TABLE OF CONTENTS

S.No. TOPIC PAGE NO.

1 INTRODUCTION 1-7

1.1 NEED FOR STUDY 5

1.2 SCOPE OF STUDY 5

1.3 OBJECTIVE OF STUDY 6

1.4 LIMITATIONS 7

2 BACKGROUND OF THE STUDY 8

2.1 INDUSTRY PROFILE 9-14

2.2 COMPANY PROFILE 14-17

2.3 PRODUCT PROFILE 17-18

2.4 THEORIES RELATED TO THE TOPIC 19-20

2.5 REVIEW OF LITERATURE 21-23

3 RESEARCH METHODOLOGY 24

3.1 RESEARCH METHODOLOGY 25

3.2 RESEARCH DESIGN 25

3.3 DESCRIPTIVE RESEARCH DESIGN 25

3.4 SOURCES OF DATA COLLECTION 25-26

3.5 SAMPLING DESIGN 26

3.6 SAMPLING TECHNIQUE 26

3.7 TOOLS FOR DATA ANALYSIS 26-30

 FORMULATION OF HYPOTHESIS, DATA ANALYSIS AND 31-42
4
INTERPRETATION

5 SUMMARY AND CONCLUSION 43

5.1 FINDINGS 44

5.2 SUGGESTIONS 45

5.3 CONCLUSION 46

BOOKS REFERRED 47

BIBLIOGRAPHY 47

REFERENCE 47-48

ANNEXURE 49
 LIST OF TABLES
S.NO LIST OF TABLES PAGE NO.

PERCENTAGE ANALYSIS

TABLE SHOWING PLACE WISE CLASSIFICATION

4.1.1 32
OF THE RESPONDENTS

INDEPENDENT SAMPLE T-TEST

4.2.1 Table showing Product performance and Location 33

4.2.2 Table showing Product Quality and Location 35

4.2.3 Table showing After sales service and Location 37

4.2.4 Table showing Spares availability and Location 39

Table showing Sales team response and Location

4.2.5 41

LIST OF CHARTS
S.NO LIST OF CHARTS PAGE NO

CHI-SQUARE TESTS

CHART SHOWING PLACE WISE CLASSIFICATION OF

4.2.1 32
THE RESPONDENTS
 ABSTRACT

This report investigates the dealer satisfaction regarding diesel gensets manufactured by Ashok
Leyland, a leading player in the power generation industry. The study delves into various factors
influencing dealer satisfaction, including product quality, after-sales service, communication
channels, and overall business relationship. Through a comprehensive analysis of survey data
collected from Ashok Leyland dealers across diverse geographic locations, the report highlights key
insights into the strengths and areas for improvement in dealer satisfaction. Furthermore, the report
offers strategic recommendations to enhance dealer satisfaction and foster long-term partnerships
between Ashok Leyland and its dealer network. This research serves as a valuable resource for
Ashok Leyland's management in refining their dealer-centric strategies and maintaining a
competitive edge in the diesel genset market.
 CHAPTER – 1

INTRODUCTION

1
Introduction:
In the dynamic landscape of the power generation industry, the role of dealers stands as a pivotal
link between manufacturers and end-users. Their satisfaction and engagement are integral to the
success of any manufacturing enterprise. This report delves into the realm of dealer satisfaction,
focusing specifically on the diesel genset segment, with Ashok Leyland as the central subject of
study.

Ashok Leyland, a renowned name in the automotive and power solutions sector, has carved a
niche for itself with its robust and reliable diesel gensets. These power solutions cater to diverse
industrial, commercial, and residential needs, ranging from emergency backup to continuous
power supply requirements.

The dealer network of Ashok Leyland plays a critical role in disseminating these diesel gensets
to various corners of the market. Their satisfaction, influenced by factors such as product quality,
marketing support, after-sales service, and communication channels, significantly impacts the
brand's reputation and market presence.

Against this backdrop, this report seeks to analyze the satisfaction levels of Ashok Leyland's
dealers, identifying key drivers of satisfaction and areas for improvement. By delving into the
experiences, perceptions, and challenges faced by these dealers, this study aims to provide
actionable insights to enhance dealer satisfaction and thereby strengthen Ashok Leyland's
position in the diesel genset market.

Through a combination of qualitative and quantitative research methods, including surveys,

interviews, and industry analysis, this report aims to provide a comprehensive understanding of
dealer satisfaction dynamics within the context of Ashok Leyland's diesel genset business. The
findings of this study are intended to serve as a valuable resource for Ashok Leyland's
management, enabling them to formulate strategies that foster stronger relationships with their
dealer network and drive sustained growth in the competitive power solutions landscape.

In summary, this report endeavors to shed light on the nuances of dealer satisfaction, particularly
in the realm of diesel gensets, with Ashok Leyland as the focal point. It aims to offer valuable

2
insights and recommendations to empower Ashok Leyland in fortifying its dealer relationships
and consolidating its position as a leader in the diesel genset market.

Dealer satisfaction

Dealer satisfaction is a pivotal metric in the success and growth of any manufacturing or
distribution enterprise. It encompasses the feelings, perceptions, and overall contentment of
dealers with their partnership or association with a particular brand or manufacturer. Dealer
satisfaction is crucial as dealers act as intermediaries between manufacturers and end-users,
playing a crucial role in product distribution, promotion, and customer service.

Several factors contribute to dealer satisfaction, including:

Product Quality: Dealers place significant importance on the quality and reliability of the
products they represent. High-quality products not only enhance customer satisfaction but also
reduce the frequency of returns, repairs, and warranty claims, thus positively impacting the
dealer's bottom line.

Marketing Support: Effective marketing support from manufacturers, including advertising

materials, promotional campaigns, and co-op advertising programs, can greatly influence dealer
satisfaction. Clear and consistent communication of marketing strategies and initiatives helps
dealers align their efforts with the manufacturer's objectives.

Pricing and Margins: Competitive pricing and favorable profit margins are essential for dealers
to remain profitable and sustain their business operations. Manufacturers need to strike a balance
between offering competitive pricing to end-users while ensuring adequate margins for their
dealers.

Training and Support: Comprehensive training programs and ongoing support from
manufacturers are vital for dealers to stay abreast of product updates, industry trends, and best
practices. Access to technical support, troubleshooting assistance, and product training enhances
dealers' confidence in representing and selling the manufacturer's products.

