A PROJECT ON SALES – SCHOOL BUSES FOR MAHINDRA TRUCK AND BUS DIVISION VIDE MAANDEO MOTORS PVT LTD

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A PROJECT ON SALES – SCHOOL BUSES FOR MAHINDRA TRUCK
AND BUS DIVISION VIDE MAANDEO MOTORS PVT LTD
Prepared by
S. Vijaya Sai
1225114123
MBA 2nd year
G.I.T.A.M. Institute of Management
Visakhapatnam
Mahindra and Mahindra Limited
Under the Guidance of
Mr. Nikhil Garde
Sales Manager
Mahindra Truck and Bus Division
Dr. K. Manjusree Naidu
Associate Professor
GIM Visakhapatnam

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A PROJECT ON SALES – SCHOOL BUSES FOR MAHINDRA TRUCK
AND BUS DIVISION VIDE MAANDEO MOTORS PVT LTD
With reference to
MAHINDRA TRUCK AND BUS DIVISION, VISAKHAPATNAM DIVISION
A Project Report submitted in partial fulfilment of the requirement for the award
of
MASTERS DEGREE IN BUSINESS ADMINISTRATION
(2014-16)
By
S. VIJAYA SAI
(Roll No: 1225114123)
Under the Guidance of
Dr.K.Manjusree Naidu
Associate Professor
GITAM INSTITUTE OF MANAGEMENT
GITAM UNIVERSITY

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DECLARATION
I, S. VIJAYA SAI a student of Master of Business Administration (M.B.A.), GITAM
Institute of Management (GIM), GITAM University, hereby declare that the
internship report on Sale of Mahindra buses through MAANDEO MOTORS (INDIA)
Pvt. Ltd.is a project carried out by me from 04-5-2015 to 25-06-2015 under the
guidance of Mr. Nikhil Garde, Sales Manager, Mahindra&MahindraLtd., Coastal
Andhra.
All the information collected and documented here are collected from authentic
sources and is a genuine work doneby me in partial fulfilment for the requirement
of the degree of Masters of Business Administration. I confirm that this reporthas
not been published or submitted elsewhere for the award of any degree in part or
in full.
Date:
Place:Visakhapatnam S. VIJAYA SAI

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CERTIFICATE BY GUIDE
This is to certify that the project Report titled “A PROJECT ON SALES – SCHOOL
BUSES FOR MAHINDRA TRUCKAND BUS DIVISION VIDEMAANDEO MOTORS PVT
LTD.” is an original work carried outby S VIJAYA SAI (Enrolment No. 1225114123),
under my guidance and supervision, in partial fulfilment for the award of the
degree of Master of Business Administration by GITAMInstitute of Management,
GITAM University, Visakhapatnam, during the Academic year 2014-16.
____________________________
Date:
Place:Visakhapatnam Mr. Nikhil Garde
Sales Manager
Mahindra Trucks & Bus Division
Mahindra & Mahindra Ltd.

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CERTIFICATE BY GUIDE
This is to certify that the projectReport titled “A PROJECTONSALES– SCHOOL
BUSES FOR MAHINDRATRUCKAND BUS DIVISION VIDEMAANDEO MOTORS
PVT LTD.” is an original work carried out by S VIJAYA SAI (Enrolment No.
1225114123), under my guidanceand supervision, in partial fulfilment for the
award of the degree of Master of Business Administration by GITAMInstitute
of Management, GITAMUniversity,Visakhapatnam,during theAcademic year
2014-16.
DATE:
PLACE Associate professor
Dr.K.Manjushree Naidu

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ACKNOWLEDGEMENT
This project would not have been possible without the kind support of the organization, Mahindra
& Mahindra and many individual. I would like to extend my sincere thanks to all of them.
I extend my profound sense of gratitude to Principal Siva Rama Krishna, Dean & Principal,
GITAM Institute of Management, for providing all necessary facilities to carry out my project
successfully.
I owe an incalculable acknowledgement to Mr.Leben Johnson Mannariat, Program Coordinator,
Master of Business Administration, GITAM Institute of Management for his support and timely
help.
I extend my gratitude to Mrs. Dr.K.Manjusree Naidu, Associate Professor, GITAM Institute of
Management for her kind support, encouragement and for providing the guidance and
cooperation as and when needed.
I would like to extend my sincere gratitude to Mr. Nikhil Garde for constant support and guidance
and at the same time for providing me with the autonomy to make my own choices to complete
this project.
I also thank all my family members and friends for their cooperation and encouragement during
the project. Last but not the least I would also like to thank all the professionals who took time to
answer my questions and gave honest feedback. Their contributions have been valuable.

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CONTENTS
1. Automobile Industry in India............................................................................................................9
1.1 Productand Service Segmentation...................................................................................................11
2. Mahindra & Mahindra Group Profile............................................................................................. 15
3. Mahindra Truck & Bus Division………………………..……………………………………………………………………………….18
3.1 Historyof Mahindra & Mahindra……………………………………………………………………………………………….. 22
3.2 Awards………………………………………………………………………..………………………………………………………………29
3.3 Purpose & Values………..………………………………………………………………………………………………………………31
3.4 Mission& VisionStatements……………………………………………………………………………………………………….32
4. Profile of Automobile IndustryinIndia………………………………………………………………………………………………34
5. Conceptof Sales……………………………………………………………………………………………………………………………….35
5.1 CustomerRelationManagement…………..………………………………………………………………………………….36
4.3 CustomerRelationshipManagement…………………………………………………………………………………………39
6. SalesMethodologyatMahindraTruck & Bus Division……………………………………………………………………..44
6.1 SalesMethodologyatDealership………………………………………………………………………………………………45
6.2 Manufacturing………………………………………………………………………………………………………………………….46
6.3 Services……………………………………………………………………………………………………………………………………..46
7. Method of Study……………………………………………………………………………………………………………………………..49
7.1 TerritoryAllocation……………………………………………………………………………………………………………………50
7.2 School Coverage……………………………………………………………………………………………………………………….51
8. SalesChannel…………………………………………………………………………………………………………………………………..52
8.1 Channel SalesinMahindraTruck & Bus Division……………………………………………………………………….56
8.2 SalesFunnel……………………………………………………………………………………………………………………………..57
8.3 Analysisof SalesFunnel……………………………………………………………………………………………………………57
8.4 CompetitionAnalysis………………………………………………………………………………………………………………58
9. Analysis…………………………………………………………………………………………………………………………………………..63

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10. Findings………………………………………………………………………………………………………………………………….......83
11. Suggestions……………………………………………………………………………………………………………………………………84
12. Conclusion…………………………………………………………………………………………………………………………………….85
13. Bibliography………………………………………………………………………………………………………………………………….86
14. Annexure………………………………………………………………………………………………………………………………………87
14.1 Questionnaire………………………………………………………………………………………………………………………..87
14.2 Listof Schoolsvisited..…………………………………………………………………………………………………………..89

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1. Automobile industry in India
Introduction
The Indian Automobile Industry manufactures over 11 million vehicles and exports about 1.5
million each year. The dominant products of the industry are two-wheelers with a market share of
over 75% and passenger cars with a market share of about 16%.Commercial vehicles and three-
wheelers share about 9% of the market between them. About 91% of the vehicles sold are used by
households and only about 9% for commercial purposes. The industry has a turnover of more than
USD $35 billion and provides direct and indirect employment to over 13 million people.
The key to success in the industry is to improve labor productivity, labor flexibility, and capital
efficiency. Having quality manpower, infrastructure improvements, and raw material availability
also play a major role. Access to latest and most efficient technology and techniques will bring
competitive advantage to the major players.
The Indian auto industry is one of the largest in the world with an annual production of 21.48
million vehicles in FY 2013-14. The automobile industry accounts for 22 per cent of the country's
manufacturing gross domestic product (GDP). An expanding middle class, a young population,
and an increasing interest of the companies in exploring the rural markets have made the two
wheelers segment (with 80 per cent market share) the leader of the Indian automobile market. The
overall passenger vehicle segment has 14 per cent market share.
India is also a substantial auto exporter, with solid export growth expectations for the near future.
Various initiatives by the Government of India and the major automobile players in the Indian
market is expected to make India a leader in the Two Wheeler and Four Wheeler market in the
world by 2020.
 Seventh-largest producer in the world with an average annual production of 17.5 Million
vehicles.
 4th largest automotive market by volume, by 2015.
 4 large auto manufacturing hubs across the country.
 7% of the country’s GDP by volume.
 6 Million-plus vehicles to be sold annually, by 2020.

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 The primary activities of this industry are: Motor cars manufacturing Motor vehicle
engine manufacturing. The major products and services in this industry are: Passenger
motor vehicle manufacturing segment (Passenger Cars, Utility Vehicles & Multi-Purpose
Vehicles) Commercial Vehicles (Medium & Heavy and Light Commercial Vehicles)
Two Wheelers Three Wheelers.
Main components of achieving the supply chain system are:
 Third Tier Suppliers.
 Second Tier Suppliers.
 First Tier Suppliers.
Role of each of the contributors to the supply chain are discussed below:-
 Third Tier Suppliers: These companies provide basic products like rubber, glass, steel,
plastic and aluminum to the second tier suppliers.
 Second Tier Suppliers: These companies design vehicle systems or bodies for First Tier
Suppliers and OEMs. They work on designs provided by the first tier suppliers or OEMs.
They also provide engineering resources for detailed designs. Some of their services may
include welding, fabrication, shearing, bending etc.
 First Tier Suppliers: These companies provide major systems directly to assemblers. These
companies have global coverage to follow their customers to various locations around the
world. They design and innovate to provide "black-box" solutions for the requirements of
their customers. Black-box solutions are solutions created by suppliers using their own
technology to meet the performance and interface requirements set by assemblers.
 First tier suppliers are responsible not only for the assembly of parts into complete units
like dashboard, brakes-axle-suspension, seats, or cockpit but also for the management of
second-tier suppliers.
 Automakers/Vehicle Manufacturers/Original Equipment Manufacturers (OEMs): After
researching consumers' wants and needs, automakers begin designing models which are
tailored to consumers' demands. The design process normally takes five years. These
companies have manufacturing units where engines are manufactured and parts supplied
by first tier suppliers and second tier suppliers are assembled. Automakers are the key to

