A STUDY ON CUSTOMER SATISFICATION OF SWARAJ TRACTOR AT

CHENNAI

CHAPTER I

INTRODUCTION
Satisfaction is consumer’s fulfilment response. It is a judgment that a product or a service
feature or the product or service itself provides pleasurable level of consumption related
fulfilment.
Customer’s satisfaction influenced by specific product are service features and by perceptions
of quality. It is also influenced by specific service attributions, and their perceptions
MARKETING ORGANIZATION
CEO

MANAGING DIRECTOR

TRANSFER MANAGER WORK MANAGER EXECUTIVE MANAGER SALE

& SERVICE
MANAGER
Customer Satisfaction is the pillar of the marketing concept.
Satisfaction is consumer’s fulfillment response. It is a judgment that a product or a service
feature or the product or service itself provides pleasurable level of consumption related
fulfillment.
Customer’s satisfaction influenced by specific product are service features and by perceptions
of quality. It is also influenced by specific service attributions, and their perceptions
The telling factor in the company’s long run fortunes will be the amount of customer
satisfaction that it managers to generate. But it doesn’t not mean the company’s sole aim is to
maximize Customer Satisfaction. If that where the case, it should simply put out the best
product and service in the world and price is below cost. There by it would be creating
substantial customer satisfaction. But in the long run it would be also be out of business.
Customer Satisfaction like happiness bet achieved by rendering substantial forma of
assistance to others rather than by direct pursuit.

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Companies that move towards adopting the market concept benefit themselves and The
society. It leads the society’s recourse to move in the direction of social needs, there by
bringing the interests of business firms and the interest of society in to harmonious
relationship. Thus the third pillory of the marketing concept aims to achieve good profits by
giving the customer genuine values in the satisfaction.
Customer satisfaction, a business term, is a measure of how products and services supplied by
a company meet or surpass customer expectation. It is seen as a key performance indicator
within business and is part of the four perspectives of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer satisfaction

is seen as a key differentiator and increasingly has become a key element of business
strategy. Increasing competition (whether for-profit or nonprofit) is forcing businesses to pay
much more attention to satisfying customers. (It may help the reader to notice the role of
customer satisfaction in the overall context of product or service development and
management.
MEASURING CUSTOMER SATISFACTION
Organizations are increasingly interested in retaining existing customers while targeting non-
customers;[2] measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of
the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and recommend
rate. The level of satisfaction can also vary depending on other options the customer may
have and other products against which the customer can compare the organization's products.
Because satisfaction is basically a psychological state, care should be taken in the effort of
quantitative measurement, although a large quantity of research in this area has recently been
developed. Work done by Berry, Brooder between 1990 and 1998[3] defined ten 'Quality
Values' which influence satisfaction behavior, further expanded by Berry in 2002 and known
as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value,
Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front
line Service Behaviors, Commitment to the Customer and Innovation. These factors are
emphasized for continuous improvement and organizational change measurement and are
most often utilized to develop the architecture for satisfaction measurement as an integrated

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model. Work done by Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the
basis for the measurement of customer satisfaction with a service by using the gap between
the customer's expectation of performance and their perceived experience of performance.
This provides the measurer with a satisfaction "gap" which is objective and quantitative in
nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory
of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different
measures (perception and expectation of performance) into a single measurement of
performance according to expectation. According to Garbrand, customer satisfaction equals
perception of performance divided by expectation of performance.
[4]
The usual measures of customer satisfaction involve a survey with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement and in
term of their perception and expectation of the performance of the organization being
measured.

Customer Loyalty
"It takes a lot less money to increase your retention of current customers than to find new
ones-but I know I don't give it as much effort as I should because it does take a lot of energy
and effort!"
Strategize And Plan For Loyalty!
 Do you even have a specific plan for building customer loyalty?
 I bet you haven't given it as much thought as you should- because to tell the truth I
need to give it more effort also.

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  If you currently retain 70 percent of your customers and you start a program to
improve that to 80 percent, you'll add an additional 10 percent to your growth rate.
 Particularly because of the high cost of landing new customers versus the high
profitability of a loyal customer base, you might want to reflect upon your current
business strategy.
These four factors will greatly affect your ability to build a loyal customer base:
1. Products that are highly differentiated from those of the competition.
2. Higher-end products where price is not the primary buying factor.
3. Products with a high service component.
4. Multiple products for the same customer.
Market to Your Own Customers!
Giving a lot of thought to your marketing programs aimed at current customers is one aspect
of building customer loyalty.
When you buy a new car, many dealers will within minutes try to sell you an extended
warranty, an alarm system, and maybe rust proofing. It's often a very easy sale and costs the
dealer almost nothing to make. Are there additional products or services you can sell your
customers.
Three years ago my house was painted, and it's now due for another coat. Why hasn't the
painter called or at least sent a card? It would be a lot less expensive than getting new
customers through his newspaper ad, and since I was happy with his work I won't get four
competing bids this time. Keep all the information you can on your customers and don't
hesitate to ask for the next sale.
Use Complaints To Build Business!
When customers aren't happy with your business they usually won't complain to you -
instead, they'll probably complain to just about everyone else they know - and take their
business to your competition next time. That's why an increasing number of businesses are
making follow-up calls or mailing satisfaction questionnaires after the sale is made. They find
that if they promptly follow up and resolve a customer's complaint, the customer might be
even more likely to do business than the average customer who didn't have a complaint.
In many business situations, the customer will have many more interactions after the sale
with technical, service, or customer support people than they did with the sales people. So if
you're serious about retaining customers or getting referrals, these interactions are the ones

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that are really going to matter. They really should be handled with the same attention and
focus that sales calls get because in a way they are sales calls for repeat business.

Reach Out To Your Customers!

Contact . . . contact . . . contact with current customers is a good way to build their loyalty.
The more the customer sees someone from your firm, the more likely you'll get the next
order. Send Christmas cards, see them at trade shows, stop by to make sure everything's okay.
Send a simple newsletter to your customers-tell them about the great things that are
happening at your firm and include some useful information for them. Send them copies of
any media clippings about your firm. Invite them to free seminars. The more they know about
you, the more they see you as someone out to help them, the more they know about your
accomplishments-the more loyal a customer they will be.
Loyal Customers and Loyal Workforces
Building customer loyalty will be a lot easier if you have a loyal workforce-not at all a given
these days. It is especially important for you to retain those employees who interact with
customers such as sales people, technical support, and customer-service people. Many
companies give a lot of attention to retaining sales people but little to support people. I've
been fortunate to have the same great people in customer service for years-and the
compliments from customers make it clear that they really appreciate specific people in our
service function. The increasing trend today is to send customer-service and technical-support
calls into queue for the next available person. This builds no personal loyalty and probably
less loyalty for the firm. Before you go this route, be sure this is what your customers prefer.
Otherwise I'd assign a specific support person to every significant customer.
“MARKETTING JOB IS TO CONVERT SOCIETAL NEEDS IN TO PROFITABLE
OPPORTUNITIES”.
Definition of marketing as follows
“Marketing is a social managerial process by which individuals and group obtain what the
need and want through creating. Offering and exchanging products of value with others”.
This definition of marketing rests on the following core concepts needs, wants and elements,
products (goods, services and ideas); value cost and satisfaction exchange and transactions,
relationships and networks, markets and marketers and prospects.
THE MAKETING CONCEPT
“ The marketing concept hold that key to achieving organizations goals consists of being
more effective than competitor in integrating more effective then competitive in integrating

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marketing activities towards determining and satisfying the needs and wants of target
markets”.

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 Customer is the king; this is all the more apt for today's business environment where,
all other factors remaining more or less constant, it is the value addition to the customer that
is making all the difference.

Customer satisfaction depends on the performance relative to a expectations.

A key premise in customer satisfaction is understanding the needs and meeting or exceeding
the expectations of customers. Furthermore, this is done while optimally using resources.
While most companies have developed strategies to improve quality and external customer
service, internal customer satisfaction is a much neglected component of quality
improvement. To this end, it is important to emphasize that total customer satisfaction can be
attained only if all employees devoted to external customer satisfaction can work together
and assist each other to achieve the common objective, when the internal customer isn't
satisfied, Relationships with the external customer suffer. So, it is suggested to adopt
customer oriented approach to keep the internal customer satisfied and motivated, who in turn
will focus their attention and energy upon meeting the requirements of their customers,
thereby maximizing the customer, thereby maximizing the customer satisfaction.

Customer satisfaction survey is the process to monitor the satisfaction quotient of

their people. In internal satisfaction surveys therefore tracks the return on your investments in
keeping your people happy, high salaries, a quality culture, a healthy work environment.
Last, but not the least internal customer satisfaction survey helps in finding the critical areas,
which need further improvement.
Why Organizations Focus on Customer Satisfaction
Businesses monitor customer satisfaction in order to determine how to increase their
customer base, customer loyalty, revenue, profits, market share and survival. Although
greater profit is the primary driver, exemplary businesses focus on the customer and his/her
experience with the organization. They work to make their customers happy and see customer
satisfaction as the key to survival and profit. Customer satisfaction in turn hinges on the
quality and effects of their experiences and the goods or services they receive.

Customer Satisfaction

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 The definition of customer satisfaction has been widely debated as organizations
increasingly attempt to measure it. Customer satisfaction can be experienced in a variety of
situations and connected to both goods and services. It is a highly personal assessment that is
greatly affected by customer expectations. Satisfaction also is based on the customer’s
experience of both contact with the organization (the “moment of truth” as it is called in
business literature) and personal outcomes. Some researchers define a satisfied customer
within the private sector as “one who receives significant added value” to his/her bottom
line—a definition that may apply just as well to public services. Customer satisfaction differs
depending on the situation and the product or service. A customer may be satisfied with a
product or service, an experience, a purchase decision, a salesperson, store, service provider,
or an attribute or any of these. Some researchers completely avoid “satisfaction” as a
measurement objective because it is “too fuzzy an idea to serve as a meaningful
benchmark.”4 Instead, they focus on the customer’s entire experience with an organization or
service contact and the detailed assessment of that experience.

