PROJECT ON

CUSTOMER SATISFACTION IN MARUTI SUZUKI

Submitted to:

Under supervision of:

Ms.SAPNA MATHUR
CAMPUS 8 Knowledge park II, Greater Noida(U.P)

PREFACE

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As a part of course curriculum of post graduate diploma in management we were asked to
Undergo 8 week’s summer training in any Organization so as to give us exposure to practical
Management to get us familiar with various activities taking place in the organization.

I have put my sincere efforts to accomplish my objectives within the stipulated time. Despite
All limitations, obstructs, hurdles and hindrances, I have toiled and worked to my optimum
Potential to achieve desired goals. Being neophytes in the highly competitive world of
business. I came across some difficulties to make my objective a reality. Anyhow with the
Kind of help and genuine interest and the guidance of my supervisor. I am presenting this
hand carved effort. I tried my level best to conduct a research to gain a thorough knowledge
about the project on topic, “CUSTOMER SATISFACTION ON MARUTI INDIA LTD.” I
put the best of my Efforts and have also tried to be justice with available. If anywhere
something is found Unacceptable or unnecessary to the theme; you are welcomed with your
valuable suggestions.

Thanks and Regards

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 DECLARATION

We hereby declare that the project titled “Customer satisfaction on Maruti Suzuki” is
an original piece of research work carried out by us under the guidance and supervision of
Ms.SAPNA MATHUR . The information has been collected from genuine & authentic
sources. The work has been submitted in partial fulfillment of the requirement of PGDM
(MRKT).

Place: Signature:

Date: Name of the student

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 ACKNOWLEDGEMENT

I would like to thank Premsons Motors Udyog Pvt Ltd. (A REPUTETED AUTHORISED
DEALER OF MARUTI INDIA LTD) for constant guidance to conduct the present arduous
project and untiring cooperation which they extended to me throughout the duration of my
summer training. Getting a project ready requires the work and effort of many people. I
would like all those who have contributed in completing this project.

First of all I would like to send my sincere thanks to MR.RAJIV SINHA (General Manager,
sale) for his helpful Hand in the completion of my project and the other thanks is goes to Ms.
NATASCHA SAHU (Customer Care Manager).

I would like to take an opportunity to thank all the people who helped me in collecting
necessary information and making of the report. I am grateful to all of them for their time,
energy and wisdom.

(VISHAL KUMAR SINHA)

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 TABLE OF CONTENT

Page No.

Preface

Declaration

Acknowledgement

Chapter-1

Introduction

A. Objective

B. Company profile

Chapter-2

Research Design

A. Research type

B. Research step

C. Sample Used

D. Data used in study

E. Tools & technique

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 F. Customer satisfaction methodology

Chapter-3

Review of the relevant literature

A. Customer satisfaction index:

B. JD Power group CSI

Chapter-4

Data Analysis & interpretation

A. Satisfaction Level of Customer

B. Presales and Post sales Satisfaction level

C. PSF 72 hrs. & 15 days report

D. SSI Report

E. Complaint Analysis

Chapter-5

A. SWOT Analysis

B. Competitive strength of MSIL.

Chapter-6

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Research Findings

A. Customer Meet

B. Extendable Warranty

C. Sales operation standard

D. Follow up System

Chapter-7

A. Suggestion

Chapter-8

A. Conclusion

Chapter-9

A. Bibliography

Chapter-10

A. Annexure

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Chapter-1

Introduction

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 Objective

Mainly the objective behind a research in customer satisfaction to gain maximum knowledge
about the criteria by which Maruti a big brand name of India that how satisfied their
customer. They used to various tools and technique through that the customer become
influenced. It was great experience wherein i have completed my training with India’s most
powerful automobile company. in this season i tried to understand different different
parameters as per the customer has to measure.

The main objective of the study is to recognize the know customer satisfaction in Maruti
Suzuki .Special challenges that must be identified and addressed:
 To know the customer satisfaction trend of Maruti Suzuki.
Along with this we are trying to assess key advantages of the organization.

 To know the areas in which the dealers satisfy their customer and the areas that they
do not satisfy.
 To come out with the conclusion and recommendations based on the analysis and
interpretation.

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 HISTORY OF MARUTI SUZUKI INDIA Ltd.
Maruti Suzuki India Ltd., formerly known as Maruti Udyog, is the one of the oldest car
manufacturers in India. The company has written 28 years old history in the rich Indian
heritage.

Maruti Udyog’s inception came in the country in 1981 under the provisions of the Indian
Companies Act, 1956. During this era, scooters or two-wheelers had a long waiting as
industrial production was low in numbers. There were only two car models in the name of
Indian car industry, Hindustan Ambassador and Fiat Padmini. Later, Maruti Suzuki made a
successful move with its ever running Maruti 800 in 1983. With the launch of Maruti 80,
Indian manufacturing and car industry saw a new dawn.

The successive years after the 1980s became fruitful for India and many new cars were being
introduced in the market. Maruti got a very good response for its old warehouse which
imposed the company to make other launches. In 1984, Maruti launched Maruti Suzuki
Omni.

Though today, Maruti Suzuki Omni has lost its importance in the growing car market, it was
believed to be one of the best passenger cars until the late 1990s. Even today, this car is
found on Indian roads but the sector has shifted from Passenger van to school vans. The year
1985 celebrated a year of off-road vehicle with the launch of Maruti Suzuki Gypsy. This is
till date one of the bets SUV in India. Though the car has been faded by even better SUVs
like Mahindra Pajero, Mahindra Scorpio, and Tata Safari, Maruti Suzuki Gypsy is still a hot
time favorite for youngsters.

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The early 1990s witnessed an era of liberalization, a period when Indian car market had
become a crucial part of the growing Indian economy. During this time, India was looking
ahead towards the global car market with renewed hope and dynamism. The year 1990 saw
the launch of India’s first contemporary sedan, Maruti 1000, a car that many of us have not
even heard about.

As and when time was moving the company was coming up with innovations and
advancements. In the year 1991, Maruti Suzuki started cumulative indigenization of nearly
about 65% of all its car models and thereafter introduced Maruti Suzuki Zen in 1993.

By this period of time, few other car manufacturers had also hit the Indian market which
eventually made Maruti more competitive in its car models and more aggressive in its
operations. The introduction of Zen was then followed by the launch of Maruti Suzuki
Esteem in 1994, Maruti Suzuki Baleno and Maruti Suzuki WagonR in 1999, and Maruti
Suzuki Alto in 2000. The company also launched another SUV in the Indian market known
as Maruti Suzuki Grand Vitara in 2003. This car was not successful during that year and was
phased out. Later in 2007, the company re-introduced the new car with better features and
engine technology. Maruti Suzuki Versa and Maruti Suzuki Zen Estilo are an addition to
Maruti cars but unfortunately were not as successful as other in the list.

After these successful launches by Maruti Suzuki, a world strategic car model, popularly
known as Maruti Suzuki Swift, was introduced in 2005. This car is available in both petrol
and diesel version and is a big hit in the Indian car market. Swift is as swift as its name and is
winning hearts and applauds across the country.

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HISTORY OF PREMSONS MOTOR

Pemsons Motor a reputeted authorized Maruti Suzuki Dealer at Ranchi This world class
centrally air-conditioned showroom was inaugurated on 26th June 2005,by the executive
director of Maruti Suzuki india Ltd. Mr.K.saito and his holiness cardinal tellisphore toppo in
the august presence of many dignitaries and well wishers of Premsons motor.

Premsons motor is headed by the CMD,Mr.punit Kumar poddar and the director Mr.Pankaj
Kumar Poddar.

