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  2. 2. 2 INTRODUCTION AUTOMOBILE INDUSTRY The automotive industry in India is one of the larger markets in the world. It had previously been one of the fastest growing globally, but is currently experiencing flat or negative growth rates. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil and became the sixth largest passenger vehicle producer in the world (beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, Brazil), grew 16 to 18 percent to sell around three million units in the course of 2011 and 2012. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world in that year. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by 2015, no longer 5 million as previously projected. The majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the northern cluster around the National Capital Region contributes 32%. Chennai, with the India operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimler, Caparo, and PSA Peugeot Citroën is about to begin their operations by 2014. Chennai accounts for 60% of the
  3. 3. 3 country's automotive exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car manufacturer, Maruti Suzuki, is based. The Chakancorridor near Pune, Maharashtra is the western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having assembly plants in the area. Nashik has a major base of Mahindra and Mahindra with a SUV assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also forms part of the western cluster. Another emerging cluster is in the state of Gujarat with manufacturing facility of General Motors in Halol and further planned for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki and Peugeot- Citroen plants are also set to come up in Gujarat. Kolkata with Hindustan Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive manufacturing regions around the country. In 2011, there were 3,695 factories producing automotive parts in all of India. The average firm made US$6 million in annual revenue with profits close to US$400 thousand. The first car ran on India's roads in 1897. Until the 1930s, cars were imported directly, but in very small numbers. An embryonic automotive industry emerged in India in the 1940s. Hindustan was launched in 1942, long time competitor Premier in 1944. They built GM and Fiat products respectively. Mahindra & Mahindra was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the
  4. 4. 4 automobile industry. In 1953 an import substitution programme was launched, and the import of fully built-up cars began to be impeded. The Hindustan Ambassador dominated India's automotive market from the 1960s until the mid-80s,However, the growth was relatively slow in the 1950s and 1960s due to Nationalization and the license raj which hampered the Indian private sector. Total restrictions for import of vehicles was set and after 1970 the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury item. In the 1970s price controls were finally lifted, inserting a competitive element into the automobile market. By the 1980s, the automobile market was still dominated by Hindustan and Premier, who sold superannuated products in fairly limited numbers. During the eighties, a few competitors began to arrive on the scene. To promote the auto industry the government started the Delhi Auto Expo which was had its debut showcasing in 1986. The Auto Expo of 1986 was a window for technology transfers showing how the Indian Automotive Industry was absorbing new technologies and promoting indigenous research and development for adapting these technologies for the rugged Indian conditions. The 9 day show was marked by then Prime Minister Rajiv Gandhi. Liberalization Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota of Japan and Hyundai of South Korea, were allowed to invest in the Indian market ultimately leading to the establishment of an automotive industry in India. Maruti Suzuki was the first, and the most successful of these new entries, and in part the result of government policies to promote the automotive industry beginning in the 1980s. As India began to liberalize their automobile market in 1991, a number of
  5. 5. 5 foreign firms also initiated joint ventures with existing Indian companies. The variety of options available to the consumer began to multiply in the nineties, whereas before there had usually only been one option in each price class. By 2000, there were 12 large automotive companies in the Indian market, most of them offshoots of global companies. Exports were slow to grow. Sales of small numbers of vehicles to tertiary markets and neighboring countries began early, and in 1987 Maruti Suzuki shipped 480 cars to Europe (Hungary). After some growth in the mid-nineties, exports once again began to drop as the outmoded platforms handed down to Indian manufacturers by multinationals were not competitive. This was not to last, and today India manufactures low-priced cars for markets across the globe. As of 18 March 2013 global brands such as Proton Holdings, PSA Group, Kia, Mazda, Chrysler, Dodge and Geely Holding Group are shelving plans for India due to the global economic crisis.