For example, reporting methods developed for health care patient surveys often ask
customers to rate their providers and experiences in response to detailed questions such as,
“How well did your physicians keep you informed?” These surveys provide “actionable” data
that reveal obvious steps for improvement. Customer satisfaction is a highly personal
assessment that is greatly influenced by individual expectations

Some definitions are based on the observation that customer satisfaction or

dissatisfaction results from either the confirmation or disconfirmation of individual
expectations regarding a service or product. To avoid difficulties stemming from the
kaleidoscope of customer expectations and differences, some experts urge companies to
“concentrate on a goal that’s more closely linked to customer equity.” Instead of asking
whether customers are satisfied, they encourage companies to determine how customers hold
them accountable Customer satisfaction, a business term, is a measure of how products and
services supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business

Customer satisfaction depends on the product’s performance relative to a buyer’s

expectation, the customer is dissatisfied. If preference matches expectations, the customer is
satisfied. If preference is exceeds expectation, the customer is highly satisfied or delighted
outstanding marketing insurance companies go out of their way to keep their customer
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satisfied. Satisfied customers make repeat purchases insurance products and tell other about
their good experiences with the product. The key is to match customer expectations with
company performance. Smart insurance company’s aim to delight customers by promising
only what they can deliver, then delivering more than the promise. Consumers usually face a
broad array of products and services that might satisfy a given need. How do they choose
among these many marketing makers offers? Consumers make choices based on their
perception of the value and satisfaction that various products and services deliver.

Customer value is the difference between the values the customer gains from owning and
using a product and the costs of obtaining the products customers from expectations about the
value of various marketing offers and buy accordingly. How do buyers from their
expectations? Customer expectations are based on past buying experiences, the opinion of
friends and marketer and competitor information and promises.

Customer satisfaction with a purchase depends on how well the product’s performance
lives up to the customers’ expectations. Customer satisfaction is a key influence on future
buying behaviour. Satisfied customers buy again and tell others about their good experiences
dies-satisfied customer’s of ten switches to competitors and disparage the products to others.
An insurance provider open only to active duty, retired and separated military members and
their immediate families and therefore not included in the rankings, achieved a satisfaction
ranking equal to that any insurance company.

In general, customer satisfaction with auto insurance providers decreased

significantly, with 20 of the 21 companies surveyed decreasing in satisfaction from the
previous year. Insurance is the only carrier that did not experience a decline in satisfaction.
Though consumers report their insurance carriers are resolving their claims and problems
faster. Businesses survive because they have customers who are willing to buy their products
or services. However, many businesses fails to “check in” with their customers to determine
whether they are happy or not and what it will make to make or keep them happy.
According to U.S consumers’ affairs department, it costs five times more to gain a
new customer than to retain an existing one. Other studies have repeated that with just a five
percent increase in Customer retention’s a firm can raise its profitability customers spend
salary at first, but with succeeding years of good experience, they will spend increasingly
more.

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 Depending on the industry and the nature of the bad experience, dissatisfied
customers will complain to 10 to 20 friends and acquaintances, which is three times more
than those with good experiences are. Hence, the negative information is influential, and
consumers generally place significant weight on it when making a decision. If that is not the
reason enough, fierce competitor is needed more and more to differentiate firms from one
another. With technology available to virtually every one today, the traditional features and
cost advantages are no longer relevant. Still product and service quality provides an
enormous opportunity to distinguish a firm from the rest. The Japanese have recognized this
and have though us to expect quality. Today’s consumers do, and they know more about
products and services than they ever did.
Customers are the best source of information. Whether to improve an existing product
or service or whether firms are planning to launch something new. There is no substitution
for “getting it from horse’s mouth” When you talk to your customer directly, to increase your
odds for achieving success you “mistake-proof” your decisions and work on what really
matters. When you routinely ask the customers for feedback and involve them in business
they, in turn, become committed to the success of your business.

NEED OF INTERNAL CUSTOMER SATISFACTION SURVEY ARISES DUE TO

FOLLOWING REASONS.

 Rapidly growing organization.

 High or growing turnover rate
 Excessive rumor's
 Highly competitive industry.
 Planned and recent organizational changes.

BENEFITS OF AN INTERNAL CUSTOMER SATISFACTION SURVEY

Ø It creates better teamwork and much improved work process.

Ø It leads to higher output and superior quality product.

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Ø It decreases the turnover.

Ø Reduced overheads, and increase customer satisfaction level's inter departmental.

Ø It enhance communication and hence helped in team building, hence there is less wasted
effort caused by lack of common purpose and poor communication.

Ø A good employee feedback survey improves employee attitude and boosts morals.
INTERNAL CUSTOMER-SUPPLIER RELATIONSHIP

In an organization, from procuring an order to delivering the final product, a series of

activities takes place. There are different depts. To which these activities are assigned eg.
Raw material for production is purchased by one dep’t. And supplied to other deptt. Where
the production initiates. Thus every debt. Play an important role of a customer and supplier
as well.

The importance of a customer is well known from the maxim, “Customer is the king”.
Earlier, organizational administrators concentrated only on the satisfaction of external
customers i.e. the target market. But now it is being realized that if the internal customer is
satisfied the quality as well as the quantity is also appreciable. Higher the customer
satisfaction index, higher will be the quality of the production. This results in the satisfaction
of external customers and ultimately brings profits & prosperity to the organization. It can
benefit the organization in following ways:-

1) There will be less employee turnover.

2) Optimum utilization of available resources will take place.

3) High job satisfaction and feeling of belongingness in employees.

4) Qualitative product.

5) Least conflicts in the departments.

6) Good reputation in the market and many more benefits can be accrued.

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Thus, every deptt. Should ensure that the customer deptt. is satisfied with the product and
services provided by it as it will result into an overall improvement of the organization.

To serve a final customer first of all a company has to satisfy his employees. If
employees are satisfied then they will ultimately satisfy the final customer. Three types of
marketing arise. These are a follows:-

1) Internal marketing:

It is defined as when company communicates its policies to the employees. In

this understands their employees & provides good working condition, compensation
and incentives so as to satisfy their employees. Company satisfies their employees
because they are the person in touch with the final users.

2) External marketing:

When company communicates with its final end user regarding the product
complaints & suggestions so as to satisfy them.

3) Interactive marketing:

In this employees communicate company product to its final end users.

INTRODUCTION TO CUSTOMER SATISFACTION

Today’s companies are facing their toughest competition ever. These companies can
outdo their competition if they can move from product and sales philosophy to a marketing
philosophy. We spell out in detail how companies can go about winning customers and
outperforming competitors. The answer lies in doing a better job of meeting and satisfying

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customers’ needs. Only customer-centred companies are adept at building customers, not just
building product. They are skilled in market engineering, not just product engineering.

Too many companies think that it is the marketing/sales department’s job to procure
customers. If that department cannot, the company draws the conclusion that its marketing
people aren’t very good. But in fact, marketing is only one factor in attracting and keeping
customers. The best marketing department in the world cannot spell products that are poorly
made or fail to meet anyone’s need. The marketing department can be effective only in
companies whose various departments and employees have designed and implemented a
competitively superior customer value-delivery system.

Although the customer oriented firms seek to create high customer satisfaction, its
main goal is to maximize customer satisfaction, first the company can increase customer
satisfaction by lowering its prices, but results may be lower profits second the company
might be able to increase prices. Third the company has many stake-holders including
employees, dealers, suppliers and stock holders spending more to increase customer
satisfaction might divert funds from increasing the satisfaction of other partner. Estimate the
company must operate on the philosophy that it is trying to deliver a high level of satisfaction
to the other stake-holder within the constraints of its resources. From the past studies of last
three decades we observed that the company’s first task is to create and satisfy customers.
But today’s customers face a vast array of product and brand choice prices and suppliers.

It is generally believed that customers estimate which offer will deliver the most value
customers are like value maximizes, within the bounds of search costs and limited
knowledge, mobility income, they form an expectation of value and act on it, whether or not
the offer lives up to the value expectations affects customer’s satisfaction and their
repurchase probability.

CUSTOMER VALUE

Customer delivered value is the difference between the total customer value and total
consumer cost. Consumer value is the bundle of benefits customers expect from a given
product or service. Total consumer cost it the bundle of costs consumer expect to incur in
evaluating, obtaining and using the product.

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 That two customers can report being “highly satisfied” for different reasons. One may
be easily satisfied most of the time and other might be hard to please but was pleased on this
occasion. Companies should also note that managers and salespeople can manipulate their
ratings on customer satisfaction. They can be especially nice just before the survey. They can
also try to exclude unhappy customers from the survey. Another danger is that if customers
will know that the company will go out of its way to please customers, some customers may
express high dissatisfaction (even if satisfied) in order to receive more concession.

DELIVERING CUSTOMER VALUE AND SATISFACTION:

The value chain is a tool for identifying ways to create more customer value. Every
firm is a collection of activities that are performed to design, produce, market, deliver and
support its product. The value chain identifies nine strategically relevant activities that create
value and cost in a specific business. These nine value-creating activities consist of five
primary activities and four support activities.

INTERNAL RECORD SYSTEM

Marketing managers rely on internal reports on orders, sales, prices, cost, inventory
levels, receivables, payables, and so on. By analyzing this information, they can spot
important opportunities and problems.
THE MARKETING INTELLIGENCE SYSTEM

A marketing intelligence system is a set of procedures and sources used by managers

to obtain everyday information about developments in the marketing environment. Marketing
managers collect marketing intelligence by reading books, newspapers and trade
publications; talking to customers, suppliers and distributors; meeting with other company
mangers.

First, it can train and motivate the sales force to spot and report new developments.
Sales representatives are positioned to pick up information missed by other means.

Second, the company can motivate the distributors, retailers, and other intermediaries
to pass along important intelligence.

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 Third, companies can collect competitive intelligence by purchasing competitors’
products; attending open houses and trade shows; reading competitors’ publishing reports;
attending stockholders’ meeting; talking to employees, dealers, distributors, suppliers, and
freight agents; collecting competitors’ ads; and looking up news stories about competitors on
the internet.
SOURCES OF INTERNAL DATA

Sources of internal data are of two types:

1. Internal or primary data

2. External or secondary data.

INTERNAL SOURCES

Company profit-loss statements, balance sheets, sales figures, sales call reports,
invoices, inventory reports and prior research reports.
EXTERNAL SOURCES

A) Government publications

B) Periodicals and books

C) Commercial data

NEED OF THE STUDY

Customer satisfaction survey is a systematic process for collecting consumer data, analyzing
this data to make it into actionable information, driving the results throughout an organization
and implementing satisfaction survey is a management information system that continuously
captures the voice of the customer through the assessment of performance from the
customers’ point of view.

