This document appears to be a thesis or research paper on customer satisfaction towards Nissan Motors India Pvt Ltd. It includes chapters on introduction, literature review, research methodology, data analysis and interpretations. The data analysis chapter provides frequency distributions and interpretations of survey results. It analyzes responses related to customers' occupation, gender, vehicle model owned, time owning vehicle, delivery time satisfaction, and satisfaction with vehicle variant. Additional analyses include reliability testing, comparisons between variables using chi-square and ANOVA, and descriptive statistics on customer satisfaction levels. The overall findings indicate high levels of customer satisfaction.
Aastik Chawla completed an industrial training at Honda Cars India Ltd from December 2014 to January 2015 to fulfill requirements for a Bachelor's degree in Mechanical Engineering. The training provided practical experience in design, production, administration and technical discussions. It aimed to develop leadership, innovation and management skills. Chawla acknowledges the support received from Honda officers and staff during the informative and disciplined training. A certificate confirms the successful completion of the training under guidance of the Head of Painting Department.
A REPORT ON ORGANIZATION STUDY AT MRF. LTD, KOTTAYAM by Subin surendran organ...subinsurendran7
This document provides a company profile of Madras Rubber Factory Limited (MRF Ltd). Some key details:
- MRF Ltd is India's largest tyre manufacturer, established in 1946 in Chennai.
- It has grown to become the 12th largest tyre company worldwide, with a market share of over 20% in India.
- MRF Ltd has 6 manufacturing facilities across India and produces a wide range of tyres for commercial vehicles, passenger cars, tractors, and two-wheelers.
- The company has over 2500 dealerships in India and exports tyres to over 75 countries globally.
- MRF Ltd is a pioneer in motor racing tyres in India and has won several
Honda Project Report Internship( koushik tak bba) koushik tak
This training report summarizes Kousik Tak's summer training at Honda. It includes sections on the company profile of Honda, their operations in India, manufacturing and distribution systems, current market position, and promotional strategies. Honda is a large multinational corporation involved in motorcycles, automobiles, engines and other machinery. The report provides an overview of Honda's history, leadership, products and global presence.
Project on customer satisfaction with special reference to mahindra boleroProjects Kart
The document provides an overview of the Indian automobile industry and Mahindra & Mahindra's (M&M) operations. It discusses M&M's history and product portfolio, which includes utility vehicles, tractors, and military vehicles. The document also describes strategies used by M&M to improve customer satisfaction, including customer relationship management programs. Primary and secondary research was conducted to analyze customer satisfaction with M&M's Bolero SUV in the city of Allahabad.
Internship at HONDA MOTOR CYCLE SCOOTER INDIA LIMITEDsgrsoni45
The document discusses the benefits of a co-op education model for students, industries, and institutions. It provides details about a training program for a student named Sagar Soni at Honda Motorcycles And Scooter India Limited. The training involves learning about various production processes and machine shop layouts. It also discusses parameters for crank shafts and their effects, preventative maintenance of gauges, and ways to reduce rejections and engine noise.
A project report on marketing strategy of yamaha productsProjects Kart
The document provides information about a training report submitted for a Bachelor of Business Administration degree. It was completed at Yamaha Motors India Pvt. Ltd in Faridabad. The report includes sections on the company profile of Yamaha Motors, the task undertaken for the training which was researching the marketing strategy of Yamaha products, and includes sections on conclusions and recommendations. It also acknowledges those who helped with the training report.
Aastik Chawla completed an industrial training at Honda Cars India Ltd from December 2014 to January 2015 to fulfill requirements for a Bachelor's degree in Mechanical Engineering. The training provided practical experience in design, production, administration and technical discussions. It aimed to develop leadership, innovation and management skills. Chawla acknowledges the support received from Honda officers and staff during the informative and disciplined training. A certificate confirms the successful completion of the training under guidance of the Head of Painting Department.
A REPORT ON ORGANIZATION STUDY AT MRF. LTD, KOTTAYAM by Subin surendran organ...subinsurendran7
This document provides a company profile of Madras Rubber Factory Limited (MRF Ltd). Some key details:
- MRF Ltd is India's largest tyre manufacturer, established in 1946 in Chennai.
- It has grown to become the 12th largest tyre company worldwide, with a market share of over 20% in India.
- MRF Ltd has 6 manufacturing facilities across India and produces a wide range of tyres for commercial vehicles, passenger cars, tractors, and two-wheelers.
