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STUDY OF MARKETING MIX OF MARUTI SUZUKI INDIA LIMITED

Submitted by: Chetan Gupta. Puneet Bansal. Anshu Khadgawat. Shobhit Verma. Pankaj Kumar. Ishan Srivastava. Suraj Kumar.

Submitted To: Dr. Anurupa Singh.

ACKNOWLEDGEMENT
The successful completion of the project would have been far from reality without mentioning the people who made an indelible impression while making the project. All the very outset thanks to Dr. Anurupa Singh for instructing me and providing me the opportunity to participate in the project and sharing her invaluable knowledge and experience with me. Her innovative ideas provided me clarity of thoughts which helped me to think in the right way. Without her help and guidance completion of the project report would have been very difficult. I would also like to give gratitude to all the other faculties who helped me in making the project worth wile and successful.

I would also like to express my gratitude to Dr. Himashu Mohan Head IB faculty for the students. His thoughtful ideas, comments and conceptual insight into the subject kept me from floundering in my question. Despite his busy schedule he spared valuable moments for reviewing and rectifying this project work. Due to the proper guidance the making of project report became an enjoyable experience and easy to workout.

Preface
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament in order to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system Maruti Suzuki India Limited was initially established as Maruti Udyog Limited in the year Feb 24 ,1981 and then in the year Sep17 ,2007 it was renamed to Maruti Suzuki India Limited as Suzuki Motor Corporation of Japan totally undertook the company and purchased 51.26 percent of shares of the company. Thus Maruti Suzuki India Limited became the first Indian company to produce mass vehicles and to introduce small size and big size stylish cars in the country. The company flourished and showed other players that the country has very huge market and now we can see that there are different players in the market like Tata Motors, Honda, Hyundai, etc. Till now the company is able to maintain its market share and offers cheaper cars with best quality and has a wide variety of vehicles from simple car to stylish, from MUV to SUV so its a company which has brought revolution in the country's car Market and is giving very tough competition to other players.

INDEX

CHAPTER I -- INTRODUCTION 1.1 OVERVIEW OF INDUSTRY AS A WHOLE 1.2 PROFILE OF THE ORGANIZATION 1.3 PROBLEMS OF THE ORGANISATION 1.4 COMPETITION INFORMATION 1.5 SWOT ANALYSIS OF THE ORGANISATION

CHAPTER II -- RESEARCH METHODOLOGY 2.1 OBJECTIVE 2.2 SCOPE OF THE STUDY 2.3 MANAGERIAL USEFULNESS OF STUDY 2.4 METHODOLOGY 2.5LIMITATIONS

CHAPTER III -- DATA ANLAYSIS 4.1 TABLES AND CHARTS 4.2 COMPARISION

CHAPTER IV -- CONCLUSIONS AND SUGGESTIONS

5.1 CONCLUSION 5.2 SUGGESTION

BIBLOGRAPHY

BOOKS, MAGAZINES, JOURNALS AND NEWSPAPERS

CHAPTER -1

INTRODUCTION OF THE COMPANY

1.1 -- Overview of industry as a whole

Maruti Suzuki India Limited is a publicly listed automaker in the


country and the largest automobile manufacturer in South Asia with Suzuki Motor Corporation of Japan holding a majority stake in the company. It was the first company in the country to mass-produce and sell more than a million cars. It is largely credited for having brought in an automobile revolution to India and thus becaming the market leader in the country with it's headquarters located in Delhi. The New Delhi-based company is a subsidiary of Suzuki Japan, and country's largest OEM of passenger cars, netting about 55% of domestic sales with 13 brand line over 150 options, including the family car Maruti 800, premium hatchback Ritz, and popular compact A-Star.

The company runs two production sites. Its Gurgaon facility, integrating three plants, is able to churn out a whopping 700,000 cars annually.And the Manesar facility, dedicated to first to market rollouts, promises to grow to an annual assembly capacity of 300,000. Revving up its bottom line, MSIL exports Suzuki models to Latin America, Africa, and Southeast Asia, and sporadically to Europe. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea. It is the one of most successful automobile company since its inception. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). The objectives of MUL then were: - Modernization of the Indian Automobile Industry. - Production of fuel-efficient vehicles to conserve scarce resources. - Production of large number of motor vehicles which was necessary for economic growth. Despite there being 11 companies now in the passenger car market in India company holds about 60% of the total market share.