3
Inventory Management: Efficient inventory management practices, including timely
replenishment, inventory forecasting, and efficient logistics support, are critical for dealers to
meet customer demand and minimize stockouts or overstock situations.

After-Sales Service: Prompt and effective after-sales service and support contribute
significantly to dealer satisfaction. Manufacturers that offer responsive customer service,
warranty processing, and spare parts availability earn the trust and loyalty of their dealer
network.

Communication Channels: Open and transparent communication channels between

manufacturers and dealers foster trust and collaboration. Regular updates, feedback mechanisms,
and collaborative decision-making processes help address issues proactively and strengthen the
manufacturer-dealer relationship.

Incentive Programs: Incentive programs, such as sales incentives, volume discounts, and
performance-based bonuses, motivate dealers to achieve sales targets and promote the
manufacturer's products actively.

Measuring dealer satisfaction involves gathering feedback through surveys, interviews, and
performance metrics. Analyzing this feedback allows manufacturers to identify areas for
improvement, address concerns, and implement strategies to enhance dealer satisfaction.
Ultimately, prioritizing dealer satisfaction leads to a more loyal, engaged, and effective
distribution network, driving sustained growth and success for manufacturers in the marketplace.

4
1.1. NEED FOR THE STUDY:

The satisfaction of dealers plays a pivotal role in the success and sustainability of any business,
particularly in industries like automotive and power generation. Understanding dealer
satisfaction, especially in relation to diesel gensets, is crucial for companies like Ashok Leyland
to maintain a competitive edge and ensure optimal performance in their distribution networks.
This study aims to delve into the specific dynamics of dealer satisfaction concerning Ashok
Leyland's diesel gensets. By investigating factors such as product quality, availability, after-sales
support, marketing assistance, and communication channels, the research seeks to identify areas
of strength and areas needing improvement from the perspective of dealers. Insights gained from
this study will not only aid Ashok Leyland in refining its dealer management strategies but also
contribute to enhancing overall customer satisfaction and market competitiveness in the diesel
genset segment.

1.2. SCOPE FOR THE STUDY:

1. Provide an overview of the diesel genset market, its growth, and its significance in
various sectors like commercial, industrial, and residential.

2. Conduct an in-depth review of academic and industry literature related to dealer

satisfaction in the automotive and genset sectors.

3. Provide a comprehensive overview of Ashok Leyland, including its corporate history,

market position, and key competitors.

4. Define the criteria used to select dealers for participation in the study, such as
geographical coverage, sales performance, tenure with Ashok Leyland, and diversity in customer
segments served.

5. Identify key variables affecting dealer satisfaction, such as product quality, pricing,
delivery lead times, warranty terms, technical support, and responsiveness of the sales team.

5
6. Detail the company's product portfolio, focusing on its diesel genset offerings in terms of
power capacity, features, and applications.

1.3. OBJECTIVES OF THE STUDY:

Primary Objectives:

 To study on dealer satisfaction with special reference to diesel genstes of ashok Leyland.

Secondary Objectives:

1. To assess the overall satisfaction levels of dealers with Ashok Leyland's diesel gensets.

2. To identify specific areas of strengths and weaknesses in the dealer experience with
Ashok Leyland diesel gensets.

3. To understand dealers' perceptions regarding product quality, reliability, and performance

of Ashok Leyland diesel gensets.

4. To evaluate dealers' satisfaction with the availability and effectiveness of technical

6
1.4. LIMITATIONS OF THE STUDY:

 The study is limited to dealer satisfaction

 The report's findings may be limited by the sample size of dealers included in the study.
If the sample size is small or not representative of the entire dealer network, the results
may not accurately reflect the overall sentiment and satisfaction levels among Ashok
Leyland dealers.
 The study is limited to ashok leyland, doesn’t apply for other companies

7
 CHAPTER – 2

BACKGROUND OF THE STUDY

8
2.1. INDUSTRY PROFILE:
The diesel genset industry plays a vital role in ensuring uninterrupted power supply across
various sectors, including residential, commercial, industrial, and infrastructure. Diesel gensets
serve as reliable backup power sources during grid failures or as primary power solutions in
remote or off-grid locations. This industry profile provides an overview of the diesel genset
market, covering key trends, drivers, challenges, and future prospects.

Market Overview:

The global diesel genset market has experienced steady growth in recent years, driven by
increasing demand for reliable power solutions, rapid industrialization, urbanization, and
infrastructural development. Emerging economies, particularly in Asia-Pacific and Africa, have
emerged as significant markets for diesel gensets due to inadequate grid infrastructure and
frequent power outages.

Key Players:

The diesel genset market is highly competitive, with several established players and numerous
regional and local manufacturers. Some of the key players in the global market include
Caterpillar Inc., Cummins Inc., Kohler Co., Generac Holdings Inc., Mitsubishi Heavy Industries,
Ltd., and Wärtsilä Corporation, among others.

Market Segmentation:

The diesel genset market can be segmented based on power rating, application, end-user, and
region. Power ratings typically range from a few kilowatts to several megawatts, catering to a
wide range of power generation needs. Applications include standby power, prime power, peak
shaving, and continuous power generation across various sectors, including residential,
commercial, industrial, healthcare, telecommunications, and data centers.

9
Key Trends and Drivers:

Increasing Power Demand: Growing electricity demand, coupled with unreliable grid
infrastructure in many regions, drives the demand for diesel gensets as backup and
supplementary power sources.

Rising Industrialization and Urbanization: Rapid industrialization and urban expansion

necessitate reliable power solutions to support critical infrastructure, manufacturing facilities,
and commercial establishments.

Growing Infrastructure Development: Infrastructure projects, including construction,

transportation, and telecommunications, require dependable power sources for uninterrupted
operations, fueling demand for diesel gensets.

Technological Advancements: Ongoing advancements in diesel engine technology, including

improved fuel efficiency, reduced emissions, and enhanced performance, are driving market
growth.

Increasing Focus on Energy Security: Concerns regarding energy security and the need for
reliable backup power solutions, particularly in regions prone to natural disasters or geopolitical
instability, bolster the demand for diesel gensets.