- The company has over 2500 dealerships in India and exports tyres to over 75 countries globally.
- MRF Ltd is a pioneer in motor racing tyres in India and has won several
Honda Project Report Internship( koushik tak bba) koushik tak
This training report summarizes Kousik Tak's summer training at Honda. It includes sections on the company profile of Honda, their operations in India, manufacturing and distribution systems, current market position, and promotional strategies. Honda is a large multinational corporation involved in motorcycles, automobiles, engines and other machinery. The report provides an overview of Honda's history, leadership, products and global presence.
Project on customer satisfaction with special reference to mahindra boleroProjects Kart
The document provides an overview of the Indian automobile industry and Mahindra & Mahindra's (M&M) operations. It discusses M&M's history and product portfolio, which includes utility vehicles, tractors, and military vehicles. The document also describes strategies used by M&M to improve customer satisfaction, including customer relationship management programs. Primary and secondary research was conducted to analyze customer satisfaction with M&M's Bolero SUV in the city of Allahabad.
Internship at HONDA MOTOR CYCLE SCOOTER INDIA LIMITEDsgrsoni45
The document discusses the benefits of a co-op education model for students, industries, and institutions. It provides details about a training program for a student named Sagar Soni at Honda Motorcycles And Scooter India Limited. The training involves learning about various production processes and machine shop layouts. It also discusses parameters for crank shafts and their effects, preventative maintenance of gauges, and ways to reduce rejections and engine noise.
A project report on marketing strategy of yamaha productsProjects Kart
The document provides information about a training report submitted for a Bachelor of Business Administration degree. It was completed at Yamaha Motors India Pvt. Ltd in Faridabad. The report includes sections on the company profile of Yamaha Motors, the task undertaken for the training which was researching the marketing strategy of Yamaha products, and includes sections on conclusions and recommendations. It also acknowledges those who helped with the training report.
India’s automotive industry is well-positioned for growth, servicing both domestic demand and, increasingly, export opportunities. A predicted increase in India’s working-age population is likely to help stimulate the burgeoning market for private vehicles.
Comparison between Maruti Suzuki, Mahindra & Mahindra, Tata Motors and Toyota
Mahindra & mahindra project repot by (makshud khan)Makshud Khan
The document discusses customer satisfaction with Mahindra and Mahindra vehicles based on a study conducted in Deoghar, Jharkhand. It provides details about Mahindra's product portfolio and strategies to improve customer satisfaction. The research methodology involved collecting primary data through 150 questionnaires and secondary data from websites and magazines. Key findings were that Mahindra has a good market share in Deoghar for SUVs and customers are generally satisfied with the design, services, and facilities provided compared to other brands. The conclusion is that Mahindra is offering good customer satisfaction in Deoghar.
Tata Motors established the Tata Nano as the world's cheapest car through a collaborative approach. They broke down the car components and outsourced manufacturing to over 100 suppliers, such as Bosch, to reduce costs. This allowed suppliers to innovate and helped Tata Motors produce the Nano for under Rs. 100,000. However, Tata Motors struggled to meet sales targets of the Nano due to production delays from strikes and negative publicity from fires, limiting their ability to capitalize on the initial hype around the affordable "people's car."
project report on mahindra and mahindraamit prasad
The document discusses Yogesh Kumar's project report on his industrial training at Mahindra & Mahindra, which was submitted in partial fulfillment of the requirements for a Bachelor of Technology degree. It includes declarations by Yogesh Kumar and his supervisor, as well as acknowledgements and a table of contents outlining the chapters to be included in the report. The report will cover Yogesh Kumar's experience during his industrial training at Mahindra & Mahindra and analyze various aspects of the company.
This document provides a summary of MRF Tyres' final presentation. It discusses that MRF Tyres originated from a small rubber balloon factory in 1946 and is now India's largest tyre manufacturer. It has a strong brand and loyal customer base, though it also faces challenges from competition and raw material price volatility. The presentation covers MRF's product portfolio, target markets, distribution channels, and marketing strategies like sponsoring cricket teams and the "Ride the Thrill" digital campaign.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
The document provides an analysis of the Indian tyre industry. It discusses key details of the $47.5 billion industry, including that the top 10 companies account for over 90% of production. Domestic demand is driven by factors like industrial activity and personal income growth. Exports have grown at an 8% CAGR. The industry faces competition from cheaper Chinese tires. A PESTEL analysis identifies political issues like import duties and economic challenges from fluctuating demand cycles. Company profiles and financial analyses are provided for major players like MRF, Apollo, and CEAT to evaluate their performance and prospects.