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the supply chain of the automotive industry. Examples of these companies are Tata Motors,
Maruti Suzuki, Toyota, and Honda. Innovation, design capability and branding are the
main focus of these companies.
 Dealers: Once the vehicles are ready they are shipped to the regional branch and from there,
to the authorized dealers of the companies. The dealers then sell the vehicles to the end
customers.
 Parts and Accessory: These companies provide products like tires, windshields, and air
bags etc. to automakers and dealers or directly to customers.
 Service Providers: Some of the services to the customers include servicing of vehicles,
repairing parts, or financing of vehicles. Many dealers provide these services but,
customers can also choose to go to independent service providers.
1.1PRODUCT AND SERVICE SEGMENTATION:
 The automotive industry of India is categorized into passenger cars, two-wheelers,
commercial vehicles and three-wheelers, with two-wheelers dominating the market.
 More than 75% of the vehicles sold are two-wheelers. Nearly 59% of these two-wheelers
sold were motorcycles and about 12% were scooters. Mopeds occupy a small portion in
the two-wheeler market however; electric two-wheelers are yet to penetrate.
 The passenger vehicles are further categorized into passenger cars, utility vehicles and
multi-purpose vehicles. All sedan, hatchback, station wagon and sports cars fall under
passenger cars.
 Multi-purpose vehicles or people-carriers are similar in shape to a van and are taller than a
sedan, hatchback or a station wagon, and are designed for maximum interior room.
 Utility vehicles are designed for specific tasks. The passenger vehicles manufacturing
account for about 15% of the market in India.
 Commercial vehicles are categorized into heavy, medium and light. They account for about
5% of the market. Three-wheelers are categorized into passenger carriers and goods
carriers. Three-wheelers account for about 4% of the market in India.

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Many services were introduced by automobile company are:
 Maintenance servicing.
 Vehicle Insurance.
 Vehicle finance schemes.
 Test drive.
MarketSize
Sales of commercial vehicles in India grew 5.3 per cent to 52,481 units in January 2015 from a
year ago, according to Society of Indian Automobile Manufacturers (SIAM).
Sales of cars also grew for a third month in a row to 169,300 units in January 2015, up 3.14 per
cent from the year-ago period.
Car market leader Maruti Suzuki India witnessed 8.6 per cent higher sales at approximately
118,551 units in February 2015, out of which 107,892 were sold in domestic market and 10,659
units were exported. Hyundai Motor India Ltd (HMIL) reported a 2.4 per cent growth in total sales
at 47,612 units in February, compared with 46,505 units in the same month last year. In the two-
wheeler segment, Hero MotoCorp witnessed sales of 484,769 units in February 2015. TVS Motor
Co posted 15 per cent higher sales at 204,565 units against 177,662 units. Bajaj Auto sold a total
of 243,000 two and three-wheelers segment
Reasonsto invest:
 By 2015, India is expected to be the fourth largest automotive market by volume in the
world.
 Over the next 20 years, India will be a part of the big global automotive triumvirate.
 Tractor sales in the country are expected to grow at CAGR of 8-9% in the next five years,
upping India’s market potential for international brands.
 Two-wheeler production has grown from 8.5 Million units annually to 15.9 Million units
in the last seven years. Significant opportunities exist in rural markets.
 India’s car market has the potential to grow to 6+ Millions units annually by 2020.
 The emergence of large automotive clusters in the country: Delhi-Gurgaon-Faridabad in
the north, Mumbai-Pune-Nashik- Aurangabad in the west, Chennai-Bengaluru-Hosur in
the south and Jamshedpur-Kolkata in the east.

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 Global car majors have been ramping up investments in India to cater to growing
domestic demand. These manufacturers plan to leverage India’s competitive advantage to
set up export-oriented production hubs.
LANDMARK OF INDIAN AUTOMOBILE INDUSTRY:
 1897 First Person to own a car in India - Mr. Foster of M/Crompton Greaves
Company, Mumbai.
 1901 First Indian to own a car in India - Jamsetji Tata.
 1905 First Woman to drive a car in India - Mrs. Suzanne RD Tata.
 1905 Fiat Motors.
 1911 First Taxi in India.
 1924 Formation of traffic police.
 1928 Chevrolet Motors.
 1942 Hindustan Motors.
 1944 Premier Automobiles Limited.
 1945 Tata Motors.
 1947 Mahindra & Mahindra Limited.
 1948 Ashok Motors.
 1948 Standard Motors.
 1974 Sipani Motors.
 1981 Maruti Suzuki.
 1994 Rover Company.
 1994 Mercedes-Benz.
 1994 General Motors India-Opel brand launch.
 1995 Ford Motor Company.
 1995 Honda Siel Cars India.
 1995 Daewoo Motors.
 1995 REVA Electric Car Company.
 1996Hyundai Motor Company.
 1997 Toyota KirloskarMotors.

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 1997FiatMotors (Re-Entry).
 1998 San Motors.
 1998Mitsubishi Motors.
 2001 Skoda Auto.
 2003 General Motors India-Chevrolet brand launch.
 2005 BMW.
 2007 Audi.
 2009Land Rover and Jaguar.
INDIAN AUTOBILE INDUSTRY KEY COMPETITORS:-
 Tata Motors: Market Share: Commercial Vehicles 63.94%, Passenger Vehicles
16.45%.
 Maruti Suzuki India: Market Share: Passenger Vehicles 46.07%.
 Hyundai Motor India :Market Share: Passenger Vehicles 14.15%
 Mahindra & Mahindra: Market Share: Commercial Vehicles 10.01%, Passenger
Vehicles 6.50%, and Three Wheelers 1.31%.
 Ashok Leyland: Market Share: Commercial Vehicles 22%.
 Hero MotoCorp is occupying over 41% and sharing 26% of the two-wheeler market in
India with Bajaj Auto.
 Bajaj Auto in itself is occupying about 58% of the three-wheeler market.

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2. Mahindra and Mahindra group profile:
Mahindra Group is one of the largest corporate groups of India. It is a US $4.5 billion conglomerate
with employee strength of over 40,000. The group has diverse business interests such as
automotive, farm equipment’s, infrastructure, information technology, hospitality, and financial
services. Mahindra Group has global presence and it is ranked amongst Forbes Top 200 list of the
World's Most Reputable Companies. The
origins of Mahindra Group can be traced back to October 2, 1945 when Mahindra brothers J.C.
Mahindra & K.C. Mahindra joined hands with Ghulam Mohammad, and Mahindra & Mohammad
was set up as a franchise for assembling jeeps from Willis, USA. After India's independence in
1947, Mahindra & Mohammad changed its name to Mahindra & Mahindra. Ghulam Mohammad
migrated to Pakistan post-partition and became the first Finance Minister of Pakistan. Since then,
Mahindra Group has gone from strength to strength and today it has evolved into a giant group.
Automotive Sector: Mahindra Group is the market leader in utility vehicles in India since
inception. Mahindra also manufactures and markets utility vehicles and light commercial vehicles,
including three-wheelers. Some of the famous automobile brands of Mahindra are: Scorpio and
Bolero. Recently, Mahindra joined hands with French automobile major Renault to enter passenger
car segment. It has launched a car called Mahindra Renault Logan.
Farm Equipment Sector: Mahindra is the largest producer of tractors in India and is among the
top five tractor brands in the world. It has its own state-of-the-art plants in India, USA, China and
Australia, and a capacity to produce 1,50,000 tractors a year.
Trade & Financial Services: Mahindra Inter trade Limited and its subsidiaries have specialized
domain knowledge in imports and exports of commodities, domestic trading, marketing and
distribution services. Mahindra Finance is one of the largest Non-Banking Finance Companies in
India with an asset base of about Rs. 5000 crores. Mahindra Insurance Brokers offer Life and Non-
life Insurance plans to retail and corporate customers. Mahindra Steel Service Centre is the first
steel service center in the organized sector in India.

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Infrastructure Development: Mahindra Group has interests in real estate, special economic
zones, hospitality industry, infrastructure development, project engineering consultancy and
design. Mahindra Holidays & Resorts is the leader in the lifetime holiday market in India.
Mahindra Gesco is fastest growing Construction Company in India. Mahindra World City is
developing and promoting India's first Integrated Business City.
Information Technology: Mahindra Group entered into IT sector in 1986 when it formed a joint
venture with British Telecommunications plc. The company was called Mahindra-British
Telecom. The Company has recently changed its name to Tech Mahindra. Tech Mahindra is a
leading provider of telecommunication solution and service industry world-wide.
Specialty Businesses: Mahindra Group companies such as Mahindra Ash Tech, Mahindra
Defense, Spares Business Unit and Mahindra Logistics are into Specialty Businesses. Mahindra
Ash Tech undertakes turnkey contract execution for Ash Slurry System and Travelling Water
Screens. Mahindra Defense Systems looks after the requirements of India's defense and security
forces. Mahindra Logistics provide complete logistics solutions to complex transportation needs
of clients across the world.
Major clients:
 Indian army
 State government departments
 Transporting companies
 Travel operators
 Fruits and vegetable traders
 Indian public

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Organizational structure
ChairmanandMD
Executive
director&
CFO
Farm equipmentsector Automotive sector
International operations
Engines
Central manufacturing
engineering
Road and global productdevelopment
Finance,Accounts&IT
Human capital
Strategicsourcing

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3. Mahindra Truck and Bus Division
In 2005, Mahindra & Mahindra entered into a joint venture with Navistar Incorporation USA, and
Mahindra Navistar Automotive set out to build a range of indigenously developed commercial
vehicles for Indian terrain. Six years later, we’re still creating and developing Light Commercial
Vehicles (LCV) and Heavy Commercial Vehicles (HCV) that continue to set the standards.
Mahindra manufacture a wide range of LCVs and HCVs that are rugged, reliable, environmentally
friendly and fuel-efficient. Designed ground-up in India with technological assistance from
Navistar Incorporation (USA), a market leader in trucks and buses in the USA and the world’s
largest mid-range engine manufacturer, our trucks are created to fulfil requirements that are
specific to your needs. Our new state-of-the-art plant at Chakan, near Pune, is staffed by 800
highly trained technicians, engineers, and specialists, and stretches over 700 acres.
Mahindra constant drive to improve means that our range of trucks is not only high on
performance, but also low on maintenance. With rigorous tests to ensure high performance even
in the toughest of conditions and features that will make your journey comfortable no matter how
far you’re going, our trucks will help you prosper in your business. Whether its goods, people or
dreams, our trucks move it all.
Mahindra & Mahindra is the flagship company of the Mahindra Group. Established in 1945, our
core automotive and farm equipment businesses have grown into market leaders whose triple
bottom line ethic is driving industry trends towards technological innovation, social responsibility,
and constantly improving customer satisfaction.
Over the years, we’ve spun off into new ventures in order to better meet the needs of our customers,
expanding into automotive and non-automotive components, technology, financial,
and energy. We operate in a federated structure so that each business can take risks and grow on
its own and simultaneously leverage synergies across the entire Group’s competencies.
Mahindra had been the leader in utility vehicles for over fifty years, since we built the first Willys
jeeps under license on Indian soil in 1947. Today, our portfolio comprises a wide spectrum of