Challenges:

Despite its growth prospects, the diesel genset industry faces several challenges, including:

Stringent Emission Regulations: Regulatory restrictions on diesel engine emissions, aimed at

reducing environmental pollution, pose challenges for manufacturers to develop cleaner and
more efficient genset solutions.

Competition from Alternative Energy Sources: Increasing adoption of renewable energy sources,
such as solar, wind, and hydroelectric power, presents competition to diesel gensets, particularly
in off-grid and remote areas.

10
Volatility in Fuel Prices: Fluctuations in diesel fuel prices can impact the operating costs of
diesel gensets and influence end-users' decisions regarding power generation solutions.

Future Outlook:

The diesel genset market is expected to witness continued growth, driven by ongoing
infrastructure development, industrialization, and increasing energy demand. Technological
advancements, such as hybrid genset systems and digitalization, are anticipated to further drive
market expansion, offering improved efficiency, reliability, and flexibility. However, the
industry will need to address regulatory challenges and embrace sustainable practices to mitigate
environmental concerns and ensure long-term viability.

11
Evolution of Diesel Genset in India:

The evolution of the diesel genset industry in India has been marked by significant milestones
and transformations over the decades. From its nascent stages to becoming a crucial component
of the country's power infrastructure, the industry has witnessed rapid growth, spurred by various
factors including industrialization, urbanization, and technological advancements. Here's an
overview of the key stages in the evolution of the diesel genset industry in India:

Early Years (Pre-Independence to 1970s):

During the pre-independence era and in the decades following independence, India's power
infrastructure was underdeveloped, with limited access to electricity, particularly in rural areas.

Diesel gensets were primarily used in remote locations, construction sites, and industrial settings
where grid electricity was unavailable or unreliable.

The industry was dominated by a few multinational companies importing gensets into the
country to cater to niche markets.

Expansion and Industrialization (1970s to 1990s):

The 1970s and 1980s saw significant industrial growth and urbanization in India, leading to
increased demand for reliable power sources.

Domestic manufacturing of diesel gensets began to gain momentum, with Indian companies
entering the market to meet growing demand.

The government's focus on rural electrification and infrastructure development further

contributed to the expansion of the diesel genset industry.

Technological advancements, such as improvements in engine efficiency and emissions control,

were witnessed during this period.

12
Liberalization and Market Growth (1990s to Early 2000s):

Economic liberalization in the early 1990s led to increased investments in infrastructure and
industries, driving up demand for diesel gensets.

Market reforms and policy changes encouraged foreign investments and technology transfers,
leading to the entry of multinational companies and the establishment of joint ventures in India's
diesel genset sector.

The industry witnessed a shift towards higher capacity gensets, catering to the needs of
commercial complexes, telecommunications, healthcare facilities, and large industries.

Consolidation and Technological Advancements (Mid-2000s to Present):

The mid-2000s onwards saw consolidation in the diesel genset industry, with established players
expanding their product portfolios and service networks.

Technological advancements, including improvements in engine efficiency, emissions control,

and the integration of digital controls and monitoring systems, transformed the industry.

Increasing emphasis on environmental sustainability led to the development of cleaner and more
fuel-efficient genset solutions, incorporating alternative fuels and hybrid technologies.

The industry witnessed growing competition from renewable energy sources, such as solar and
wind power, prompting genset manufacturers to diversify their offerings and explore hybrid
power solutions.

Regulatory Framework and Sustainability Initiatives:

Regulatory measures aimed at reducing emissions and promoting energy efficiency, such as
emission norms prescribed by the Central Pollution Control Board (CPCB) and the Ministry of
Environment, Forest and Climate Change (MoEFCC), have influenced the design and
manufacturing practices of diesel gensets.

Industry associations and stakeholders have undertaken initiatives to promote sustainable

practices, including the adoption of cleaner technologies, the use of biofuels, and the
implementation of energy-efficient genset systems.

13
Overall, the evolution of the diesel genset industry in India reflects the country's journey towards
meeting its growing energy needs, improving access to electricity, and adopting sustainable
power solutions amidst evolving technological, regulatory, and market dynamics.

2.2.COMPANY PROFILE OF ASHOK LEYLAND

Ashok Leyland, flagship of the Hinduja group, is the 2nd largest manufacturer of commercial
vehicles in India, the 4th largest manufacturer of buses in the world, and the 19th largest
manufacturers of trucks. Headquartered in Chennai, 9 manufacturing plants gives an
international footprint – 7 in India, a bus manufacturing facility in Ras Al Khaimah (UAE), one
at Leeds, United Kingdom and a joint venture with the Alteams Group for the manufacture of
high-press die-casting extruded aluminium components for the automotive and
telecommunications sectors, Ashok Leyland has a well-diversified portfolio across the
automobile industry. Ashok Leyland has recently been ranked as 34th best brand in India.

A US $ 4.5 billion company, that has a 75 year legacy, and a footprint that extends across 50
countries, Ashok Leyland is one of the most fully integrated manufacturing companies this side
of the globe. Ashok Leyland has a product range from 1T GVW (Gross Vehicle Weight) to 55T
GTW (Gross Trailer Weight) in trucks. Customizing trucks to customer needs has now become a
reality with the revolutionary industry first truly modular trucks – AVTR. The all-new LCV-
Bada DOST is all set to create a paradigm shift in customer experience with its future ready and
many industry-first customer-centric offerings. The AVTR and the LCV-Bada DOST, powered
by the latest i-GEN6 technology is transforming businesses to the next level. Millions of
passengers get to their destinations every day travelling on the 9-to-80-seater Ashok Leyland bus
range and the trucks keep the wheels of the economy moving.

With the largest fleet of logistics vehicles deployed in the Indian Army and significant
partnerships with armed forces across the globe, Ashok Leyland vehicles for Defence and

14
Special applications helps keep borders secure. The Ashok Leyland product portfolio also has
diesel engines for industrial, genset and marine applications.

Pioneers in the Commercial Vehicle (CV) space, many product concepts have become industry
benchmarks and norms. Ashok Leyland has ISO/TS 16949 Corporate Certification and is also
the first CV manufacturer in India to receive the OBD-II (on board diagnostic) certification for
BS IV-compliant commercial vehicle engines, SCR (selective catalytic reduction), iEGR
(intelligent exhaust gas recirculation) and CNG technologies. Ashok Leyland is the first truck
and bus manufacturer outside of Japan to win the Deming prize for its Pantnagar plant in 2016
and the Hosur Unit II has been awarded the Deming Prize in 2017. Driven by innovative
products suitable for a wide range of applications and an excellent understanding of the
customers and local market conditions, Ashok Leyland has been at the forefront of the
commercial vehicle industry for decades.