MRF is India's largest tyre manufacturer headquartered in Chennai, Tamil Nadu. It was started in 1946 as a toy balloon manufacturing company and began tyre production in 1960. MRF's vision is to be a global leader in polymers and its mission focuses on quality, safety and environmental standards. The company uses a 4P marketing strategy of competitive pricing and nationwide distribution to promote its diverse product lines, including tyres, conveyor belts, and industrial paints.
This document provides an overview of the two-wheeler industry in India. It begins with an introduction to the industry, historical development, and current state. The major players are identified as Bajaj Auto, Hero Honda, Kinetic, LML and TVS Motors. In recent years, the motorcycle segment has grown most rapidly, increasing its market share from 37% to nearly 70% currently. The objectives and parameters of the project are outlined, focusing on analyzing industry structure, major players, and their strategies through areas of management. An executive summary provides high-level details on industry trends, including increased competition leading to pricing pressures and reduced margins unless offset by volume growth.
The document provides details about Hyundai Motor Company and Hyundai Motor India. It discusses Hyundai's founding and expansion globally and in India. It outlines the company's key car models manufactured in India and describes the major departments in Hyundai, including maintenance and repair/painting workshops. It also includes a case study on the automotive industry in India, noting it is one of the largest and fastest growing globally.
MRF is a leading manufacturer and exporter of tires, conveyor belts, and paints headquartered in Chennai, India. It has 7 manufacturing plants in South India and over 2,500 distribution outlets across India and 65 other countries. MRF differentiates itself through high quality and durable products. It targets individual car owners as well as automotive companies. While it faces competition on factors like price and performance, MRF maintains its leadership through innovation, loyal customers, and financial strength.
This document is a project report submitted by Devishankar Carpenter for their B.Sc. (Hons.) Agriculture & MBA degree. The project examines customer satisfaction with Mahindra & Mahindra Limited in Kota, Rajasthan, India. It includes sections on the company and product profiles, dealer profiles, SWOT analysis, research methodology used, findings, and data analysis. The main research aims to understand customer satisfaction towards Mahindra SUVs in Kota. Primary and secondary research was conducted through questionnaires and sources like websites and magazines. The conclusion is that Mahindra has a good market share for SUVs in Kota and customers are generally satisfied with vehicle design and after-sales services.
The document discusses the Indian auto industry, including its key players such as Tata Motors, Mahindra & Mahindra, and suppliers. It analyzes factors driving the industry's growth like rising incomes, government policies, and increased consumer demand. The industry is focused on automotive, farm equipment, IT, and infrastructure development sectors. The document also includes financial analysis and ratios for Tata Motors and Mahindra & Mahindra from 2003 to 2007.
This document provides an overview of Honda Cars India Ltd (HCIL), including its history, facilities, production details, product range, sales network, and environmental initiatives. HCIL was established in 1995 as a joint venture between Honda Motor Company and Usha International, becoming a fully owned Honda subsidiary in 2012. It operates two manufacturing plants in Greater Noida and Bhiwadi with a total annual capacity of 240,000 units. HCIL's product range includes models like the Brio, Jazz, Amaze, City, Mobilio, BR-V, and CR-V. It has a sales network of 309 dealerships across 197 cities.
Abhishek MARKETING STRATEGIES and sales HONDA PRODUCTS & SERVICES.pdfAbhinaynathDwivedi1
The document provides an overview of Honda Motor Company, describing its founding in 1948, current operations with over 200,000 employees and annual sales of over $80 billion, and strategic vision to enrich society through corporate participation and philanthropy. It also outlines Honda's philosophy, management policies, and milestones in becoming a global leader in automobiles and motorcycles through quality products and innovation.
A study on customer satisfaction towards honda activaHardik Ranpariya
This document provides a literature review on customer relationship management (CRM) strategies in the automobile industry, specifically related to Honda Motors. It discusses how Honda uses a customer loyalty program called Good Life Passport to build relationships. It also describes Honda's CRM and dealer management system for integrating sales across 1200 dealers in India. The literature highlights the importance of having the right product, distribution, CRM, and after-sales service to compete in the automobile sector. Overall, the review examines how Honda and other companies like Hero MotoCorp, Caterpillar, and Bajaj Auto use CRM to improve customer value, service, and brand differentiation.