1.2 - Profile of the organization


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

Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its' only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries. The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the country's largest selling compact car ever since it was launched in 1983. More than a million units of this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment.

VISION OF THE COMPANY

Vision of the company was to maximize profit and reducing cost by maximizing output and sales Hence MUL declared its Vision asThe Leader in the Indian Automobile Industry, Creating Customer Delight1 and Shareholder's Wealth2; eventually become a pride of India Customer Delight1 is making sure that performance, after sales service and customer support are best and beyond expectation. Shareholders wealth2 is the prime concern for running business smoothly .MUL knows this and understands customer is king, he can change the fortune of any company, hence goes companys brand line: COUNT ON US!

MISSION OF THE COMPANY


Mission is the statement of an organizations purpose, what it want to accomplish in the larger environment and its goals which are specific, realistic and motivating. Missions are described over visions and visions demand certain objectives. The main objectives/Missions of MUL are: - Modernization of the Indian Automobile Industry. - Developing cars faster and selling them for less. - Production of fuel-efficient vehicles to conserve scarce resources. - Production of large number of motor vehicles which was necessary for economic growth.

MARKETING MIX
The marketing mix is probably the most famous marketing term. Its elements are the basic, tactical components of a marketing plan. Also known as the Four P's, the marketing mix elements are price, place, product, and promotion. Elements of the marketing mix are often referred to as 'the four Ps': Product - A tangible object or an intangible service that is mass produced or manufactured on a large scale with a specific volume of units. Intangible products are service based like the tourism industry & the hotel industry or codes-based products like cellphone load and credits. Typical examples of a mass produced tangible object are the motor car and the disposable razor. A less obvious but

ubiquitous mass produced service is a computer operating system. Packaging also needs to be taken into consideration. Price The price is the amount a customer pays for the product. It is determined by a number of factors including market share, competition, material costs, product identity and the customer's perceived value of the product. The business may increase or decrease the price of product if other stores have the same product. Place Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet. Place is not exactly a physical store where it is available Place is nothing but how the product takes place or create image in the mind of customers. It depends upon the percievedness of customers. Promotion: represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements: advertising, public relations, personal selling and sales promotion. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. Advertising covers any communication that is paid for, from cinema commercials, radio and Internet adverts through print media and billboards. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word of mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations.

Products

Maruti 800

Swift

Zen Estilo

Alto

Swift Desire

A Star

Omni

Gypsy

Wagon R

Eco

SX 4

Grand Vitara

Kizashi

Ritz

PROMOTION
Maruti Suzuki has been actively promoting motorsport in the country for over a decade now. To popularize action sport, the Maruti Suzuki motorsport calendar is packed with exciting motoring events. Be it for a motorsport enthusiast, an amateur or a professional, there are events that offer the thrill and joy of motorsport to one and all. The events include Women's Power Drive, Autocross, Treasure Hunt and professional rallies including Maruti-Suzuki Raid-de-Himalaya and Maruti Suzuki Rally Desert Storm. These events provide rallying thrills as well as promote safe driving habits. For families, there are events like Women's Fun Drive and Treasure Hunt throughout the year, across cities. There are also Mileage rallies for our brands across India. This year we organised a Maruti Suzuki-Autocar Young Driver 2009, a nationwide search for

India's best young driving talent. This competition tested the competitors' knowledge of traffic rules, awareness of road safety along with their real-world driving skill. The contest was open to all individuals, between the age of 18 and 30 years, with a valid driving license.

PLACE
The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the country's largest selling compact car ever since it was launched in 1983. More than a million units of this car have been sold worldwide so far.Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries.