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vehicles from two-wheelers to heavy trucks, SUVs to school buses. Our services include
maintenance and repairs, customization, providing spares, and manufacturing and
engineering. We’re opening a new organized-sector market for pre-owned cars and expanding
into foreign markets including the United States and Europe.
Mahindra vehicles also meet global regulatory requirements such as End of Life Vehicles Directive
(ELV) in the European Union (EU). All our EU export vehicles are ELV certified, ensuring safe
dismantling and recycling of fluids in environment friendly manner, meeting recycling target of
85% and recovery standard of 95% where not more than 5% of the vehicle weight are sent to
landfill.
Mahindra vehicles also meet global regulatory requirements such as End of Life Vehicles Directive
(ELV) in the European Union (EU). All our EU export vehicles are ELV certified, ensuring safe
dismantling and recycling of fluids in environment friendly manner, meeting recycling target of
85% and recovery standard of 95% where not more than 5% of the vehicle weight are sent to
landfill.
On 27th June, 2014, Mahindra AFS was declared the Second Great Place to Work in
manufacturing & production as well as the employer brand category and received an overall rank
of 28 among the Top 100 Great Places to Work across 600 organizations spanning
over 20 industries

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Mahindra & Mahindra Limited is an Indian multinational automobile manufacturing corporation
headquartered in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers in
India.
M & M was founded in 1945 by Mahindra brother’s i.e.Kailash Chandra Mahindra and Jagdish
Chandra Mahindra, and Malik Gulam Mohammedas a steel trading company, they entered into the
automotive manufacturing in 1947 to bring the iconic Willy’s Jeep onto Indian roads. Over the
years, they diversified into many new businesses in order to better meet the needs of the customers.
They follow a unique business model of creating empowered companies that enjoy the best of
entrepreneurial independence and Group-wide synergies. This principle has led to the growth of
the firm into a US $16.2 billion multinational group with more than 155,000 employees in over
100 countries across the globe.
Today, Mahindra and Mahindra operations span 18 key industries that form the foundation of
every modern economy: aerospace, aftermarket, agribusiness, automotive, components,
construction equipment, consulting services, defence, energy, farm equipment, finance and
insurance, industrial equipment, information technology, leisure and hospitality, logistics, real
estate, retail, and two wheelers.
Their federated structure enables each business to chart its own future and simultaneously leverage
synergies across the entire Group’s competencies. In this way, the diversity of their expertise
allows them to bring the customers the best in many fields.
The Mahindra & Mahindra Ltd. group focuses on enabling people to rise. Mahindra & Mahindra
Ltd. has a presence in the automotive industry, agribusiness, aerospace, components, consulting
services, defence, energy, financial services, industrial equipment, logistics, real estate, retail, steel
and two wheelers. A USD 15.4 billion multinational group based in Mumbai, India, Mahindra &
Mahindra Ltd. employs more than 144,000 people in over 100 countries.

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The new HCV (High commercial vehicles) product range has been engineered for Indian
requirements with the underlying philosophy of ‘Made in India, Made for India’. The Company is
in process of addressing every segment of the commercial vehicle market; from 3.5 tonne GVW
to 49 tonne GCW, with variants that meet the varying needs of passenger transport, cargo and
specialized load applications. The new range of medium and heavy commercial vehicle is being
manufactured at the new green field plant at Chakan. The plant, which spans over 700 acres, has
been set up with an investment of over Rs. 4000 crores and is producing other Mahindra &
Mahindra Ltd. products as well. To help the group leverage the benefits of synergies of an
integrated manufacturing facility.
In LCV (Low commercial vehicles) segment, Mahindra & Mahindra Ltd. already has double digit
market share and is all set to further strengthen its position all across India with over 100,000
vehicles already on the roads. The entire range of LCV Load vehicles and & Buses are being
manufactured in the Mahindra & Mahindra Ltd. facility at Zaheerabad.
Now the company has taken outperformance to the next level; by creating trucks that are
specifically designed for different applications, and deliver outperformance whatever be the
business needs. From transit mixers and bulkers to car carriers and refrigerated container trucks,
Mahindra & Mahindra Ltd. provides an entire line of integrated trucking solutions, that helps
customers benefit by giving them the advantage of quick turnaround time and reliability along
with the assurance of Mahindra & Mahindra Ltd. excellence in every aspect.
To match the high performance of its trucks, Mahindra & Mahindra Ltd. has a superior sales and
service network that is geared to meet any eventuality. More importantly, it comes with the kind
of assurance that few others provide; with over 1100 service points, 59 dealerships, roadside
assistance centres, well-organised spares warehouses in Vadgaon and Hyderabad.

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ANAND MAHINDRA (CHAIRMAN& M.D.)
Anand Mahindra is Vice Chairman and Managing Director of Mahindra &Mahindra. He graduated
magna cum laude from Harvard University and earned his MBA from Harvard Business School
in 1981. He joined the Mahindra Group in 1981 as an Executive Assistant to the Finance Director
of the Mahindra Ugine Steel Company. His leadership has helped make Mahindra a global
company and strong competitor since India's economic liberalization in 1991. Anand is a notable
public figure with a considerable following on Twitter and serves on many boards and committees.
3.1 History of Mahindra and Mahindra
1945 - The Company was Incorporated and converted into Public Limited in 1955 at Mumbai. The
Company Manufacture Jeep type vehicles, petrol industrial engines, industrial process control
instruments and flow meters. Trading in steel and manufacture of professional grade electronic
components. Jeeps are manufactured under a license and an agreement with Willys Motors Inc.,
Toledo, Ohio, U.S.A., for whom the Company also acts as exclusive distributors for the whole of
India for their entire range of vehicles including utility vans, cargo/personnel carriers and pick-up.
1958 - The Company entered into an agreement with Birfield Ltd., to form Mahindra’s interested
Products Private Limited for the manufacture of a wide range of self-lubricating bearings.
1968 - The Instrumentation & Electronics Division came into existence as a result of merger of
the wholly-owned subsidiary of Mahindra Engineering Co. Ltd., with the Company with effect
from 1st April 1968. The activities of the merged company were being carried on in this division.

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- The Company acquired the whole paid-up capital of Mahindra Electro-Chemicals
Products Ltd. Company.
- With effect from 1st April, the wholly owned subsidiary Mahindra Engineering Co. Ltd., was
merged with the Company. International Tractor Company of India Ltd., was merged with the
Company effective from 1st November 1977.
1978 - The Company started negotiation with Balania K. Zacharopoulos Ltd., Athens for jointly
promoting a new company in Greece for the manufacture of Jeep vehicles and trucks. Initially, it
was proposed to assemble these vehicles mainly from CKD packs to be shipped from India.
1988 - The Company acquired a off-shore drilling rig "Ile d' Amsterdam" from Former S. A.,
France as on 1st March. A firm letter of intent was received for one land rig for drilling operations
at Jwalamukhi, Himachal Pradesh against a tender from ONGC. The Company already entered
into an agreement with Forasol S.A., for 16purchase of a land rig and related equipment.
- During the year improved versions of CJ 500 range of jeeps and FJ range of LCVs were
introduced. Also a sporty model of jeep was introduce which was well received by the target
audience.
- During September, the Company acquired the automotive pressing unit at Kanhe from Guest
Keen Williams, Ltd. for a gross consideration of Rs 28.75 crores. The unit has an installed capacity
of 10,000 tonnes per annum
1994 - During the year a new Company Mahindra USA Inc. had been established in Texas, U.S.A.
with the objective of increasing tractor sales in U.S.

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- 9, 73,200 shares allotted to the erstwhile shareholders of MNAL 11, 14,682 shares allotted against
the detachable warrants. 35, 85,874 shares allotted to Ford Motor Company USA, at a premium of
Rs 370 per shares. 28, 00,000 shares allotted to the promoter group.
1998 - A joint venture company is being promoted by Mahindra and Mahindra Limited,
Infrastructure Leasing and Financial Services and Tamil Nadu Industrial Development
Corporation to set up an industrial park near Chennai to attract auto ancillary units and all
categories of non-polluting industries.
- Utility vehicle manufacturer, Mahindra and Mahindra (M&M) on May 27 signed a productivity
and capacity linked wage agreement with its union (BharatiyaKamgharSena) at its tractor plant at
Kandivali.
- M&M has signed new productivity agreements with its workers at the Kandivli (Mumbai),
Nashik and Zaheerabad (Andhra Pradesh) plants.
- Mahindra Ford is likely to sign a MoU with the government to import auto kits.
- Mercedes-Benz India Ltd and Mahindra Ford India Ltd have signed a MoU with the Directorate-
General of Foreign Trade (DGFT), under the new MoU policy for car manufacturing in the
country.
2008 - Mahindra & Mahindra acquires renowned Italian design house, GRD Italy.
2013 - Auto major Mahindra and Mahindra has inked partnership with online shopping portal,
Snapdeal.com to sell its two-wheeles on the site.
- Mahindra launches new visual identity reflecting modernity and dynamism
- Mahindra & Mahindra Ltd - Mahindra launches the Verito Executive edition