This document summarizes the international business strategies of MRF Tyres. It discusses MRF's expansion outside of India due to shortages of rubber supply domestically. MRF pursued joint ventures with companies in rubber producing countries like Vietnam and Malaysia to secure rubber sources. MRF's strategies for global expansion included increasing global sales, building its brand through sponsorships, accessing new technologies through partnerships, developing workforce skills, and driving constant innovation. The key strategy MRF used was forming joint ventures with local companies in target markets to gain support and then manage backend operations using host country resources. This approach helped MRF become a top exporter and gain global recognition through sponsorships.
A study on consumer satisfaction in ford motorsrajukann
This document presents a study on consumer satisfaction with Ford Motors in India. It includes an introduction, literature review, profiles of the automobile industry and Ford Motors, data analysis and interpretation of a survey conducted with Ford customers, findings and suggestions. The survey examined customers' perceptions of Ford vehicles, service, and their overall satisfaction with purchasing and owning a Ford car.
Hyundai entered the Indian market in 1996 with the Santro (Indian version of the Atos), which was initially unconventional but became an instant hit. However, its styling took time for acceptance by Indian customers. It faced competition from the Maruti Suzuki Zen and Wagon R. Over time, Hyundai improved the Santro through new versions and upgrades to suit evolving Indian preferences. It was successfully positioned as a complete family car targeting middle-class families aged 35-45. While the Santro experienced success, newer launches like the Maruti Alto and Indica eventually displaced it. Hyundai continues improving and repositioning the Santro to remain relevant in India's competitive small car market.
This document provides background information on customer satisfaction, the automobile industry, and Mahindra & Mahindra. It discusses customer satisfaction and its importance for business success. It provides a brief history of the automobile industry and highlights Mahindra & Mahindra's products, history, awards, and facilities. The document also introduces Mahindra Bolero and discusses strategies M&M uses to improve customer satisfaction like customer relationship management and after-sales service.
This document provides an overview of Avinish Kumar Jain's internship presentation at Renault Nissan Automotive India Private Limited (RNAIPL). The objectives of the internship were to get exposed to the organization's functions, structures, and operations, and to learn about various manufacturing and managerial concepts, tools, and techniques applied in the automotive industry. The presentation describes RNAIPL's manufacturing process, from stamping body parts to painting and assembling the final vehicle. It summarizes the key stages in body shop, paint shop, and plastic molding operations to manufacture vehicles like the Nissan Micra.
marketing strategies of nissan motor india pvt ltdMudit Deval
Nissan Motor India is struggling to gain market share in India. It currently has less than 1% market share but aims for 10% by 2016. However, Nissan's marketing and sales strategies are ineffective due to issues like outsourcing its dealer network, low brand recall, confusing customers with similar Nissan and Renault models, lack of brand differentiation, and poor sales and service. The document analyzes Nissan's strategies and makes suggestions such as focusing on strengthening a single brand, improving marketing, handling its own dealer network, and giving more importance to the domestic Indian market.
India’s automotive industry is well-positioned for growth, servicing both domestic demand and, increasingly, export opportunities. A predicted increase in India’s working-age population is likely to help stimulate the burgeoning market for private vehicles.
Comparison between Maruti Suzuki, Mahindra & Mahindra, Tata Motors and Toyota
Mahindra & mahindra project repot by (makshud khan)Makshud Khan
The document discusses customer satisfaction with Mahindra and Mahindra vehicles based on a study conducted in Deoghar, Jharkhand. It provides details about Mahindra's product portfolio and strategies to improve customer satisfaction. The research methodology involved collecting primary data through 150 questionnaires and secondary data from websites and magazines. Key findings were that Mahindra has a good market share in Deoghar for SUVs and customers are generally satisfied with the design, services, and facilities provided compared to other brands. The conclusion is that Mahindra is offering good customer satisfaction in Deoghar.
Tata Motors established the Tata Nano as the world's cheapest car through a collaborative approach. They broke down the car components and outsourced manufacturing to over 100 suppliers, such as Bosch, to reduce costs. This allowed suppliers to innovate and helped Tata Motors produce the Nano for under Rs. 100,000. However, Tata Motors struggled to meet sales targets of the Nano due to production delays from strikes and negative publicity from fires, limiting their ability to capitalize on the initial hype around the affordable "people's car."
project report on mahindra and mahindraamit prasad
The document discusses Yogesh Kumar's project report on his industrial training at Mahindra & Mahindra, which was submitted in partial fulfillment of the requirements for a Bachelor of Technology degree. It includes declarations by Yogesh Kumar and his supervisor, as well as acknowledgements and a table of contents outlining the chapters to be included in the report. The report will cover Yogesh Kumar's experience during his industrial training at Mahindra & Mahindra and analyze various aspects of the company.
