses, 21.7% feels brand affects
their choice, 26.4% feels price affects their choice, 17.0% feels average
affects their choice, 19.8% feels quality affects their choice, 8.5% feels
resale value affects their choice and 6.6% feels range of cars affect their
choice.
 According to survey, out of 159 responses, 23.3% feels TV ads attracted
them to buy a car, 8.8% feels launch of car attracted them, 7.5% feels
newspapers attracted them, 21.4% feels social media attracted them, 9.4%
feels magazine attracts them, 17.0% feels word of mouth publicity
attracted them and 12.6% feels that other marketing strategy attracted
them to buy a car.
 According to a survey, out of 100 respondents, 67% have full knowledge
about cars before buying and 33% have no knowledge about cars before
buying.
 According to a survey, out of 100 respondents, 76% feels that advertising
influences their decision in choosing a car and 24% feels that advertising
does not influence their decision in choosing a car.
 According to a survey, out of 50 respondents, 34% find excellent
performance of a Maruti Suzuki car, 48% find good performance and 18%
of respondents find average performance.
 According to a survey, out of 50 respondents, 52% find excellent
performance of a Tata Motors car, 46% find good performance and 2% of
respondents find average performance.
 According to a survey, out of 50 respondents, 80% respondents feel that
Maruti Suzuki car’s performance met their expectations and 20% feels that
the performance does not meet their expectations.
 According to a survey, out of 50 respondents, 100% respondents felt that
Tata Motors car’s performance met their expectations.
 According to survey, out of 50 respondents, 6% feels that brand forced
them to buy Maruti Suzuki again, 16% feels quality forced them, 12%
feels price forced them, 8% feels range of cars forced them, 24% feels that
all reasons forced them to buy again and 34% of respondents are first time
Maruti Suzuki buyers.
 According to survey, out of 50 respondents, 6% feels that brand forced
them to buy Tata Motors again, 20% feels quality forced them, 24% feels
price forced them, 2% feels range of cars forced them, 28% feels that all
reasons forced them to buy again and 20% of respondents are first time
Tata Motors buyers.
 According to a survey, out of 50 respondents, 82% think that prices of
Maruti Suzuki cars are reasonable and 18% think that prices of Maruti
Suzuki cars are not reasonable.
 According to a survey, out of 50 respondents, 98% thinks that prices of
Tata Motors cars are reasonable and 2% thinks that prices of Tata Motors
cars are not reasonable.
 According to a survey, out of 50 respondents, 28% find excellent dealer’s
services of Maruti Suzuki while buying a car, 50% find good and 22% of
respondents find average dealer’s services.
 According to a survey, out of 50 respondents, 30% find excellent dealer’s
services of Tata Motors while buying a car, 54% find good, 10% find
average and 6% of respondents find poor dealer’s services.
 According to a survey, out of 50 respondents, 44% feels that Maruti
Suzuki dealers offer extra benefits other than company offers and 56%
feels that Maruti Suzuki dealers do not offer any extra benefits.
 According to a survey, out of 50 respondents, 68% feels that Tata Motors
dealers offer extra benefits other than company offers and 32% feels that
Tata Motors dealers do not offer any extra benefits.
 According to a survey, out of 100 respondents, 6% expect on time delivery
from the dealer's side, 41% expect good service, 9% expect giving detailed
information about car before purchase, 10% expect solving
complaints/queries immediately and 34% of respondents expect all of the
above from, dealer’s side.
 According to a survey, out of 100 respondents, 23% service their vehicle
in 3 months, 33% in 6 months and 44% of respondents service their
vehicle in 1 year.
 According to a survey, out of 100 respondents, 74% prefer company car
showroom and 26% prefer private garage for servicing their vehicle.
 According to a survey, out of 50 respondents, 70% satisfied and 30% not
satisfied with the number of Maruti Suzuki service stations in Raigad
District.
 According to a survey, out of 50 respondents, 60% satisfied and 40% not
satisfied with the number of Tata Motors service stations in Raigad
District.
 According to a survey, out of 100 respondents, 70% felt that the services
assured to their vehicle during purchase time are not fulfilled after they
bought and 30% of respondents felt that the services assured to their
vehicle during purchase time are fulfilled after they bought the vehicle.
 According to a survey, out of 50 respondents, 10% feel highly satisfied,
76% feel satisfied and 14% of respondents feel not satisfied about the
Maruti Suzuki after sales services offered.
 According to a survey, out of 50 respondents, 16% feel highly satisfied,
80% feel satisfied and 4% of respondents feel not satisfied about the Tata
Motors after sales services offered.
 According to a survey, out of 50 respondents, 32% feel excellent, 56%
feel good, 8% feel average and 4% of respondents feel poor availability of
spare parts for Maruti Suzuki cars.
 According to a survey, out of 50 respondents, 26% feel excellent, 64%
feel good, 6% feel average and 4% of respondents feel poor availability of
spare parts for Tata Motors cars.
 According to a survey, out of 50 respondents, 56% feel that the customer
service centre executive tries to cross sale other car accessories and 44%
feel that the customer service executive does not try to cross sale other car
accessories for Maruti Suzuki.
 According to a survey, out of 50 respondents, 64% feel that the customer
service centre executive tries to cross sale other car accessories and 36%
feel that the customer service executive does not try to cross sale other car
accessories for Tata Motors.
 According to a survey, out of 50 respondents, 90% like to recommend and
10% do not like to recommend their friends, relatives to buy a Maruti
Suzuki car.
  According to a survey, out of 50 respondents, 100% of respondents like to
recommend their friends, relatives to buy a Tata Motors car.