25
Introduction to Mahindra Truck and Bus Division
In 2005, Mahindra & Mahindra entered into a joint venture with Navistar Inc USA, and
Mahindra Navistar Automotive set out to build a range of indigenously developed commercial
vehicles for Indian terrain. Six years later, the company is still creating and developing Light
Commercial Vehicles (LCV) and Heavy Commercial Vehicles (HCV) that continue to set the
standards.
Mahindra manufactures a wide range of LCVs and HCVs that are rugged, reliable, and
environmentally friendly and fuel efficient. Designed ground-up in India with technological
assistance from Navistar Inc (USA), a market leader in trucks and buses in the USA and the world’s
largest mid-range engine manufacturer, Mahindra trucks are created to fulfil requirements that are
specific to the customer needs. Mahindra new state-of-the-art plant at Chakan, near Pune, is staffed
by 800 highly trained technicians, engineers, and specialists, and stretches over 700 acres.
Mumbai, August 14, 2013: Mahindra & Mahindra Ltd. had reaffirmed its commitment to its truck
and bus division, renaming the erstwhile Mahindra Navistar Automotive Ltd. as Mahindra Trucks
and Buses Ltd. (MTBL), which is a wholly owned subsidiary and part of the US $16.2 billion
Mahindra Group. Subject to regulatory approvals, the company also intends to demerge its trucks
and buses operations from MTBL into Mahindra & Mahindra to derive greater synergies. It also
announced plans to invest Rs 200 crores to further strengthen its existing product line up and start
exploratory work for new product lines that could lead to further capital infusion of over Rs. 300
crores in due course
Mahindra Trucks and Buses Ltd. has also announced new branding for its heavy commercial
vehicle range. The multi-axle trucks will now be called Mahindra TRUXO 25 and TRUXO 31;
Tractor Trailers will be called Mahindra TRACO 35 and TRACO 40; and the tippers will be called
Mahindra TORRO 25 and TORRO 31.
Nalin Mehta, Managing Director and CEO, Mahindra Trucks and Buses Limited, said “The
new nomenclature and rebranding demonstrates the firm’s long term commitment to the

26
commercial vehicle business which has the full support of the Mahindra Group. With a powerful
range of products including HCVs, LCVs and buses, and a continued focus on breakthrough
innovations the firm continues to deliver market-leading performance and enhanced products and
services for the Indian transport industry”.
Today, with over 1 lakh LCV trucks and buses and more than 8,000 HCV trucks on Indian roads,
the company services them with a 24x7 service network of more than 1,591 touch points that
includes 57, 3S dealerships, 271 authorized service points drawn from other dealers within
Mahindra's Automotive and Farm Equipment Sectors network and nearly 1,263 roadside
assistance points strategically located on important trucking routes. This network will be further
expanded by leveraging synergies following the demerger of operations.
Mahindra trucks come in multiple sizes, depending on the load carrying capacity. A strong and
durable suspension, rugged chassis aggregates, robust brakes, and heavy duty axles to handle its
superior torque, are designed to be low maintenance and easy to repair. Coupled with best-in-class
ride and handling, and low turning radius for excellent manoeuvrability and generous cabin space
- this makes for a pleasant ride.
Mahindra’s Truck and Bus Division is taking outperformance to the next level by creating trucks,
designed for various business needs and applications. From transit mixers and bulkers to car
carriers and refrigerated container trucks, the division provides integrated trucking solutions that
profit customers. Giving them the advantage of quick turnaround time and reliability along with
the assurance of Mahindra’s Truck and Bus Division’s excellence. The new HCV range has been
engineered for Indian needs with the underlying philosophy of ‘Made in India, Made for India’. In
the LCV segment, Mahindra’s Truck and Bus Division has already reached a double digit market
share and with over 150,000 vehicles already on the road and it is all set to further strengthen its
position. The new range of medium and heavy commercial vehicles is being manufactured at the
modern Greenfield plant at Chakan. While the entire range of LCV Load vehicles and Buses is
being manufactured in the Mahindra Truck and Bus facility at Zaheerabad. To match the high
performance of its trucks, the division also has a superior sales and service network that is geared
to meet any eventuality.

27
Mahindra & Mahindra Ltd. trucks are true high-performance truck. Designed in India with special
attention to indigenous conditions, its ergonomic design is a product of extensive research. And
they have been tested rigorously for assured high performance even in the toughest of conditions.
Which gives the competitive advantage of superior lugging power, higher fuel economy, fewer
maintenance hassles, better speed and the ruggedness to overcome the challenges of terrain.
Mahindra Truck and Bus manufacture products cater to specific needs. The Truxo 25 - 170 has
superior technology and optimized drive train ensuring more kilometres for every litre, making it
an extremely fuel efficient truck. It is powered by the 123Kw (170hp) m-POWER engine,
delivering a top speed of 88 kmph and unmatched fuel efficiency. Undoubtedly, it’s a product from
the Mahindra & Mahindra Ltd. family designed to perform in the toughest conditions.
Mahindra Truck and Bus also launched the high-performance Truxo 25 and Truxo 31 cowls.
Manufactured at the state-of-the-art Chakan plant using cutting-edge technology, the Truxo25 and
Truxo 31 cowl enables one to build a truck that feels at home even on the most difficult Indian
Specifications of the product (bus)
o Model of the bus
o Type of the bus
• 16 – Seater
• 25 – Seater
• 32 – Seater
• 40 – Seater
o Price of the bus
o Period of Warranty
o Services provided to the bus

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Cosmo Tourister:
This school bus reflects Mahindra’s philosophy of outperformance in more ways than one. Its
brand new style, host of safety features, established fuel efficiency, build quality and low
maintenance are proof for this. Most importantly, it has all the features to be complaint with the
regulatory safety standards. Which means it is not only ready to run but also makes every trip to
school and back as safe as possible.
Engineered for Profit:
The Cosmo comes with the advanced CRDe engine which gives an experience of great
performance without compromising on profits. This CRDe engine delivers optimum power and
superior fuel economy. At the same time, it makes sure the environment breathes a little easier.
o Better pick-up with CRDe technology
o Lowest noise vibration harshness level for extra comfort
o Better fuel combustion which cuts down fuel wastage and emissions
o Better pulling power
Safety that inspires Trust:
The safety features installed in a Cosmo school bus do a lot more than just fulfilling government
norms. They actually provide parents with the assurance that their children are absolutely safe
during their journey.
o Metallic front and rear fascia
o Full length foot step for extra safety
o Stanchion pipes
o Two emergency exists
o Heavy duty window guard rails
o Air brakes in 32 and 40 seater
o Anti-skid vinyl flooring with silicon carbide particles
o First aid kit and fire extinguisher

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Maintenance:
It is built to deliver smooth performance and also last long. But when it does need a bit of work
or a few spares, we can rest assured your service bill will not give you an unpleasant surprise.
o Round headlamps which are easily available at reasonable prices
o Multiple pieces of metallic bumper for low maintenance
o Sliding type battery tray
o Easily available spare parts
o High fuel efficiency best in mileage
3.2 AWARDS
Over 15000 eyeballs were glued to the stage and computer mobile screens as they witnessed the
final ceremony of the 4th Edition of Mahindra Transport Excellence Awards. As the entire travel
ecosystem appreciated a bunch that outperformed, Hotel Ashok in Delhi reverbed with claps and
overflowed with stories of inspiration. 25th of February, 2015 was historic, as the firm recognized
and awarded various stakeholders in the trucking industry on parameters that form their own
foundation: Outperformance, Excellence, Innovation and Change Leadership. All of this under the
philosophy of inclusion; has truly set high standards. But what was even more inspiring was how
women lead the awards table leaving a stamp of class and courage in an otherwise male dominated
space.
Mr. Anand Mahindra, our Chairman and Managing Director, spoke about business with
humane touch points that the recent RISE (people to develop) initiatives are reaching out to. He
expressed his pleasure on the Truck driver girl child education under SaarthiAbiyaan. While
reporting that 1000 scholarships were given in the current financial year, Mr. Mahindra announced
that another 1000 scholarships for truck drivers’ daughters will be given away next year. Hon.
RoadTransport & Highways Minister - Shri. Nitin J Gadkari, who presided over this event, echoed
Mr. Mahindra’s views & appreciated the Mahindra CSR initiative for Driver Girl Child Education
and Driver Training cum Health care efforts. He then went on to elaborate the ambitions plans of
his ministry, from faster Highway constructions to modernisation of RTO procedures.

30
Mahindra activities in Asia span
Agribusiness and farm equipment, automotive, components, consulting services, defense, energy,
IT, industrial equipment, and leisure and hospitality.
Mahindra involvement in agriculture includes the distribution of fresh produce to retailers in
Southeast Asia through Mahindra Shublabh Services and the production of tractors for use in
China, Sri Lanka, Bangladesh, and Nepal. In the past few years, we’ve initiated two joint ventures
in China to manufacture top-quality tractors suited to Chinese farming conditions and practices.
Mahindra also support rural areas of Bangladesh and Nepal with our Powerol diesel generator sets,
ensuring a stable and uninterrupted power supply to support productivity at work and living
standards at home.
Mahindra vehicles are at work transporting goods and people in Malaysia, and the Mahindra Reva
electric car enjoys a presence. Our automotive consulting company, Mahindra Engineering
Services, works with both Yamaha and Nissan to develop better products and better production
systems. We sell our state-of-the-art Rakshakarmored vehicles to the government of Nepal
through our defence products company, Defence Land Systems. And in 2011, we acquired the
Ssangyong Motor Company, a major Korean utility vehicle and sedan manufacturer.

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3.3 Purpose and values
The motivation to give the best every day comes from the organization’s core purpose: “we
will challenge conventional thinking and innovatively use all our resources to drive positive
change in the lives of our stakeholders and communities across the world, to enable them to
rise”.
Mahindra and Mahindra products and services support the customers’ ambitions to improve
their living standards; the responsible business practices positively engage the communities that
join through employment, education, and outreach; and the commitment to sustainable business
is bringing green technology and awareness into the mainstream through their products, services,
and light-footprint manufacturing processes.
This commitment to sustainability—social, economic, and environmental—rests upon a set of
core values. They are an amalgamation of what Mahindra and Mahindra hasbeen what they are,
and what they want to be. These values are the compass that guides has actions, both personal
and corporate. They are: the firm’s and employees
Professionalism
The firm have always believed in seeking the best people for the job and given them the freedom
and the opportunity to grow. They commit to support innovation and well-reasoned risk taking,
with demand on performance.
Good corporate citizenship
Long-term success and alignment with the needs of the countries. Without compromising ethical
business standards.