This document provides a summary of MRF Tyres' final presentation. It discusses that MRF Tyres originated from a small rubber balloon factory in 1946 and is now India's largest tyre manufacturer. It has a strong brand and loyal customer base, though it also faces challenges from competition and raw material price volatility. The presentation covers MRF's product portfolio, target markets, distribution channels, and marketing strategies like sponsoring cricket teams and the "Ride the Thrill" digital campaign.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
The document provides an analysis of the Indian tyre industry. It discusses key details of the $47.5 billion industry, including that the top 10 companies account for over 90% of production. Domestic demand is driven by factors like industrial activity and personal income growth. Exports have grown at an 8% CAGR. The industry faces competition from cheaper Chinese tires. A PESTEL analysis identifies political issues like import duties and economic challenges from fluctuating demand cycles. Company profiles and financial analyses are provided for major players like MRF, Apollo, and CEAT to evaluate their performance and prospects.
MRF is India's largest tyre manufacturer headquartered in Chennai, Tamil Nadu. It was started in 1946 as a toy balloon manufacturing company and began tyre production in 1960. MRF's vision is to be a global leader in polymers and its mission focuses on quality, safety and environmental standards. The company uses a 4P marketing strategy of competitive pricing and nationwide distribution to promote its diverse product lines, including tyres, conveyor belts, and industrial paints.
This document provides an overview of the two-wheeler industry in India. It begins with an introduction to the industry, historical development, and current state. The major players are identified as Bajaj Auto, Hero Honda, Kinetic, LML and TVS Motors. In recent years, the motorcycle segment has grown most rapidly, increasing its market share from 37% to nearly 70% currently. The objectives and parameters of the project are outlined, focusing on analyzing industry structure, major players, and their strategies through areas of management. An executive summary provides high-level details on industry trends, including increased competition leading to pricing pressures and reduced margins unless offset by volume growth.
The document provides details about Hyundai Motor Company and Hyundai Motor India. It discusses Hyundai's founding and expansion globally and in India. It outlines the company's key car models manufactured in India and describes the major departments in Hyundai, including maintenance and repair/painting workshops. It also includes a case study on the automotive industry in India, noting it is one of the largest and fastest growing globally.
MRF is a leading manufacturer and exporter of tires, conveyor belts, and paints headquartered in Chennai, India. It has 7 manufacturing plants in South India and over 2,500 distribution outlets across India and 65 other countries. MRF differentiates itself through high quality and durable products. It targets individual car owners as well as automotive companies. While it faces competition on factors like price and performance, MRF maintains its leadership through innovation, loyal customers, and financial strength.
This document is a project report submitted by Devishankar Carpenter for their B.Sc. (Hons.) Agriculture & MBA degree. The project examines customer satisfaction with Mahindra & Mahindra Limited in Kota, Rajasthan, India. It includes sections on the company and product profiles, dealer profiles, SWOT analysis, research methodology used, findings, and data analysis. The main research aims to understand customer satisfaction towards Mahindra SUVs in Kota. Primary and secondary research was conducted through questionnaires and sources like websites and magazines. The conclusion is that Mahindra has a good market share for SUVs in Kota and customers are generally satisfied with vehicle design and after-sales services.
The document discusses the Indian auto industry, including its key players such as Tata Motors, Mahindra & Mahindra, and suppliers. It analyzes factors driving the industry's growth like rising incomes, government policies, and increased consumer demand. The industry is focused on automotive, farm equipment, IT, and infrastructure development sectors. The document also includes financial analysis and ratios for Tata Motors and Mahindra & Mahindra from 2003 to 2007.
This document provides an overview of Honda Cars India Ltd (HCIL), including its history, facilities, production details, product range, sales network, and environmental initiatives. HCIL was established in 1995 as a joint venture between Honda Motor Company and Usha International, becoming a fully owned Honda subsidiary in 2012. It operates two manufacturing plants in Greater Noida and Bhiwadi with a total annual capacity of 240,000 units. HCIL's product range includes models like the Brio, Jazz, Amaze, City, Mobilio, BR-V, and CR-V. It has a sales network of 309 dealerships across 197 cities.