In the commercial vehicle industry, Ashok Leyland has one of the largest and fastest-growing
networks with 52863 touch points that includes 1748 exclusive touch points and 11,207 outlets
for Leyparts. The company now has a service centre every 75 kilometres on all major highways,
allowing it to keep its “Ashok Leyland Quick Response” promise of reaching customers within 4
hours and getting them back on the road in 48 hours.” With technology-enabled customer
engagement processes and knowledge on the specific applications of the product range, Ashok
Leyland sales team are well equipped to fulfil customer’s needs. Ashok Leyland manages 12
driver training institutes across India and has trained over 18,00,000 drivers since inception. On-
site service training for technicians is provided by Ashok Leyland’s service training institutes
across 12 locations pan India.

Ashok Leyland through its Aftermarket products and solutions brings together comprehensive
coverage, proactive service, and rapid response in a wide gamut of solutions that include
everything the stakeholders might require–from reliable Annual Maintenance Contracts to user-

15
friendly insurance, intuitive maintenance programs and the latest technology innovations in
Telematics.

Ashok Leyland’s subsidiary Switch Mobility has combined over a century of engineering
expertise, the very best innovators and cutting edge technology to deliver unrivalled product
choice on a global scale, aiming to Switch to zero carbon transportation.

Through Gro Digital Platforms Limited, a subsidiary of Ashok Leyland and Hinduja Leyland
Finance Limited, it aims to provide a one stop solution for commercial vehicle fleet owners. Gro
offers brand agonistic solutions for everything from roadside assistance to telematics; tyre
management to vehicle insurance – it is a medium that ensures higher uptime for the fleet.

The company is very committed to the Environment, Social and Governance agenda and is
driving various initiatives under each category. Every decision of the company always considers
the values of sustainability and a socially responsible approach to fulfil its mission for inclusive
growth. The company practices good corporate governance, with a culture of transparency,
accountability, compliance, and disclosure.

The Corporate Social Responsibility (CSR) initiatives at Ashok Leyland aims to improve the
lives of communities that have formed the bedrock of its success. The flagship program ‘Road to
School’ hinges on the pillars of strategy, impact, innovation, sustainability, scalability, and
replicability, to ensure the well-being of its beneficiaries. It aims at holistic development of
children through nutritional support, physical development through sports, improvement in the
quality of education, and promotion of arts and culture. The initiative has touched the lives of
100000 children across 1100 schools. Ashok Leyland under the CSR project – Jal Jeevan, it is in
the process of installing RO water purification plants in villages where there is a dire need for
clean drinking water.

16
At Ashok Leyland, the greatest satisfaction comes from its stakeholders- be it drivers, mechanics
and all the millions of passengers who use their vehicles to commute on an everyday basis.
Ensuring that they drive in comfort and ride with safety is what the company strives to do and
takes pride in.

An endeavour to serve its stakeholders, and taking India’s prosperity further than ever before,
Ashok Leyland is constantly innovating, evolving, in line with its brand philosophy of ‘Koi
Manzil Door Nahin’

2.3.PRODUCT PROFILE:

Diesel Genrator:

17
LEYPOWER is a reputed brand of diesel generator sets in India. With state-of-the-art technology
in engine, alternator and controllers, LEYPOWER provides a fully integrated power system at
par with global standards at a very competitive overall cost of ownership. LEYPOWER ready-to-
use diesel generator sets meet with the latest CPCB-II norms in India and built to comfortably
meeting international norms

Known for the ruggedness, reliability of Ashok Leyland make engines, the company takes pride
in having powered over 150,000 plus diesel generators over last ten years. This incredible
confidence has made Ashok Leyland to enhance the offering to wider range of engines from 5
kVA to 2500 kVA .

Ashok Leyland engines are aesthetically designed, highly fuel efficient, environment-friendly
and are low on operating costs.

18
2.4. THEORIES RELATED TO THE TOPIC:

Agency Theory:

Agency theory explores the principal-agent relationship, where the manufacturer (principal)
delegates tasks or responsibilities to the dealer (agent). Dealer satisfaction can be analyzed
through the lens of agency theory by examining issues such as information asymmetry, incentive
alignment, and monitoring mechanisms between manufacturers and dealers.

Expectancy Theory:

Expectancy theory posits that individuals are motivated to act based on their expectations of
desired outcomes. Applied to dealer satisfaction, this theory suggests that dealers' satisfaction
levels are influenced by their expectations regarding rewards, recognition, and support from the
manufacturer, as well as their perceptions of the effort required and the likelihood of achieving
desired outcomes.

Transaction Cost Economics:

Transaction cost economics focuses on the costs associated with transactions between parties,
such as negotiation, monitoring, and enforcement costs. Dealer satisfaction can be examined
from a transaction cost economics perspective by analyzing factors that affect transaction costs,
such as information asymmetry, opportunism, and asset specificity, and how these factors
influence the dealer-manufacturer relationship.

Social Exchange Theory:

Social exchange theory emphasizes the give-and-take relationships between individuals or

groups, where actions are motivated by the expectation of reciprocity and mutual benefit. In the
context of dealer satisfaction, social exchange theory suggests that dealers' satisfaction levels are
influenced by their perceptions of the fairness, trustworthiness, and reciprocity in their
interactions with the manufacturer.

19
Resource Dependence Theory:

Resource dependence theory examines how organizations depend on external resources to

achieve their goals and survive. Applied to dealer satisfaction, this theory suggests that dealers'
satisfaction levels are influenced by their perceived access to critical resources, such as product
information, marketing support, training, and financial incentives, provided by the manufacturer.

Stakeholder Theory:

Stakeholder theory posits that organizations have a responsibility to consider the interests and
needs of all stakeholders, including dealers, in their decision-making processes. Dealer
satisfaction can be analyzed through stakeholder theory by examining how manufacturers
balance the interests of dealers with those of other stakeholders, such as customers, shareholders,
and employees, to achieve long-term success and sustainability.