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Customer first
Responding to the changing needs and expectations of customers speedily, courteously and
effectively.
Quality focus
Quality is made a driving value in the work culture, in products and in interactions with
stakeholders.
Dignity of the individual
Value individual dignity, uphold the right to express disagreement and respect the time and
efforts of others. Nurture fairness, trust, and transparency in every action.
3.4. Missionand Vision statement
MissionStatement:-
To create India’s largest automobile and automobile-related products distribution network by
providing dealers and customers with the largest choice of unique world-class products and
services.
Vision Statement:-
“Indians are second to none in the world. The founders of our nation and of our company
passionately believed this. We will prove them right by believing in ourselves and by making
M&M Ltd. Known worldwide for the quality of its product and service
Mahindra wants to be among the top 10 automotive brands in the world. “The lifecycle of
automotive products is reducing very fast,” he says. “The customer is very demanding and his
needs are changing rapidly. For driving growth in business, we need a new product pipeline.”
Increasingly, Mahindra is positioning itself to engineer those products by itself. It is even feeling
emboldened to take calculated risks, as it did with the XUV500’s infotainment system, which also
faced some teething troubles.

33
OrganizationalHierarchy – MTBD
Dealers Hierarchy- MTBD
Regional Sales Manager
Area sales Manager
Manager
National Sales Manager
General Manager
LCV Manager HCV Manager
Sales
Representativ
e
Sales
Representative

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4. Profile of Automobile Industry in India
The automobile industry provides a fruitful field for study. Its starting growth, the important place
which it fills in individual and national economy, the way in which it throws in bold relief the
modern problems of production , finance and merchandising, all combine to make it a veritable
mine for the student of modern business . Nevertheless, serious minded student of the economic
system have until lately give it little attention. The three substantial studies here under review go
far to fill the gap. While at point they overlap, the relative emphasis upon the various aspects of
the industry differs widely. Epstein is concerned with the evolution of the industry, with emphasis
upon the changes in the market conditions upon the attempts of manufacturers to adopt themselves
to these changes in the market. Seltzer is concerned with the financial aspects of automobile
production and is apparently interested in the industry as it illustrates the problem of modern
business in obtaining needed supplies of capital. A better case for study of this question could not
have been found, for the capital invested has grown in the short period of three decades from a
negligible amount to over 2,000,000,000 in automobile factories alone and of course, other large
sums in plant for the production of parts and materials and in distributing establishments. With the
growth of the industry and evolution of the market has come the problem of financing the
consumer; and it is to the recent methods employed for this purpose that Seligman addresses
himself.
Epstein divided the history of the industry into two periods, the one before 1916 and the other
since that date. During the period 1903 to 1916 the annual production of automobile.
This has been recognized world over that manufacturing can be a formidable competitive weapon
if equipped and managed properly. Manufacturing industries recently has prompted renewed
interest due to globalization, flexible processing technologies. Marvelous customer services and a
lot of innovation potential in product. The development of coherent manufacturing strategies is
inevitable for substantial growth to face new manufacturing challenges and to cope with dynamic
environment. In new manufacturing environment, time is considered as one of the primary motives
for operating business these days. This does not mean that other motives like cost, quality and
service can be ignored. In fact they are considered as a pre-requites to sustain competition. Other
than time, quality, cost and services; there is an increasing trend to explore and implement issues
like flexibility, lean principles, innovation; actively based costing , value analysis etc, to achieve

35
competitive edge over competitors. In which core competitive issues are reviewed. The
identification of gaps in the literature help to identify shortcomings in existing literature and then
address issues like low cost, quality improvement and rapid product development in a more
coherent and a systematic manner. The subsequent section review the literature related to WCM,
manufacturing strategies, time based competition, flexibility and innovation.
Objectives
The objectives of the project are as follows:
 To identify the needs of transport vehicles to the schools
 To convince the target customer to purchase the product (bus)
 To identify the opportunities and challenges for MTBD
Sample size:
Number of schools visited 110

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5. Concept of Sales
Sales Concept is a concept which is basically focused on selling of goods and services to
the consumers. Sales Concept is one of the parts of Marketing Concept. Goods which are produced
by a company or services provided by a company to the consumer are operating under the Sales
Concept. Personal selling is the process of informing customers and persuading them to purchase
products through paid personal communication in an exchange situation. The three general
purposes of personal selling are finding prospects, persuading them to buy, and keeping customers
satisfied.
Today’s sales executives are professionals. They plan, build, and maintain effective
organizations and design and utilize efficient control procedures. The professional approach
requires thorough analysis, market-efficient qualitative and quantitative personal-selling
objectives, appropriate sales policies, and personal-selling strategy. It calls for skilful application
of organizational principles to the conduct of sales operations. In addition, the professionals
approach demands the ability to install, operate and use control procedures appropriate to the
firm’s situation and its objectives. Executive capable of applying the professional approach to sales
management are in high demand today.
Sales executives have responsibilities to their organizations, the customers and society.
Top management holds them responsible for obtaining sales volume, providing profit
contributions, and continuing business growth. The customers (most often wholesalers, retailers,
or industrial users) expect them to supply easily resalable products and services, backed up by
supporting activities and assurance that the products and services are wise investments in the
competitive marketplace. Society looks to them to assure the delivery of goods and services that
final buyers want at prices that final buyers are willing to pay and of increasing importance to
develop and market products whose potentials for damaging the environment are minimal.
Sales management originally referred exclusively to the direction of sales force personnel.
Later, the term took on border significance in addition to the management of personnel selling,
“sales management” meant management of all marketing activities, including advertising, sales
promotion, marketing research, physical distribution, pricing, and product merchandising. In time,

37
business, adopting academic practice, came to use the term “marketing management” rather than
“sales management” to describe the broader concept.
The American marketing association’s made sales management synonymous with
management of the sales force, but modern sales managers have considerably broader
responsibilities. Sales managers are in charge of personal-selling activity, and their primary
assignment is management of the personal sales force. Sales managers are responsible for
organizing the sales effort, both within and outside their companies. Within the company the sales
manager builds formal and informal organizational structures that ensure effective communication
not only inside the sales department but in its relations with other organizational units. Outside the
company the sales manager serves as a key contact with customers and other external public and
is responsible for building and maintaining an effective distribution network.
The sales executive having specialized knowledge of the market and of the capabilities of
the sales force, is involved in achieving coordination in marketing objectives and drafts plans that
achieve desired results at optimum cost, sales executives determines the elements that make up the
marketing program, appropriating the relative amounts of each so as at least theoretically to equate
its marginal effectiveness with that of other elements. Coordinating among the marketing planners
is essential if they are to layout specific programs for achieving predetermined sales, profit and
growth objectives. The sales executive as a member of the planning group, seeks to secure a
marketing program that is both appropriate for market conditions and reflects the probable
contribution of the sales force.
Many salespeople, either consciously or unconsciously, move through a general selling
process as they sell products. In prospecting, the salesperson develops a list of potential customers.
Before contacting prospects, the salesperson conducts a pre-approach that involves finding and
analyzing information about prospects and their needs. The approach is the manner in which the
salesperson contacts potential customers. During the sales presentation, the salesperson must
attract and hold the prospect's attention to stimulate interest in and desire for the product. If
possible, the salesperson should handle objections as they arise. During the closing, the salesperson
asks the prospect to buy the product or products. After a successful closing, the salesperson must
follow up the sale.

38
Sales force management is an important determinant of a firm's success because the sales
force is directly responsible for generating the organization's sales revenue. Major decision areas
and activities are establishing sales force objectives; determining sales force size; recruiting,
selecting, training, compensating, and motivating salespeople; managing sales territories.
Sales objectives should be stated in precise, measurable terms and specify the time period and
geographic areas involved. The size of the sales force must be adjusted occasionally because a
firm's marketing plans change along with markets and forces in the marketing environment.
Sales promotion is an activity or a material (or both) that acts as a direct inducement,
offering added value or incentive for the product to resellers, salespeople, or consumers. Marketers
use sales promotion to identify and attract new customers, introduce new products, and increase
reseller inventories. Sales promotion techniques fall into two general categories: consumer and
trade. Consumer sales promotion methods encourage consumers to patronize specific stores or try
a particular product. These sales promotion methods include coupons; cents-off offers; money
refunds and rebates; frequent-user incentives; point-of-purchase displays; demonstrations; free
samples and premiums; and consumer contests, games, and sweepstakes. Trade sales promotion
techniques can motivate resellers to handle a manufacturer's products and market them
aggressively. These sales promotion techniques include buying allowances, buy-back allowances,
scan-back allowances, merchandise allowances, cooperative advertising, dealer listings, free
merchandise, dealer loaders, premium (or push) money, and sales contests.
5.1 Customer relation management
Customer relationship management (CRM) is an approach to managing a company's interactions
with current and future customers. It often involves using technology to organize, automate, and
synchronize sales, marketing, customer service, and technical support.
“The focus [of CRM] is on creating value for the customer and the company over the longer
term”. When customers value the customer service that they receive from suppliers, they are
less likely to look to alternative suppliers for their needs. CRM enables organisations to gain
‘competitive advantage’ over competitors that supply similar products or services.

39
“Today’s businesses compete with multi-product offerings created and delivered by networks,
alliances and partnerships of many kinds. Both retaining customers and building relationships
with other value-adding allies is critical to corporate performance”.
“The adoption of C.R.M. is being fuelled by a recognition that long-term relationships with
customers are one of the most important assets of an organisation”.
Organisations must be prepared to adapt so that it take customer needs into account and
delivers them. Market research must be undertaken to assess customer needs and satisfaction
Technology plays a pivotal role in CRM. Technological approaches involving the use of
databases, data mining and one-to-one marketing can assist organisations to increase customer
value and their own profitability. This type of technology can be used to keep a record of
customer names and contact details in addition to their history of buying products or using
services. This information can be used to target customers in a personalised way and offer them
services to meet their specific needs. This personalised communication provides value for the
customer and increases customer loyalty to the provider. Phone calls, emails, mobile phone
text messages, or WAP services. Having access to customers contact details and their service
or purchase preferences through databases etc. can enable organisations to alert customers to
new, similar or alternative services or products
CRM can also be carried out in face-to-face interactions without the use of technology. Staff
members often remember the names and favourite services/products of regular customers and
use this information to create a personalised service for them. For example, in a hospital library
you will know the name of nurses that come in often and probably remember the area that they
work in. However, face-to-face CRM could prove less useful when organisations have a large
number of customers as it would be more difficult to remember details about each of them.