PRICING

Model description

Variant

Ex-showroom*

On the road*

Standard

234406

270201

Standard Metallic

237809

274052

LX

268084

308305

Maruti Suzuki Alto

LX Metallic

271487

312155

LXi

286678

329342

LXi Metallic

290081

333192

LX

350254

402716

LX Metallic

353657

406577

Maruti Suzuki Wagon R Duo

LXi

372911

428425

LXi metallic

376313

432285

LX

328269

377143

LX metallic

331672

380999

LXi

348411

399964

LXi metallic

351814

403820

VXi

371002

425560

New Maruti Suzuki Wagon R

VXi Metallic

374405

429416

AX - Automatic

455919

521773

AX Metallic

459322

525629

ABS

401900

460568

ABS metallic

405303

464424

LXi

398624

457362

VXi

425150

487416

Maruti Suzuki swift

VXi with ABS

445175

510105

ZXi

505266

583747

LX

429464

493404

Maruti Esteem

LXi

459719

527684

VXi

485015

567676

LXi

580072

671975

Mauri Suzuki Baleno

VXi

661456

765212

Hard top

520553

601937

Hard top, metallic

523446

605246

Maruti Gypsy King

Soft top

500872

579421

Soft top, metallic

503765

582730

Standard, 5 seater

364161

419414

Standard, 5s metallic

367800

423537

DX 8 seater

437554

502571

Maruti Versa

DX 8s metallic

441393

506693

DX2

475760

545858

DX2 metallic

479399

549982

Standard

194775

225068

Standard Metallic

197263

227883

Maruti 800

Air Conditioned

216192

249299

AC Metallic

218680

252114

1.3 --Problems of the organization


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

October 2000, irked over the suspension of nine employees, going on a six-hour tools-down strike at its Gurgaon plant, demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. About this time, the NDA government, following a disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in a public offering. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidized by the Government. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers, with four MUL employees going on a fast-unto-death. In December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives, a better pension scheme and other benefits. The management has refused to pass on the benefits citing increased competition and lower margins

1.4 --Competition information


Shinzo Nakanishi's rich international experience is expected to help Maruti face bigger challenges from the likes of Honda, Toyota and Tata Motors . His earlier assignments include Suzuki operations in China, Indonesia, Hungary, Pakistan and West Asia, markets that are in some ways similar to India . He is also on the board of Suzuki Motor Corporation worldwide. Nakanishi has been associated with Maruti from the time the company was set up and started operations in 1983. He has been chairman (non-executive) of Maruti since 2002. Just two days after taking charge as the managing director of Maruti Suzuki , India's leading car maker, Shinzo Nakanishi, in an e-mail interview to Business Standard, explained how he planned to sustain his company's domination.

Maruti is at a crucial juncture as the number of challengers to its small car hegemony is about to multiply. How would you tackle this challenge? Maruti takes competition seriously. We will stay focused on the goal of achieving one million sales by 2010. This will require capacity expansion and upgradation of manufacturing facilities, for which we have already announced an investment of Rs 9,000 crore (Rs 90 billion). The expansion of our sales and service network is underway for the one million target. At the same time, I believe that Maruti Suzuki is ready to play a much bigger role in Suzuki's global operations, and my task will be to make that happen. Maruti Suzuki's manufacturing capability has reached a level where we want to make small cars exclusively in India for export to Europe. Of the three million cars that Suzuki wants to sell worldwide, almost 30 per cent have to come from Maruti Suzuki India. We have lined up certain critical initiatives that will better the experience of our customers and partners, and I will keep a close watch on them.

How do you plan to face the competition from Tata Motors' new car, which has come to be known as the Rs 1 lakh car? We have read reports that it will be launched some time in 2008. So far, we have not seen the car. There is no clarity yet on important aspects of model such as features, performance, safety, emission and others.

With SX4 , Maruti has taken a vital step to grow beyond the small car segment. How would you balance your car dominance with big car aspirations in future?

Let me share with you the key points of Suzuki's worldwide strategy with regard to models. Suzuki has chosen a strategy of "World Strategic Models" to drive long term growth. As part of this strategy, we have been developing global models which are European in overall styling and design, and carefully modified to suit local markets. What this means is that Indian customers get international levels of quality and design, at the same time as customers in other key markets. Swift , which was launched worldwide in 2005, was the first model to emerge out of this strategy. Since then, Suzuki has launched the Grand Vitara, SX4 and Splash as part of the World Strategic Model approach. Small cars will continue to be in focus. However, Suzuki is consciously expanding its image from a maker of mini-cars and small cars, to a company that offers the full range of models.

Your predecessor, Jagdish Khattar, is known to have enjoyed excellent relations with dealers, managers, employees and component suppliers. As the company's first non-Indian managing director, how do you plan to continue this? Or, would you do things differently? I have been associated with Maruti and India for 17 years. I believe one of the reasons for Maruti's success has been its ability to strike a balance. We have borrowed the best in terms of Japanese technology, quality and work culture. At the same time, in our relationship with employees, partners and customers, we have been Indian to the core. This balance will continue. Mr Khattar has a terrific legacy, and we can show gratitude to his effort by building on his legacy. Maruti Suzuki has to now play a much bigger role in Suzuki's global operations. Besides, we have to take major initiatives to better the experience of our customers and partners.