STATEMENT OF PROBLEM
The objective of every company would be ensuring customer satisfaction for the customer
satisfaction would create loyal customers. Measuring customer satisfaction is always a
challenge, as customer either would not disclose or sometimes do not assess their satisfaction
level clearly. Many times the customer can not specify the reasons for his satisfaction.

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CHAPTER-II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
1. ” John E. G. Bateson is necessary as it familiarises the researcher with concepts and
conclusions already evolved by earlier analysts. It also enables the present researcher
to measure the scope for future study and to frame appropriate objectives for the
proposed evaluation. Since the proposed study is to analyse the gap between
expectations and perceptions in service quality, the previous studies made in this area
of research are briefly reviewed. It also includes the opinions expressed by various
authors in leading articles, journals and books.
2. Nitin Joshi1, D. P. Mishra 1 (2011) The aim of the study is to understand the
behaviour of the customer in the State of Maharashtra which is one of the most
developed states of India. The study was carried out to understand the customer
awareness on environment friendly car (EFC). The objective of the study is to
understand the awareness levels and create awareness of the EFC so that the efforts of
the manufacturing the green car will be achieved. SPSS version 17.0 has been used
for analysis of the data. Five hundred respondents have been asked to fill in a
questionnaire. The study has been done keeping in mind age group and the
geographical area of the respondents. With reference to the age group, it is observed
that there is no significant difference in the awareness
3. Nitin Joshi1, D. P. Mishra, ―Environment Friendly Car: A study of Consumer
Awareness with special reference to Maharashtra‖, Information Management and
Business Review Vol. 2, No. 2, February 2011, pp. 92-98. 21 levels but with
reference to the geography, it is observed that there is a significant difference in the
awareness levels with reference to the EFC.
4. U. Thiripurasundari (2011) Brand Equity is the added value endowed by the brand to
the Product. Although the idea of using a name or a symbol to enhance a product‘s
value has been known to marketers for a long time, brand equity has gained a renewed
interest in recent years. The objectives of the study were to analyse the importance of
various factors like brand knowledge, brand preference, brand loyalty, brand
application etc. in car market in Pondicherry. The primary data were collected from
three hundred car owners through an interview schedule. From the five factors, brand
application factor has been rated as the most important factor in car industry. This

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 study shows that it is possible to ascertain where a company should focus its
improvement efforts in order to make it payoff.
5. Prof. Pallawi B. Sangode 3 (2011) This research paper is based on the findings of
comparative study of service quality of Maruti Suzuki and Hyundai Showrooms in
Nagpur. Service quality is a fundamental aspect of service provision, and this is
especially the case with motor vehicles, where substantial profits are generated in the
servicing of vehicles. The study was conducted using a convenience sample of forty
respondents who were owners of Maruti and Hyundai cars. The questionnaire was a
self-completion questionnaire consisting of 26 questions.
6. Dr P. Sathyapriya 4 (2011) India is becoming a hub of major manufacturing industries
and the automobile industry (in specific for passenger car segment) makes rapid
progress in the country. After de-licensing of the industry in 1991, a number of global
players have opened their plants in India. The players of automobile industry are
developing new strategies to increase their market share. They do this by launching
new variants in existing models and new models targeting people who prefer cars in
various car segments. An important feature of this industry is that the industry is
sensitive and the choice of a brand in passenger cars varies across segments. The
current research explores the choice of a brand in different segments and the factors
influencing the same with weighted average ranking. The study was conducted in
Chennai with six hundred and three respondents who owned a car. The impact of
demographic variables on their choice of a passenger car was studied with the chi-
square test. The study revealed that factors influencing the brand preference among
the consumers who prefer passenger cars in mid and premium segments vary, and age
and income influence their brand choice.
7. Dr Ajoy S Joseph 5 (2011) One of the most important factors that influence purchase
of passenger cars in India is the availability of auto finance or consumer credit. This
empirical study analyses the behavioural pattern exhibited by passenger car customers
towards auto loan schemes and Financiers when they purchase their cars. The study
was based on the data collected from five hundred and twenty five passenger car
owners consisting of professionals, employees of public and private sector,
businessmen and agriculturist
8. . Ernest Johnson 6 (2011) Signatory to the World Trade Organisations, India could no
longer apply quantitative restrictions on the import of used cars. As the used cars are
very 5 Dr Ajoy S

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9. Asghar Afshar Jahanshahi 7 (2011) In this research, the author addresses the
following questions that are becoming increasingly important to managers in
automotive industries: is there a relationship between customer service and product
quality with customer satisfaction and loyalty in the context of the Indian automotive
industry? If yes, how is the relationship between these four variables? The automotive
industry in India is one of the largest in the world and one of the fast growing
globally. Customer satisfaction and loyalty are the most important factors that affect
the automotive industry. On the other hand, customer service can be considered an
innate element of industrial products. Customer service quality, product quality,
customer satisfaction and loyalty can be measured at different stages, for example, at
the beginning of the purchase, and one or two years after the purchase. The population
of the study comprised all of the Tata Indica car owners in Pune. The hypotheses of
the study were analysed using regression and ANOVA. The results of the study
showed that there was a high positive correlation between the constructs of customer
service and product quality with customer satisfaction and loyalty.
10. Dr S. Subadra (2010) In recent days India is witnessing a change in consumerism.
The market is now predominantly consumer-driven. The focus is shifting from
productbased marketing to need-based marketing. Consumer is given many options to
decide. Passenger car segment is no exception to this general trend to reaching the
target audience. So it is important to study the consumer perceptions and behaviour of
the car owners which will give one feedback on how marketing strategies can be
worked. Pre-testing was done by an Interview schedule which was developed and
administered to a convenient sample of twenty five car owners. The simple random
sampling technique was adopted in the study to select the sample respondents. As the
size of the universe was restricted, the study was conducted on the respondents who
were the owners of all the segments of passenger cars. A total of three hundred and
fifty interview schedules were prepared and out of this, only three hundred and twenty
seven interview schedules were filled up and collected. Data were collected through
an interview schedule regarding perception of the respondents on the usage of cars.
The following tools were used in testing the hypotheses and in the analysis of the
data. Descriptive statistical tools such as Percentage, Mean, Median and Standard
deviation have been used to describe the profiles of consumers, preferred product
attributes and levels of satisfaction.

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11. Multiple regression analysis has been used to study the influence of income and
lifestyle on the overall satisfaction level of the respondents. Correlation analysis has
been used to establish the relationship between Factor analysis has been employed to
identify the key factors responsible for the consumers‘ purchase of cars and level of
satisfaction after purchase. Cluster analysis has been used to identify the consumers
with similar tastes and preferences with respect to the purchase of car. The study
throws light on various features that the manufacturers should concentrate on how to
attract the prospective buyers. This study concludes that consumer behaviour plays a
vital role in marketing cars and that there is more scope for extensive research in this
area.
12. Dr P. Natarajan and U. Thiripurasundari9 (2010) this study focuses on the consumer
preference of global brands vs. local brands in the Indian car industry. Consumer
brand perceptions have substantial implications in marketing. The customers‘
preference towards local and global brands is studied by administering a structured
interview schedule with one hundred and fifty customers in Pondicherry city. The
findings of the study advised that the consumers who possessed global car brands
preferred their car brands due to factors such as global presence, worldwide reputation
and the quality of being imported. Consumers made favourable perceptions on the
country wherein they tend to associate factors such as superior quality, technical
advancements, modernization etc. to the country from which the brand had taken its
origin. Consumers who owned a local brand evaluated the local brand in a favourable
manner, wherein they tended to associate the brand to India‘s strong automobile
sector making quality and technically efficient cars.
13. Dr P. Natarajan and U. Thiripurasundari 10 (2010), Their article ―Brand Preference
on ‗B‘ Segment Maruti Cars‖, emphasised that strong brands quality increased trust in
intangible products enabling customers to better visualise and understand them. The
Brand Preference towards Maruti B Segment cars was studied by administering a
structured interview schedule to one hundred and fifty customers in Pondicherry city.
Maruti should take the initiative to introduce new models according to the choice of
customers at regular intervals which will pave the way to be the leader in India in the
near future. While the customer gets satisfaction and is able to improve his/her
standard of living and quality of life, the marketer profits from the brand experience
that the customer gets, and is able to generate a surplus after ensuring satisfaction to
the consumer.

19
14. Dr P.Natarajan and Thiripurasundari U, ―Local brand vs. Global brand syndrome-A
study with reference to Indian car industry It has created a competitive pressure and
enriched the industry with attitude, knowledge, flexibility and speed for new
challenges and changes. Processes are streamlined and automated, and work teams are
reorganised and redeployed for higher productivity on quality, delivery time and cost.
Together with these changes, companies are looking for ways to plan better and
control their operations by shifting away from rigid and preplanned activities to quick
responses to changes. A product development management has been a major
component of competitive strategy to enhance Organisational productivity and
profitability. There exist a human resource impact on the competitive advantage of a
new product development management – for speed, for creating an enhanced
environment to an interactive role and for breaking the barriers on increasing
reliability and dependability of a new product and development. The lateral and
proactive thinking approach in human resource has to be identified, provoked and
nurtured towards new product development Activities. The talent is on demand. There
is a good deal of human resource role in developing a high performance culture. It is
to be made sure of ensuring a right talent at the right time and of making it part of
driving culture for a new product development. The interest has to be towards shaping
the culture in a natural evolution.
15. Sudharani Ravindran and Gayathridevi (2010) The authors in their article studied the
customer satisfaction of Hyundai i10 in Coimbatore city. The research is descriptive
in nature. The sample design adopted for the study was the simple random sampling.
The sample size was one hundred which included only owner of Hyundai i10 cars in
Coimbatore city. The customer‘s expectations over a Hyundai i10 were identified and
it was found to be based on certain factors. The most motivated factor to buy Hyundai
i10 car was also found out (Design and Style). The attributes like suspension and
handling were identified to be below par for a Hyundai i10.
16. Dr Mu. Subrahmanian, ―A study on factors critical in selection of human resource
for new product development in achieving quality, cost and delivery - with reference
to selected automobile industries.
17. The study was conducted using a representative survey of respondents, the owners of
one of the popular brand vehicles. In this paper, satisfaction/dissatisfaction of the
customer has been measured using standard statistical tools, and an attempt has been
made to find out reason(s) for dissatisfaction by applying the root cause analysis. The