Among the other sister concerns of premsons motor are the following:-

1. Babulal premkumar the wholesale shop of textiles, which is more than 100 years old.

2. Muva Industries Ltd which manufactures railway sleepers at madhupur.

The very same year of its establishment, premsons motor was awarded the best showroom of
India award. today it is one of the best top 10 showroom of India.

It has a single window concern where various personalized services are provided under one
roof itself such as sales,service,accessories,spares,mauti insurance renewal and the true value.

In its workshop many machines have been installed with latest technological advances. some
of them have been introduced for the first time in Jharkhand at premsons motor like imported
collision repairs system for proper reshaping of distorted body shell and chassis.

It has factory trained technicians for proper diagnosis and repair. it also maintain a fleet of
test drive vehicles for customers to have a feel of vehicle before the actually buy.

Premsons motor bosts of an exclusive high tech,dust free, point booth for high quality
painting for the first time in Jharkhand mig wielding machine for factory finished repair has
been introduced and also have for the first time in Jharkhand the spot wielding machine for
factory finish repair.

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The true value showroom for buying, selling and exchange their old vehicle for new ones
avail various exchange bonuses.

Premsons motor has an exclusive department for Maruti insurance renewal. here customer
can get their insurance of the vehicles renewed under friendly atmosphere and avail all the
benefits of Maruti insurance.

In the year 2008 the Maruti driving school inaugurated which is unique in many ways. here
learn driving or improve their driving skill by getting themselves enrolled at minimal rate.
Training is imparted with the help of imported simulator. Trained experts are provided to
assist in giving driving lesson and practical classes.

Altogether premsons motor is an institution in itself where one can feel delighted for the rest
of their lives.

No wonder many Awards and Prizes have been best owed upon Premsons motor, mainly:-

1. Best showroom in India award.

2. Best market share award.

3. the most innovative marketing awards.

4. Jharkhand ratna

5. Maruti insurance award

6. Customer satisfaction index award.

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MARUTI DRIVING SCHOOL

Road safety is a key concern area for both the government and people on the road. according
to various studies lack of professionalism in driving and untrained drivers are primarily
responsible for the majority of road accidents.

As a part of our initiative to improve road safety and and inculcate safe and systematic
driving habits among people. maruti suzuki has opened Maruti Driving Training School
(MDS) modeled on International Lines, where there are components of Classroom Training,
Practical Training and Attitude Training. There are world-class Simulators to give a hands-on
feel to learners before taking the vehicle on the road, which is especially beneficial to those
who have a fear of driving. These also simulate various road and weather conditions like fog,
dim light, uphill and downhill terrain, to provide comprehensive training to learners.

Having started in Bangalore in March 2005, Maruti Driving School has now spread its
network throughout the country. Maruti Suzuki has involved its vast dealer network in
promoting road safety and safe driving. In collaboration with the dealers, the company has
set up over 69 Maruti Driving Schools (MDS) in over 59 cities across the country.
One of the unique feature of these driving schools is that there are lady instructors
appointed to train women at these schools

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MARUTI INSURANCE

It is launched in 2002 Maruti provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The
service was set up the company with the inception of two subsidiaries Maruti Insurance
Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited. This service
started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies since its
inception. Premsons motor udyog ltd is also doing tremendous job in field of maruti
Insurance. The company tied-up with two insurance company the national Insurance
Company and Iffico Tokyo. Premsons motor udyog pvt ltd has got best maruti insurance
award in year 2009-10.the company is working with well framed customer relation team.
In 1982 Maruti Suzuki has provided customer with word-class and unmatched. The drive to
small auto related needs under one roof has earned the trust and respect of over 40 lakhs
satisfied customers. In situation with this, Maruti Suzuki presents Maruti Insurance. The car
insurance option that lets you sit back relax.

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MARUTI TRUE VALUE

Maruti True service offered by Maruti Udyog to its customers. It is a market place for used
Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with the help of this
service in India The size of the pre-owned car market in India has been estimated to be more
then the size of the new car market. The A and B segments account for between 70 and 80%
of the total sales volumes in the pre-owned passenger car market in India. The proportion of
pre-owned cars from segment B is increasing and is expected to form the largest portion of
the pre owned passenger car market. Mid-size and large cars are less popular in the pre
owned passenger car market. Here also Maruti Suzuki started its own market known as
TRUE VALUE. Here the company sells all kind of cars without altering their specification,
The selling/buying old cars. Basically achieving two objective viz. exchanging of car and
used car. Customer can sell, buy or exchange pre-owned Maruti car up to 7 years old,100000
Kms, run than 2 owners.Maruti car of any age / mileage / condition can be bought “under
exchange of a new car Maruti car”.Best value offered for exchange old car.

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SPARE PARTS AND ACCESSORIES

The Company draws competitive advantage from the fact that its car parts are priced
competitively and are affordable. In recent years, the focus has been to improve access and
availability by setting up a national network of spare parts distributors.

In the Accessories business, enterprising dealers have used Maruti Genuine Accessories to
create customized versions of the Company's existing models. In many cases, these special
edition cars have enhanced sales, improved margins and enable the Company to address
Younger customer profiles. Although at a nascent stage, these dealer initiatives signify the
potential offered by this business.

During the year, the Company achieved a new milestone: a gross turnover of Rs 10 billion in
the spares and accessories business. This marked a growth of 19 percent over the previous
year. The business is supported by a robust back end operation, which employs technology
and competence in logistics to deliver on time to customers across the country.

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 Chapter-2

Research design

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Research types

There may be 3 type of research methodology these are:

 Exploratory Research

 Descriptive Research

 Casual Research

Our research is based on the exploratory research.

Exploratory Research
“The objective of this research is to gather preliminary information that will help us to
Define the problem and to suggest any hypothesis.” Which means first we have to define the problem
and research objective? then we have To develop the research plan for collecting information. Now
after collection data we have to Interpret those data for any suggestion,

To understand the satisfaction criteria of the company there are six steps involve in effective
marketing research process:

Step 1:-

Define the problem and research objectives It is extremely important to define the problem very
clearly. The Objectives of the research have to be very clearly defined. No amount of Vagueness is
acceptable here. More specifically defined the objectives would be to find out the kind of accounts

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being closed down and the objective would be stated as “To study the reasons for closure of savings
accounts in urban and metro areas”.

Step 2:-Develop the research plan

The second stage of marketing research calls for developing the most efficient plan For gathering the
needed information. The marketing manager needs to know the Cost of the research plan before
approving it. Designing a research plan calls for Decisions on the data sources, research approaches,
research instruments, Sampling plan, and contact methods.

Step 3:-Collect the information

The data collection phase of marketing research is generally the most expensive and the most
Prone to error. In this case of surveys, four major problems arise. Some respondents will not be at
home and must be contacted again or replaced. Other respondents will refuse to cooperate. Still others
will give biased or dishonest answers. Finally, some interviewers will be biased or dishonest. Getting
the right respondents is critical. It is important to recognize that not everyone in the sample
population will be online.

Step 4:-Analyze the information

The next-to-last step in the process is to extract findings from the collected data. The researcher
tabulates the data and develops frequency distributions. Averages and measures of dispersion are
computed for the major variables. The researcher will also apply some advanced statistical techniques
and decision models in the hope of discovering additional findings.

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Step 5:-Present the findings

As the last step in marketing research, the researcher presents his or her findings to the relevant
parties. The researcher should not overwhelm management with lots of numbers and fancy statistical
techniques, but rather should present major findings that are pertinent to the major marketing
decisions facing management.

