11. Marutiis the highest volume car manufacturer in Asia, outside Japan and Korea. THE OBJECTIVES 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
12. MAJOR COMPETITORS The major competitors for Maruti cars are; Hyundai Motor India Limited Tata Motors Hindustan Motors Mahindra & Mahindra PAL Toyota Ford Mitsubishi GM
13. Maruti and CRM Maruti created a land-mark in CRM by launching a website for the customers in the year 1998 Maruti is investing a lot of money and effort in building customer loyalty programmes 1.Maruti Auto Card-- Auto Card brings the customer all the advantages of an international credit card in addition to bringing the customer an opportunity of earning valuable Auto points for his next Maruti car.
14. Maruti True Value Outlet Maruti has aided customers by providing them the facility to bring their vehicle to a 'Maruti True Value' outlet and exchange it for a new car, by paying the difference. They are offered loyalty discounts in return. This helps them retain the customer. Maruti Call Center Maruti has proper customer complain handling cell under the CRM dept. The ChCwill help MUL rapidly build an information pool of over 3 million Maruti owners as well as that of its prospective customers
15. Maruti on Road Services The MOS ensures: Round-the-clock services in most of the cities A computerized call-monitoring system dispatches a mobile MOS van to the customer at the earliest All MOS vans are manged by qualified Maruti Authorised Dealers / MASS technicians who are trained by Maruti in problem diagnosis The customer are charged only Rs.100 on labour and spares
16. N2N: Maruti’s N2N Fleet Management Solutions for companies, takes care of the A-Z of automobile problems. Services include end-to-end backups/solutions across the vehicle’s life: Leasing, Maintenance, Convenience services and Remarketing.
17. Market Research Department Their Market Research department remains on its toes to study the changing consumer behaviour and market needs. Maruti enjoys 70%repeat buyers which further bolsters their claim of being customer friendly Availability of easy finance Maruti has also made the customer experience hassle free and helped building customer satisfaction by developing different revenue streams in the form of Maruti Insurance and Maruti Finance.
18. Other advantage:which help in CRM A Buying Experience Like No Other Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right car. Quality Service Across 1036 Cities In the J.D. Power CSI Study Maruti Suzuki scored the highest across all 7 parameters: 1.least problems experienced with vehicle serviced, 2.highest service quality, 3. best in-service experience,
19. 4.best service delivery, 5.best service advisor experience, 6. most user-friendly service and 7.best service initiation experience. 92% of Maruti Suzuki owners feel that work gets done right the first time during service. The J.D. Power CSI study also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while 90% owners would probably repurchase the same make of vehicle.
20. One Stop Shop At Maruti Suzuki, customers will find all car related needs met under one roof. Whether it is easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to provide a single-window solution for all car related needs. The Low Cost Maintenance Advantage The acquisition cost is unfortunately not the only cost customers face when buying a car. Not so in the case of a Maruti Suzuki. It is in the economy segment that the affordability of spares is most competitive, and it is here where Maruti Suzuki shines. Lowest Cost of Ownership The highest satisfaction ratings with regard to cost of ownership among all models are all Maruti Suzuki vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni.
21. CRM Through Social Relationship In 1999 Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social initiatives. Maruti Driving School-Available in all major cities.Lady trainer for lady customer.
23. CUSTOMER….THE FIRST PRIORITY… A large part of the answer is Toyota's obsession with its customers.Toyota's internal sales and marketing bible, The Toyota Way in Salesand Marketing, makes it patently clear to all staff that totallysatisfied customers is the source of its success. Everything Toyotadoes is done with this in mind.A good measure of Toyota's success is a strategy that manages tostraddle both manufacturing and non-manufacturing environments. It'sone called Lean CRM, which was developed by Toyota in Europe, inresponse to the growing volume of customer information collected atthe many touch-points during the customer lifecycle. It allows Toyotato sense changes in individual customers' behavior and to respond in away that increases customer satisfaction. It has enabled Toyota tosell significantly more vehicles, with a shorter trade cycle andhigher repurchase rate, at significantly lower costs.
24. CUSTOMER PULL… A typical European customer will own a new vehicle for three to eightyears before replacing it. Toyota's process guides how differenttouch-points over the customer lifecycle are delivered and how theemployees should respond to customer-initiated touch-points anddeliver Toyota-initiated ones.This process starts when the customer is just thinking about buying anew vehicle, with Toyota's marketing. The marketing guides prospectivebuyers to the Toyota web site, where they can learn more and requestfurther information. Requesting information is an example of "customerpull," where Toyota responds directly to the customer. It is the firstpoint at which the customer becomes known to Toyota, and it triggers acheck to see if Toyota already knows the customer. What the companyalready knows about the customer guides how future touch-points tothat customer are delivered.
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26. Statistical models are widely used to help identify which customers should have which information pushed to them. Where models are not available or not appropriate, simple data analyses or Toyota best practices are used,instead.
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29. A regular process automatically reviews what is known about eachcustomer and decides whether a touch-point should be triggered. Ifmore than one touch-point is appropriate at the same time, it alsodecides which one has priority and what happens to the other. Forexample, an update of customers who have had recent service from adealer will trigger the review process. For those who were due to besent an inspection reminder but had the inspection recently, thereminder will be cancelled. And the mileage at the last inspectionwill be used to calculate when the next reminder should be sent out.
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31. So much for the theory, but does it actually work?? More sales, more often, at lower costThe Lean CRM approach outlined here has been developed in closecooperation with one of Toyota's European sales companies and itsdealers. It has been piloted in touch-points during the customerlifecycle. It has enabled Toyota to sell significantly more vehicles,with a shorter trade cycle and higher repurchase rate, atsignificantly lower cost. A comparison of a recent before and aftermarketing campaign showed a 70 percent reduction of non-targetcustomers being mailed, an 80 percent reduction in campaign costs, a50 percent reduction in campaign development time and a 60 percentincrease in campaign ROI. Over the next few years, Toyota's Lean CRMwill contribute between $5 million and $10 million (in U.S. dollars)of additional contribution each year to the sales company.Despite the reservations that some have about applying lean principlesdeveloped in manufacturing to sales and marketing, Toyota has shownclearly that Lean CRM does deliver significant benefits for customersand for itself. For Toyota, it is an inextricable part of itslong-term drive toward total customer satisfaction.
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