Service Quality Theory:

Service quality theory focuses on the dimensions of service quality, such as reliability,
responsiveness, assurance, empathy, and tangibles. Dealer satisfaction can be assessed based on
the quality of services provided by the manufacturer, including pre-sales support, product
delivery, after-sales service, and problem resolution, and how these services meet or exceed
dealers' expectations.

20
2.5.REVIEW OF LITERATURE:

Nicholas - The Influence Of Brand Truste And Service Quality On The Customer
Satisfaction of Honda Motor Dealers (Study on Honda Motorcycle Users in Medan City) –
2023- In customer satisfaction at Honda dealer Sisingamangaraja No. 362 Medan City in the
realization that less than the maximum is also evidenced in the reviews given to the dealer is
very much a low rating given customers Honda dealer Sisingamangaraja No. 362 City Terrain.
This study aims to analyze the effect of brand trust on customer satisfaction at Honda motorcycle
dealers, analyze the effect of service quality on customer satisfaction at Honda motorcycle
dealers, and to analyze the effect of brand trust and service quality on customer satisfaction at
Honda Motorcycle Medan dealers. The form of research used in this study is quantitative
research with associative approach. Sampling is done through probability sampling technique
and using 100 respondents as a sample. Data analysis methods used are validity test, reliability
test, classical assumption test, multiple linear regression analysis, and hypothesis test. The results
of this study show that brand trust does not significantly affect customer satisfaction. Meanwhile,
service quality significantly affects customer satisfaction. However, brand trust and service
quality, affect equally to Customer Satisfaction

Lucrezia - Dealer Satisfaction in Automotive Channel Relationships: Antecedents and

Consequences – 2023 - Drawing from studies on relational capital value and the importance
accorded to the satisfaction, we analyzed the relationship between industrial and commercial
customers. A gap in literature is due to the major focus on business-to-consumer relationship and
a consequent less importance reserved to the business-to-business sector. The effects of variables
related to the supplier’s product offering, marketing actions, and aftersales assistance in
determining dealer satisfaction and trust have been relatively neglected. We applied industrial
consumer satisfaction model to the context of automotive sector and integrated it with other
strategic variables as trust and reputation. We argue that supply chain success is also due to
dealer satisfaction and propose causal linkages in which dealer satisfaction is recognized as an
antecedent of trust and reputation. Empirical results confirm the importance of dealer satisfaction
in the process of building a lasting relationship between buyers and sellers.

21
Jignesh - Enhancing Dealer Satisfaction: Assessing Durability and Business Support of LG
Products in Ahmedabad (2023) - Marketing is a communication process with the goal of
allowing individuals or groups to purchase products and services that may satisfy their current or
newly determined needs or desires. The purpose of this report was to determine the level of
dealer satisfaction with LG electronics. To investigate the factors influencing LG electronics
retailers .The study focused on numerous areas where LG electronics could be improved from
the perspective of dealers. The study also investigated the close impact of sales promotion on
sales. The study was carried out through data analysis and interpretation, which revealed that the
majority of the dealers have 10-15 years of expertise in cement dealership, with some dealers
dealing with LG electronics for more than ten years. Most merchants are pleased with the quality
of the cement and rank the brand highly. Discounts were the most important promotional aspect
that drove retailers to adopt LG electronics. According to dealers, outdoor advertising and
electronic media are more efficient ways to promote LG products Promotional plans and
company service are the most important supports that dealers require. According to the survey,
dealers should be encouraged by organizing special meetings and engagements. The majority of
the merchants recommended nice and modern products. Promotional activities such as discounts,
gifts, and prizes might be improved. This study also stated that because media has a greater
impact, companies should invest in more mass media and outdoor commercials to promote their
brand. Service delivery time should be improved. Improvements in recognizing the merchants
with the largest annual sales turnover. Regular feedback could be enhanced as well. The majority
of dealers indicate that the product's price is below the acceptable threshold. The corporation
should provide a reasonable credit period to its dealers so that both the company and the dealers'
profit.

Wolfgang meing - Dealer satisfaction and its significance with regard to the relationship
between authorized car dealers and manufacturers/importers (2024)- Considering the fact
that the way in which a dealer is treated by its manufacturer has decisive influence on the
dealer’s commitment to the brand as well as on the dealer’s business success, an examination of
dealer satisfaction or dissatisfaction has become strikingly important during the last few years.
For this purpose a questionnaire has been developed by the Forschungsstelle
Automobilwirtschaft (FAW), Bamberg with the aim to assess the Dealer Satisfaction Index

22
(DSI). The main objective of this questionnaire is to evaluate the significance of various factors
with regard to business success for all brands and dealerships, and to provide a profound result
concerning satisfaction or dissatisfaction of all dealers with their brand. Since its start in 1995,
the DSI has gained increasing importance throughout both trade and industry. With regard to the
development the dealer satisfaction has undergone since 1995, it is highly remarkable that the
dissatisfaction still persisting in 1996 did not continue in 1997. The overall satisfaction has
increased markedly.

Alexander - The Link between Customer Satisfaction and Dealer Satisfaction — The Case
of the German Car Industry ( 1999) - The satisfaction of car dealers with their suppliers has
gained some remarkable attention in the German car industry in recent years. A major reason for
this phenomenon may be seen in the apparent link between dealer satisfaction and customer
satisfaction. Although this relation seems apparent, the positive link between dealer and
customer satisfaction is not proven. For example, there exists no empirical evidence for the
causality of the relation. Therefore, the goal of this paper is to gain some theoretical insights into
the relationship on the basis of preliminary findings and additional industry related
considerations. The findings of the analysis point out, that on the basis of preliminary empirical
findings there is only a weak support for the assumption of a positive relationship. In addition,
the direction of the connection is yet unclear. According to a more theoretical viewpoint, it
seems to be more likely that the two constructs are at least positively related. An additional
calculation will show, that none of the two constructs has a higher impact on the other.
Limitations of these findings are going to be shown as well as implications for future research in
this area.

23
 CHAPTER 3

RESEARCH METHODOLOGY

24
3.1. RESEARCH METHODOLOGY:
Methodology is a way to systematically solve research problems. It explains the various steps
that are generally adopted by a researcher in studying the research problem with the logic behind
them.