Step 6:-make the decision

The managers who commissioned the research need to weigh the evidence. If their confidence in the
findings is low, they may decide against introducing the in-flight internet service. If they are
predisposed to launching the service, the findings support their inclination. They may even decide to
study the issues further and do more research. The decision is theirs, but hopefully the research
provided them with insight into the problem.

Data sources: -The researcher can gather secondary data, primary data, or both. Secondary
data are data that were collected for another purpose and already exist Somewhere. Primary data are
data freshly gathered for a specific research Project.

Research approaches: - Primary data can be collected in five main ways:

 Through Observation,
 Focus groups,

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  Surveys,
 Behavioral data,
 Experiments.

Research instruments:- Marketing researchers have a choice of three main

Research Instruments in collecting primary data:

1. Questionnaires: -A questionnaire consists of questions presented to Respondents for their

answers. Because of its flexibility, the questionnaire is by far the most common Instrument used to
collect primary data. E.g.-instant feedback form, sales satisfaction index, post sales follow-up 20
days.
Questions can be open-ended or closed-Ended.

2. Qualitative measures: - Some marketers prefer more qualitative Methods for gauging consumer
opinion because consumer actions do not Always match their answers to survey questions.
Qualitative research Techniques are relatively unstructured measurement approaches that Permit a
range of possible responses, and they are a creative means of Ascertaining consumer perceptions that
may other-Wise be difficult to Uncover.

3. Mechanical devices: -Mechanical devices are occasionally used in Marketing research

.Mechanical devices like galvanometers measure the Respondent’s interest or emotions aroused by
exposure to a specific ad or Picture.

Sampling plan: -After deciding on the research approach and instruments, the
marketing researcher must design a sampling plan. This calls for three Decisions:

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a) Sampling unit: -Who is to be surveyed? The marketing researcher must define the target
population that will be sampled.

b) Sample size: -How many people should be surveyed? Large samples give more reliable
results than small samples. However, it is not necessary to sample the entire target population
or even a substantial portion to achieve reliable results

c) Sampling procedure: -How should the respondents be chosen? To obtain a representative

sample of the population should be drawn. Probability sampling allows the calculation of
confidence limits for sampling error. Some marketing researchers feel that no probability
samples are very useful in many circumstances, even though they do not allow sampling
error to be measured.

Contact methods:-Once the sampling plan has been determined, the marketing
researcher must decide how the subject should be contact:

a) Mail questionnaire: -The mail questionnaire is the best way to reach people who would
not give personal interviews or whose responses might be biased or distorted by the
interviewers. Mail questionnaires require simple and clearly worded questions.

b) Telephone interview: -Telephone interviewing is the best method for gathering

information quickly; the interviewer is also able to clarify questions if respondents do not
understand them. The response rate is typically higher than in the case of mailed
questionnaires. E.g. post sales follow-up 72 hours and 15 days post sales follow-up.

c) Personal interview: -Personal interviewing is the most versatile method. The interviewer
can ask more questions and record additional observations about the respondent, such as

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dress and body language. Personal interviewing takes two forms. In arranged interviews,
respondents are contacted for an appointment, and often a small payment or incentive is
offered. Intercept interviews involve stopping people at a shopping mall or busy street corner
and requesting an interview.

d) Online interviews: -There is increased use of online methods. There are so many ways to
use the Net to do research. In this method, researcher can include a questionnaire on its Web
site and offer a people to answer the questionnaire.

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CUSTOMER SATISFACTION METHODOLOGY:

A Summary of Key Issues

Any methodology for researching customer satisfaction cannot be meaningfully evaluated

without first articulating exactly what it is one wants to accomplish.

In a competitive environment, customer satisfaction is crucial to long-term profitability.

Given the opportunity to choose, customers whose needs or desires are not met will not
continue to support the companies from whom they have been buying. The ideal firm, from
the perspective of both customer and shareholder, is one which allocates its resources to
continually improve those processes and quality aspects that drive customer satisfaction, and
converts increased customer satisfaction into improved financial performance.

The primary goal of any corporation is to maximize long-term profits. The objective of
customer satisfaction management is to harness customer satisfaction in order to achieve that
larger corporate goal. Methods of measuring and diagnosing customer satisfaction should be
evaluated according to this criterion: How well do these methods help corporations
understand and optimize the economic value of the customer relationship?

Given the nature of modern competition, hoping to retain a competitive advantage is seldom
realistic. Competitive advantage is most often achieved by continually monitoring the
customer base, and continually improving aspects of quality which have high rates of return.
The problem is to find out where improvements in quality will bring a better return-on-
investment, and how those improvements should be achieved.

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The traditional approaches to market research, on which many firms rely, simply ask
customers what they consider important. There are more and less sophisticated ways of
asking this, but none of them will gather information relevant to the objective: increasing
customer satisfaction in ways that will maximize long-term profits. Most firms also make the
mistake of treating satisfaction as a simple binary concept. Simple in the sense that only one
question is used; binary in the sense that customers are categorized as either satisfied or
dissatisfied (a so-called Top Box approach) – often in percentage terms. This approach is
crude and rarely provides reliable and valid information over time. This is also why many
firms fail to find any relationships between quality and satisfaction and between satisfaction
and profit. Perhaps the best way to get the point across is to compare satisfaction, as a
concept, to intelligence. Both are multidimensional and not directly observable. Any attempt
to measure intelligence by a simple question (“Are you dumb or smart?”) is not likely to
yield useful information. It is not reasonable to think that one can assess a person’s
intelligence by a single question (or by a single survey question). Likewise, it is not
reasonable to assume that one can capture the concept of satisfaction by a single overall

Question. Aside from the necessity to use multiple questions, satisfaction, like intelligence, is
a matter of degree. It will not be possible to relate satisfaction to profits if satisfaction is
expressed in broad categories. Accordingly, CFI Group treats satisfaction as a matter of
degree, indicated by the responses to several continuous (10-point scales) variables, which
are transformed to 100-point scales in our analysis. Furthermore, even when a good scale is
used, the analysis of the data can be fraught with difficulties. For example, some firms use
relative weights from a factor analysis of a number of questions on quality. Their resulting
index is simply a consequence of the shared aspects (correlation) of the questions. (If there
are more questions on a particular attribute, that attribute will have a disproportionate
representation in the index.) The fact that quality aspects correlate among themselves has
little to do with customers’ repurchase behavior or their reservation prices. In other words,
because economic variables and/or repurchase and price tolerance variables are not included
as criteria for the factor analysis, this type of index is constructed on the basis of an irrelevant

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criterion. To be useful, a satisfaction index must be based on a more relevant criterion (such
as repurchase or willingness to pay, for example).

CFI Group’s system relies on a weighting scheme such that the resulting index is optimal. It
is optimal because the relationship between satisfaction and economic returns is maximized.
This is a critical part of CFI Group’s system. It assures that a given increase in the Customer
Satisfaction Index has a maximal impact on that which is typically the ultimate objective of
the firm – economic returns. The implication of an optimal satisfaction index is that we avoid
the common problem that an increase in the index does not lead to economic results. It also
points to the fact that it is not satisfaction, but economic returns, that should be maximized.
There will always be a point beyond which increases in satisfaction cost more than the
additional revenue they bring in.

Most traditional approaches to market research either confuse comparison of levels (“where
we are today vs. last year/the competition/other aspects of quality and levels of importance as
provided by customers”) with marginal contributions (“what should be changed”), or fail to
make the connections to economic returns, or both. CFI Group’s system quantifies the impact
of quality components on satisfaction and, in turn, the impact of satisfaction on economic
returns. Our clients can then use this information for efficient resource allocation.