20
 current performance of a service centre was not found up to the mark. Necessary
suggestions have been made and the service centre has started executing them for the
improvement in the current service quality level. Clement Sudhakar and
Venkatapathy (2009) The study is on the influence of peer group in the purchase of a
car with reference to Coimbatore District. It was also found that the influence of
friends is higher for the purchase of small sized and mid-sized cars.
18. Dr V.K.Kaushik (2008) This study is conducted in South West Haryana which
consists of Bhiwani and Mahendragarh districts. The study endeavour is to investigate
empirically customer‘s preference towards a passenger car brand. Pre-purchase and
postpurchase behaviour of the customers were evaluated and factors influencing the
customers were determined by Perceptual mapping obtained from Multi-dimensional
scaling. Overall results indicate that in South West Haryana region customers are
more influenced by friends and relatives than dealers and salespersons. Maruti
dominates the market with three of its brands namely Maruti 800, Alto and Wagon-R.
Brand name, fuel efficiency and price were found to be primary determinants for
buying car in this region.
19. The Indian Government announced ―broad banding‖ policy in 1985 which gave new
licenses to broad groups of automotive products such as two and four wheeled
vehicles. The deli censing of the industry in 1993 opened the gates to a flood of
international automakers. Many foreign manufacturers have concentrated on the
premium and recently the mid car segment. Eventhough the passenger car industry
has a competitive advantage; still it has to face lot of challenges in the forthcoming
years to lead ahead in this industry.
20. Dr S. Saravanan 17 (2008) Following the policy liberisations of the Government of
India in 1991, a number of multinational car companies entered the country. These
companies launched big cars assuming that the small car owners in India would
immediately upgrade to them. Ford India Ltd, the Indian subsidiary of Ford Motors
launched Ford Escort. These cars were considered to be quite bigger cars and the
Indian buyers shunned them. These companies, which had established huge
manufacturing facilities in the country, faced a poor utilisation of capacity. Ford India
Ltd also faced the same crisis. In order to sell the cars it had manufactured, the
company applied innovative strategies such as limited edition strategies. As these
strategies were novel in the Indian context, they yielded significant results. However,
the company realised that to be successful in the long run, appropriate strategies based

21
 on the special requirements of the Indian buyer should be developed. This article
deals with the India specific strategies developed by Ford India Ltd. Limited Edition
strategy, Exclusive design strategy (Ford Ikon), Product adaptation strategy and used
car strategy have been chronologically dealt with. It also elaborates the hardships
faced by the company in the process of implementing these strategies as well as the
outcome of these strategies. They believe that the brand name tells them something
about product quality, utility, and technology, and they prefer to purchase passenger
cars which offer high fuel efficiency, good quality, technology, and durability, and are
priced reasonably.
21. Dr Mrs. J Jelsy Joseph and T Hemalatha 19 (2007) Their study "Customer
Relationship Management in Passenger Car Industry" argues that after-sales services
not only help in firms coming close to the customer and build credibility for their
service and commitment towards the customer but also help improve mouth publicity
and good will generated from such customer-oriented efforts. It also reveals that the
firms improve their market share and interact with consumer to maintain relationship.
A customer acquisition and relations have become the most important terms in sales.
Dr Renu Verma 20 (2007) According to the author in her article "A study of Tubeless
Tyres with Special Reference to Passenger Car Radial Tyres" states that the absence
of a tube make a tyre lighter in weight, thus it has less chance of vibrations, which
means that it leads to a better fuel saving. Even the rolling resistance in a tubeless
radial is lower when compared to a tube type radial. This is due to the fact that the
tubeless tyre sidewall is subtler as there is no internal body to create a friction. This
also helps the tyre to run cooler as it eliminates heat generation caused by the internal
shuffling of the tube. She also argues that the tubeless tyres improve the fuel
efficiency of a car; they have a rounder profile and offer a less rolling resistance, and
it is easier to repair a tubeless tyre than a tube and special kits allow the driver to
repair the tyre almost painlessly. The study is conducted in the context of automobile
purchases in major German car dealershipsThe results also indicate that consumers‘
vulnerability, which is induced by a perceived demand-supply relationship and the
urgency of need from the consumers‘ side, has a negative effect on perceived price
offer fairness. The research demonstrates the influence of perceived price fairness on
satisfaction judgment empirically. The study was conducted in the context of car
purchases, and the generalisability of the model should be further tested. The effect of
consumer vulnerability implies that sellers should not only avoid exploiting their

22
 customers but should also anticipate consumers‘ potential feelings of being exploited.
Being sensitive to the buyers‘ psychological state and assuring buyers of fair
treatment will enhance perceptions of price fairness without changing the price offer.
Both the direct and indirect effects of price perception on satisfaction judgment were
examined in the paper. Specifically, the influences of consumer vulnerability and
price procedure fairness on satisfaction judgment are new and contribute to the
dualentitlement principle and the existing knowledge in price fairness.
22. A.M.Suresh (2006) This research reports and measures customer satisfaction with
small cars in Bangalore city. The research identified sales support, vehicle design,
purchase support, cost of ownership and delight features as underlying factors of
customer satisfaction. The research tries to rank small cars on these factors. The study
also tries to find out whether customer satisfaction varies among customers on the
basis of demographics. Mandeep Kaur and Sandhu (2006) This study attempted to
find out the important features which a customer considers while going for the
purchase of a new car. The study covers the owners of passenger cars living in the
major cities of the State of Punjab and the respondents perceive that safety and
comfort are the most important features of the passenger car followed by luxury. So
the manufacturers must design the product giving maximum weightage to these
factors.
23. Sumit Jain (2006) The automotive industry is now facing new and pressing
challenges. Globalisation, individualizations, digitalization and increasing
competition are changing the face of the industry. In addition, increasing safety
requirements and voluntary environmental commitments have also contributed to the
changes ahead. The size of the organisation is no longer a guarantee of success. Only
those companies that find new ways to create value may prosper in the future. The
purpose of this study is to present a short overview of the automotive industry today
and highlight challenges facing the industry.
24. The author states that the domestic auto industry has registered a negative and
insignificant productivity growth during the last one and a half decade. Among the
partial factor productivity indices only labour productivity has seen a significant
improvement, while the productivity of other three inputs (capital, energy and
materials) have not shown any significant improvement. Labour productivity has
increased mainly due to the increase in the capital intensity

23
25. The analysis identifies strong engineering skills and an emerging culture of cost-
competitiveness as the major strengths of the Indian auto component sector, while its
weaknesses include slow growth in domestic demand and structural disadvantages
such as power tariffs and indirect taxes. The policy recommendations of this study
include VAT implementation, lower indirect taxes, power reforms, tax benefits linked
to export earnings, duty-cut for raw material imports, R&D incentives for a longer
period, establishment of auto parks, benefits for export-seeking investments, human
resources development and modernisation fund for new investments in auto clusters.
Industry players have been advised to improve their operational performance,
determine their strategic posture as one among those identified in the study, improve
capabilities in line with their posture and invest very rapidly in a planned manner.
ACMA needs to promote India as a brand, enable sourcing from India by global
customers and promote the quality and productivity efforts of the auto component
firms in India. Ranganathan.R 26 (2005) His study "Consumer Markets and Buyer
Behaviour of Cars", argued that brand image could be increased by the advertisement
which clearly showed the features of the result of the study was that the necessity was
the first factor of choosing the car and mileage was an important factor expected from
the car.
26. Utpal bhaskar (2005) His study "The great Indian car Puzzle" showed that, people
were prepared to buy a car for different reasons but at the end it boiled down to
mileage; mileage and fuel efficiency were generic needs of the consumers in the
Indian market. The study also revealed that mileage and fuel efficiency were more
important among the mass segments, but it was not important in higher segments.
However, among mini cars it could
27. He concluded that in the past dozen years petrol prices had doubled. To keep fuel
efficiency and mileage, the car body weight was kept low. S. Muralidhar (2005) The
research analysts, Business Line, in his article "Passenger Car - Distinct Signs of
Maruti" said that managing costs, improving productivity and efficient investments
into research and development would be the key parameters that would determine the
competitiveness of car manufactures, especially the home grown ones. This would
come into sharper focus for companies that attempt to go global with their products,
as imports of passenger cars in the premium sedans category become an increasingly
attractive proposition.

24
28. Mr J. Clement Sudhahar and Dr R. Venkatapathy (2005) Their study "Automobile
Purchase - Peer Influence in Decision Making", reveals the buyers of passenger car
are expected the high value product and adopt high effort judgment and decision
making process. The factors that determine the purchase in general are convenience,
status and pressure from known sources. Due to the high investment cost involved in
the purchase, consumers spend maximum time in information search. The consumers
refer to various internal and external sources like product information gathered
through automobile magazines and friends and personal visit to dealers. The
consumer's decision making is normally a long one, where they consider various
options and check with many sources viz. co-workers and family members. In the
post-purchase decision stage, consumers spend relatively longer period and consider
service quality, vehicle performance, confirmation through the word of mouth and
communication. The study also reveals that the passenger cars are considered as
luxurious ones and consumers tend to consult all the intimate groups for reaching the
buying decisions
29. A Study with Special Reference to Coimbatore City in Tamil Nadu", argued that the
customers gave more importance to fuel efficiency than to other factors. They
believed that the brand name was explanatory of product, quality, utility and
technology. Consumers preferred to purchase passengers cars, as they offered high
fuel efficiency, good quality, technology and durability, and could be purchased at a
reasonable price. The results suggest that all the service quality dimensions are
equally important as no proper order of their importance could be established, the
service performance in relation to the ‗expectations‘ is poor in respect of nearly all
the dimensions and in all the select services, and the nature of service does not seem
to have a role in establishing an order of importance of the dimensions. The key
variables found were per capita income, new models, availability and pricing, rate of
interest, finance schemes, fuel cost, depreciation norms, public transportation
facilities, duties and taxes. The first four factors have a positive relationship with
demand, whereas the others have an inverse relationship with demand. Veloso and
Kumar (2002) Their study shows that auto majors have started adopting a global
perspective and reorganising their vehicle portfolio around product suppliers have
been taking new roles, as systems integrators, global standardiser-systems
manufacturers, component specialists and raw material suppliers. The automobile
industry in India had been facing the problem of overcapacity by 2000 and the auto-