3.2. RESEARCH DESIGN:

A research design is the detailed blue print used to guide a research study towards its objectives.
It helps to collect, measure and analysis of data. The present study seeks to understand employee
attrition in the company.

3.3. DESCRIPTIVE RESEARCH DESIGN:

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred. Rather it
addresses the "what" question. The characteristics used to describe the situation or populations
are usually some kinds of categorical scheme also known as descriptive categories

3.4. SOURCES OF DATA COLLECTION:

The collection of data is considered to be one of the most important aspects in the research
methodology. Both primary and secondary data is used in this study in order to meet the
requirements of the purpose.

PRIMARY DATA:

Primary data are those data which is collected for the first time and are thus fresh in nature. They
are first-hand information. Under this study primary data was collected by using structured
questionnaire. The structured questionnaire consists of both open ended and closed ended
questions. The primary data has been collected through the questionnaire-by means of personal
interview. The questionnaire consists of number of questions printed in a definite order on a
form. The primary data was collected from employees in the company.

25
SECONDARY DATA:

The secondary data is sourced from various website, magazines, books, periodical surveys.

3.5. SAMPLING DESIGN:

Sampling is a method of selecting experimental units from a population so that we can make
decision about the population. Sampling Design is design or a working plan, that specifies the 23
population frame, sample size, sample selection, and estimation method in detail. Objective of
the sampling design is to know the characteristic of the population.

3.6. SAMPLING TECHNIQUE:

Non-Probabilistic Convenient sampling method is used to collect the data.

CONVENIENT SAMPLING:

Convenience sampling is a type of non-probability sampling that involves the sample being
drawn from that part of the population that is close to hand. This type of sampling is most useful
for pilot testing.

SAMPLE SIZE:

A sample size of 103 has been taken into consideration.

SAMPLE UNIT:

The respondents of the study are Dealers of Ashok Leyland Gensets . Each individual is
considered to be the sampling unit.

3.7. TOOLS FOR DATA ANALYSIS:

The data has been mainly analyzed by using the following fundamental methods and tests.

1. Percentage Analysis
2. Independent T test

26
3. One Way ANOVA
4. Chi-Square
5. Correlation
All the tests were done in IBM SPSS Statistics Version 20.0

1. PERCENTAGE ANALYSIS

Percentage analysis is a type of statistical analysis used to determine the relative size or
proportion of a certain variable or subset of a data set. It involves calculating the percentage of
observations that belong to a particular category or group within the data set. This can be useful
for identifying patterns, trends, and relationships within the data. This information can be used to
inform decision-making and planning, and to identify areas where improvements may be needed.

2. INDEPENDENT T-TEST

A t-test is an analysis of two populations means through the use of statistical examination; a ttest
with two samples is commonly used with smallsample sizes, testing the difference between 24
the samples when the variances/SD of two normal distributions are not known. A t-test looks at
the t-statistic, the t-distribution and degrees of freedom to determine the probability of difference
between populations for hypothesis testing. T Test is popularly called as Student's T test in the
name of its founder Sir William Gossett whose pen name was ‘Student’ while publishing this
test.

NULL AND ALTERNATIVE HYPOTHESES FOR THE INDEPENDENT T-TEST

Two tailed test hypothesis:

H0: μ1=μ0

If the calculated value is more than the table value at 5% or 1% significance value, Null
Hypothesis is rejected. So, the alternative hypothesis will be accepted in that case.

H1: μ1≠μ0

If the calculated value is less than the table value at 5% or 1% significance value, Null
Hypothesis is accepted.

27
3. ONE WAY ANOVA:

One-way ANOVA (Analysis of Variance) is a statistical technique used to compare the means of
three or more groups. It determines whether there is a statistically significant difference between
the means of the groups or if the differences are simply due to chance. One-way ANOVA
assesses the variability between the groups and the variability within the groups. The test
calculates an F-value, which represents the ratio of the between-group variance to the within-
group variance. The F-value is compared to a critical value from an F-distribution 25 table, and if
it exceeds this value, the differences between the means are considered statistically significant.
One-way ANOVA is commonly used in experimental research, data analysis, and quality control
to compare multiple groups simultaneously. If calculated value < table value, Null hypothesis is
accepted.

H1: μ1≠μ2≠μ3

If calculated value > table value, Null hypothesisis rejected & Alternate hypothesis is accepted.

28
 H0: μ1=μ2=μ3

Formula: F = MS (Factor) / MS (Error)

4. CHI-SQUARE

The Chi-Square test (also χ2 test) is a statistical test used to analyse the association between two
categorical variables. It determines whether the observed frequency distribution of one variable
is significantly different from the expected frequency distribution, given the distribution of the
other variable. The test compares the observed and expected frequencies in a contingency table
and calculates a Chi-Square statistic, which represents the difference between the observed and
expected frequencies. The Chi-Square statistic is compared to a critical value from a Chi-Square
distribution table, and if it exceeds this value, the difference is considered statistically significant.
Chi-Square tests are commonly used in hypothesis testing and research studies to examine the
relationship between two categorical variables.

5. CORRELATION

Correlation analysis is a statistical method used to measure the degree of association or

relationship between two continuous variables. It involves calculating a correlation coefficient
that ranges between -1 and +1, with values closer to -1 indicating a negative correlation, values
closer to +1 indicating a positive correlation, and values closer to zero indicating no correlation.
Correlation analysis can help researchers identify patterns and relationships in data, and can be
used to test hypotheses about the strength and direction of relationships between variables. It is
commonly used in social science, economics, and other fields to examine the relationships
between variables such as income and education, or age and health. Correlation analysis 26
assumes that the relationship between the variables is linear, and may not be appropriate for all
types of data.

Karl Pearson’s Coefficient of Correlation formula

r = [nΣxy - (Σx)(Σy)] / [(√[nΣx² - (Σx)²])(√[nΣy² - (Σy)²])]

Where:

• n is the number of paired observations

29
• Σxy is the sum of the product of each paired observation of x and y

• Σx is the sum of all x values

• Σy is the sum of all y values

• Σx² is the sum of the squared values of x

• Σy² is the sum of the squared values of y

30
 CHAPTER- 4

FORMULATION OF HYPOTHESIS, DATA

ANALYSIS AND INTERPRETATION

31
4.1. PERCENTAGE ANALYSIS TEST

4.1.1. PLACE WISE CLASSIFICATION OF THE RESPONDENTS

Place
Frequency Percent Valid Percent Cumulative
Percent
Chennai 59 57.3 57.3 57.3
Valid Outside Chennai 44 42.7 42.7 100.0
Total 103 100.0 100.0

INTERPRETATION:
From the above table it is evident that 57.3% of the respondents are from chennai while
remaining 42.7% are from outside chennai.