Our approach provides specific and quantifiable information about the levels of service and
quality and the marginal contribution, to both customer satisfaction and profits, which will
result from a change in a process, service, aspect of quality, etc. Unlike other consulting
firms, CFI Group utilizes a cause-and-effect system that isolates the effects of a change in a
quality component on the change in customer satisfaction, and the subsequent change in
economic returns. This is very different from focusing on what customers deem “important”.
It is also characterized by a “systems” treatment of all its components (i.e., quality,
satisfaction, profit). All of these aspects make it different from other approaches.

Modeling Customer Satisfaction

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CFI Group’s process takes place in four stages to ensure maximum reliability, validity and
inclusion of essential issues:

1) Secondary Research
2) Management Interviews
3) Qualitative Customer Research
4) Quantitative Research

1) Secondary Research

Some firms might argue against the necessity of this stage, stating that vast quantities of such
Research had already been performed, oftentimes yielding no more information than they
had had before. However, one reason firms often do not benefit from such research is that its
focus tends to be scattered. One study might look at concepts of customer loyalty, while
another looks at current attitudes of store personnel, and still another asks customers to focus
on aspects of in-Store shopping. Our purpose in performing secondary research is to build
upon and synthesize prior research thereby gaining the maximum information available from
it.

2) Management Interviews
Interviewing management personnel across relevant areas of businesses is also critical to
Synthesizing useful information which might otherwise remain isolated. These interviews aid
in:
 Understanding a heterogeneous customer base
 Identifying current business issues viewed as relevant by management personnel
 Developing a substantive knowledge of the competitive environment
 Designing the qualitative interview guidelines for in-depth interviews with customers
 Determining how performance measures will be represented in the subsequent model

3) Qualitative Customer Research

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The need to talk with customers to uncover issues salient to them has become increasingly
obvious over the past several years. What has not become obvious, however, are the
techniques needed to uncover such issues accurately and in-depth. CFI Group’s system
utilizes qualitative one-on-one customer interviews specifically designed to cover both issues
identified as relevant by management personnel and to allow customers to voice their
opinions, concerns and desires which might otherwise be left unknown to management.

While management would likely be able to predict a large percentage of the components and
issues salient to customer satisfaction, there is still a reasonable amount of information to be
gained from customers which would go unsaid if customer interview structures were too
rigid. Further, management personnel might also be unaware of the language that customers
tend to use (i.e., voice of the customer) when discussing such issues or, quite importantly, all
the aspects of a particular issue, even if correctly identified by management, relevant to the
customer.

CFI Group’s qualitative system applies a combination of current social-psychological

techniques whose power and scope exceed common research methods utilized by other firms.
CFI Group’s system employs the following techniques:

One-on-one interviews. While focus groups can be useful in certain cases, typically what
Happens in such settings are that one or two strong voices emerge only to be followed by the
rest of the group. The resulting information is highly biased and skewed toward the more
vocal customers in the group. Although interviewers often try to avoid such biases by
requiring focus group attendees to talk “in turn”, they may still miss subtle (and not-so
subtle) pressures which come from group meetings. Valuable information may be lost in such
settings where the interview is highly structured.
.
Open ended, semi-structured interview approach. This approach allows us to ask
Customers about issues mentioned in secondary research and management interviews, while
still leaving the opportunity for each customer to discuss “top-of-mind” issues during the
course of the interview, thereby identifying salient factors which might otherwise go

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undetected. Respondent focused on the asking someone “why” they like or dislike Metaphors
and narrative accounts. By giving customers the opportunity to tell stories and use metaphors
to describe and the various experiences they have had, we also encourage the identification of
new and valuable information. Given innovative social-psychological research techniques,
and a more conversational style interview, customers can relax and converse as they might
with a friend during the interview.

A skilled interviewer can keep a relevant topic while still allowing them to recall experiences
regarding which could be very useful to management and other personnel. Similarly, simply
some aspect of , will not get at the real ways in which people think about things and make
purchase decisions. CFI Group’s qualitative system utilizes techniques which help customers
to identify and discuss issues relevant to their purchasing behaviors, unlike most other
consulting firms where customers are asked only to confirm or rank pre-identified and
ultimately incomplete factors relevant to decision making.

Customer interviews performed by CFI Group are recorded and transcribed verbatim
ensuring maximum reliability and validity in performing the analysis. Qualitative research
techniques are then applied to the subsequent analysis of each transcript as well as the
transcripts as a group. Unlike other firms who rely on “frequency of response” coding to
identify relevant factors (thereby only increasing interviewer created bias), CFI Group’s
system relies on a “narrow lens approach” – a social-psychological analysis process which
allows us to identify and categorize salient factors and re-group all relevant information into
a subsequent model, thereby maximizing the information gained from the interviews.
CFI Group’s qualitative analysis allows us to specify a hypothetical model of customer
satisfaction, and makes certain that attributes of each component are preserved utilizing the
language of the customer. The subsequent questionnaire we develop is based on the voice of
the customer and ensures that the information we gather from it means what we intended it to
mean.

4) Quantitative Research

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Ultimately, the power and precision of the hypothetical model is proven in the quantitative
phase of CFI Group’s system. Understanding our methodology requires an understanding of
three distinct points:

i. Estimating Importance, Utility, and Impact

ii. Estimating Derived Importance
iii. Causal Models: comparing covariance structure analysis (e.g., LISREL) and partial least
squares (e.g., World’s PLS system), the two major approaches to causal models.
Our objective is to identify those quality dimensions whose improvement offers the greatest
returns, as measured in customer satisfaction, retention rate (and potentially related measures
of individual behavior, such as spending level) and corporate financial performance. That is,
if the level of performance on a quality attribute improves by a given amount, how much will
satisfaction (and, subsequently customer retention or financial performance) improve? In
evaluating a methodology, the most important criterion is whether a method can quantify the
return-on-quality.

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Chapter-3

Review of relevant literature

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CUSTOMER SATISFACTION INDEX( CSI):

During the year, the Company took forward several initiatives to retain its top position in the
area of customer Satisfaction. These initiatives ranged from product design and quality to
network expansion, and included new Service programmes to meet latent needs of customers.
In recent years, there are clear trends that customer expectations from a car have evolved
considerably. Car customers now seek contemporary styling international quality and latest
features that enhance their safety and convenience, while expecting performance and fuel
efficiency, like their parents did before them. These changing preferences are reflected in the
sales data for existing Segments in the car market: models and variants that promise only
economy and low acquisition cost are increasingly losing out to models and variants that are
rich in features, style and safety. This trend holds true across segments, including among
entry level cars. The Company's product plan is designed for these changing customer
expectations. World.

1.CUSTOMER SATISFACTION THEORY : Whether the buyer is satisfied after purchase

depends on the offer’s performance in relation to the buyer’s expectations. Satisfaction is a
person’s fallings of pleasure or disappointment resulting from comparing a product’s
perceived performance or outcome) in relation to his or her expectations. As this definition
makes clear, satisfaction is a function of perceived performance and expectation. If the
performance falls short of expectations, the customers, the customer is dissatisfied. If the
performance matches the expectations, the customers are satisfied. If the performance
exceeds expectations, the customers are highly satisfied or delighted.

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Many companies are aiming for high satisfaction because customers who are just satisfied
still find it easy to switch when a better comes along. Those who are highly satisfied are
much less ready to switch. High satisfaction or delight creates an emotional bond with the
brand, not just a rational performance. The result is high customer loyalty. Xerox’s senior
management believes that a very satisfied or delighted customer is worth 10 times as much to
the company as a satisfied customer. A very customer is likely to stay with Xerox many more
years and buy more than a satisfied customer will.
There are four major factors, which affected satisfaction of the car namely: -

1. Problems Experienced: Contributing to 35% of the CSI score, this factor measures the
quality of the car in terms of the number of repair problems that cropped up and how often it
was returned for re-service.