  6. 6. 6 Emission norms In tune with international standards to reduce vehicular pollution, the central government unveiled the standards titled 'India 2000' in 2000 with later upgraded guidelines as 'Bharat Stage'. These standards are quite similar to the more stringent European standards and have been traditionally implemented in a phased manner, with the latest upgrade getting implemented in 13 cities and later, in the rest of the nation. Delhi(NCR), Mumbai, Kolkata, Chennai,Bangalore, Hyderabad, Ahm edabad, Pune, Surat, Kanpur, Lucknow, Solapur, and Agra are the 13 cities where Bharat Stage IV has been imposed while the rest of the nation is still under Bharat Stage III. Exports India's automobile exports have grown consistently and reached $4.5 billion in 2009, with United Kingdom being India's largest export market followed by Italy, Germany, Netherlands and South Africa. India's automobile exports are expected to cross $12 billion by 2014. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai, Nissan, Toyota, Volkswagen and Maruti Suzuki. In 2008, South Korean multinational Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, US automobile company, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011.
  7. 7. 7 In September 2009, Ford Motors announced its plans to set up a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India. In July 2010, The Economic Times reported that PSA Peugeot Citroën was planning to re-enter the Indian market and open a production plant in Andhra Pradesh with an annual capacity of 100,000 vehicles, investing EUR 700M in the operation. PSA's intention to utilize this production facility for export purposes however remains unclear as of December 2010. In 2009 India (0.23m) surpassed China (0.16m) as Asia's fourth largest exporter of cars after Japan (1.77m), Korea (1.12m) and Thailand (0.26m) by allowing foreign carmakers 100% ownership of factories in India, which China does not allow. In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India. Apart from Maruti Exports' shipments to Suzuki's other markets, Maruti Suzuki also manufactures small cars for Nissan, which sells them in Europe. Nissan will also export small cars from its new Indian assembly line. Tata Motors exports its passenger vehicles to Asian and African markets, and is in preparation to launch electric vehicles in Europe in 2010. The firm is also planning to launch an electric version of its low-cost car the Tata Nano in Europe and in the U.S. Mahindra & Mahindra is preparing to introduce its pickup trucks and small SUV models in the U.S. market. Bajaj Auto is designing a low-cost car for Renault Nissan Automotive India, which will market the product worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok Leyland in another small car project. While the possibilities are impressive, there are challenges that could thwart
  8. 8. 8 future growth of the Indian automobile industry. Since the demand for automobiles in recent years is directly linked to overall economic expansion and rising personal incomes, industry growth will slow if the economy weakens.
  9. 9. 9 COMPANY PROFILE Mahindra & Mahindra Limited AN Indian multi national automobile manufacturing corporation headquartered in Mumbai. It is one of the largest vehicle manufacturers by production in India and the largest seller of tractors across the world. It is a part of Mahindra Group, an Indian conglomerate. It was ranked as the 10th most trusted brand in India, by The Brand Trust Report, India Study 2014. It was ranked 21st in the list of top companies of India in Fortune India 500 in 2011. Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok Leyland, Toyota, Hyundai, Mercedes-Benz (Merc) and others. History Mahindra & Mahindra was set up as a steel trading company in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed. After India gained independence and Pakistan was formed, Mohammed emigrated to Pakistan. The company changed its name to Mahindra & Mahindra in 1948. It eventually saw business opportunity in expanding into manufacturing and selling larger MUVs, starting with assembly under licence of the Willys Jeep in India. Soon established as the Jeep manufacturers of India, the company later commenced manufacturing light commercial vehicles (LCVs) and agricultural tractors. Today, Mahindra & Mahindra is a key player in the utility vehicle manufacturing and branding sectors in the Indian automobile industry with its flagship UV Scorpio and uses India's growing global