5.2 CONCLUSIONS

Researcher have studied and analyzed the marketing strategy and after sales
service of Maruti Suzuki and Tata Motors in Raigad District. This study
concludes that:

 The dealers network of the Maruti Suzuki is much stronger in Raigad

district and also the availability of spare parts is also excellent than Tata
Motors. So the most important thing Tata Motors has to do is to improve
its dealership network and availability of spare parts.
 Brand image, range of cars and resale value are the dominating factors
which influence consumers to buy Maruti Suzuki products but quality and
aggressive marketing strategies by Tata Motors attracts the consumer
towards the company.
 Through surveys we can understand that the majority of Maruti Suzuki
buyers owns hatchback and in case of Tata Motors majority of buyers
owns hatchback and sedan. Majority of the buyers prefer to own a petrol
version of cars.
 According to a survey we can understand that many consumers own a car
for above 3 year. There are very few consumers who own a car for below
3 years.
 Marketing strategies such as TV ads, social media and word of mouth
publicity attracts maximum customers than other strategies to buy a car.
Advertising influences people's decision in choosing a car. Tata Motors
 does an aggressive strategy than Maruti Suzuki and mainly focuses on
safety.
 Tata Motors car’s performance met most of the customers expectations
compared to the Maruti Suzuki.
 The prices of Tata Motors cars are also more reasonable than that of
Maruti Suzuki cars.
 Compared to Maruti Suzuki, Tata Motors dealers offer more extra benefits
other than company offers to consumers.
 Through survey we can understand that the majority of the consumers
service their vehicle in 6 months to 1 year and most of them prefer
company car showroom for servicing.
 Consumers of both the companies felt that the services assured to them
during purchasing their vehicle are not fulfilled after buying. So both the
companies should focus on this aspect.
 Both the company's customer service centre executives equally cross sale
other car accessories.

According to a survey, we can conclude that the customers of Tata Motors are
more likely to recommend the brand to their friends and relatives compared to
Maruti Suzuki.