2. Service Advisor: Which related to ability of the services advisor to ability of the service
advisor to understand the problem and his promptness in attending to the customer,
contributing to 28% of the CSI Score?

3. Service Performance: Measures the quality of the service performed as well as the dealer’s
ability to fix a problem on the first visit. It has a weight age of 26% in the CSI score and also
considers how easily spare parts are available when required.

4. Service Timing: Affecting the score by just 6%, this time taken for a service or repair job
was responsible and if the vehicle was ready at the time promised.

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5. Facility Appearance: - Deals with the appearance of the customer lounge at the dealership
and the look and cleanliness of the service area. This factors has the least impact CSI score at
Just 5%.

JD Power Customer Satisfaction Index Study

Ranked Highest in Customer Satisfaction Index8 times in a row

Strategic Models like Swift and SX4, which offer bold European design and high end
features are targeted specifically at these customers. In the field, the products were supported
by rapidly expanding networks. The Company has diverse networks for new cars, spares,
service, pre-owned cars and so on, and all of them were in expansion mode last year to
enable the Company to get closer to the customer. In particular, the Company encouraged
dealers to recruit Resident Sales Executives, dynamic youngsters from rural areas who would
network with local communities and operate from there, rather than report daily to a sales
showroom in an urban location. Going forward, the Company sees its network as a source of
competitive advantage. Rising real estate prices and restrictions on land use in many cities
are together hampering the setting up of new car showrooms and workshops, especially in
prime locations. The Company ranked first in the Customer Satisfaction for the 8 successive
years in the annual survey by J D Power Asia Pacific. It was the only player above industry
average, despite the much higher number of customers it has to serve. Certain unique
initiatives by the Company, such as the facility at service workshops to pick up and drop cars
of women customers, came in for appreciation. J D Power's Survey found that customers who
received such service were notably more delighted.
The Company dealers and authorized service stations serviced more than 10 million cars in
the year.At the back end, the Company took measures to improve productivity of workshops
so that customers can get their cars serviced faster. This also improves dealer profitability,
generating more revenues from the same fixed assets. The Express Service started by some
dealers offers to complete a standard service for a customer's car in two hours. Another
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 innovation was Maruti Mobile Support - a special version of Versa that has been suitably
modified to function as a service station. It is able to cover areas where a service station is
not viable or where customers want service at their doorstep. At present, 120 Maruti Mobile
Service vans are plying in more than 80 cities.

The Company used technology to meet customer needs and even delight them. Following
feedback that the Company's cars were more prone to theft owing to their resale value, the
Company worked on an anti-theft immobilizer or i-CATS system for all its new cars.

The Company has also ensured that the entire fleet of trucks, carrying new cars from the
factor To dealerships, is GPRS-enabled. This allows dealerships to give customers a more
accurate picture of when their car is likely to be delivered, and to some extent addresses a
major source of dissatisfaction among customers. The Company's efforts to satisfy all car-
related needs - from learning to drive a car at Maruti Driving Schools to car insurance,
extended warranty and eventually exchanging the existing car for a new one --- under one
roof at dealerships also enhance customer satisfaction. The Company is taking its
interpretation of connect with the customer into a new paradigm.

After investing in manufacturing facilities, the Company is now ready to invest in marketing
infrastructure. It has identified some mega projects to build the foundation of this new Car
display showrooms or brand centers in prominent urban locations, where customers can see
the entire range of models, experience technology and so on.
Car stockyards are an effort to ensure that customers are able to get their choice of model,
variant and color, in time. Spares stockyards in select centers across the country to meet
customer requirements faster.

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2000-2009: JD Power Customer Satisfaction Index Award - India

The biggest draw for the past ten years has been the award for highest recognition by the
customer. In 2009-10 again, for the tenth consecutive time, Maruti Suzuki ranked the highest
in JD Power Customer Satisfaction Index

Chapter-4

Data Analysis& Data Interpretation

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CUSTOMER VALUE AND SATISFACTION

 If the performance and the experience are lower than the

expectation then customer satisfaction would be low.

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 If the performance and the customer experience meet
expectations, than the customer is satisfied.

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 If the performance and the customer experience exceeds
expectations, than the customer is delighted.

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DATA COLLECTION

For the data collection regarding our project we are using questionnaire method. We had
prepared a set of question which are being asked from different different customers present in
Ranchi And according to their answer we are tiring to analyze the customer satisfaction on
Maruti Suzuki.

For the data we asked questions to the customer through face to face interview or with the
help of telephonic interview the all questions were based on customer requirement and based
on their view and talk we try to interpret on our own. So the primary data is collected in the
form of questionnaire and their data analysis and interpretation is given afterward. adderass

Sources of data

 Questionnaire
 SSI report
 PSF monthly report

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Q.ARE YOU SATISFIED WITH PRESALE SERVICE AS WELL AS THE POST
SALE SERVICE?

DATA TABLE OF PRESALES SERVICE OF DEALER

% NO. OF SATISFIED CUSTOMER 93.33%

% NO. OF DISSATISFIED CUSTOMER 05.33%
% NO. OF NO REPLY 01.33%

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DATA ANALYSIS:(PRETSALES SERVICE)

From the table we can analyze the satisfaction label of the customer, according to the
Customer response we can conclude that the % of presales satisfaction is 94%,%dissatisfied
Customer is 7% and % no reply is only 1.5%.here the customers are delighted with pre sales
service.

DATA INTERPRITATION:

We can conclude that most of Maruti’s customer is almost satisfied with the overall Process
from the beginning of buying era ..According to those people who were not satisfied with the
dealer service due to some factor, such as

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 DATA TABLE OF POSTSALES SERVICE OF DEALER

% NO. OF SATISFIED CUSTOMER 91.5%

% NO. OF DISSATISFIED CUSTOMER 07%
% NO. OF NO REPLY 01.5%

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DATA ANALYSIS :( POSTSALES SERVICE)

From the table we can analyze the satisfaction label of the customer, according to the
Customer response we can conclude that the % of post sales satisfaction is 92%,%
dissatisfied Customer is 7% and % no reply is only 2%.here the customers are delighted with
post sales service.

DATA INTERPRITATION:

We can conclude that most of Maruti’s customer responded nice they were very happy with
provided facilities by the dealer. And according to rest of the customer those are not to be
happy with service due to lack of prefranceses for instance recreation facilities. And rest of
the people were not able to express their views.