  10. 10. 10 market presence in both the automotive and farming industries to push its products in other countries. Over the past few years, the company has taken interest in new industries and in foreign markets. They entered the two-wheeler industry by taking over Kinetic Motors in India. M&M also has controlling stake in REVA Electric Car Company and acquired South Korea's SsangYong Motor Company in 2011. In the 2010-11 M&M entered in micro dripp irrigation with the takeover of EPC Industry' Ltd, Nashik. Operations Automobiles Mahindra & Mahindra, branded on its products usually as 'Mahindra', produces SUVs, saloon cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors. It owns assembly plants in India, Mainland China (PRC), the United Kingdom, and has three assembly plants in the United States. Mahindra maintains business relations with foreign companies like Renault SA, France. M&M has a global presence and its products are exported to several countries. Its global subsidiaries include Mahindra Europe S.r.l. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. Mahindra started making passenger vehicles firstly with the Logan in April 2007 under the Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar, the joint venture with International Truck, USA. Mahindra produces a wide range of vehicles including MUVs, LCVs and three wheelers. It manufactures over 20 models of cars including larger, multi-utility vehicles like the Scorpio and the Bolero. It formerly had a
  11. 11. 11 joint venture with Ford called Ford India Private Limited to build passenger cars. At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an aggressive product expansion program that would see the launch of several new platforms and vehicles over the next three years, including an entry-level SUV designed to seat five passengers and powered by a small turbo diesel engine. True to their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and as of June 2009, the Xylo has sold over 15000 units. Also in early 2008, Mahindra commenced its first overseas CKD operations with the launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group. This was soon followed by assembly facilities in Brazil. Vehicles assembled at the plant in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-up body styles as well as SUVs. Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in North America through an independent distributor, Global Vehicles USA, based in Alpharetta, Georgia. Mahindra announced it will import pickup trucks from India in knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles that will be assembled in the U.S. from kits of parts shipped in crates. On 18 October 2010, however, it was reported that Mahindra had indefinitely delayed the launch of vehicles into the North American market, citing legal issues between it and Global Vehicles after Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to sell the vehicles directly to consumers instead of through Global Vehicles. However, a November 2010 report quoted John Perez, the CEO of Global Vehicles USA, as estimating that he expects Mahindra’s small diesel pickups to go on sale
  12. 12. 12 in the U.S. by spring 2011, although legal complications remain, and Perez, while hopeful, admits that arbitration could take more than a year. Later reports suggest that the delays may be due to an Mahindra scrapping the original model of the truck and replacing it with an upgraded one before selling them to Americans. In June 2012, a mass tort lawsuit was filed against Mahindra by its American dealers, alleging the company of conspiracy and fraud. Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In 2011, it also gained a controlling stake in South Korea's SsangYong Motor Company. Mahindra has launched its relatively heavily publicised SUV, XUV 500, code named as W201 in September 2011. The new SUV by Mahindra has been designed in-house and it is developed on the first global SUV platform that could be used for developing more SUVs. In India, the new Mahindra XUV 500 comes in a price range between Rs 11.40 lakh to Rs 15 lakh. Besides India, the company also targets Europe, Africa, Australia and Latin America for this model. Mahindra President Mr Pawan Goenka stated that the company plans to launch six new models this fiscal. The company launched CNG version of its mini truck Maxximo on 29 June 2012. A new version of Verito in diesel and petrol options was launched by the company on 26 July 2012 to compete with Maruti's Dzire and Toyota Kirloskar Motor's Etios. Military Defence The company has built and assembled military vehicles, commencing in 1947 with the importation of the Willys Jeep for use in World War II. Its line of military vehicles include the Axe. It also maintains a joint venture with BAE Systems, Defence Land Systems India.