Abhishek MARKETING STRATEGIES and sales HONDA PRODUCTS & SERVICES.pdfAbhinaynathDwivedi1
The document provides an overview of Honda Motor Company, describing its founding in 1948, current operations with over 200,000 employees and annual sales of over $80 billion, and strategic vision to enrich society through corporate participation and philanthropy. It also outlines Honda's philosophy, management policies, and milestones in becoming a global leader in automobiles and motorcycles through quality products and innovation.
A study on customer satisfaction towards honda activaHardik Ranpariya
This document provides a literature review on customer relationship management (CRM) strategies in the automobile industry, specifically related to Honda Motors. It discusses how Honda uses a customer loyalty program called Good Life Passport to build relationships. It also describes Honda's CRM and dealer management system for integrating sales across 1200 dealers in India. The literature highlights the importance of having the right product, distribution, CRM, and after-sales service to compete in the automobile sector. Overall, the review examines how Honda and other companies like Hero MotoCorp, Caterpillar, and Bajaj Auto use CRM to improve customer value, service, and brand differentiation.
This document summarizes the international business strategies of MRF Tyres. It discusses MRF's expansion outside of India due to shortages of rubber supply domestically. MRF pursued joint ventures with companies in rubber producing countries like Vietnam and Malaysia to secure rubber sources. MRF's strategies for global expansion included increasing global sales, building its brand through sponsorships, accessing new technologies through partnerships, developing workforce skills, and driving constant innovation. The key strategy MRF used was forming joint ventures with local companies in target markets to gain support and then manage backend operations using host country resources. This approach helped MRF become a top exporter and gain global recognition through sponsorships.
A study on consumer satisfaction in ford motorsrajukann
This document presents a study on consumer satisfaction with Ford Motors in India. It includes an introduction, literature review, profiles of the automobile industry and Ford Motors, data analysis and interpretation of a survey conducted with Ford customers, findings and suggestions. The survey examined customers' perceptions of Ford vehicles, service, and their overall satisfaction with purchasing and owning a Ford car.
Hyundai entered the Indian market in 1996 with the Santro (Indian version of the Atos), which was initially unconventional but became an instant hit. However, its styling took time for acceptance by Indian customers. It faced competition from the Maruti Suzuki Zen and Wagon R. Over time, Hyundai improved the Santro through new versions and upgrades to suit evolving Indian preferences. It was successfully positioned as a complete family car targeting middle-class families aged 35-45. While the Santro experienced success, newer launches like the Maruti Alto and Indica eventually displaced it. Hyundai continues improving and repositioning the Santro to remain relevant in India's competitive small car market.
This document provides background information on customer satisfaction, the automobile industry, and Mahindra & Mahindra. It discusses customer satisfaction and its importance for business success. It provides a brief history of the automobile industry and highlights Mahindra & Mahindra's products, history, awards, and facilities. The document also introduces Mahindra Bolero and discusses strategies M&M uses to improve customer satisfaction like customer relationship management and after-sales service.
This document provides an overview of Avinish Kumar Jain's internship presentation at Renault Nissan Automotive India Private Limited (RNAIPL). The objectives of the internship were to get exposed to the organization's functions, structures, and operations, and to learn about various manufacturing and managerial concepts, tools, and techniques applied in the automotive industry. The presentation describes RNAIPL's manufacturing process, from stamping body parts to painting and assembling the final vehicle. It summarizes the key stages in body shop, paint shop, and plastic molding operations to manufacture vehicles like the Nissan Micra.
marketing strategies of nissan motor india pvt ltdMudit Deval
Nissan Motor India is struggling to gain market share in India. It currently has less than 1% market share but aims for 10% by 2016. However, Nissan's marketing and sales strategies are ineffective due to issues like outsourcing its dealer network, low brand recall, confusing customers with similar Nissan and Renault models, lack of brand differentiation, and poor sales and service. The document analyzes Nissan's strategies and makes suggestions such as focusing on strengthening a single brand, improving marketing, handling its own dealer network, and giving more importance to the domestic Indian market.
Nissan is a global automotive company engaged in designing, manufacturing, and selling passenger cars and commercial vehicles. It has a global presence through partnerships and alliances like with Renault. Nissan aims to provide innovative automotive products and services that deliver value to stakeholders. It focuses on strengthening its global brand and financial position while addressing weaknesses like over-reliance on overseas markets and lack of diesel technology. Opportunities lie in expanding in growing Asian markets while threats include rising costs, market saturation, and cross-cultural challenges from global operations.
