customer satisfaction

1. 1
CHAPTER – 1
INTRODUCTION

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
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
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
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
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
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
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
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
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
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
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
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
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
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
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

17. 17
CHAPTER - 2
REVIEW OF
LITERATURE

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
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.

20. 20
CHAPTER – 3
RESEARCH
METHODOLOGY

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
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
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
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
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
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

27. 27
CHAPTER - 4
ANALYSIS AND
INTERPRETATION

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
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
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
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
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
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
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
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
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
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

38. 38
CHAPTER - 5
FINDINGS, SUGGESTIONS
AND CONCLUSION

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
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
BIBILIOGRAPHY
Parasuraman, A., Berry, L. L., and Zeithaml, V. A. (1988).
Dr. N.NAGARAJA and NATARAJAN