5.3 SUGGESTIONS

 Maruti Suzuki needs to set up more dealerships in Raigad district. Maruti

Suzuki should set up dealerships and service centers in the western part of
the district. There is no service center in that part and if the people there
 want to have their car serviced, they have to travel 45-50 kms. There is
also a need for a service center in South Raigad. Tata Motors should also
increase their network in the district.
 Mumbai-Goa is an important highway passing through Raigad district. But
you can see that there are very few advertising banners as compared to
Mumbai-Pune Expressway. Therefore, both the companies should put up
maximum advertising banners on the highway side. These banners attract
people’s attention even from afar.
 Tata Motors have Tigor EV and Nexon EV. They need to do more
marketing of these electric vehicles. People are willing to take them but
avoid them due to lack of charging stations. Therefore, the company
should put fast charging stations at fuel pumps. This can encourage people
to buy electric vehicles.
 Although Tata Motors has at least 2 EVs, Maruti Suzuki does not have a
single one. So the company should put EVs in their product line. Today,
almost all car manufacturers are coming up with EVs. So if Maruti Suzuki
is to be in competition, the company has to come up with EVs.
 Although both the companies have service centers in Raigad, customers
prefer to service their vehicle at big cities like Mumbai or Pune. Because
service centers in big cities provide more quality service than local ones.
So the companies should train their employees and improve the quality of
service.
 Nowadays, customers are getting more and more attracted towards SUVs.
But Maruti Suzuki doesn’t have a single SUV except Vitara Brezza. So
the company should pull out more SUVs. Also they should improve the
build quality of their cars. Today, people look at the safety aspect also
while purchasing a car.
 4-5 years ago, Maruti Suzuki was a market leader in low budget cars. But
now new car manufacturers are coming to India and they are offering
maximum features at the same price. As a result, the market share of
Maruti Suzuki is slowly declining. Maruti Suzuki is missing some of the
trendy features like connected car tech, sunroof, etc., which are now
common in every car. So the company should see to this aspect.
 Both car manufacturers can give reward points for their customer who has
been waiting to get their vehicle. For instance; one of their competitors,
MG Motor provides the customers with 1000 points per week of waiting
which can be redeemed for purchasing genuine car accessories or prepaid
maintenance packages. For instance, if you have a waiting period of four
to six weeks then you can earn 4000 to 6000 points. This leads to
customer satisfaction and customers are less likely to switch to other
brands.
 Tata Motors needs to roll out some more low budget cars. They have only
one car in each segment. So the customer gets less choice and if they don’t
like that car, they switch to other brands.
 Maruti Suzuki should set up at least one Nexa showroom in Raigad
district. Because if people want their Nexa cars, they have to go to big
cities. Maruti Suzuki can open their driving school also in the district.
 BIBLIOGRAPHY

 https://en.wikipedia.org/wiki/Automotive_industry#:~:text=The%20automotive%20indus
try%20comprises%20a,and%20selling%20of%20motor%20vehicles.
 https://en.wikipedia.org/wiki/Automotive_industry_in_India
 https://en.wikipedia.org/wiki/Maruti_Suzuki
 https://en.wikipedia.org/wiki/Tata_Motors
 https://www.marutisuzuki.com
 https://www.tatamotors.com
 https://www.slideshare.net/GANESHAWATADE/comparative-study-of-maruti-suzuki-
and-tata-motors-with-reference-to-after-sales-service?qid=633ede29-3a47-4db4-8436-
b6bbd8ccee3f&v=&b=&from_search=9
 http://www.shanlaxjournals.in/pdf/MGT/V2N4/MGT_V2_N4_009.pdf
 https://youtu.be/JgpYjpqruW8
 https://www.autocarindia.com/car-news/mg-indias-new-initiative-rewards-customers-
waiting-for-hector-deliveries-413869
 Autocar India Magazine

120
 APPENDIX

QUESTIONNAIRE

Q1. Name of the respondent

Q2. What is your age?

 18-25
 26-30
 31-35
 36-40
 Above 40

Q3. What is your gender?

 Male
 Female

Q4. Which type of Maruti Suzuki car is owned by you?

 Hatchback
 Sedan
 Compact SUV
 Crossover
 Mini MPV

Q5. Which type of Tata Motors car is owned by you?

 Hatchback
 Sedan
 Compact SUV
 SUV
  EV

Q6. Which version is owned by you?