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COMPLAINT ANALYSIS

Types of complaints-

 Delay in invoicing the delivery

 Delay in delivery process
 Employee misbehave with customer
 Lack of complete information about purchase

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 Post sales Follow up (72hrs PSF Report)
(REPORT ON MAY 2010)

NO.OF DELIVERED (A) 254

NO.OF CUSTOMER CONTACTED (B) 221
(Within the month)

NO.OF CUSTOMER CONTACTED WITHIN 72HRS. ( C ) 221

( 0 to 24 hrs) 158
(24hrs to 48hrs) 63
PSF % (C* A/100) 88%
TOTAL NO. OF PENDING CUSTOMER (A-B) 254-221=33
TOTAL NO. DISSATISFIED CUSTOMER (D) 09

% OF SATISFIED CUSTOMER [(B-D) / B]*100 96%

DISSATISFIED CUSTOMER CONTACTED& 07

OBTAINED SATISFACTION NOTE

MAX. TIME TO RESOLVE COMPLAINTS(> 9DAY) 0

(6 TO 9 DAYS) 02

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 (3 TO 6 DAYS) 03
( 0 TO 3 DAYS) 02

AVERAGE RESOLUTION TIME(in days) 05 days

TEST DRIVE OFFER % 98%

TEST DRIVE GIVEN % 92%

IS THE VOICE OF CUSTOMER CAPTURED (Y/N) Y

MONTHLY REPORT OF 15DAYS PSF

(REPORT ON MAY 2010)

NO.OF CAR DELIVERED (A) 254

NO.OF CUSTOMER CONTACTED (B) 233
(Within the month)

TOTAL NO. DISSATISFIED CUSTOMER (C ) 12

NO.OF COMPLAINTS CLOSED(WITH SATISFIED NOTE) 08

MAXIMUM TIME TAKEN TO RESOLVE A COMPLAINTS(in a day) 5 DAYS

COMPLAINTS CLOSED WITHIN 2 DAYS 4

COMPLAINTS CLOSE BETWEEN 2-4 DAYS 2

AVERAGE RESOLUTION TIME(in days) 3 DAYS
IS THE VOC BEING CAPTURED DURING 15 DAYS PSF?(Y/N) Y

IS THE 15 DAYS PSF DONE WITH SCRIPT GIVEN IN SOS?(Y/N) Y

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49 | P a g e
Chapter-5

SWOT Analysis

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SWOT ANALYSIS
PREMSONS MOTOR UDYOG PVT LTD.
STREGTH:

 Leading player of its territory with largest share of customer.

 Awarded by best Maruti showroom in India as well as lots of achievements.

 Single window concern where various personalized services are provided under one
roof.

 Tremendous Management system with nice working environment.

 Well skilled employee support & factory trained technicians.

 World class features with latest technological advances

 Maruti annexure or guideline for the dealer. Sales operation standard.

 Maruti own data base system dealer management system.

 Differentiate itself with exclusive Promotional strategy.

WEAKNESS:

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  Delay delivery of vehicle.

 Lengthy question process.

 No sufficient space& line-up facilties (according to demand)

OPPORTUNITY:

 Generate the Employment:

 Enhanced the Technology:

 Opportunity to spraded itself like a brand name.

THREATS:

 To competitors threats.

 To government policy or norms.

MUL’s Competitive Strengths

• Expertise in small car technology. As a subsidiary of Suzuki, they have access to globally
respected technology in the small car segment. They have the advantage of Suzuki’s
expertise in all aspects of small car technology and design, with respect to their products,
manufacturing processes and business practices, the development of their supply chain and
the training of personnel.
• Extensive product portfolio. Their diverse product range includes cars in segments A, B
and C, and utility vehicles.. They are the major manufacturer of cars in segment A (priced

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below Rs.300,000). The Maruti 800 has been the largest selling car in India for several years,
and still continues to have the very high sales volumes. They also manufacturer three distinct
models, the Zen, the Alto and the WagonR, in segment B (priced between Rs. 300,000 and
Rs.500,000). Their dominance in segment A and extensive product range in segment B
enables them to offer the customer a wider choice in the small car segment than any of their
competitors. In addition, the absence of any major manufacturers in segment A gives their
dealers greater flexibility in promoting models in segment B.

• Quality products. In November 2001, MUL was one of the first automobile manufacturers
in the world to receive the ISO 9001:2000 certification. They benchmark their products
against international quality standards. They export heir products to approximately 70
countries, which are manufactured using the same assembly line as that for the domestic
market.

• Extensive sales and service network MUL has the largest network of dealers and service
centers amongst car manufacturers in India In addition to the distribution of cars, their
dealership network is a critical resource in their efforts to provide customers with a “one-stop
shop” for automobiles and automobile related products and services such as automobile
finance, automobile insurance, Maruticertified pre-owned cars available for purchase, and
leasing and fleet management, in order to promote customer loyalty.

• Brand strength: MUL is present in the Indian market for almost 24 years and have built
the brand on the basis of the values of trust and reliability In 2000, 2001 and 2002, J.D.Power
Asia Pacific, Inc. ranked MUL the No. 1 in the India Customer Satisfaction Index, which
assesses customer satisfaction with product quality and dealer service. NFO Auto motive’s
2002 Total Customer Satisfaction Survey ranked Maruti products as No. 1 in the “Economy”,
“Premium Compact” and “Entry Midsize” segments respectively, for 2002.

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• Integrated manufacturing facility. Their manufacturing facility consists of fully
integrated plants with flexible assembly lines located at Gurgaon. The facilities have
advanced engineering capability and each plant is upgraded on an ongoing basis to improve
productivity and quality. They are one of the most efficient among the vehicle manufacturing
facilities of Suzuki’s subsidiaries outside Japan in terms of productivity measured as the ratio
of number of vehicles produced to number of employees.

• Strong vendor base and higher rates of localization: In order to improve quality and
generate economies of scale, MUL has reduced the number of vendors of components in
India from 370 as of March 31, 2000 to about 100 as in 2005. As of the same date, they had
strategic equity interests through joint venture agreements in their vendors, who together
supply a substantial portion of the purchases of components. A number of their vendors are
their dedicated suppliers in that they account for a majority of their turnover. Vendors located
within a radius of 100 kilometers from the facilities supply the majority of the components.
The production systems of their vendors are generally aligned to their needs for a reliable and
timely supply of components that meet the required quality standards. This has enabled MUL
to increase the proportion of locally xsourced, lower cost components in their models, a
concept refer to as localization.

• Skilled labor and experienced management. The labour force at MUL has become
increasingly productive in terms of vehicles produced per employee and receives training on
an ongoing basis, including training by Suzuki. Due to their presence in the Indian passenger
car market for a significantly longer period they have been able to build a highly experienced
management team that is familiar with conditions in the Indian passenger car market.

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Chapter-6

Research Finding

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CUSTOMER MEET :-
According to the Maruti guideline or we can say as the part of tradition of Maruti Dealership.
The dealers will invite all of those customers that has purchased the vehicles. The dealer will
arranged the customer meet in end of the each and every month. Wherein the organization
head has to meet with all the monthly customer of Maruti.

They instruct to the customer about-

 Fuel saving tip and safety related instructions

 Information about insurance

 Service and warranty concern instruction

Warranty and Extended Warranty Program

Maruti Suzuki offers a two-year warranty on all the vehicles at the time of sale. The dealers
are required to address any claim made by a customer, in accordance with practices and
procedures prescribed by Maruti Suzuki, under the provisions of the warranty in force at that
time. The dealers subsequently claim the warranty cost from Maruti Suzuki. Maruti Suzuki
analyze warranty claims from dealers and either claim the cost from the vendors, in the case

56 | P a g e
of defective components, or bear the cost ourselves, in the case of manufacturing
defects.Maruti Suzuki also offers an extended paid-warranty program marketed under the
brand, “Forever Yours” for the third and fourth year after purchase. The extended warranty
program is intended to maintain the dealer’s contact with the customer and increase the
revenue generated from sale of spares, accessories and automobile-related services. An effort
is made during the period of the extended warranty to encourage the customer to exchange
his existing Maruti car for a new Maruti car, or upgrade to a new Maruti car.

SALES OPERATION STANDARD

It is also known as SOS, It is to be mandatory for the all certified dealers of MUL.
Basically a set of requirement in term of infrastructure and work flow that shoud
be met at the dealership by adhering to “SOS”We have much higher chance of
ensuring Customer satisfaction and hence retention.

A satisfied Customer is a boon for us since he/she can result in additional

revenue through word of mouth publicity and also through repeat visits to our
showroom and workshop.