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Benefits of CRM
Benefits of CRM include:
• Reduced costs, because the right things are being done (ie., effective and efficient
operation)
• Increased customer satisfaction, because they are getting exactly what they want (i.e.
meeting and exceeding expectations)
• Ensuring that the focus of the organisation is external
• Growth in numbers of customers
• Maximisation of opportunities (eg. increased services, referrals, etc.)
• Increased access to a source of market and competitor information
• Highlighting poor operational processes
• Long term profitability and sustainability
Customer service
Customer service is the act of taking care of the customer's needs by providing and delivering
professional, helpful, high quality service and assistance before, during, and after the
customer's requirements are met. Customer service is meeting the needs and desires of any
customer.

41
Characteristics of customer service:
 Promptness: Promises for delivery of products must be on time. Delays and cancellations
of products should be avoided.
 Politeness: Politeness is almost a lost art. Saying 'hello,' 'good afternoon,' 'sir', and 'thank
you very much' are a part of good customer service. For any business, using good manners
is appropriate whether the customer makes a purchase or not.
 Professionalism: All customers should be treated professionally, which means the use of
competence or skill expected of the professional. Professionalism shows the customer
they're cared for.
 Personalization: Using the customer's name is very effective in producing loyalty.
Customers like the idea that whom they do business with knows them on a personal level.
Types of customers
There are two types of customers they are: internal and external. If one department, individual
or process within an organization supplies another such within the same organization with
goods, information or services then the latter is described as the internal customer of the
former. An external customer is the ordinary customers that purchase the company’s products
they include the general public. Internal customer(s) is from within an organization e.g. a
person or group of people already in the employ of the same organization. People working in
different branches of the vendor's organization
External customers
• Individuals
• General Public

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The six basic needs of customers:
1. Friendliness
Friendliness is the most basic of all customers’ needs, usually associated with
being greeted graciously and with warmth. We all want to be acknowledged and
welcomed by someone who sincerely is glad to see us. A customer shouldn’t feel
they are an intrusion on the service provider’s work day!
2. Understanding and empathy
Customers need to feel that the service person understands and appreciates their circumstances
and feelings without criticism or judgment. Customers have simple expectations that we who
serve them can put ourselves in their shoes, understanding what it is they came to us for in the
first place.
3. Fairness
We all need to feel we are being treated fairly. Customers get very annoyed and defensive
when they feel they are subject to any class distinctions. No one wants to be treated as if they
fall into a certain category, left wondering if “the grass is greener on the other side” and if
they only received second best.
4. Control
Control represents the customers’ need to feel they have an impact on the way things turn
out. Our ability to meet this need for them comes from our own willingness to say “yes”
much more than we say “no.” Customers don’t care about policies and rules; they want to
deal with us in all our reasonableness.
5. Options and alternatives
Customers need to feel that other avenues are available to getting what they want accomplished.
They realize that they may be charting virgin territory, and they depend on us to be “in the know”
and provide them with the “inside scoop.” They get pretty upset when they feel they have spun

43
their wheels getting something done, and we knew all along a better way, but never made the
suggestion.
6. Information
“Tell me, show me – everything!” Customers need to be educated and informed about our
products and services, and they don’t want us leaving anything out! They don’t want to waste
precious time doing homework on their own – they look to us to be their walking, talking,
information central.
Customer satisfaction
Customer satisfaction, a business term, is a measure of how products and services supplied by
a company meet or surpass customer expectation. It is seen as a key performance indicator
within business and is part of the four perspectives of a Balanced Scorecard. In a competitive
marketplace where businesses compete for customers, customer satisfaction is seen as a key
differentiator and increasingly has become a key element of business strategy.
Customer needs may be defined as the facilities or services a customer requires to achieve
specific goals or objectives. Needs are generally non-negotiable, but may be optional or of
varying importance to the customer. In any transaction, customers seek value-for-money, and
will often consider a range of vendors' offers before settling on a purchase.
Customer service skills
• Attracting new customer’s costs more than retaining existing customers.
• Customer service costs real money
• Understand your customers’ needs and meet them.
• Good process and product design is important.
• Customer service must be consistent.
• Employees are customers, too.
• Open all communication channels.
• Every customer contact is a chance to shine.

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6. Sales Methodology at Mahindra Truck and Bus Division
Wadhera will have a dual responsibility of running the R&D function and Mahindra Trucks and
Buses. So apart from being chief executive, technology, product development and sourcing, he
will also be the director and head of Mahindra Trucks and Buses. Nalin Mehta, MD of Mahindra
Trucks and Buses will report into Wadhera.
An ex-Eicher Motors official, Wadhera has a fair understanding of the commercial vehicles
business. "Mahindra is investing Rs 500 crore in this business for the next three years. Any new
business takes about 5-7 years to incubate; the current slowdown has probably stretched that a bit.
But we are investing in new products and services, once the market bounces back we will gain."
Post the buyback of stake from Navistar , Mahindra Trucks and Buses announced their plan to
merge the Mahindra Trucks & Buses to M&M, the legal process is likely to be completed by the
end of this fiscal.
Having entered the heavy duty trucks space in 2010, Mahindra Trucks and Buses was expected to
pose a significant threat to the country's top two players Tata Motors and Ashok Leyland, but three
years since, the company's volumes has struggled and the entity has been incurring losses year
after year.
At the end of FY13, the company had an accumulated loss of .920 crore into its business. Its sales
in FY13 declined 13.87% to 11,902 units and in April to December of FY14 sales declined 32.85%
to 5,731 units.
"Mahindra is able to withstand these tough times. They are in this business for a long term. There
is a space to increase our market share."
The company would be investing this Rs 500 crore in the next three years for their entry into the
intermediate commercial vehicle range of 8-12 tonne, development of new cabs for light
commercial vehicle range.

45
6.1 Sales MethodologyatDealership:
A team of salespersons were headed by a sales manager by providing them specific targets
regarding the sales of buses & trucks. They follow “Personal selling” where businesses use people
(the "sales force") to sell the product after meeting face-to-face with the customer. The sellers
promote the product through their attitude, appearance and specialist product knowledge. They
aim to inform and encourage the customer to buy, or at least trial the product (Demo).
Point-of-sale merchandising can be said to be a specialist form of personal selling. POS
merchandising involves face-to-face contact between sales representatives of producers and the
retail trade. A merchandiser will visit a range of suitable retail premises in his/her area and
encourage the retailer to stock products from a range. The visit also provides the opportunity for
the merchandiser to check on stock levels and to check whether the product is being displayed
optimally. The techniques they employ to gain benefits for their company are the same used by
the front-line salesperson to sell to small customers.
Sales process:
 Telephonic enquiry
 Walk in customer
 Sales experience
 Showroom demonstration
 Test drive
 Vehicle delivery

46
6.2 MANUFACTURING
Mahindra Truck and Bus manufacture products catering to specific needs. The Truxo 25 – 170
has superior technology and optimized drive train ensuring more kilometres for every litre,
making it an extremely fuel efficient truck. It is powered by the 123Kw (170hp) m-POWER
engine, delivering a top speed of 88 kmph and unmatched fuel efficiency. Undoubtedly, it’s a
product from the Mahindra & Mahindra Ltd. Family designed to perform in the toughest
conditions.
Mahindra Truck and Bus also launched the high-performance Truxo 25 and Truxo 31 cowls.
Manufactured at the state-of-the-artChakan plant using cutting-edge technology, the Truxo 25
and Truxo 31 cowl enables one to build a truck that feels at home even on the most difficult
Indian road.
Mahindra Truck and Bus has built a well-structured and widespread service network with
multiple support systems across the length and breadth of the country. NOW’s ‘24X7 Expert on
call’ is India’s first multi-lingual helpline manned by technical experts to provide instant support,
24X7 for its trucks and buses anywhere, along with the service van which is a unique facility
reaching out to broken down vehicles anytime, anywhere.

47
6.3 SERVICES
Mahindra Truck and Bus has built a well-structured and widespread service network with multiple
support systems across the length and breadth of the country. NOW's '24X7 Expert on call' is
India's first multi-lingual helpline manned by technical experts to provide instant support, 24X7
for its trucks and buses anywhere, along with the service van which is a unique facility reaching
out to broken down vehicles anytime, anywhere.
 Number of service network points currently and growing by the day.
 A well networked team will attend to you round the clock.
 Over 80 state of the art dealerships with a fully covered workshop and a dormitory for the
drivers.
 Fast resposecenters for faster spares services.
 Exclusive LCV and bus parts warehouse in Hyderabad and also at other strategic business
unit centers.
 Now 24X7 Expert on Call 1800-200-3600 / 020-27473600

49
7. Method of Study
Sales process mainly relies on customer data where the data was collected as primary and
secondary data, the data related to existing customers was followed up through telephone and new
customers was followed up through salespersons face to face interaction. Separate data records
were maintained for existing and new customers where is very helpful in following up and
identifying the potential customers. Major data regarding new customers were collected from
salespersons during their field work.
The collected data was filtered accordingly as territory, type of market, requirement, and purchase
plan etc. and used to boost the sales process. Majorly the database depends upon MS Excel. The
filtered data is distributed among salespersons to filter the prospects among them.
The list of schools in Visakhapatnam was provided by MTBD .Each school listed was visited and
details viz. name of the school, name of the correspondent, number of buses and type of the buses
was collected. If the customer is not having any plan to take the bus this year, then willingness of
the customer has to be taken when the customer is planning to take the new bus.
With the help of given data of schools it is easy to recognize the availability of schools in a
particular area and it is easy for me to visit schools, if the address of the school is unknown, then
one way is to contact the school management with help of contact numbers given in the database,
then all the specifications regarding the bus is conveyed, and if the customer is willing to take the
bus, by visiting personally to the customer and will tell the remaining data like price, finance and
insurance etc. If the customer accepts all the conditions then that customer is forwarded Sales
executive. They both will discuss about the discount and interest rates.
The given database helped me to visit the schools which are unknown to me in a particular area.
This made me to visit more number of schools in a given time period.