1.5 --SWOT analysis of the organization

STRENGTHS 1) LARGE DISTRIBUTOR NETWORK 2) AFTER SALE SERVICE 3) GOODWILL OF MARUTI SUZUKI BRAND 4) EXISTING DEALERS & SERVICE NETWORK 5) LARGE SHAREHOLDER BASE FOR CAPITAL NEEDS

WEAKNESSES 1) CANNIBALISES ITS OWN MARKET SHARE 2) SAME TYPE OF ENJINES IN ALMOST ALL CARS

THREATS 1) INCREASING COMPETITION IN THE SMALL CAR SEG. 2) COMPETITION FROM TATA, HONDA, TOYOTA

OPPURTUNITY 1) LARGEST ASPIRING MIDDLE CLASS 2) HUGE UNEXPLOITED MARKET 3) HIGH END CAR SEGMENT

4) OVERSEAS MARKET

CHAPTER II

RESEARCH

METHODOLOGY

2.1 OBJECTIVES
1.
2.

To study the marketing mix of the company. To study the performance and expansion of the company.

2.2 SCOPE OF THE STUDY

This study covers the topics marketing mix which includes product ,place ,price and promotion of Maruti suzuki Its scope includes performance of company in automobile sector of the country.

2.3 MANAGERIAL USEFULNESS OF STUDY


Marketing Mix is use full for every one; scientist, doctor, engineer, chartered accountant, business enterprise. Its usefulness in the organization makes it distinct. Therefore, Its managerial usefulness is, 1. To find out the total cost involved in making a product.

2.
3.

It helps in making a better product than other It helps in designing the product according to taste and preference of the consumer.

4.

It helps in choosing the right medium of advertisement and the promotional strategies.

2.4 METHODOLOGY
Research methodology is a way to solve the research problem. It can be understood as a science of studying how research is done scientifically. Various steps are studied to know and analyze the problem and finding logics and facts behind them. This means studying why a particular method we choose.

Secondary data
1. Library Research. i. ii. Analyzing Historical Records. Analyzing Documents. As these methods were used in this research, now the question is why they are used here. 1.As this research is on financial analysis so it cannot be done without analyzing the historical data which tell the past performance and also describes the improvement undergone. 2. Documents are to be analyzed to get true and accurate detail on the subject.

3. As the more dense information can be collected by only undergoing some training or by joining in the particular field. 4. Also by analyzing the previously made case studies and documents one can know what all factors have been covered and in how depth, it also helps in making new research more informative. For researching in this field and on this topic, this methodology is the best one to choose the research method. As due to circumstance and need; the research method change, in spite of same methodology.

Methodology is just a sequence of processes which are well thought of before choosing the method and then re-verifying them to make the information more accurate and reliable. Some steps involved in it are,
1.

Gathering Data-There are different kinds of information and one has to choose

which information to use which will be appropriate.


2.

Summarizing-It includes brief summary about the subject to familiarize the here it is

reader with the subject and then communicating about the topic of research Ratio Analysis.
3.

Collecting Data-Gathering information on the subject as per the topic and as per

depth required and information available.


4.

Editing-After collecting data, analyzing it as per requirement to make it more

informative and attractive. We also found the data from:BOOKS MAGAZINES

JOURNALS & INTERNET.

2.5 LIMITATIONS
1. Insufficient Interaction, There was insufficient interaction with the company, due to non availability of time as in todays competitive environment every personnel of the firm is busy in performing his / her tasks and due to which researcher does not get proper attention. 2. Lack Of Complete Knowledge, As being a student of BBA i do not have complete knowledge as this subject is very wide and uses various tools and techniques. 3. No Code Of Conduct, As to attend a graduation student no firm is interested and thats why there is no proper code of conduct. 4. Information Misuse, Firms do not provide secret and sensitive data as there is always a threat of misuse of the private information. 5. Difficulty In Timely Availability Of Data, Due to companies being very vast there is lack of availability of data in time as the information flows through the firms hierarchy it makes data flow slow.