The media plan allocates Nissan's $100 million budget across various mediums to target African American, Hispanic, and Chinese millennial consumers ages 18-29. Television, print, internet, and radio advertising will be used. The plan aims to increase Nissan's multicultural market share by building awareness of the brand through a pulsing advertising schedule, with heavier spending in summer and winter months. Specific media placements are identified to reach each ethnic group based on their media consumption habits. The plan seeks a reach of 92.9% and frequency of 3.0-5.0 exposures on average across the yearlong campaign.
Nissan is a large Japanese automaker founded in 1934 that produces cars and trucks. In 2011, Nissan had over $8 trillion in revenue, $462 billion in operating income, and employed 155,099 workers. It has production facilities across Asia, Africa, Europe, North America, and South America. Nissan's current CEO is Carlos Ghosn, who has led the company since 2000.
Nissan conducted research to understand the Hispanic millennial automotive market. They distributed surveys in English and Spanish and observed a dealership. Ethnographic interviews found that Hispanics care about peer and family opinions when making decisions. Survey results showed most Hispanics are proud of their cultural background. When thinking of Nissan, common associations were affordable, reliable, and good price but not innovative or futuristic. The research aimed to understand awareness and favorability among Hispanic millennials to help Nissan better target and appeal to this important demographic.
This document summarizes research on consumer perceptions of the Mahindra Renault Logan mid-sized car and other vehicles in its class. The research found that price, mileage, and fuel type were the most important factors for consumers. It also found that while the Logan was competitive on price and mileage, it was perceived as lacking in style. The researchers recommend that Mahindra Renault increase advertising of the Logan to improve brand recognition, use price discounts as a differentiating strategy, and portray the company's car manufacturing capabilities to build confidence in the Logan as a quality product.
Honda is a global company that manufactures and distributes motorcycles, automobiles, and power products. It has production facilities around the world and regional headquarters in Japan, North America, Europe, China, and India. The document provides an overview of Honda's history, leadership, products, sales, manufacturing and distribution network, and promotional strategies. It highlights Honda's focus on developing fuel-efficient vehicles, establishing local production, and reducing environmental impacts throughout its operations.
Basically it is a point point presentation of the work which I have done / observed during my internship at RNAIPL.
When I started making this PPT, I was in great confusion about how a internship PPT looks like. I think it would help many of you. Please let me know if there is any mistake in this PPT , so that I could make a note of it and would not repeat that mistake further.
thank you
Nissan Motor Company is a Japanese multinational automaker headquartered in Japan. It was formerly established in 1933 as Jidosha-Seizo Co., Ltd. and was renamed Nissan Motor Co., Ltd. in 1934. Today, Nissan is one of the largest car manufacturers in the world and produces cars, SUVs, trucks and electric vehicles. In 1999, Nissan formed an alliance with Renault S.A. to achieve growth through collaboration. Carlos Ghosn is currently the CEO and president of both Nissan and Renault. Nissan aims to enrich people's lives through trust, innovation and measurable value.
A project report on automobile industryProjects Kart
- Bajaj Auto is an Indian motorcycle and auto manufacturer founded in 1926 and headquartered in Pune, India. It is the world's fourth largest motorcycle manufacturer.
- The company produces a range of motorcycles, scooters, and auto rickshaws. Some of its popular motorcycle models include the Bajaj Pulsar and Bajaj Discover.
- Bajaj Auto has received several awards for its products from organizations like NDTV Profit, CNBC Overdrive, and UTV Bloomberg-AutoCar. It is also recognized as one of India's most trusted brands in the automotive two-wheeler sector.
This document discusses the marketing of Nissan's electric vehicle, the Leaf, in Ireland. It provides context on transport emissions and fossil fuel costs in Ireland. It then discusses Nissan as a company and the opportunities for electric vehicles in Ireland due to climate, infrastructure, and government support. The document outlines the Leaf's product details and recommends targeting promotional activities at urban centers through test drives and events. It suggests experiential marketing and digital campaigns to target environmentally-conscious consumers. Pricing and financing options are also covered to emphasize the Leaf's cost savings compared to gas vehicles.