  13. 13. 13 Energy Mahindra & Mahindra entered the energy sector in 2002, in response to growing demands for increased electric power in India. Since then, more than 150,000 Mahindra Powerol engines and diesel generator sets (gensets) have been installed in India, offering standard proper quality power, as do most larger companies, in areas with arguably less reliable grid electricity. The inverters, batteries, and gensets are manufactured at three facilities in Pune (Maharastra), Chennai (Tamil Nadu), and Delhi; and 160 service points across India offer 24-7 support to most key markets. Powerol is present in countries across Latin America, Africa, the Middle East, and Southeast Asia—and expanding into the United Arab Emirates, Bangladesh, and Nepal. Mahindra Powerol's energy services consist mostly of power leasing and telecom infrastructure management. In 2006, it became a major market leader in the telecom segment (and in 2011, its market share passed 45 percent). In 2007, it won the Frost and Sullivan "Voice of the Customer" award for best practices in telecom. Mahindra Cleantech Ltd focuses in eco-friendly, or 'green' power. In response to growing acceptance of Solar Power, it formed a subsidiary, Mahindra Solar, in 2010 to offer a range of solar solutions, both off grid and on grid, alongside Engineering, Procurement, and Construction (EPC). Mahindra EPC is the Engineering Procurement & Construction arm of the Mahindra group. A portfolio company under the Clean tech arm of Mahindra Partners, they offer solar solutions spanning On-Grid solutions, EPC (Engineering, Procurement and Construction) and Off-Grid Product solutions. The company commenced its operations in the year 2011 and has successfully commissioned over 60 MW worth of Solar PV projects. Meanwhile, its off-grid products include power packs and rooftop setups for business organisations and public institutions alongside rural
  14. 14. 14 electrification through lanterns and home and street lighting systems. The company works closely with Mahindra’s farm equipment division to offer lighting products to some of the more rural areas in India. It also works with Mahindra Powerol to offer solar power backup to telecom sites in India. In 2011, Mahindra Solar received a CRISIL rating of SP1A in 2011, the highest rating for any solar photovaltaic off-grid company. Farm equipment Mahindra began manufacturing tractors for the Indian market during the early '60s. It is the top tractor company in the world (by volume) with annual sales total more than 200,000 tractors. Since its inception, the company has sold over 2.1 million tractors. Mahindra & Mahindra’s farm equipment division (Mahindra Tractors) has over 1,000 dealers servicing approx. 1.45 million customers. Mahindra tractors are available in 40 countries, including India, the United States, China, Australia, New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, and Morocco), Latin America (Chile, Argentina, Brazil, Venezuela, Central America, and the Caribbean), South Asia (Sri Lanka, Bangladesh, and Nepal), the Middle East (Iran and Syria) and Eastern Europe (Serbia, Turkey, and Macedonia. Mahindra Tractors manufactures its products at four plants in India, two in Mainland China, three in the United States, and one in Australia. It has three major subsidiaries: Mahindra USA, Mahindra (China) Tractor Company, and Mahindra Yueda (Yancheng) Tractor Company (a joint venture with the Jiangsu Yueda Group). In 2003, the Farm Equipment Sector of Mahindra & Mahindra won the Deming Application Prize and in 2007 it received the Japan Quality Medal for implementing Total Quality Management in its entire business operations. The company has garnered the highest customer satisfaction index (CSI) in the industry at 88 percent. It earned a 2008 Golden Peacock
  15. 15. 15 Award in the Innovative Product/Services category for its in-house development of a load car. In its 2009 survey of Asia’s 200 most admired and innovative companies, the Wall Street Journal named Mahindra & Mahindra one of the 10 most innovative Indian companies. In addition to tractors, Mahindra sells other farm equipment. It has expanded its product-line to include farm-support services via Mahindra AppliTrac (farm mechanisation products), Mahindra ShubhLabh (seeds, crop protection, and market linkages and distribution), and the Samriddhi Initiative (farm counselling and information services). Automotive models Mahindra CJ500D Mahindra MM540DP Mahindra Armada Mahindra Commander Mahindra e2o, electric car Mahindra Marshal Mahindra Majar Mahindra Legend Mahindra Thar Mahindra Invader Mahindra Bolero Mahindra Xylo Mahindra Scorpio(Mahindra Goa in Europe) Mahindra Verito Mahindra XUV500 Mahindra Rexton Mahindra Rodeo RZ
  16. 16. 16 Mahindra Duro DZ Mahindra Centuro Mahindra Pantero Mahindra Flyte Mahindra Kine Mahindra Phanthom Mahindra Quanto Mahindra VeritoVibe Mahindra Maxximo Employees As on 31 March 2013, the company had 34,612 employees, out of which 699 were women (2%). It also had around 16,000 temporary employees on the same date. Awards and recognitions Bombay Chamber Good Corporate Citizen Award for 2006-07. Business world FICCI-SEDF Corporate Social Responsibility Award 2007. The Brand Trust Report ranked M&M as India's 10th Most Trusted Brand in its India Study 2014 survey (from 20,000 brands analyzed). Its Farm Equipment division received the Deming Prize in 2003. Its Farm Equipment division received the Japan Quality Medal in 2007. The US based Reputation Institute ranked M&M amongst the top Ten Indian companies in its 'Global 200: The World's Best Corporate Reputations' list for 2008. Blue bytes News rated M&M as India's second Most Reputed Car Company (reported in their study titled Reputation Benchmark Study) conducted for the Auto (Cars) Sector in 2012