CHAPTER III

DATA

ANLAYSIS

ANALYSIS 1- Which car are you using?


which carFrequencyPercentValid PercentCumulative PercentValidMaruti Ritz5858.058.058.0Chevrolet beat4242.042.0100.0Total100100.0100.0

Analysis: we analyzed that 58% of our respondent are using maruti swift car and 42% use getz. So we can conclude that maximum respondent use maruti swift car

ANALYSIS 2- Luxury issues in the car.


luxury issue Frequency Valid not imp partially imp Imp very imp Total 22 26 32 20 100 Percent 22.0 26.0 32.0 20.0 100.0 Valid Percent 22.0 26.0 32.0 20.0 100.0 Cumulative Percent 22.0 48.0 80.0 100.0

Analysis- we analyzed that 22% of our respondent said that luxury is not important, 26% of our respondent said that luxury is partially important, 32% of our respondent said that luxury is important and 20% of our respondent said that luxury is very important. So we can conclude that most of the respondent feels that luxury is important

ANALYSIS 3- Value for money of a car.

value for money Frequency Validnot imp18 partially imp14 Imp32 very imp36 Total100 Percent 18.0 14.0 32.0 36.0 100.0 Valid Percent 18.0 14.0 32.0 36.0 100.0 Cumulative Percent 18.0 32.0 64.0 100.0

Analysis- we analyzed that 18% of our respondent said that value for money is not important, 14% of our respondent said that value for money is partially important, 32% of our respondent said that value for money is important and 36% of our respondent said that value for money is very important. So we can conclude that most of the respondents feel that value for money is important.

ANALYSIS 4- Price issues in the car.


price issue Frequ ency Valid not imp1 6 partia lly imp2 0 Imp4 4 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 44.0 44.0 80.0 20.0 20.0 36.0 16.0 16.0 16.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 16% of our respondent said that price is not important, 20% of our respondent said that price is partially important, 44% of our

respondent said that price is important and 20% of our respondent said that price is very important. So we can conclude that most of the respondent feels that price issue is important.

ANALYSIS 5- Brand image of a car.

brand image Frequ ency Valid not imp2 2 partia lly imp2 6 Imp3 2 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 32.0 32.0 80.0 26.0 26.0 48.0 22.0 22.0 22.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 22% of our respondent said that brand image is not important, 26% of our respondent said that brand image is partially important, 32% of our respondent said that brand image is important and 20% of our respondent said that brand image are very important. So we can conclude that m0st of the respondent feel that brand image issue is important.

ANALYSIS 6- After sales service

after sales service

Frequency Validnot imp10 partially imp22 Imp50 very imp18 Total100

Percent 10.0 22.0 50.0 18.0 100.0

Valid Percent 10.0 22.0 50.0 18.0 100.0

Cumulative Percent 10.0 32.0 82.0 100.0

Analysis- we analyzed that 10% of our respondent said that after sales service issue are not important, 22% of our respondent said that after sales service issue are partially important, 50% of our respondent said that after sales service issue are important and 18% of our respondent said that after sales service issue are very important. So we can conclude that m0st of the respondent feel that after sales service issue is important

ANALYSIS 7- Reliability of a car

reliability Frequ ency Valid not imp1 2 partia lly imp2 8 Imp4 0 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 40.0 40.0 80.0 28.0 28.0 40.0 12.0 12.0 12.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 12% of our respondent said that reliability issue are not important, 28% of our respondent said that reliability issue are partially important, 40% of our respondent said that reliability issue are important and 20% of our respondent said that reliability issue are very important. So we can conclude that most of the respondent feel that reliability issue is important

ANALYSIS 8- Top Speed

top speed

Frequency Validnot imp22 partially imp26 Imp32 very imp20 Total100

Percent 22.0 26.0 32.0 20.0 100.0

Valid Percent 22.0 26.0 32.0 20.0 100.0

Cumulative Percent 22.0 48.0 80.0 100.0

Analysis- we analyzed that 22% of our respondent said that speed

is

not

important, 26% of our respondent said that speed is partially important, 32% of our respondent said that speed are important and 20% of our respondent said that speed are very important. So we can conclude that m0st of the respondent feel that speed issue is important.

ANALYSIS 9- Mileage of a car.