25
 component sector was not so developed as to be able to deliver products of world-
class quality. Auto industries in the ASEAN and Korea have recovered quickly from
the Asian crisis of 1998. This report concludes that any study on auto sector should
focus on the evaluation of the capabilities of auto-component supply chain – both
large and small suppliers, strategies of OEMs, cost, delivery, dependability, quality,
product development, process development, flexibility, facilities/equipment,
technology, process, workforce and organisation, logistics and supply chain, research
and engineering, and interfaces.
30. Aradhana Krishna (1994) He views that buyers‘ purchase behavior can be influenced
not only by the current price of a product but also by what price they expect in future.
C W Park et al. (1994), assessing consumer knowledge, have observed that consumer
knowledge is an important construct in understanding consumer behaviour such as
information search and information processing. An increase in self-assessed
knowledge was associated with a decrease in the utilization of sales person‘s
recommendations.
31. Syed Saad Andaleeb and Amiya K. Basu (1994) The authors examined the
relationship between a customer's assessment of the service quality of an automobile
service/repair facility and five factors: perceived fairness of the facility and its
personnel, 36 Narayanan, K., ―Technology Acquisition, De-regulation and
Competitiveness Perceived fairness was found to be an important determinant of
service quality evaluation and its importance depended on the complexity of the task
involved and the customer's knowledge of automobile repairs. In particular, when the
task was complex and the customer did not feel knowledgeable, perceived fairness
was found to be significantly more important than any of the other four factors. The
main purpose of this paper is to study the effect of technical and electronic after-sales
services on entrepreneurial opportunities (that is, cost leadership, market
development, product development, diversification and differentiation). This study
was a descriptive research that typically used the data derived from questionnaires (a
researcher-made questionnaire for collecting of information). The population of this
study comprised all Soren car owners in Tehran, who bought their cars in 2009. Soren
is a new model of Samand (unveiled in 2008), and Samand is an Iranian car brand
manufactured by Iran Khodro (IKCO) using local manufacturers for its parts. The
results of this study show that technical, after-sales services in Iran- Khodro Company
are effective on entrepreneurial opportunities based on market and product.

26
32. Mojgan Bahrami Samani (2011) Automobile Industry success is dependent on its
customers‘ loyalty. Basically, researchers have agreed that loyalty is the main issue
for making and maintaining relationships with customers. Both academicians and
industry executives, fundamentally, considered customer loyalty an organisational
valuable asset. This study aims at examining which factors influenced customer‘s
loyalty in Iran‘s car industry. This paper extends an area of marketing context by
looking into the element of customer loyalty in Iranian car industry. ]
33. The SERVQUAL presents service quality as the difference between customer‘s
expectations for a service offering and customer‘s perceptions of the service received,
requiring them to answer a few questions about both their expectations and
perceptions, on the basis of the five gaps that seem to be the main cause for
unsuccessful service deliveries.
34. Wiesław Urban (2010) This paper aims at verifying weather the intensiveness of prior
customers‘ experiences with the same services provider and other providers affects
service quality. The empirical investigation was conducted in auto service sector.
Empirical research concludes that customer‘ experiences specified by the length of
relationship with a service provider and frequencies of service use do not influence
the whole aspects of service quality. But there are some aspects of service quality that
are affected by customers‘ longitudinal experiences. They are: expectations of service
35. Md.Hussain Kabir and Therese Carlsson(2010) This thesis discusses and analyses
expectations and perceptions about service quality in Destination Gotland. The aim is
to analyse and research about the role of service quality for creating customer
satisfaction and to find out the gap between expectations and perceptions through the
customer point of view. The perceptions can be described as satisfaction or lack of
satisfaction. The survey was constructed as a case-study and was based on the
quantitative method. The results from the different dimensions show that there is a
gap between the expectations and perceptions, which means that the customers are not
fully satisfied with the service quality at Destination Gotland. The validity and
reliability of the measurement scale was tested in the case of Egyptian car industry.
To do that, an instrument was developed on the basis of extensive previous studies,
management experts and personal professional experience. The measurement scale
was applied to Egyptian car owners of a certain (one single) brand to avoid the brand
moderation effect. The scale was found to be reliable and valid. The validity was
tested using an exploratory factor analysis. In conclusion, this study suggests testing

27
 the effect of the three key drivers / dimensions on customer's satisfaction and
consequently on customer's loyalty, and using the results to guide the marketing
activities of car agents working in Egypt. It also suggests investigating the scale in
different industries and contexts.
36. Mohd et al. 48 (2009) ―After-sales services‖ is the provision of services to customers
before, during and after a purchase. It is one of the organisational processes which
companies perform in considering the growing competition of the market and for
attracting entrepreneurial opportunities for increasing profitability and better access to
the market, as well as increasing the customer satisfaction level.
37. (Schrader 1999; Meijkamp 2000), ski rental and washing services (Hirschl,
Konrad et al. 2001).
For more than a decade now, a range of studies that address environmentally
sound consumer behaviour, e.g. car use, waste sorting, minimisation and recycling
practices, have been conducted. However, few studies evaluated consumer acceptance
of the PSS concept – a consumption based on non-ownership of physical products,
see, for example, studies on car sharing schemes
38. (Gudgion and Thomas 1991; McKenzie-Mohr, Nemiroff et al. 1995; Oskamp
2000).
A number of examples (mainly from the business-to-business area) exist that
confirm the potential of PSS for reducing life cycle environmental impact. It is,
however, increasingly evident that these examples are difficult to directly apply to the
market of private consumers, mainly because business customers often prefer services
to product ownership (Alexander 1997), while according to some studies it is a
formidable challenge for private customers to adopt “ownerless consumption”
(Schrader 1996; Littig 1998). In addition, the environmental impacts of such offers
depend to a large extent on user behaviour.
39. (Goodwin, Ackerman et al. 1997); (OECD 1997); (Stern, Dietz et al. 1997);
(Thøgersen and Ölander 2002).
To address this problem, changes are needed in consumption behaviour;
consumption patterns and levels; and ultimately a change in lifestyles towards more
sustainable patterns. Many authors recognise that “the health of our planet is
inextricably dependent upon human behaviour” (Geller 1995), and therefore changing
human behaviour may foster and maintain sustainability An increasing number of

28
 studies have been conducted in search for instruments that can potentially help
facilitate the shift toward more sustainable patterns of consumption, e.g.,
40. Paul S. Goldner (2006) Grigoroudis, E and Siskos, Y (2009)
defines, “…a customer is any organization or individual with which you have
done business over the past twelve months”. “Customer means the party to which the
goods are to be supplied or service rendered by the supplier”. Provide definition for
‘customer’ upon two approaches: With reference to loyalty, “A customer is the person
that assesses the quality of the offered products and services” and on process oriented
approach, “the customer is the person or group that receives the work output” (p.9).
41. (Hanif, Hafez & Riaz, 2010
Customer satisfaction is an evaluation of difference between prior expectations about
product and its actual performance. Customer satisfaction is how customers react towards the
state of satisfaction, and how customers judge the satisfaction level
42. (Khayyat & Heshmati,2012).
Customer satisfaction is the reaction of customer toward state of the fulfilment
and judgment of customer about that fulfilled state Customer satisfaction is the
expectation before consuming a product regarding quality or it is a pre-consumption
judgment or expectation(bae,2012).Satisfaction is an outcome of purchase in which
consumer compare cost and rewards with the anticipated
consequences(Maxham,2001).There is always a positive relationship between customer
satisfaction and profit maximization of an organization(bowen&chen,2001).
43. (Yuan Hu, Ching-Chan&Cheng, Hong,2010)
No one is important than customers and their satisfaction is the ultimate
objective through improvement in services in terms of competitiveness and it saves
future revenue plus it becomes the cause of cost reduction in future. Customer
satisfaction is the perceived feeling of a customer for which he or she has set
standards if his expectations match with the standard he is satisfied
44. (Eggert&Ulaga,2002
There are number of imperial studies on specific relationship of employee’s
satisfaction. Often the quality of the relationship is called satisfaction mirror which
gives an idea that success of business is from satisfaction of employee which is
reflected in term of the customer satisfaction. Service quality is derived from
employee satisfaction for example if employees are satisfied it has direct effect on
both customer satisfaction and service quality(Madern, Maull,

29
 Smart&Baker,2005).There is a significant effect of customer satisfaction on the
performance of business and through customer satisfaction returns of shareholders can
be increased and value of any business can be maximized.
45. (O’sullivan,Mccalling,2010)
The most widely accepted conceptualization of the customer satisfaction
concept is the expectancy disconfirmation theory (McQuitty, Finn and Wiley, 2000).
The theory was developed by Oliver, who proposed that satisfaction level is a result
of the difference between expected and perceived performance. Satisfaction (positive
disconfirmation) occures when product or service is better than expected. On the other
hand, a performance worse than expected results is dissatisfaction (negative
disconfirmation). Studies show that customer satisfaction may have direct and indirect
impact on business results.
46. Luo and Homburg (2007) concluded that customer satisfaction positively affects
business profitability. The majority of studies have investigated the relationship with
customer behaviour patterns (Dimitriades, 2006; Olorunniwo et al., 2006; Chi and Qu,
2008; Faullant et al., 2008). According to these findings, customer satisfaction
increases customer loyalty, influences repurchase intentions and leads to positive
word-of-mouth.