  18. 18. 18 REVIEW OF LITERATURE DR.N.NAGARAJA The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviour such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. A business ideally is continually seeking feedback to improve customer satisfaction. "Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty. "Customer satisfaction data are among the most frequently collected indicators of market perceptions. Their principal use is twofold:" "Within organizations, the collection, analysis and dissemination of these data send a message about the importance of tending to customers and ensuring that they have a positive experience with the company’s goods and services." Secondly, "Although sales or market share can indicate how well a firm is performing currently, satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will make further purchases in the future.
  19. 19. 19 A Work done by Parasuraman between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation.
  21. 21. 21 TYPE OF RESEARCH The type of research used in this study is descriptive quantitative research. Quantitative research generally involves collecting and converting data into numerical form so that statistical calculations can be made and conclusions drawn. The type of research used is Quantitative research. This type of research methods requires quantifiable data involving numerical and statistical explanations. Quantitative analysis hinges on researchers understanding the assumptions inherent within different statistical models. Systematic empirical investigation of quantitative properties and phenomena and their relationships Asking a narrow question and collecting numerical data to analyze utilizing statistical methods. The quantitative research designs are experimental, correlation, and survey (or descriptive). Statistics derived from quantitative research can be used to establish the existence of associative or causal relationships between variables. Quantitative research is linked with the philosophical and theoretical stance of positivism. The Quantitative data collection methods rely on random sampling and structured data collection instruments that fit diverse experiences into predetermined response categories. These methods produce results that are easy to summarize, compare, and generalize. Quantitative research is concerned with testing hypotheses derived from theory and/or being able to estimate the size of a phenomenon of interest. Depending on the research question, participants may be randomly assigned to different treatments .If this is not feasible, the researcher may collect data on participant and situational characteristics in order to statistically control for their influence on the dependent, or outcome, variable. If the intent is to generalize from the research participants to a larger population, the researcher will employ probability sampling to select participants.
  22. 22. 22 Quantitative research aim to measure the quantity or amount and compares it with past records and tries to project for future period. In social sciences, “quantitative research refers to the systematic empirical investigation of quantitative properties and phenomena and their relationships”. The objective of quantitative research is to develop and employ mathematical models, theories or hypothesis pertaining to phenomena. The process of measurement is central to quantitative research because it provides fundamental connection between empirical observation and mathematical expression of quantitative relationships. Statistics is the most widely used branch of mathematics in quantitative research. Statistical methods are used extensively with in fields such as economics and commerce. Quantitative research involving the use of structured questions, where the response options have been Pre-determined and large number of respondents is involved.
  23. 23. 23 OBJECTIVE OF THE STUDY The objectives of the study are as follows: • The main objective is to find out the customer satisfaction level on post-sales service of TVS-MAHINDRA • To identify whether services of TVS-MAHINDRA are up to the customers expectations or not; • To identify the areas for improvement so that the quality of TVS- MAHINDRA’S post sales service is enhanced. TIME PERIOD COVERED: The duration of the project is 12 weeks. The organization is studied for a period of 12 weeks and data is collected using a structured questioner. Those data’s are used for further analyses. DATA AND SOURCES OF DATA Primary Data Primary data was collected through structured questionnaires distributed among the customers who purchased the four wheelers of Mahindra automobiles. The questionnaire was designed to identify the customers satisfaction level before and after the service is provided. It is a five point scale questionnaire.