50
Research Design:
The main purpose of the research process is to visit the customers and interact with them about the
school buses, during the research process there is no pre-determined format of questions, questions
will be asked depending on the type of the customers and their needs and all the information
regarding the bus is delivered and then the decision making of the customer depends on the demand
for a particular bus.
7.1 Territory Allocation:
The list of schools in Visakhapatnam division are given to me and my work is to visit each school
according to the list and by visiting the schools I had noted the name of the school, name of the
correspondent, number of buses and type of the buses. If the customer is not having any plan to
take the bus this year, I had enquired when the customer is planning to take the new bus by giving
the brochures of the buses and even the contact information of the sales executives of Maandeo
Motors Visakhapatnam to contact in future.
With the help of given data of schools I had visited around 100 schools in and around
Visakhapatnam. The data given by Maandeo motors helped me to easily find the schools. Sales
Manager Nikhil Garde had allotted me rural areas in and around Visakhapatnam. I’d divided the
areas depending on geographical locations. I covered many rural areas like Alamanda,
K.Koatapadu, Jami, Devarapalli, S.kota, Kottavalasa and even some regions in Visakhapatnam
city like Muralinagar, Akkayapalem, Narasimhanagar, Seethammadhara, Marripalem, Pendurthi,
Chinna Mushidiwada Sujatha Nagar, 104 area and even out of stations like Narsipatnam and
Srikakulam.
The given database helped me to visit the schools which are unknown to me in a particular area.
This made me to visit more number of schools in a given time period.

51
7.2 School Coverage
I visited 100 schools in Visakhapatnam district. I visited many schools in rural areas of
Visakhapatnam. Most of the schools are small and not having any mode of transportation students
come by their own ways, and these schools are not having any interest to maintain buses because
of their less strength. Some of the schools are totally depended on the private buses or rented buses
without owning the buses.
Schools like Ravindra Bharathi, Dr.K.K.R. Gowthams model school, Sri Chaitanya Techno buys
their buses in bulk depending on their top management decisions.
In rural areas many of the schools are primary and they are not in a situation to afford because of
their financial issues. Some of the schools are having sufficient strength and in a position to take
the bus but they are not planning because they are unable to maintain the bus like driver etc. Some
school managements are showing interest in buying second hand buses rather than buying new
buses and many school managements are depending on the views given by the drivers of the school
buses.

52
8. Sales Channel
DEFINITION:
A method of distribution used by a business to sell its products, usually by dividing its sales force
into groups that focus on different selling conduits. For example, a company might implement a
channel sales strategy to sell its product via an in house sales force, dealers, and retailers or by
direct marketing.
CHANNEL SALES IN AUTOMOBILE INDUSTRY:
The customer base in the automotive industry is changing at a faster pace than ever before.
For a few years now, we have experienced an increasing differentiation of customer segments with
different interests and demands. This change does not stop at clients expectations – in particular,
with respect to their buying experience.
A credit to this fact is the continuously growing importance of online sales. So one in five German
car owners has already bought a car online, half of them even a new car. Platforms like mobile,
benefit enormously from it and contain about 1.4 million vehicles in Germany.
In addition to online sales other channels have also gained importance for setting up initial
awareness and for decision-making in favor of or against the purchase of a brand or model. This
leads to the classic “sales funnel” no longer being the key process map for vehicle acquisition.
There is no longer only one path from the first search for information to final contact closure.
Rather, sales organizations need to adjust to diverse ways of creating distinct opinion,
individualizing experience and coming to a final decision based on much more heterogeneous
factors.

53
Thus, a few years ago the vast majority of potential car buyers visited several dealers for decision-
making. Today, consumers make use of a variety of information sources and sales channels before
contract closure. So when entering a dealership for the first time, most clients have a clear idea
about product and deal they are looking for.
Some car manufacturers get ready for the new customer expectations and open up new sales
channels.
Customers in the premium segment particularly want to have as many channels to choose from,
and use, according to individual preferences. An integrated multi-channel strategy (combination
of online and offline channels) in sales is the logical response of OEMs and a way to differentiate
themselves from competitors.
In addition to direct sales via own websites more sales channels such as brand stores, call centers
and specialized field staff (mobile sales advisors or product experts) are used to provide customers
with individual added value.

54
At the same time, Flagship and Pop-up Stores are set up at strategic locations in order to increase
proximity to potential clients and to strengthen the emotional connection with a brand. In contrast
to a traditional product distribution using authorized dealers and branch offices only, OEMs are
therefore more directly involved in the sales process. There are three major challenges with this
approach:
1. In contrast to the traditional sales channel – making use of authorized dealerships only – the
brand must be immediately present – not just visible. They should shape the sales process of each
customer individually and they need to go along with him/her through the entire sales journey. As
a consequence, OEMs must build up appropriate structures that define and fine-tune processes to
ensure the quality of customer care.
2. The new triangular relationship between the customer, brand and retail requires a proper
alignment – since even in case of a dedicated focus on direct sales the retail organization will
nonetheless play a prominent role in the new sales funnel process: Prospects will still refer to sales
advisors at dealerships in order to get individual consultancy; test-drives need to be managed
locally and, last but not least, car delivery is actioned by the retail network. Hence, managing a
great customer experience holistically requires a seamless interaction and harmonized cooperation
between retail and wholesale.
3. Even in the future, branded dealerships will have a key role when it comes to Customer Care
and maintenance of a proper – and close – emotional connection between consumer and
brand. Customers’ experiences need to be managed appropriately during the entire ownership
lifecycle – particularly when heading into the re-motorization phase. At this stage, the Dealer is
the key contact and has the main influence on a client’s repurchase decision. In the utilization
phase before, it’s in the hand of retailers to establish the basis for sustainable brand loyalty.
Customer satisfaction measurement has to adapt to the new environment and to respond to
the changed conditions.
Converted customer needs in the buying process, and the respective concomitant introduction of
the multi-channel distribution, requires thorough consideration and flexible solutions for lots of
new issues in the design of future customer satisfaction surveys.

55
A multi-dimensional sales funnel concept must accommodate the complexity of individual
Customer Journeys adequately. Previous surveying concepts primarily focus on client experiences
made at a dealership or are aligned to retail processes after car delivery.
In the case of diversified experiences in a multi-channel sales environment the traditional – rather
one-dimensional – survey won’t be sufficiently accurate since respondents tend to merge their
perceptions and experiences gained across the different touch-points. Thus, a precise measurement
of satisfaction with each channel as well as the following deduction of operational needs for
improvement will be more complex than ever before. For managing these new challenges,
conceptual improvements are required:
Compared to today’s surveys, interviews in future need to be arranged much earlier in the purchase
process and need to track prospects and customers through all phases – starting at information
search and ending with car delivery. By scheduling a brief feedback loop shortly after each touch-
point allows for a precise evaluation of channel-specific experiences and the resulting state of
mind.
Survey contents need to be customized individually per sales channel. This is compulsory to
reference the different criteria defining performance and related success at each relevant touch-
point.
Furthermore, future surveys need to have a more flexible approach (i.e. the possibility to start at
various points of the sales process) and should be aligned with the special expectations pertinent
for a particular sales channel.
As a consequence, there is need for a stronger linkage of all the survey results. We must be able to
connect all feedback and information gathered at different stages of the buying process and across
channels used: level of satisfaction, needs and resulting state of mind. Data needs to be merged
intelligently in order to take a snapshot of the current situation and to derive proper follow-up
interaction. All in all this is the key to map strengths and weaknesses of each sales channel
accurately and to enable effective improvement action.

56
In reality, it means much more information is needed to conduct a customer satisfaction
survey. While today excerpts from customer databases or transactional data of retailers are
sufficient, more information about each individual customer journey will be required in future.
Besides a clear (and timely) identification of the each sales channel used, in particular those
initiatives obtaining clients’ opt-in will be affected.
Bottom line
A multi-channel sales strategy in Automotive involves a number of challenges, both for the design
of the sales processes as well as for customer satisfaction surveys. “Customer Experience
Management” needs some kind of re-design – particularly in order to address above mentioned
issues – plus included varieties – and to offer appropriate solutions. Those facts presented in this
article are only the tip of the iceberg, since each contains a high level of detail and requires a
dedicated treatment.
8.1 CHANNEL SALES IN MTBD:
Channel sales in MTB are through dealership. A dealer is selected in every region depending on
the geographical aspects. A dealership or vehicle local distribution is a business that sells new or
used cars at the retail level, based on a dealership contract with an automaker or its sales subsidiary.
It employs automobile salespeople to sell their automotive vehicles.
MAANDEO MOTORS grabbed the dealership of Mahindra Trucks & Bus Division of Andhra
Pradesh region. Maandeo Motors is supported by the MTBD staff in sales.Maandeo motors also
maintain their staff for marketing and for managing the sales. In this way the channel sales happen
in Mahindra Trucks & Bus Division.

57
8.2 Sales Funnel
It is the concept where the customer agrees with terms and conditions of the Mahindra and he is
willing to purchase the bus and finally the deal is closed these process is known as sales funnel.
During this process customer raises many queries like Finance, Discount, Services, Warranty,
etc.
After visiting to the customer I have to fulfil all the questions asked by the customer regarding the
specifications of the bus and other issues like finance, discount, services etc. By clearing all the
queries of the customer the customer have to be satisfied regarding all his questions. The customer
should be convinced and he should purchase the bus.
When the customer is agreed to purchase the bus deal should be closed immediately without any
delay by giving fare discount without any loss to both company and customer.
8.3 Analysis of sales funnel
There are five types of colours used to indicate the purchase of bus by the customer they are as
follows
White : Suspects to buy or not
Blue : Customer will purchase the bus in one and half month
Red : Customer will purchase the bus within a week
Yellow : Customer agreed to purchase the bus
Green : Delivery Order is issued and company will deliver the bus

58
8.4 Competition Analysis
Summary MAHINDRA TATA EICHER SML
Tourister 40 Starbus 40 Skyline 50 School bus48D
Ex-showroom
Price
Rs. 1631877 Rs. 11,97,784 Rs. 12,54,500
Displacement 3191 cc 3783 cc -- 3455 cc
Power 100@3150rpm 123@2400rpm 114@2800rpm 100@300rpm
Torque 285@1440rpm 400@1300-1500 400@1600 270@1750-
2000rpm
Engine Type NEF TCI 497 Tata
Turbocharged
Intercooled3783
cc
E483 TCI BSIII
NEW Mech
Type SLT3 & Numeral
Axle Type Double Double -- Double
Front Track -- -- --
Rear Track
SystemVoltage -- 12 150Ah kmpl --
Mileage
Fuel Type Diesel Diesel Diesel Diesel