47. .(Campbell&Finch,2004).
Customer satisfaction with offices is resolved by specialized execution, as
well as by a many-sided set of trade procedures, for example, compelling
correspondence and administration of desires. Customer satisfaction have antecedent,
mediated and moderated effect on personal connections and enjoyable interactions
Customer satisfaction with offices is resolved not just by specialized execution,
additionally by a multifaceted set of trade methodologies, for example, powerful
correspondence and administration of desires
48. (Turel&Serenko,2013)
The exceptional dissemination of portable administrations has beaten the masters
‘desires. Telecommunication has turned into a heading segment, giving commoditized
administrations. Accordingly, the infiltration of cellular telephones is very nearly
twice as high as that of personal computers. The portable Internet guaranteed
equalling adaptability and expense productivity to the typical web. In any case,
encounters show that the improvement of portable web requisitions needs to think

30
 about uncommon tests in the zones of convenience, advancement
proficiency.(Spriestersbach&Springer,2005).As interest obliges that more provisions
be re-wrote for versatile arrangements, organizations may think that it is important to
upgrade information offering and substance conveyance systems to backing the
portable stage

49. .(Devi,Ramzan&Shander,2012) Mobile applications and administrations

progressively help us in our everyday life circumstances, satisfying our needs for data,
correspondence, diversion or
relaxation(Wac,Ickin,Hong,Janowski,Fielder&Dey,2011)Regardless of the reputation
of flexible demands, their execution likewise imperativeness bottlenecks remain
stowed away due to a non-attendance of detectable quality into the advantage
constrained conveyable execution environment with possibly intricate affiliation with
the procurement behaviour
50. (Qian,Wang,Gerbar,Mao,San,Spatscheck,2011).
Cell phones and tablets are converting the way individuals digest news, take
after games, and sit in front of the TV and films. Individuals are basically strolling
around with a worldwide new room, a games enclosure, widescreen HD TV, and film
theater in their pocket or tote. Further more as a rule nowadays, clients have a
decision by they way they need to get to the data and captivate with the
substance(Anderson,2013)It is evident that clients are vital stakeholders in
associations and their fulfillment is a necessity to administration. Client fulfillment
has been a subject of incredible enthusiasm to associations and specialists
indistinguishable.

CHAPTER III
RESEARCH METHODLOGY
OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE
 The primary objective of the study is to find out the “a study on the customer
satisfaction level of SWARAJ TRACTOR.”
SECONDARY OBJECTIVE

31
  To study the socio economic variables that influences the insuring public to take-up
the policies.
 To study the awareness of insurance plans in SWARAJ TRACTOR
 To study the effectiveness of advertisement of SWARAJ TRACTOR
 To study the customer perception of life insurance
 To study the efficiency of SWARAJ TRACTOR being a private organization.
LIMITATIONS OF THE STUDY
 The study suffers from a few limitations, which will have to be kept in mind for the
findings to be fairly interpreted
 The recommendations are subjected to time and cost constraint
 Sampling has its own limitations, which would have resulted in minor errors
 There can be errors due to bias of respondents
 The size of the sampling was not big enough to arrive at strong conclusion. The
results should be interpreted with the above limitations in perspective.
RESEARCH METHODOLOGY
“A Research is a careful investigation or inquiry; especially through search for new
facts in any branch of knowledge .It is a systemized effort to gain more knowledge.”
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. It is necessary for
the researcher to know not only the research methods or technique but also the methodology.
Researcher always needs to understand the assumption underline various technique and they
need to know the criteria by which they can decide that certain technique and procedures will
be applicable to certain problems and other will not.
RESEARCH DESIGN
TYPE OF RESEARCH:
The method of conducting research deals with research design, data collection method,
sampling method. It explained about the nature of research work to be done such as
descriptive nature of research, which is used in this study.
DESCRIPTIVE RESEARCH:
The researcher has adopted descriptive research design for the purpose of this survey.
Descriptive studies are that study which is concerned with describing the characteristics of a
particular individual, or of a group.
RESEARCH DESIGN
DATA COLLECTION
32
PRIMARY DATA
The primary data for this study is collected with the objective in mind “a study on the
customer perception of SWARAJ TRACTOR.
SECONDARY DATA
The secondary data for the study is collected with the information that is being published in
journals and magazines and from the internet.
SAMPLE COLLECTION
The data required for the study is collected with the help of questionnaire. These
questionnaires are handed over to the customers and asked to get it filled up. The data is
interpreted from the information that is incurred from the questionnaire
SAMPLE AREA
The area where the data is collected is in and around SWARAJ TRACTOR. The
respondents are the people who reside in Chennai.
SAMPLE SIZE
Due to the limitation of time and scope of the study the number of respondents from which
the data is collected is 100.
RESEARCH TOOL
STOOLS OF ANALYSIS
Analytical techniques are used to obtain findings and arrange information in a logical
sequence from the data collected. After tabulation of the data, researcher used the following
quantitative techniques
1. Percentage Analysis
The data that is obtained is from the questionnaire is analyzed through percentage analysis.
The results are shown on the percentage basis.
2. Graphs
Graphical representations are used to show the results in simple form. The graphs are
prepared on the basis of data that is received from the percentage analysis
3. Chi – Square Test
The research methodology tool chi – square test is being taken as a tool in order to bring out
the final result by analyzing the factors. The end result for the study is being derived from the
using this research tool.
Chi square test is an important non parametric test and as such no test is necessary in respect
of the population. We require only the degree of freedom (implicitly of the course the size
of the sample) for using this test. As anon parametric test chi square can be used (i) as a test

33
of goodness to fit and (ii) as a test of independence. Since there searcher used test of
independence only the details about the independence is given below
TEST OF INDEPENDENCE
The 2 test is used to test whether there is a significant difference between the observed
number of responses in each category and the expected number of responses for such
category under the assumption of null hypothesis. It enables us to explain whether or not two
attributes are associated with each other. In order that we may apply the chi-square test either
as a test to judge the significance of association between attributes, it is necessary that the
observed as well as theoretical distribution must be adjusted to give the same total frequency
as we find in case of observed distribution. Karl Pearson developed test for testing the
significance of discrepancy between experimental values and the theoretical values obtained
under some theory of hypothesis. This is known as test of goodness of fit. Karl Pearson
proved that the statistics is used to test whether difference between observed and expected
frequencies are frequent.

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
AGE OF THE RESPONDENT
Age

Freque Percent Valid Cumulative

ncy Percent Percent
Below20 14 14.0 14.0 14.0
20-30 31 31.0 31.0 45.0
Valid 30-40 32 32.0 32.0 77.0
Above40 23 23.0 23.0 100.0
Total 100 100.0 100.0

INTERPRETATION

34
 The above table it is clear that the 14% of the respondent are aged between below
25 years, 14% of the respondent are aged between 20-30 years, 31% of the respondent are
aged between 30-40 years, 32% of the respondent are aged between above 40 years.

CHART 4.1
AGE OF THE RESPONDENT

35
TABLE 4.2
GENDER OF THE RESPONDENT
GENDER
Frequen Percent Valid Cumulative
cy Percent Percent
male 46 46.0 46.0 46.0
Vali
female 54 54.0 54.0 100.0
d
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 46% of the respondent are male and 54% of the
respondents are female.

CHART 4.2
GENDER OF THE RESPONDENT

36
TABLE 4.3
MARITAL STSTUS OF THE RESPONDENT
MARITALSTATUS
Frequenc Percent Valid Cumulative
y Percent Percent
married 49 49.0 49.0 49.0
Valid unmarried 51 51.0 51.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 49% of the respondent are married, 51% of the
respondent is unmarried.

37
CHART 4.3
MARITAL STSTUS OF THE RESPONDENT

TABLE 4.4
OCCUPATION OF THE RESPONDENT
OCCUPATION
Freque Percent Valid Cumulative
ncy Percent Percent
student 15 15.0 15.0 15.0
employed 26 26.0 26.0 41.0
self-employed 21 21.0 21.0 62.0
Valid
business 23 23.0 23.0 85.0
agriculture 15 15.0 15.0 100.0
Total 100 100.0 100.0

38
INTERPRETATION
The above table it is clear that the 15% of the respondent are student,26% of the
respondent are employee ,21% of the respondent are self employed tractor,23% of the
respondent are business ,15% of the respondent are agriculture.

CHART 4.4
OCCUPATION OF THE RESPONDENT

39
TABLE 4.5
EDUCATIONAL QUALIFICATION
EDUCATIONAL
Frequenc Percent Valid Cumulative
y Percent Percent
SSLC 20 20.0 20.0 20.0
HSC 32 32.0 32.0 52.0
Valid diploma 27 27.0 27.0 79.0
graduate 21 21.0 21.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 20% of the respondent are qualified in sslc, 32%
of the respondent are qualified in hsc , 27% of the respondent are qualified in diploma
,21% of the respondent are qualified in post graduate.

40
CHART 4.5
EDUCATIONAL QUALIFICATION

41
TABLE 4.6
MONTHLY INCOME OF THE RESPONDENT
MONTHLYINCOME
Frequen Percent Valid Cumulative
cy Percent Percent
below10000 13 13.0 13.0 13.0
10000-20000 18 18.0 18.0 31.0
20000-30000 32 32.0 32.0 63.0
Valid
30000-40000 24 24.0 24.0 87.0
above40000 13 13.0 13.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the13% of the respondent are monthly income is
below 10000,18% of the respondent are monthly income is 10000-20000,32% of the
respondent are monthly income is 20000-30000,24% of the respondent are monthly income
is 30000-40000,13% of the respondent are monthly income is above 40000.

CHART 4.6
MONTHLY INCOME OF THE RESPONDENT

42
43
TABLE 4.7
MILEAGE OF RESPONDENTS
MILIAGE
Frequen Percent Valid Cumulative
cy Percent Percent
0-5km/liter 31 31.0 31.0 31.0
5-10km/liter 42 42.0 42.0 73.0
Valid
above-10km/liter 27 27.0 27.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 31.0 % of the respondent are says that 0-
5km/liter mileage of the tractor running, 42.0% of the respondent are says that 5-10km/liter
mileage of the tractor running, 27.0% of the respondent are says that above 10km /liter
mileage of the tractor running.

44
CHART 4.7
MILEAGE OF RESPONDENT

45
TABLE 4.8
PURCHASE SWARAJ TRACTOR OF THE RESPONDENT
PURCHASESWARAJTRACTOR
Frequenc Percent Valid Cumulative
y Percent Percent
showroom 16 16.0 16.0 16.0
friends 36 36.0 36.0 52.0
Valid relatives 28 28.0 28.0 80.0
others 20 20.0 20.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 16.0% of the respondent that the source of
purchase swaraj tractor from showroom, 36.0% of the respondent that the source of purchase
swaraj tractor from friends, 28.0% of the respondent that the source of purchase swaraj
tractor from relatives, 20.0% of the respondent that the source of purchase swaraj tractor from
others.