  24. 24. 24 Secondary data Secondary information is collected from the different journals, internet and periodicals, car manufacturers websites and the employees. STATISTICAL TOOL The statistical tools to be used for the study are correlation, one way ANOVA, regression and descriptive. Analysis of variance (ANOVA) is a collection of statistical models used to analyze the differences between group means and their associated procedures (such as "variation" among and between groups), developed by R.A. Fisher. In ANOVA setting, the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form, ANOVA provides a statistical test of whether or not the means of several groups are equal, and therefore generalizes the t-test to more than two groups. Doing multiple two-sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in comparing (testing) three or more means (groups or variables) for statistical significance. Regression : It is used when we want to predict the value of a variable based on the value of two or more other variables. The variable we want to predict is called the dependent variable (or sometimes, the outcome, target or criterion variable). The variables we are using to predict the value of the dependent variable are called the independent variables (or sometimes, the predictor, explanatory or regressor variables). In order to find the interrelation between the service quality variables and customer satisfaction, correlation is used. One way ANOVA is used to analyse how customers perceive about service quality based on their area of residence. Regression analysis helps to find out the level of satisfaction that customers acquired. Rank correlation was used to identify the most faced problems by the customers and to suggest measures to the problem.
  25. 25. 25 METHODOLOGY The study is exploratory in nature and based on primary and secondary information. Secondary information is collected from the different journals, internet and periodicals, car manufacturers‟ websites. Primary information is gathered using questionnaires. To elicit the responses, a detailed questionnaire has been designed. Information is obtained from the customers visiting the showroom and service centre . A preliminary questionnaire is developed using 5 point Likert scales. The questionnaire is pre-tested several times to arrive at appropriate wording, format, length and sequencing of the questions. Post-Sales Service: Key to Growth According to the many business gurus and many more successful companies, the key to success lies not only in having a good product, but also in being able to provide the customer with the level of service they desire. Customer service is defined as “a function of how well an organization meets the needs of its customers”. Post-sales service is a concern area for customers as their expectations on the overall quality continue to go higher. Moreover, the increasingly growing demand for after sales support and better services has compelled the manufacturers to focus and invest more on R&D, reaching the customer, and satisfaction.
  26. 26. 26 Because of increasing competitiveness in the Indian automotive industry, almost all the automotive manufacturers have invested valuable resources on customer satisfaction as a tool to understand the needs and expectations of their customers. All manufacturers are taking efforts for highest level of customer satisfaction by taking care of service and maintenance through a vast network of more dealers and service outlets spread across the country
  28. 28. 28 DEMOGRAPHIC PROFILE The demographic variables used in this study are gender, age, profession , income, marital status. Gender The following table shows the distribution of customers’ gender: Statistics gender N Valid 100 Missing 0 gender Frequency Percent Valid Percent Cumulative Percent Valid male 97 97.0 97.0 97.0 female 3 3.0 3.0 100.0 Total 100 100.0 100.0 About 97% of samples comprise of male and 3% are of females. This shows that maximum customers are male.
  29. 29. 29 Marital status The following table shows the distribution of customers’ Marital Status : Statistics Marital status N Valid 100 Missing 0 Marital status Frequency Percent Valid Percent Cumulative Percent Valid married 89 89.0 89.0 89.0 single 11 11.0 11.0 100.0 Total 100 100.0 100.0
  30. 30. 30 About 89% of customers married and 11% of customers are single. This shows that maximum customers are Married. Age For the study, customers of different age groups where considered. The following table shows the distribution of customers’ across various age groups: Statistics age N Valid 100 Missing 0
  31. 31. 31 age Frequency Percent Valid Percent Cumulative Percent Valid under 20 10 10.0 10.0 10.0 21-30 51 51.0 51.0 61.0 31-40 35 35.0 35.0 96.0 41-50 4 4.0 4.0 100.0 Total 100 100.0 100.0 51 % of customers belonged to the age group of 21- 30 years, 35% of customers belonged to the age group of 31 - 40 years, 4% of customers belonged to the age group of 41 - 50 years and. This shows that most of the customers fall under group of 21-30 years.