59
Fuel Tank
Capacity
100 Liters 160 Liters --
Features
Interiors
In CabinStorage Yes Yes No yes
SteeringMounted
Controls
No No No
no
Cup Holders Yes Yes No no
Engine Warning
Indication
Yes No Yes
no
Gps No no No no
DriverSeatArm
Rest
No No no
no
HeatedSeats No No No no
PowerSeats No Yes No no
Steering
Adjustment
No No No
no

60
Music System yes Yes No no
SleepingCell No No No no
Automatic
Transmission
No No No
no
PowerSteering No No No no
AirConditioner No Yes no
SleeperSeats No No No no
ReclinedSeats No No No no
Individual Lcd No No No no
Individual Music
System
No No No
no
ReadingLights -- -- --
Individual Fans No No No no
Exteriors
ForwardCollision
Warning
No No No
no
ParkingLights Yes No No no
Vehicle Tracking
System
No No No
no

61
Engine
Engine
Displacement 3191 cc 3783 cc -- 3455 cc
Power 100@3150rpm 123@2400rpm 114@2800rpm 100@300rpm
Torque 285@1440rpm 400@1300-1500 400@1600 270@1750-
2000rpm
Front Suspension -- Semi elliptical leaf
springat front
withanti-roll bar
AirSuspension
Semi-Elliptical,Multi
Leaf Spring
Rear Suspension -- Semi elliptical leaf
springat front
withanti-roll bar
AirSuspension
Semi-Elliptical,Multi
Leaf Spring
Clutch Single dryplate
diaphragm
hydraulically
assisted
310mm --
Single plate
Diaphragmtype
Gearbox Manual GBS-40, 5
forward+ 1
reverse
Manual
MF 5F and 1R
Brakes
Service Brakes HydraulicVaccum
Assisted
Dual circuit full air
S-cam brake
(F&R) withEEB
fitment
--
Dual Circulating
Hydraulic
ParkingBrakes -- -- --

62
ExhaustBrakes -- -- --
Wheels
Numberof
Wheels
6 6 6
Tyre Front 7.5X16 8.25X16 --
Tyre Rear 7.5X16 8.25X16 --
Dimensions
Exterior
Length 8720 mm -- 9700 mm
Width 2165 mm 2200 mm 2470 mm
Height 2850 mm 2800 mm 1950 mm
Wheelbase 4800 mm 4920 mm 4650 mm 2515 mm
KerbWeight -- -- --
Ground Clearance -- -- --
Gross Vehicle
Weight(GVW)
5250 Kg 9000 Kg --
6200 Kg
Interior
Cargo Space -- -- --

63
9. ANALYSIS
1. How many buses are you using?
TABLE-1
No of Buses Respondents
0-2 25
2-4 8
4-6 36
6-8 20
8-10 6
More than 10 5
Figure-1
INTERPRETATION:In 100 schools, 25% schools were using 0-2 buses, 8%schools were
using 2to4 buses, 36% schools were using 4-6 buses, 20 %schools were using 6-8 buses, 6%
schools were using 8-10 buses and 5% schools were using more than 10 buses.
25%
8%
36%
20%
6%5%
Number of Buses
0-2
2to4
4to6
6to8
8 to 10
More than 10

64
2. Which company buses are you using?
TABLE-2
Companies No of Buses
Ashok Leyland 15
Tata 25
Mahindra 20
Sml 25
Eicher 8
Others 7
Figure-2
INTERPRETATION:In 100 schools, 15% are using Ashok Leyland buses, 25% are using
TATA buses, 20%are using Mahindra buses, 25 %are using SML buses, 8% are using Eicher
buses and 7%are using other buses.
15%
25%
25%
20%
8%7%
No. of Buses
Ashok Leyland
Tata
Sml
Mahindra
Eicher
Others

65
3. Are you satisfied with your present bus/buses?
TABLE-3
Satisfaction Response
Yes 40
No 60
Figure-3
INTERPRETATION:
In 100 schools, 40% school management are satisfied with their present using buses and 60%
school management are dissatisfied about their present using buses.
40%
60%
Satisfaction
Yes
No

66
4. How many times you service your vehicle in a year?
TABLE-4
Months Response
2 months 25
4months 30
6months 25
8months 12
10months 8
Figure-4
INTERPRETATION:
In 100 schools, 25% schools are servicing their buses once in 2 months, 30% schools are
servicing their buses once in 4 months, 25% schools are servicing their school buses once in
6months, and 12% schools are servicing their buses once in 8 months and 8% schools are
servicing their buses once in 10 months.
25%
30%
25%
12%
8%
Servicing
2 months
4months
6months
8months
10months

67
5. How many repairs are you getting after the service?
TABLE-5
Duration Response
0-2 months 10
2-4 months 55
6-8 months 35
Figure-5
INTERPRETATION:
In 100 schools, 10% schools are getting repairs in 0-2 months after their service, 55% schools are
getting repairs in 2-4 months after their service and 35% schools are getting repairs in 6-8
months after their service of the school buses.
10%
55%
35%
Repairsafter Service
0to2
3to5
6to8

68
6. Are you satisfied with services provided by your service provider?
TABLE-6
Satisfaction Response
Yes 30
No 70
Figure-6
INTERPRETATION:
In 100 schools, 30% school managements are satisfied with the service provided by their servicer
where as 70% school managements are dissatisfied with the service provided by their servicer.
30%
70%
Satisfaction on Service
yes
no

69
7. Are you ready to take trained drivers provided by service provider?
TABLE-7
Trained Drivers Response
Yes 60
No 40
Figure-7
INTERPRETATION:
In 100 schools, 60% schoolmanagements are willing to take trained drivers for
driving their buses from service providers whereas 40% schoolmanagements are
not interested in taking trained drivers from service providers.
60%
40%
Trained Drivers
yes
no

70
8. Are u satisfied with the spare parts provided by your servicer?
TABLE-8
Spare Parts Response
Yes 20
No 80
Figure-8
INTERPRETATION:
In 100 schools, 20% school managements are satisfied with the spare parts provided and where
as 80% school managements are dissatisfied with the spare parts provided by their servicers.
20%
80%
Satisfaction on Spare Parts
yes
no

71
9. Do you take feedback from parents about bus service?
TABLE-9
Feedback Response
Yes 60
No 40
Figure-9
INTERPRETATION:
In 100 schools, 60% school managements are taking feedback of parents about bus service where
as 40% are not taking feedback from parents.
60%
40%
Feedback from Parents
Yes
No

72
10. Are you ready to shift to other service provider?
TABLE-10
Shift to other Servicer Response
Yes 65
No 35
Figure-10
INTERPRETATION:
In 100 schools, 59% are interested in shifting to other service providers where as 41% are not
interested to shift to other service providers.
59%
41%
Shift to other Service Provider
yes
no

73
11. Will you take advice of your driver before shifting to buy new bus?
TABLE-11
Advice of Driver Response
Yes 65
No 45
Figure-11
INTERPRETATION:
In 100 schools, 59% school managements told that they will take the advice of driver before
shifting to other servicer where as 41% told that they will not take advice of their driver for
shifting to other servicer.
59%
41%
Advice of Driver
Yes
No

74
12. Do you expect company representative to visit you?
TABLE-12
Company Representative Response
Yes 65
No 45
Figure-12
INTERPRETATION:
In 100 schools, 80% school managements are expecting a regular visit of a representative where
as 20% school managements are not interested in the visit of a representative.
80%
20%
Visit of Representative
Yes
No

75
13. Priority for purchasing?
TABLE 13:
Priority Response
Price 35
Quality 25
Service 20
Ranking 10
Sales 10
Figure-13
INTERPRETATION:
In 100 schools, 35% school managements are giving priority for price, 25% school managements
are giving priority for quality, 20% school managements are giving priority for service, 10%
school managements are giving priority for rankings and where as 10% school managements are
giving priority for sales of the servicer.
35%
25%
20%
10%
10%
Priority
Price
Quality
Service
Ranking
Sales

76
14. Are you ready to shift for Mahindra?
TABLE-14
Shift To Mahindra Response
Yes 50
No 50
Figure-14
INTERPRETATION:
In 100 schools, 50% school managements are interested to shift to Mahindra buses whereas 50%
school managements are not interested to shift to Mahindra buses.
50%50%
Shift to Mahindra
Yes
No

77
15. Are you aware of the different types of buses provided by Mahindra?
TABLE-15
Types in Mahindra Buses Response
Yes 30
No 70
Figure-15
INTERPRETATION:
In 100 schools, 70% school management don’t know about the types of Mahindra buses where as
30% know the types of school buses offered by Mahindra.

78
16. Are you aware of the after sale services provided by Mahindra?
TABLE-16
After Sales Services Response
Yes 20
No 80
Figure-16
INTERPRETATION:
In 100 schools, 20% school managements know about the after sales services provided by
Mahindra where as 80% don’t know about the after sales services provided by Mahindra .
20%
80%
After Sales Service Provided by
Mahindra
Yes
No

79
17. Are you aware of the 24/7 service provided by Mahindra?
TABLE-17
24/7 Service Response
Yes 10
No 90
Figure-17
INTERPRETATION:
In 100 schools, 10% school managements know about the 24/7 service provided by Mahindra
where as 90% school managements don’t know about the 24/7 service provided by Mahindra.
10%
90%
24/7 Service
Yes
No

80
18. Are you aware about the new dealer (Maandeo) of Mahindra?
TABLE-18
About New Dealer Response
Yes 10
No 90
Figure-18
INTERPRETATION:
In 100 schools, 10% school managements know about the new dealer(Maandeo Motors) of
Mahindra where as 90% school managements don’t know about the new dealer(Maandeo
Motors) of Mahindra.

81
19. Are you aware of the new services provided by Maandeo Motors?
TABLE-19
New Services of Maandeo Response
Yes 10
No 90
Figure-19
INTERPRETATION:
In 100 schools, 10% school managements know about the new services provided by Maandeo
motors whereas 90% school managements don’t know about the new services provided by
Maandeo motors.

82
20. Now are you willing to shift to Mahindra?
TABLE-20
Willing To Shift Response
Yes 75
No 25
Figure-20
INTERPRETATION:
In 100 schools, before my presentation there was 50% interest in school managements to shift to
Mahindra whereas after the presentation regarding the services provided by Mahindra 75%
school managements had shown interest to shift to Mahindra.

A PROJECT ON SALES – SCHOOL BUSES FOR MAHINDRA TRUCK AND BUS DIVISION VIDE MAANDEO MOTORS PVT LTD

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