 Petrol
 Diesel
 CNG
 EV

Q7. What is your family income level?

 300000-400000
 400000-500000
 500000-600000
 Above 600000

Q8. What do you make use of this vehicle?

 Commercial purpose
 Personal purpose
 Both

Q9. For how long do you own a car?

 0-1 year
 1-2 year
 2-3 year
 Above 3 year

Q10. Which factors of Maruti Suzuki would affect your choice?

 Brand
 Price
 Average
 Quality
  Resale value
 Range of cars

Q11. Which factors of Tata Motors would affect your choice?

 Brand
 Price
 Average
 Quality
 Resale value
 Range of cars

Q12. Which marketing strategy has attracted you to buy a car?

 TV ads
 Launch of car
 Newspapers
 Social media
 Magazine
 Word of mouth publicity
 Other

Q13. Do you have full knowledge about cars before buying?

 Yes
 No

Q14. Does advertising influence your decision in choosing a car?

 Yes
 No
Q15. How did you find the Maruti Suzuki car’s performance?
 Excellent
 Good
 Average
 Poor

Q16. How did you find the Tata Motors car’s performance?
 Excellent
 Good
 Average
 Poor

Q17. Has Maruti Suzuki car’s performance met your expectations?

 Yes
 No

Q18. Has Tata Motors car’s performance met your expectations?

 Yes
 No

Q19. If you have used a Maruti Suzuki car before also, what reasons have forced you to buy
Maruti Suzuki again?
 Brand
 Quality
 Price
 Range of cars
 All of them
 First time Maruti Suzuki buyer
Q20. If you have used a Tata Motors car before also, what reasons have forced you to buy Tata
Motors again?
 Brand
 Quality
 Price
 Range of cars
 All of them
 First time Tata Motors buyer

Q21. Do you think prices of Maruti Suzuki cars are reasonable?

 Yes
 No

Q22. Do you think the prices of Tata Motors cars are reasonable?
 Yes
 No

Q23. How did you find Maruti Suzuki dealer’s services while buying a car?
 Excellent
 Good
 Average
 Poor

Q24. How did you find Tata Motors dealer’s services while buying a car?
 Excellent
 Good
 Average
 Poor
Q25. Do Maruti Suzuki dealers offer any extra benefits other than company offers?
 Yes
 No

Q26. Do Tata Motors dealers offer any extra benefits other than company offers?
 Yes
 No

Q27. What are your expectations from the dealer’s side?

 On time delivery
 Good service
 Giving detailed information about car before purchase
 Solving complaints/ queries immediately
 All of above

Q28. How often do you get your vehicle serviced?

 3 months
 6 months
 1 year

Q29. Which place of servicing do you prefer?

 Company car showroom
 Private garage

Q30. Are you satisfied with the number of Maruti Suzuki service stations in Raigad District?
 Yes
 No
Q31. Are you satisfied with the number of Tata Motors service stations in Raigad District?
 Yes
 No

Q32. Have you ever felt that the services assured to your vehicle during purchase time are not
fulfilled after you bought?
 Yes
 No

Q33. How do you feel about the Maruti Suzuki after-sales services offered?
 Highly satisfied
 Satisfied
 Not satisfied

Q34. How do you feel about Tata Motors after-sales services offered?
 Highly satisfied
 Satisfied
 Not satisfied

Q35. How is the availability of spare parts for Maruti Suzuki cars?
 Excellent
 Good
 Average
 Poor

Q36. How is the availability of spare parts for Tata Motors cars?
 Excellent
 Good
 Average
 Poor
Q37. Is the customer service centre executive trying to cross sell other car accessories for Maruti
Suzuki?
 Yes
 No

Q38. Is the customer service centre executive trying to cross sale other car accessories for Tata
Motors?
 Yes
 No

Q39. Would you recommend your friends, relatives to buy a Maruti Suzuki car?
 Yes
 No

Q40. Would you recommend your friends, relatives to buy a Tata Motors car?
 Yes
 No