  32. 32. 32 Income The following table shows the distribution of customers’ Income : Statistics income N Valid 100 Missing 0 income Frequency Percent Valid Percent Cumulative Percent Valid 20001- 30000 18 18.0 18.0 18.0 30001- 40000 82 82.0 82.0 100.0 Total 100 100.0 100.0 About 82% of customers belong to income group of 30001-40000 and 18% belong to 20001-30000. This shows that maximum customers belong to 30001-40000 Income group
  33. 33. 33 Profession For the study, customers of different occupation where considered. The following table shows the distribution of customers’ across various occupation: Statistics profession N Valid 100 Missing 0
  34. 34. 34 profession Frequency Percent Valid Percent Cumulative Percent Valid business 90 90.0 90.0 90.0 house wife 10 10.0 10.0 100.0 Total 100 100.0 100.0 90% of customers are business , 10% of customers are house wife. This study comprises more of business men.
  35. 35. 35 Regression Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .340a .116 .088 .47598 a. Predictors: (Constant), examining the vehicle, reminder from dealer, use of customer waiting area ANOVAa Model Sum of Squares df Mean Square F Sig. 1 Regression 2.840 3 .947 4.179 .008b Residual 21.750 96 .227 Total 24.590 99 a. Dependent Variable: satisfied with service b. Predictors: (Constant), the vehicle, reminder from dealer, use of customer waiting area.
  36. 36. 36 Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 4.106 2.008 2.045 .044 Reminder from dealer .194 .079 .241 2.471 .015 Use of customer waiting area .342 .162 .216 2.106 .038 Examining the vehicle -.519 .513 -.104 -1.011 .0315 a. Dependent Variable: satisfied with service There is association between two variables as the significance is < 0.05 Oneway ANOVA Sum of Squares df Mean Square F Sig. Satisfied with ambience Between Groups .074 3 .025 .410 .746 Within Groups 5.766 96 .060 Total 5.840 99 Satisfied with service Between Groups 10.697 3 3.566 24.639 .000 Within Groups 13.893 96 .145 Total 24.590 99
  37. 37. 37 Price of service Between Groups .076 3 .025 .435 .729 Within Groups 5.564 96 .058 Total 5.640 99 Test ride after service Between Groups .000 3 .000 . . Within Groups .000 96 .000 Total .000 99 Satisfied with space Between Groups .124 3 .041 .815 .489 Within Groups 4.866 96 .051 Total 4.990 99 Location of outlet Between Groups .464 3 .155 3.467 .019 Within Groups 4.286 96 .045 Total 4.750 99 There is homogeneity between the variables as the significance is > 0.05
  39. 39. 39 FINDINGS The main aim of the study is to analyse customer satisfaction on post sales service . The findings of the study are as follows: The output or results are given below: Level of satisfaction Strongly agree Agree NA OR ND 1% customers require better service Disagree Strongly disagree Percentage of satisfaction 97% customers are satisfied with the service provided 2% customers are happy wittheserviceserservice
  40. 40. 40 Suggestions: Customers require reminders about service intervals Customers require information on cost of service via e-mails Customers require a much bigger waiting area Customers wants to be asked for test drive vehicle after service As the outcome of the survey conducted the customers are satisfied with the service provided and they require their suggestions to be looked into and proper changes to be made. CONCLUSION The customer satisfaction is an important aspect of marketing. The organisations or firms my always try their level best to satisfy the customers. The post sales service should be done properly in order to maintain good customer relation.
  41. 41. 41 BIBILIOGRAPHY Parasuraman, A., Berry, L. L., and Zeithaml, V. A. (1988). Dr. N.NAGARAJA and NATARAJAN