The main purpose of SOS:-

Two main element directly impact customers satisfaction After the purchase of
car:

1. Satisfaction with Dealer performance.

2. Vehicle quality.

Dealer performance in compasses all phases of the consumer dealer

relationship cycle.

Including vehicle delivery and dealer service. an unpleasant Experience

with dealer during the process of the vehicle can lead to dissatisfaction
,second thought and erosion of confidence in the dealer manufacturer. In
order to ensure 100% satisfaction of customer during the sales and
delivery process, certain basic minimum standard have been laid

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 down,which have been named as “SOS”.delivery more than what the
customer expects result in a satisfied customer.

The main objective of “SOS”:-

Sales operation standard is to be a path by which each and every process of

sales become easiest, in term of “SOS” is the guideline for the dealer, wherein
dealer has to follow certain format to deal their customer in nice manner.

The main goal of SOS has to ensure their customer 100%.

FOLLOW-UP SYSTEM

With the help of nice follow-up process the organization is achieving its target in very Nice
way. the MUL follow-up process is a tool which the organization or customer both Are
connected to each other for the long period of time. The MUL is having the follow-up
process in all the segment whether its insurance, true value or service center.

There are some follow-up tools-

 Post sales follow-up 72 hrs. (telephonic interview)

 Post sales follow-up 15 days(telephonic interview)

 Post sales follow-up 20 days( home visit)

Types of feedback form-

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  Instant feedback form

 SSI form(sales satisfaction index)

Chapter-7

Suggestion

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SUGGESTION

· Initially Maruti was operating in the market which was a part of closed economy but with
opening of market, the scenario has changed dramatically and at an international juncture
where both challenges and opportunity are immense.
· With such immense growth Indian auto mobile sector attracts the global players, who want
to make their name a house hold name in Indian auto mobile sectors.
· Hence Maruti has a tough competition from the companies like Hyundai, GM, Honda,
Telco, ford etc.
· So Maruti should enhanced its few segment like :-

 Gift must be facilitate to their own post sales customers at the time of delivery.
 Organization should try to enhance the demonstration criteria of all maruti models
within the premises of showroom.
 The organization must try to improve their delivery line up process.

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  The organization should have a separate recreation layout wherein those customers
that’s on waiting could recreate their self with visual, music or magazine an news
paper facility.
 A multi facilitate canteen should be their for customer as well as staff.
 The organization must be honest with their PSF’s otherwise the organization must
appoint a C.C.E who could get the all PSF’s whether it is 72 hrs. psf or 15 days.

Chapter-8

Conclusion

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CONCLUSION FROM THE STUDY

The research work was successfully identifying Maruti objective about customer satisfaction.
The MUL is continuously trying to do work to satisfy their customer with the help of maruti
guideline SOS.

The conclusion can be drawn from this study may be:-

M
 aruti Suzuki is India’s one of the leading auto mobile manufactures and also the leader of
the market both in terms of volume, revenue generated and top in J D power customer
satisfaction index from last one decade.

A satisfied customer is most valuable assets for any organization since it is the satisfaction
which with decide the customer future intention of 3Rs i.e. Recommendation, Revisit,

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Repurchase. These 3 factors is most important aspect to increasing organization sales
volume there for satisfied customer 100% of time should be an obsession for all of us. We
can achieve this objective by ensuring that the sales operation standard is in place all the
time.

Chapter-9

Bibliography

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BIBILIOGRAPHY

TITLE:

Market Research
Marketing Management
Research methodology
Maruti annexure

AUTHORS:

Philip Kotler
Rama swami
Kothari

MAGAZINES:

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Auto World
Over Drive
Business Today
Auto India

WEB SEARCH:
www.marutisuzuki.co.in
www.google.com (search engine)
www.wikipedia.com
www.yahoosearch.com

Chapter-10

Annexure

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SAMPLE QUESTIONNAIRE
(As a part of our management program project we have taken the initiative of conducting a
survey to know the customer satisfaction on Maruti Suzuki. Your unbiased and sincere
feedback would add value to this survey.)

{Please take your time to fill this form}

NAME OF THE DEALER: PREMSONS MOTOR MARUTI UDYOG LTD.

ADDRESS: 502, KANKE, RANCHI

1. DO YOU HAVE A MARUTI SUZUKI VEHICLES?

a) Yes b) No
2. WHY DID YOU PREFERED MARUTI SUZUKI VEHICLES?
a) Price b) Quality c) performance d) Other

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3. ARE YOU SATISFIED WITH PROVIDED FACILITIES BY THE DEALERS IN
SHOWROOM?
a) Yes b) No

4. ARE YOU SATISFIED WITH THE MUL OFFERS AND DISCOUNT?

a) Yes b) No

5. ACCORDING TO YOU, WHAT SHOULD THE DEALER FACILITATE A GIFT TO

THEIR CUSTOMER AT THE TIME OF DELIVERY?
a) Yes b) No

6. ARE YOU SATISFIED WITH FINANCE AND DELIVERY PROCESS?

a) Yes b) No

5. WERE YOU SATISFIED WITH PRESALES SRVICE OF THE DEALER?

a) Yes b) No

7. ARE YOU SATISFIED WITH THE POST SALES FOLLOW UP PROCESS?

a) Yes b) No

8. ARE YOU SATISFIED WITH QUESTION PROCESS? DO FEAL THAT THE

QESTIONS SHOULD BE SUFFICIENT TO UNDERSTAND CUSTOMER POINT OF
VIEW?
a) Yes b) No

9. WOULD YOU RECOMMEND THE DEALERSHIP TO YOUR FRIENDS?

a) Yes b) No

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10. WOULD LIKE TO GIVE ANY SUGGESTION OR RECOMONDATION TO THE
DEALER ABOUT THEIR OVERALL SERVIC?

…………………………………………………………………………………………

DATE…………………….

INSTANT SALES FEEDBACK FORM

Congratulation on the purchase of your new maruti.it gives me and all of ushered at our
dealership great pleasure to have you as a customer, as part of coveted maruti family. We are
thankful to you patronizing maruti and our dealerships were sure that your new maruti would
bring convenience, joy and good luck to your family.

We hope you are satisfied with the purchase Experience and the delivery process offered by
our dealership. In order to serve you better, we would welcome your suggestion.

USING A SCALE OF 1 TO 10, WHERE 1 IS POOR AND 10 IS EXCELLENT, PLEASE

RATE ACCORDINGLY.

1. Price Paid relative to expectation.

2. Degree to which your influenced contract term.

3. Overall rating of fairness of deal.

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 4. Courtesy during delivery.

Please tick mark in the appropriate box.

1. Explanation about vehicle features/warranty/service schedule?

2. Did the sales consultant offer you a test drive?

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OBJECTIVES

Main objectives of MUL as set forth in their Memorandum of Association are:

1. To acquire and take over from GoI the right, title, and interest in relation to the
undertakings of Maruti Ltd. as provided for in the appropriate enactment of GoI together
with the liabilities of GoI so far as they are related to the Undertakings of the Company.

2. To carry on the business of manufacturers of, and dealers in, automobiles, motorcars,
lorries, buses, vans, motorcycles, cycle-cars, motor, scooters, carriages, amphibious vehicles,
and vehicles suitable for propulsion on land, sea, or in the air or in any combination thereof

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and vehicles of all descriptions (all hereinafter comprised in the term “motor and other
things”), whether propelled or assisted by means of petrol, diesel, spirit, steam, gas,
electrical, animal, or other power, and of internal combustion and other engines, chassis-
bodies and other components, parts and accessories and all machinery, implements, utensils,
appliances, apparatus, lubricants, cements, solutions enamels and all things capable of being
used for, in, or in connection with manufacture, maintenance, and working of motors and
other things or in the construction of any track or surface adapted for the use thereof.