32
INDEPENDENT SAMPLE T-TEST:
4.2.1.Product performance * Location

H0: There is no significant difference between Product performance and Location.

H1: There is a significant difference between Product performance and Location.

Group Statistics

Place N Mean Std. Deviation Std. Error Mean

Chennai 59 3.56 .726 .094

product performance
Outside Chennai 44 3.45 .627 .095

Independent Samples Test

Levene's Test for t-test for Equality of Means

Equality of
Variances

F Sig. t df Sig. (2- Mean Std. Error 95% Confidence

tailed) Difference Difference Interval of the
Difference

Lower Upper

Equal
variances 1.925 .168 .767 101 .445 .105 .137 -.166 .376
assumed
product
performance
Equal
variances not .784 98.753 .435 .105 .134 -.160 .370
assumed

33
INFERENCE:

The t-test value is rejected at 5% level of significance (t value is 0.767), so the null hypothesis is
accepted and alternate hypothesis is rejected. There exists a no significant difference between
Product performance and Location. From the group statistics it is relevant that product
performance is good in chennai compared to outside locations. The company can take initiatives
to improve the dealer satisfaction levels with respect to product performance.

34
4.2.2.Product Quality * Location
H0: There is no significant difference between Product quality and Location.

H1: There is a significant difference between Product quality and Location.

Group Statistics

Place N Mean Std. Deviation Std. Error Mean

Chennai 59 3.66 .801 .104

product quality
Outside Chennai 44 3.70 .734 .111

Independent Samples Test

Levene's Test for t-test for Equality of Means

Equality of
Variances

F Sig. t df Sig. (2- Mean Std. Error 95% Confidence

tailed) Difference Difference Interval of the
Difference

Lower Upper

Equal
-
variances .630 .429 101 .778 -.044 .154 -.349 .262
.283
assumed
product
quality
Equal
-
variances not 96.740 .775 -.044 .152 -.345 .258
.286
assumed

35
INFERENCE:

The t-test value is rejected at 5% level of significance (t value is -0.283), so the null hypothesis is
accepted and alternate hypothesis is rejected. There exists a no significant difference between
Product quality and Location. From the group statistics it is relevant that product quality is better
at places outside Chennai.

36
4.2.3.After sales service * Location

H0: There is no significant difference between After sales service and Location.

H1: There is a significant difference between After sales service and Location.

Group Statistics

Place N Mean Std. Deviation Std. Error Mean

Chennai 59 3.05 .600 .078

after sales services support
Outside Chennai 44 3.05 .714 .108

Independent Samples Test

Levene's Test t-test for Equality of Means

for Equality of
Variances

F Sig. t df Sig. Mean Std. Error 95% Confidence

(2- Difference Difference Interval of the
tailed) Difference

Lower Upper

Equal
variances 2.092 .151 .042 101 .967 .005 .130 -.252 .262
after sales assumed
services
support Equal
variances not .041 83.095 .968 .005 .133 -.259 .270
assumed

37
INFERENCE:

The t-test value is rejected at 5% level of significance (t value is 0.42), so the null hypothesis is
accepted and alternate hypothesis is rejected. There exists a no significant difference between
after sales service and Location. 'From the group statistics it is found that there is no difference
in the opinion expressed by dealers in both Chennai and outside Chennai location. The company
can take steps to improve their after sales support

38
4.2.4.Spares availability * Location

H0: There is no significant difference between Spares availability and Location.

H1: There is a significant difference between Spares availability and Location.

Group Statistics

Place N Mean Std. Deviation Std. Error Mean

Chennai 59 3.19 .682 .089

spares availability
Outside Chennai 44 3.32 .829 .125

Independent Samples Test

Levene's Test for t-test for Equality of Means

Equality of
Variances

F Sig. t df Sig. (2- Mean Std. Error 95% Confidence

tailed) Difference Difference Interval of the
Difference

Lower Upper

Equal
-
variances 2.807 .097 101 .379 -.132 .149 -.427 .164
.884
assumed
spares
availability
Equal
-
variances not 81.870 .393 -.132 .153 -.437 .173
.860
assumed

39
INFERENCE:

The t-test value is rejected at 5% level of significance (t value is -0.884), so the null hypothesis is
accepted and alternate hypothesis is rejected. There exists a no significant difference between
Spares availability and Location. From the group statistics it is relevant that Spares availability is
good at outside Chennai.

40
4.2.5.Sales team response * Location

H0: There is no significant difference between sales team response and Location.

H1: There is a significant difference between sales team response and Location.

Group Statistics

Place N Mean Std. Deviation Std. Error Mean

Chennai 59 3.19 .572 .074

sales team response
Outside Chennai 44 2.95 .714 .108

Independent Samples Test

Levene's Test t-test for Equality of Means

for Equality of
Variances

F Sig. t df Sig. Mean Std. Error 95% Confidence

(2- Difference Difference Interval of the
tailed) Difference

Lower Upper

Equal
variances .192 .662 1.830 101 .070 .232 .127 -.019 .483
assumed
sales team
response
Equal
variances not 1.772 80.338 .080 .232 .131 -.028 .492
assumed

41
INFERENCE:

The t-test value is rejected at 5% level of significance (t value is 1.830), so the null hypothesis is
accepted and alternate hypothesis is rejected. There exists a no significant difference between
sales team response and Location. From the group statistics it is relevant that sales team response
is good within Chennai. The company can devise strategies to improve their sales team response
rate in all their areas

42
 CHAPTER 5

SUMMARY AND CONCLUSION

43
5.1. FINDINGS:
 Limited availability of spare parts for repairs and maintenance could hamper dealer
satisfaction, especially if customers face delays in getting their gensets serviced.
 Inadequate technical support from Ashok Leyland for troubleshooting and resolving
technical issues may pose a challenge for dealers in meeting customer needs promptly.
 If Ashok Leyland's diesel gensets are priced higher compared to competitors' offerings
with similar features and quality, dealers may find it challenging to satisfy price-sensitive
customers.
 Poor communication channels between dealers and the company regarding product
updates, marketing support, or any other relevant information may lead to dissatisfaction
among dealers.
 Challenges related to regulatory compliance, such as changes in emissions standards or
certification requirements, may increase the complexity of selling and servicing diesel
gensets, impacting dealer satisfaction.