Mileage Frequ ency Valid not imp1 0 partia lly imp2 2 Imp5 0 very imp1 8 Total 100 100.0 100.0 18.0 18.0 100.0 50.0 50.0 82.0 22.0 22.0 32.0 10.0 10.0 10.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 10% of our respondent said that mileage is not important, 22% of our respondent said that mileage is partially important, 50% of our respondent said that mileage is important and 18% of our respondent said that mileage is very important. so we can conclude that m0st of the respondent feel that mileage is important.

ANALYSIS 10- Engine Power

engine power Frequ ency Valid not imp2 2 partia lly imp2 6 Imp3 2 not imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 32.0 32.0 80.0 26.0 26.0 48.0 22.0 22.0 22.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 22% of our respondent said that engine power is not important, 26% of our respondent said that engine power is partially important, 32% of our respondent said that engine power is important and 20% of our respondent said that engine power is very important. So we can conclude that most of the respondent feels that engine power is important.

ANALYSIS 11- Pick Up


pick up Frequ ency Valid not imp2 2 partia lly imp2 6 Imp3 2 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 32.0 32.0 80.0 26.0 26.0 48.0 22.0 22.0 22.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 22% of our respondent said that pick up are not important, 26% of our respondent said that pick up are partially important,32% of our respondent said that pick up are important and 20% of our respondent said that pick up are very important. so we can conclude that most of the respondent feel that pick up is important.

ANALYSIS 12- Resale Value

resale value Frequ ency Valid not imp1 0 partia lly imp1 6 Imp5 2 not imp2 2 Total 100 100.0 100 22.0 22.0 100.0 52.0 52.0 78.0 16.0 16.0 26.0 10.0 10.0 10.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 10% of our respondent said that resale value are not important, 16% of our respondent said that resale value our respondent said that resale value are very important are partially important,52% of our respondent said that resale value is important and 22% of

ANALYSIS 13- Power window

power window Frequ ency Valid not imp1 2 partia lly imp2 8 Imp4 0 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 40.0 40.0 80.0 28.0 28.0 40.0 12.0 12.0 12.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 12% of our respondent said that power window are not important, 28% of our respondent said that power window are partially important,40% of our respondent said that power window are important and 20% of our respondent said that power window are very important. so we can conclude that m0st of the respondent feel that power window is important.

ANALYSIS 14- Power Steering

power steering Frequ ency Valid not imp1 2 partia lly imp2 8 Imp4 0 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 40.0 40.0 80.0 28.0 28.0 40.0 12.0 12.0 12.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 12% of our correspondent said that power steering are not important, 28% of our correspondent said that power steering are partially important,40% of our respondent said that power steering are important and 20% of our respondent said that power steering are very important. So we can conclude that m0st of the respondent feel that power steering is important

ANALYSIS 15- Trouble Free Performance

trouble free performance Frequ ency Valid not imp2 2 partia lly imp2 6 Imp3 2 very imp2 0 Total 100 100.0 100.0 20.0 20.0 100.0 32.0 32.0 80.0 26.0 26.0 48.0 22.0 22.0 22.0 Percent Valid Percent Cumulative Percent

Analysis- we analyzed that 22% of our respondent said that trouble free performance is not important, 26% of our respondent said that trouble free performance is partially important, 32% of our respondent said that trouble free performance is important and 20% of our respondent said that trouble free performance is very important. So we can conclude that m0st of the respondent feel that trouble free performance is important

CHAPTER IV

CONCLUSIONS

CONCLUSIONS

1. Maruti being the market leader in India is cashing its goodwill in terms of good brand recall, trust on brand, brand value and customer satisfaction. 2. Maruti has much better after sales service and when it comes to comparison customers often look for it as it is serving its customers well and to the fullest. 3. While selecting a promotional strategy one must carefully analyse all the options available to management. 4. Televisions and recommendations by friends and families affect the purchase decision of a customer.

BIBLIOGRAPHY

1. 2.

www.marutisuzuki.com. www.wikipedia.com.

3.

www.indiatimes.com.

4.

www.googleimages.com.

5.

Surveys by Angel Research.

6.

Survey by J.D Power Asia Pacific.

Magazines, Journals And Newspaper


1. 2. Hindustan Times. Economic Times.

3.

India Today.

4. 5. 6.

Business Today. I.M Pandey, Financial Management, Edition 2009. Financial Management, ICAI, Edition 2009.