CHART 4.8
PURCHASE SWARAJ TRACTOR OF THE RESPONDENT

46
47
TABLE 4.9
MODEL OF SWARAJ TRACTOR
MODELSOFSWARAJ
Frequenc Percent Valid Cumulative
y Percent Percent
SWARAJ-735FE 8 8.0 8.0 8.0
SWARAJ-835FE 30 30.0 30.0 38.0
SWARAJ 843 XM 30 30.0 30.0 68.0
TRACTOR
SWARAJ 843 XM 20 20.0 20.0 88.0
Valid TRACTOR

SWARAJ 744 FE 12 12.0 12.0 100.0

TRACTOR
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 8.0% of the respondent are used to the
swaraj tractor model is swaraj-735fe, 30.0% of the respondent are used to the swaraj
tractor model is swaraj-835fe,30.0% of the respondent are used to the swaraj tractor
model is swaraj 843 xm tractor,20.0% of the respondent are used to the swaraj tractor
model is swaraj 843 xm tractor,12.0% of the respondent are used to the swaraj tractor
model swaraj 744 fe tractor.

48
CHART4.9
MODEL OF SWARAJ TRACTOR

TABLE 4.10

49
PRICING POLICY OF THE RESPONDENT
PRICINGPOLICY
Freque Percent Valid Cumulative
ncy Percent Percent
Excellent 18 18.0 18.0 18.0
Good 14 14.0 14.0 32.0
average 24 24.0 24.0 56.0
Valid
Bad 23 23.0 23.0 79.0
very bad 21 21.0 21.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 18.0% of the respondent are says that
excellent with the pricing policy,14.0% of the respondent are says that pricing policy is
good,24.0% of the respondent are average with the pricing policy ,23.0% of the respondent
are says that pricing policy is bad,21.0% of the respondent are says that pricing policy is
very bad.

CHART 4.10
PRICING POLICY OF THE RESPONDENT

50
TABLE 4.11
KNOW ABOUT SWARAJ TRACTOR
KNOWABOUTSWARAJ
Frequenc Percent Valid Cumulative
y Percent Percent
Yes 56 56.0 56.0 56.0
Valid No 44 44.0 44.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 56% of the respondent are know that the swaraj
tractor,44% of the respondent are unknown that the swaraj tractor.

51
CHART 4.11
KNOW ABOUT SWARAJ TRACTOR

TABLE 4.12
ANY TRACTOR OF THE RESPONDENT
HAVEANYTRACTOR
Frequenc Percent Valid Cumulative
y Percent Percent
Yes 55 55.0 55.0 55.0
Valid No 45 45.0 45.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 55.0% of the respondent are purchasing to the
tractor,45.0% of the respondent are nothing to the another tractor.

52
CHART 4.12
ANY TRACTOR OF THE RESPONDENT

TABLE 4.13
ASSOCIATED THE RESPONDENT
ASSOCIATEDOFSWARAJ
Frequenc Percent Valid Cumulative
y Percent Percent
0 – 6 months 24 24.0 24.0 24.0
6 – 12 35 35.0 35.0 59.0
Valid
months
1 – 2 years 19 19.0 19.0 78.0

53
 Above 2 22 22.0 22.0 100.0
years
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 24.0% of the respondent are associated with
the swaraj tractor is 0-6 months,35.0% of the respondent are associated with the swaraj
tractor is 6-12 months,19.0% of the respondent are associated with swaraj tractor is 1-2
years,22.0% of the respondent are associated with the swaraj tractor is above 2 years.

CHART 4.13
ASSOCIATED TO THE RESPONDENT

54
TABLE 4.14
BRAND OF TRACTOR
BRANDOFTRACTOR
Frequenc Percent Valid Cumulative
y Percent Percent
swaraj 16 16.0 16.0 16.0
Eicher 20 20.0 20.0 36.0
HMT 18 18.0 18.0 54.0
Valid
Sonalika 20 20.0 20.0 74.0
Others 26 26.0 26.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 16.0% of the respondent are used to
the swaraj tractor,20.0% of the respondent are used to the eicher brand tractor,18.0% of the
respondent are used to the hmt brand tractor,20.0% of the respondent are used to the sonalika
brand tractor,26.0% of the respondent are used to the others brand tractor.

55
CHART 4.14
BRAND OF TRACTOR THE RESPONDENT

TABLE 4.15
COMPETITIVE BRAND OF THE SWARAJ TRACTOR

Frequenc Percent Valid Cumulative

y Percent Percent
Yes 50 50.0 50.0 50.0
Valid No 50 50.0 50.0 100.0
Total 100 100.0 100.0

INTERPRETATION

56
 The above table it is clear that the 50.0% of the respondent are competitive brand
of the swaraj tractor,50.0% of the respondent are non competitive brand of the swaraj tractor.

CHART 4.15
COMPETITIVE BRAND OF THE SWARAJ TRACTOR

TABLE 4.16
HAPPY WITH THE SERVICE TO THE SWARAJ TRACTOR

Frequenc Percent Valid Cumulative

y Percent Percent
Yes 53 53.0 53.0 53.0
Valid No 47 47.0 47.0 100.0
Total 100 100.0 100.0

57
INTERPRETATION
The above table it is clear that the 53.0% of the respondent are happy with the
service to the swaraj tractor,47.0% of the respondent are better to the service with the swaraj
tractor.

CHART 4.16
HAPPY WITH THE SERVICE TO THE SWARAJ TRACTOR

TABLE 4.17
EXPERIENCE OF THE RESPONDENT
EXPERIENCE
Frequenc Percent Valid Cumulative
y Percent Percent
Valid below5years 18 18.0 18.0 18.0

58
 5-10years 36 36.0 36.0 54.0
10-15years 26 26.0 26.0 80.0
above20year 20 20.0 20.0 100.0
s
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 18% of the respondent are working in the
swaraj tractor from below 5 years, 36% of the respondent are working in this swaraj tractor
from 5-10 years, 26% of the respondent are working in this swaraj tractor from 10-15
years,20% the respondent are working in this swaraj tractor from above 20 years.
CHART 4.17
EXPERIENCE OF THE RESPONDENT

TABLE 4.18

59
SUGGESTION THE SERVICE OF RESPONDENT
SUGGESTIONOFSWARAJTRACTOR
Frequen Percent Valid Cumulative
cy Percent Percent
Excellent 15 15.0 15.0 15.0
Good 21 21.0 21.0 36.0
average 29 29.0 29.0 65.0
Valid
Bad 19 19.0 19.0 84.0
very bad 16 16.0 16.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 15.0% of the respondent are suggestion the
service is excellent, 21.0% of the are suggestion the service is good,29.0% of the respondent
are suggestion the service is average,19.0% of the respondent are suggestion the service is
bad,16.0% of the respondent are suggestion the service is very bad.

CHART 4.18
SUGGESTION THE SERVICE OF RESPONDENT

60
61
TABLE 4.19
PLANNING TO THE ANOTHER TRACTOR

Frequenc Percent Valid Cumulative

y Percent Percent
Yes 47 47.0 47.0 47.0
Valid No 53 53.0 53.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 47.0% of the respondent are planning to the
another tractor,53.0% of the respondent are not changing the tractor.

CHART 4.19
PLANNING TO THE ANOTHER TRACTOR

62
TABLE 4.20
RATE THE TRACTOR OF RESPONDENT
Freque Percent Valid Cumulative
ncy Percent Percent
excellent 14 14.0 14.0 14.0
good 27 27.0 27.0 41.0
average 26 26.0 26.0 67.0
Valid
Bad 17 17.0 17.0 84.0
very bad 16 16.0 16.0 100.0
Total 100 100.0 100.0

63
INTERPRETATION
The above table it is clear that the 14.0% of the respondent are says that the tractor
rate is the excellent,27.0% of the respondent are says that the tractor rate is good,26.0% of the
respondent are says that the tractor rate is the average,17.0% of the respondent are says that
the tractor rate is bad,16.0% of the respondent are says that the tractor rate is very bad.

CHART 4.20
RATE THE TRACTOR OF RESPONDENT

64
TABLE 4.21
OVERALL OPINION OF RESPONDENT
OVERALLOPINIONSWARAJTRACTOR
Freque Percent Valid Cumulative
ncy Percent Percent
excellent 17 17.0 17.0 17.0
Good 18 18.0 18.0 35.0
average 28 28.0 28.0 63.0
Valid
Bad 18 18.0 18.0 81.0
very bad 19 19.0 19.0 100.0
Total 100 100.0 100.0

65
INTERPRETATION
The above table it is clear that the 17.0% of the respondent are says to the
overall opinion to the tractor is excellent, 18.0% of the respondent are says to the overall
opinion to the tractor is good 28.0% of the respondent are says to the overall opinion to the
tractor is average,18.0% of the respondent are says to the overall opinion to the tractor is
bad,19.0% of the respondent are says to the overall opinion to the tractor is very bad.

CHART 4.21
OVERALL OPINION OF RESPONDENT

66
TABLE 4.22
MODE OF SALE IN CASE OF THE RESPONDENT
MODEOFSALE
Frequenc Percent Valid Cumulative
y Percent Percent
Case 49 49.0 49.0 49.0
Valid Credit 51 51.0 51.0 100.0
Total 100 100.0 100.0

INTERPRETATION
The above table it is clear that the 49.0% of the respondent are mode of
sale in case, 51.0% of the respondent are mode of sale in credit.

CHART 4.22
MODE OF SALE IN CASE OF THE RESPONDENT

67
CHI-SQUARE TEST

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
AGE * 100 100.0% 0 0.0% 100 100.0%
KNOWABOUTSWAR
AJ

68
AGE * KNOWABOUTSWARAJ
Crosstabulation
Count
KNOWABOUTSW Total
ARAJ
yes no
BELOW2 9 5 14
0
20-30 14 17 31
AGE
30-40 17 15 32
ABOVE4 16 7 23
0
Total 56 44 100

Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 3.693a 3 .297
Likelihood Ratio 3.749 3 .290
Linear-by-Linear .717 1 .397
Association
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The
minimum expected count is 6.16.

Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .189 .297
Nominal Coefficient

69
N of Valid Cases 100

CORRELATION METHOD

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
PRICINGPOLICY * 100 100.0% 0 0.0% 100 100.0%
SUGGESTIONOFSW
ARAJTRACTOR

PRICINGPOLICY * SUGGESTIONOFSWARAJTRACTOR Crosstabulation

Count
SUGGESTIONOFSWARAJTRACTOR Total
Excellen good average bad verybad
t
Excellen 5 1 7 5 0 18
t

PRICINGPOLI good 1 6 4 1 2 14
CY average 3 2 9 7 3 24
bad 2 5 7 5 4 23
verybad 4 7 2 1 7 21
Total 15 21 29 19 16 100

Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.