3.To carry on the business of garage keepers and suppliers of and dealers in petrol, electricity
and other motive power for motors and other things.

4.To carry on in the business of iron founders, mechanical engineers, and manufacturers of
machinery, toolmakers, brass founders, metal workers, boiler makers, mill rights, machinists,
iron and steel converters, smiths, wood workers, builders, electroplaters, chromium platers,
lacquerers, enamellers, painters, metallurgists, electrical engineers, and printers and to carry
on any branch of manufacturing and engineering business.

INTERVIEW WITH MR. S. NAKANISHI, MANAGING DIRECTOR & CEO

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Q .The year 2007-08 has been the best for Maruti Suzuki in terms of domestic sales, exports
and turnover. What do you see as the way forward?

Answer. Our target is to achieve annual sales of one million cars in the domestic market in
2010-11.We also want to export 200,000 cars annually by that time. We are preparing
ourselves by expanding capacity to one million per annum, by October 2008. We will also
encourage our suppliers and dealers to invest in new capacity. The number of our sales points
will increase from about 600 now to 1,000 in three years. The workshop network will go up
by 45% to service more cars on the road. Maruti Suzuki will launch World Strategic Models
like A-Star and Splash in India, so that Indian customers can continue to get global quality
and Design at the same time as customers in Europe and Japan. In addition, our growing in-
house Capability in R & D will enable us to refer models and launch special editions to
create excitement for the customer. Our programs to improve Productivity and quality as well
as reduce cost have yielded excellent results in recent years; will continue in-house and at our
suppliers.

Q. You have said that Maruti Suzuki is ready to play a much bigger role in Suzuki's global
operations. What did you have in mind?

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Answer. It is quite simple. Maruti Suzuki has been the leader of the Indian car market for
over two Decades. By focusing on India alone, it has become a major contributor to Suzuki's
global turnover and profit. My idea is: Let us start thinking at the next level. While
strengthening our leadership in the Indian market, we have to see how we can enhance our
global role and contribution in different areas. For example, quality and productivity have
improved manifold in Maruti Suzuki in the last few years. Let us now channelize it to the
next level, where we become the exclusive base to manufacture small cars for Europe. The
A-Star model will become a reality. Similarly, Maruti Suzuki's R & D capability has evolved.
Its contribution to global design projects has been recognized, first with the Swift and now
the Concept A-Star. Let us do more. Further, Maruti Suzuki has been rated first in customer
satisfaction for eight years in a row. We are sharing our experience on this with Suzuki
operations worldwide. The same applies to our dealer practices, supply chain, quality
processes, information technology, parts operations and so on. In each of these, we have
attained a certain standard and should look to contribute to global thinking. That will enhance
our capability and enable us to serve Indian customers better.While Europe is important, we
need not be confined to it. Suzuki operations in South Asia, South East Asia, the Middle East
and Africa can also gain from the experience and expertise of Maruti Suzuki.

MUL’s Vision
The Leader in the Indian Automobile Industry, Creating Customer Delight and
Shareholder's Wealth; A
pride of India.

MUL’s Core values

 Customer Obsession
 Fast, Flexible and First Mover
 Innovation and Creativity
 Networking and Partnership
 Openness and Learning

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MUL’s Principal Objectives
As the leading player in the small car segment of the Indian market, they
have the following principal objectives:
 To expand the size of the Indian market for small cars by
strengthening and expanding the dealer network and making
automobile financing available at competitive rates.
 To strengthen their leadership position in the small car segment of
the Indian market; and
 To continue to benchmark them against improving global
manufacturing, marketing and other practices and standards, strive
to increase customer satisfaction through quality products and new
initiatives, and promote the financial strength of their sale network.

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KEY ADVANTAGES FOR THE CUSTOMER:-

METHODOLOGY

Along with this ·

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The CFI Group System

The CFI Group system is an advancement of PLS. PLS estimates are consistent at large
(Wold).3 That is, as the sample size increases and the number of measures increases, the
scores approach their true values. Consequently, close association among related quality
variables is an advantage rather than a disadvantage (Fornell, Rhee and Yi). 4 Moreover,
convergence in measurement implies that the estimates of importance are also unbiased and
consistent (Fornell and Cha). 5 That is, the expected value of the impact is equal to the true
importance (unbiased). And, the estimates of impact converge to the true values as sample
size increases (consistent).

Thus the CFI Group system is better able to detect the true association between Quality and
Satisfaction, more able to explain satisfaction, and to do so with greater accuracy than
alternative methods of analysis. Whereas the basic PLS is more suitable than other methods
for the analysis of Customer Satisfaction data, it is not sufficient. Particularly, it does not
handle the problems of multicollinearity and standardization well. The contribution of the
CFI Group to the basic PLS method is threefold:

It reduces the multicollinearity by

(a) using the qualitative work in model specification and
(b) by Extracting and isolating any remaining excess co linearity in the quantitative analysis.
It retains the original scale values in analysis (the basic PLS method does not do this).
It reduces necessary sample size by putting the variables in the context of a comprehensive
system

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DATA COLLECTION
 DATA ANALYSIS
 DATA INTERPRITATION
 DATA PRESANTATION

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 delay in vehicle delivery,registration,ownership

 lack of gift or discount

 salespersons behavior

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 Post sales Follow up (72hrs PSF Report)
(REPORT ON MAY 2010)

NO.OF DELIVERED (A) 254

NO.OF CUSTOMER CONTACTED (B) 221
(Within the month)

NO.OF CUSTOMER CONTACTED WITHIN 72HRS. ( C ) 221

( 0 to 24 hrs) 158
(24hrs to 48hrs) 63
PSF % (C* A/100) 88%
TOTAL NO. OF PENDING CUSTOMER (A-B) 254-221=33
TOTAL NO. DISSATISFIED CUSTOMER (D) 09

% OF SATISFIED CUSTOMER [(B-D) / B]*100 96%

DISSATISFIED CUSTOMER CONTACTED& 07

OBTAINED SATISFACTION NOTE

MAX. TIME TO RESOLVE COMPLAINTS(> 9DAY) 0

(6 TO 9 DAYS) 02
(3 TO 6 DAYS) 03
( 0 TO 3 DAYS) 02

AVERAGE RESOLUTION TIME(in days) 05 days

TEST DRIVE OFFER % 98%

TEST DRIVE GIVEN % 92%

IS THE VOICE OF CUSTOMER CAPTURED (Y/N) Y

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 MONTHLY REPORT OF 15DAYS PSF
(REPORT ON MAY 2010)

NO.OF CAR DELIVERED (A) 254

NO.OF CUSTOMER CONTACTED (B) 233
(Within the month)

TOTAL NO. DISSATISFIED CUSTOMER (C ) 12

NO.OF COMPLAINTS CLOSED(WITH SATISFIED NOTE) 08

MAXIMUM TIME TAKEN TO RESOLVE A COMPLAINTS(in a day) 5 DAYS

COMPLAINTS CLOSED WITHIN 2 DAYS 4

COMPLAINTS CLOSE BETWEEN 2-4 DAYS 2

AVERAGE RESOLUTION TIME(in days) 3 DAYS
IS THE VOC BEING CAPTURED DURING 15 DAYS PSF?(Y/N) Y

IS THE 15 DAYS PSF DONE WITH SCRIPT GIVEN IN SOS?(Y/N) Y

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CONCLUSION

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BIBLIOGRAPHY

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ANNEXURE

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RECOMONDATION
S

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Board of member’s w

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