Percentage analysis:

 It is evident that 57.3% of the respondents are from chennai while remaining 42.7% are
from outside chennai.

Independent sample T-test:

 From the Independent Sample t-test the group statistics table it is relevant that product
performance is good in chennai compared to outside locations. The company can take
initiatives to improve the dealer satisfaction levels with respect to product performance.
 From the Independent Sample t-test the group statistics table it is relevant that product
quality is good at outside chennai
 From the Independent Sample t-test thegroup statistics it is found that there is no
difference in the opinion expressed by dealers in both Chennai and outside Chennai
location. The company can take steps to improve their after sales support.
 From the Independent Sample t-testthe group statistics table it is relevant that spares
availability is good at outside Chennai.

44
 From the Independent Sample t-test the group statistics it is relevant that sales team
response is good within Chennai. The company can devise strategies to improve their
sales team response rate in all their areas

5.2. SUGGESTIONS:

 The company can take initiatives to improve the dealer satisfaction levels with respect to
product performance.
 The business can take steps to raise dealer satisfaction levels for dealers present in
chennai in relation to product quality.

 The company can take steps to improve their after sales support.

 The observation that spares availability is better outside Chennai indicates a potential
area for improvement . It's essential to investigate the reasons behind the difference and
take measures to ensure adequate spares availability in Chennai, which may involve
optimizing inventory management, supply chain processes, or vendor relationships.
 The company can devise strategies to improve their sales team response rate in all their
areas
.

45
5.3.CONCLUSION:
In conclusion, the study on dealer satisfaction of diesel gensets of Ashok Leyland has provided
valuable insights into the dynamics of the dealer-manufacturer relationship and the factors
influencing dealer satisfaction in the context of the diesel genset market. Through a
comprehensive analysis of dealer feedback, perceptions, and experiences, several key findings
have emerged, shedding light on areas of strength and opportunities for improvement.

The study has highlighted the critical importance of factors such as product quality, marketing
support, after-sales service, communication channels, incentive programs, and relationship
management in shaping dealer satisfaction levels. Dealers place significant emphasis on reliable
product quality, effective marketing support, responsive after-sales service, and transparent
communication from the manufacturer.

Moreover, the study has underscored the importance of fostering trust, collaboration, and mutual
respect between Ashok Leyland and its dealers to strengthen relationships and drive mutual
success in the diesel genset market. Recommendations have been provided to address areas for
improvement, including enhancing product quality, optimizing marketing support and after-sales
service, simplifying incentive programs, and strengthening dealer relationships through
continuous engagement and support.

By implementing the suggested strategies and recommendations, Ashok Leyland can enhance
dealer satisfaction, improve dealer performance, and achieve sustainable growth and success in
the competitive diesel genset market. Moving forward, it is essential for Ashok Leyland to
prioritize dealer satisfaction as a strategic imperative and continue to invest in building strong,
mutually beneficial relationships with its dealer network.

Overall, the insights gained from this study will serve as a valuable resource for Ashok Leyland's
management in formulating strategies, policies, and initiatives to enhance dealer satisfaction and
drive long-term success in the diesel genset segment.

46
BOOKS REFERRED:

 "Dealer Satisfaction in Industrial Markets" by Claes Fornell and Birger Wernerfelt

 Customer Satisfaction: The Customer Experience Through the Buyer's Eyes" by Robert
L. Meyer and Christopher R. Schwepker Jr.
 “Marketing Channels" by Bert Rosenbloom

BIBLIOGRAPHY:

 https://www.ashokleyland.com/in/en/products/power-solutions/diesel-generators
 https://www.psmarketresearch.com/market-analysis/india-diesel-genset-market
 https://www.mordorintelligence.com/industry-reports/india-diesel-generator-market
 https://www.giiresearch.com/report/ren1246759-india-diesel-genset-market-size-forecast-
industry.html

REFERENCE:

 Ginting, M. A. R., & Marpaung, N. (2023). The Influence Of Brand Truste And Service
Quality On The Customer Satisfaction of Honda Motor Dealers (Study on Honda
Motorcycle Users in Medan City). Journal of Economics and Business
(JECOMBI), 3(03), 98-107.
 De Cosmo, L. M., & Palumbo, A. (2016). Dealer satisfaction in automotive channel
relationships: Antecedents and consequences. In Rediscovering the Essentiality of
Marketing: Proceedings of the 2015 Academy of Marketing Science (AMS) World
Marketing Congress (pp. 323-336). Springer International Publishing.
 Gohel, B., Yadav, V., & Vidani, J. (2023). Enhancing Dealer Satisfaction: Assessing
Durability and Business Support of LG Products in Ahmedabad.
 Meinig, W. (1998). Dealer satisfaction and its significance with regard to the relationship
between authorized car dealers and manufacturers/importers. der markt, 37, 12-20.

47
 Decker, A. (1999). The Link between Customer Satisfaction and Dealer Satisfaction—
The Case of the German Car Industry. In Service Quality and Management (pp. 55-88).
Wiesbaden: Deutscher Universitätsverlag.

48
ANNEXURE:

Questionnarie – Chennai Genset Dealers

 Name of the owner :

 Mobile Number :

1. Where is your workplace located

a) Chennai b) Outside Chennai

2. Do You have Experience with AL DG sets ?

( If ‘Yes’ Rate the Below Feedback Questions )

a) Product Performance -
b) Product Quality -
c) After sales Service Support -
d) Whether our AL team was easily Accessible -
e) Spares Availability -
f) Sales team Response -

3. Problems Faced while using AL Gensets .

(If ‘No’ will you be interested to deal with AL gensets)

a) Yes ? b) No?
Remarks:
4. Currently what brand you are dealing with ? What makes you to deal withthem ?
5. Please share your valuable Suggestions to Ashok Leyland to become channel partner for
your company .

6. Any other Feedback :

49