70
Nominal by Contingency .471 .028
Nominal Coefficient
Interval by .107 .103 1.070 .287c
Pearson's R
Interval
Spearman .081 .107 .802 .425c
Ordinal by Ordinal
Correlation
N of Valid Cases 100
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

ONE WAY ANOVA

ANOVA
EXPERIENCE
Sum of df Mean F Sig.
Squares Square
Between 6.399 4 1.600 1.607 .179
Groups
Within Groups 94.561 95 .995
Total 100.960 99

Multiple Comparisons
Dependent Variable: EXPERIENCE
Tukey HSD
(I) (J) Mean Std. Sig. 95% Confidence Interval
OCCUPATION OCCUPATION Difference (I- Error Lower Upper
J) Bound Bound
employed .26410 .32348 .925 -.6355 1.1637
student selfemployed .24762 .33728 .948 -.6903 1.1855
business -.37971 .33111 .781 -1.3005 .5411

71
 agriculture .13333 .36430 .996 -.8797 1.1464
student -.26410 .32348 .925 -1.1637 .6355
selfemployed -.01648 .29272 1.000 -.8305 .7975
employed
business -.64381 .28559 .169 -1.4380 .1504
agriculture -.13077 .32348 .994 -1.0303 .7688
student -.24762 .33728 .948 -1.1855 .6903
employed .01648 .29272 1.000 -.7975 .8305
selfemployed
business -.62733 .30112 .236 -1.4647 .2101
agriculture -.11429 .33728 .997 -1.0522 .8236
student .37971 .33111 .781 -.5411 1.3005
employed .64381 .28559 .169 -.1504 1.4380
business
selfemployed .62733 .30112 .236 -.2101 1.4647
agriculture .51304 .33111 .533 -.4077 1.4338
student -.13333 .36430 .996 -1.1464 .8797
employed .13077 .32348 .994 -.7688 1.0303
agriculture
selfemployed .11429 .33728 .997 -.8236 1.0522
business -.51304 .33111 .533 -1.4338 .4077

EXPERIENCE
Tukey HSDa,b
OCCUPATI N Subset for
ON alpha = 0.05
1
employed 26 2.2692
selfemployed 21 2.2857
agriculture 15 2.4000
student 15 2.5333
business 23 2.9130
Sig. .279
Means for groups in homogeneous
subsets are displayed.

72
a. Uses Harmonic Mean Sample Size =
19.019.
b. The group sizes are unequal. The
harmonic mean of the group sizes is
used. Type I error levels are not
guaranteed.

CHAPTER V
FINDING, SUGGESTION, AND CONCLUSION
FINDINGS:
 Majority of14% of the respondent are aged between below 25 years, 14% of the
respondent are aged between 20-30 years.
 Majority of 46% of the respondent are male and 54% of the respondent is female.
 Majority of 49% of the respondent are married.
 Majority of 15% of the respondent are student,26% of the respondent are employee.
 Majority of 20% of the respondent are qualified in sslc, 32% of the respondent are
qualified in hsc..
 Majority of 13% of the respondent are monthly income is below 10000,18% of the
respondent are monthly income is 10000-20000,32% of the respondent are monthly
income is 20000-30000.
 Majority of 31.0 % of the respondent are says that 0-5km/liter milage of the tractor
running, 42.0% of the respondent are says that 5-10km/liter milage of the tractor
running.
 Majority of 16.0% of the respondent that the source of purchase swaraj tractor from
showroom, 36.0% of the respondent that the source of purchase swaraj tractor from
friends.
 Majority of 8.0% of the respondent are used to the swaraj tractor model is SWARAJ-
735FE,30.0% of the respondent are used to the swaraj tractor model is SWARAJ-
835FE.
 Majority of 18.0% of the respondent are says that excellent with the pricing
policy,14.0% of the respondent are says that pricing policy is good,24.0% of the
respondent are average with the pricing policy.
 Majority of 56% of the respondent are know that the swaraj tractor.

73
  Majority of 55.0% of the respondent are purchasing to the tractor.
 Majority of 24.0% of the respondent are associated with the swaraj tractor is 0-6
months,35.0% of the respondent are associated with the swaraj tractor is 6-12 months.
 Majority of 16.0% of the respondent are used to the swaraj tractor,20.0% of the
respondent are used to the eicher brand tractor.
 Majority of 50.0% of the respondent are competitive brand of the swaraj tractor.
 Majority of 53.0% of the respondent are happy with the service to the swaraj tractor.
 Majority of 18% of the respondent are working in the swaraj tractor from below 5
years, 36% of the respondent are working in this swaraj tractor from 5-10 years.
 Majority of 15.0% of the respondent are suggestion the service is excellent,21.0% of
the are suggestion the service is good,29.0% of the respondent are suggestion the
service is average.
 Majority of 47.0% of the respondent are planning to the another tractor,53.0% of the
respondent are not changing the tractor.

 Majority of 14.0% of the respondent are says that the tractor rate is the
excellent,27.0% of the respondent are says that the tractor rate is good,26.0% of the
respondent are says that the tractor rate is the average.
 Majority of 17.0% of the respondent are says to the overall opinion to the tractor is
excellent,18.0% of the respondent are says to the overall opinion to the tractor is
good 28.0% of the respondent are says to the overall opinion to the tractor is average.
 Majority of 49.0% of the respondent are mode of sale in case,51.0% of the respondent
are mode of sale in credit.

SUGGESTIONS
The following suggestions could be made for the better performance of Big Bazaar,
 Review of everyday discounts/offers at signage whether they are updated properly or
not.

74
  The company should be displayed properly on the floor and near the entrance gate.
 More security gadgets and checks should be there to control thefts and employees
working.
 Availability of products in each size should be at the floor.
 At least 6 to 8 cash counter should remain open everyday to avoid crowd at cash
counter.
 Increase the number of supporting staff (team members) on the floor of Food Bazaar
to pay proper attention to the customers.
 Increase the brand and products range in the company to increase the sale.
 Interaction should be there between employees and customers.
 Sitting arrangement and drinking water facilities on the floor for customers should be
maintained regularly.
 The arrangement of merchandise should be proper on the floor.

CONCLUSION:
The analysis began with a simple question of why consumer behavior and an
understanding of such processes is useful from the perspective of the marketer. There were a
variety of findings uncovered over the course of this research, the majority of which establish
some form of affectation according to psychological influences and messaging stimuli.
Inherently linked to brand loyalty and the consumer commitment to the product or brand over
time, the means of reducing switching behaviors within extremely saturated marketplaces are
directly afforded by marketing communication. The effectiveness of such communication,
however, can have the desired (or opposite) result on sustaining consumer loyalty over an
extended period of time. While more traditional marketing models focused on product
features and competitive positioning of particular brands or products, modern marketing
emphasizes the relationship between consumer behavior and value. By enhancing a product's
value, consumers are encouraged to engage in the buying process and are more likely to
maintain personal investment in a product over an extended period of time. The researcher
has given some policy recommendations for the benefits of the tractor industry. If
the above says recommendation is being considered the company may able to
maintain the market is scheme as can company top position in particular in the
region.

75
REFERENCE
BIBLIOGRAPHY
 Books- Marketing Management, Philip Kotler
 Refrences- Vishal Kumar Laheri, Research Scholar FMS, University of Delhi,
Delhi,India.
 Anupam, Research Scholar, FMS, University of Delhi, Delhi, India
 Principles of Marketing - Philip Kotler / Gary Armstrong
 Marketing management - V.S. Ramaswamy &
Namakumari 1998
 Research methodology - C.R.Kothari
 Marketing Research - G. C. Beri

WEBSITES-
1. www.wikimedia.com
2. www.retailindia.com
3. www.google.co.in
4. http://google.com
5. http://wikipedia.com
6. http://answers.com

76
 ANNEXURE
A STUDY ON CUSTOMER SATISFACTION IN SWARAJ TRACTOR AT
CHENNAI
QUESTIONARIES
1. Name:
2. Age of the respondent
a) Below 20 b) 20-30 c) 30-40 d) Above 40
3. Gender of the respondent
a) Male b) female
4. Marital status of the respondent
a) Married b) unmarried
5. Occupation of the respondent
a) Student b) employed c) self employed d) business e) agriculture
6. Educational qualification
a) SSLC b) HSC c) Diploma d) Graduate d) post graduate
7. Monthly income
a) Below 10000 b) 10000-20000 c) 20000-30000d) 30000-40000 e) above 40000
8. Experience
a) below 5 years b) 5-10 year c) 10-15 years d) above 20 years
9. Mileage of Respondents
a) 0-5km/liter b) 5-10 km/liter c)Above-10km/liter
10. Mode of sales
a) Cash b) credit
11. Source of purchase swaraj tractor
a) show room b) friends c) relatives d) others
12. Models of swaraj tractors
a) SWARAJ-735FE
b) SWARAJ-835FE
c) SWARAJ 843 XM TRACTOR
d) SWARAJ 843 XM TRACTOR
e) SWARAJ 744 FE TRACTOR
13. The Pricing Policy
a) Excellent b) Good c)Average d) Bad e)Very Bad
14.Do you know about swaraj tractors?

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 a) Yes b) No
15.Do you have any tractor?
a) Yes b) No
16.For how many years you are associated with swaraj tractors?
a) 0 – 6 months b) 6 – 12 monthc) 1 – 2 years d) Above 2 years
17.Which brand of tractor you prefer
a)swarajb) Eicher c) HMT d) Sonalika e) Others
18.Do you know the competitive brand of swaraj tractor?
a) Yes b) No
19.Are you happy with the service of swaraj tractors?
a) Yes b) No
20.. What are your suggestions for swaraj tractors to improve the services?
a) Excellent b) Good c)Average d) Bad e)Very Bad
21.Are you planning to buy any new tractor?
a) Yes b) No
22. How would you rate the swaraj tractor to its customers?
a) Excellent b) Good c)Average d) Bad e)Very Bad
23.. What are you’re over all opinion about swaraj tractors?
a) Excellent b) Good c)Average d) Bad e)Very Bad

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