A study of customer satisfaction on after sales and service conducted at arpi...Projects Kart
This document discusses customer satisfaction after sales and service. It introduces the topic and defines customer satisfaction as relating to satisfying human wants through exchange of goods and services. Satisfying customers is important for business management. The document outlines the objectives of the study which are to understand customer perceptions of after sales service, their satisfaction levels and what influences satisfaction. It also aims to study the impact on future sales and whether customers are satisfied with the service. The scope is limited to customers of Bajaj vehicles in Hassan, India. The study uses questionnaires and interviews as primary data collection methods.
This document contains a list of 133 potential MBA project topics. The topics cover a wide range of business subjects including marketing, finance, human resources, operations management, and more. Some of the topics listed include customer satisfaction studies, investment pattern analyses, brand analyses, capital structure analyses, and export/import procedures. The list provides students with many options for choosing an MBA project on an area of business that interests them.
This document provides information about a marketing research project conducted by Manish Ranjan Singh for his MBA degree, focusing on the neuromuscular blocker cisatracurium. It includes certificates of completion, originality, and from the company where the research was conducted. The research was conducted at Abbott India Ltd. to understand customer preferences for neuromuscular blockers and develop a medical positioning for the product cisatracurium in the Indian market.
CRM management helps boost customer satisfaction by automating and streamlining the entire customer engagement process. It establishes long lasting relationships by making customer engagement effortless through gathering customer data and processing it to enable transactions and address issues. CRM provides key customer information to both customer service teams and management, aiding decisions through multi-dimensional reports generated from processing large amounts of customer data on details, transactions, and requirements.
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Are you confuse about automobile companies, which would be the better option for job?
I did analyse of some companies, which may be a good option for job in India.
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Thanks
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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summer internship project report on NISSAN
1. Research Topic :
Customer Satisfaction
Towards Nissan Motors
India Pvt Ltd
By : Mayank Patel
Subject : S.I.P
Class : MBA (Marketing Management)
Roll number : 16
2. Table Of Contents
Chapter Number Description
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis And Interpretations
Chapter 5 Findings
Chapter 6 Conclusion
8. Chapter 3 : Research
Methodology
Research
Design
9. Chapter 4 : Data Analysis &
Interpretations
Reliability Test
Cronbach's Alpha N of Items
.839 19
Interpretation :
If it goes above 0.7 then it is reliable.
10. Frequency Distribution. (1) Occupation
Interpretation:
Majority
respondents are self
employed that is
27,13 respondents
are students and
only 9 respondents
belongs to other
categories.
Frequency Percent Valid Percent Cumulative
Percent
Valid
Student 9 18.4 18.4 18.4
Self
employed
27 55.1 55.1 73.5
Others 13 26.5 26.5 100.0
Total 49 100.0 100.0
Chapter 4 : Data Analysis &
Interpretations
11. Chapter 4 : Data Analysis &
Interpretations
Frequency Distribution. (2) Gender
Interpretation:
Majority
respondents are
males that is 39 and
only 10 respondents
are females.
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male
39 79.6 79.6 79.6
Female 10 20.4 20.4 100.0
Total 49 100.0 100.0
12. Chapter 4 : Research
Methodology
Frequency Distribution. (3) Car Model
Interpretation:
majority
respondents owe
Nissan Micra 25
then seconds comes
Sunny that is 20
then third comes
other variant of
Nissan that is 3 and
the last which is
Terrano that sums
up to 1.
Frequen
cy
Percent Valid Percent Cumulative
Percent
Valid
Nissan Micra 25 51.0 51.0 51.0
Sunny 20 40.8 40.8 91.8
Terrano 1 2.0 2.0 93.9
Any other
Nissan variant
3 6.1 6.1 100.0
Total 49 100.0 100.0
13. Chapter 4 : Research
Methodology
Freq. (4) How long you have been using
Interpretation:
21 respondents owe
Nissan car from 2-3
years then seconds
comes 14 respondents
who owes Nissan car
from more than 3 years
then third 10
respondents who owes
Nissan car from 1-2
years and lastly there
are 4 respondents who
owes Nissan car from
less than a year.
Frequen
cy
Percent Valid Percent Cumulative Percent
Valid
Less than 1
year
4 8.2 8.2 8.2
1-2 years 10 20.4 20.4 28.6
2-3 years 21 42.9 42.9 71.4
More than 3
years
14 28.6 28.6 100.0
Total 49 100.0 100.0
14. Chapter 4 : Data Analysis &
Interpretations
Frequency.D (5) Delivery Time
Interpretation:
47 respondents says
that delivery of car
was done on time
and the rest 2
respondents says
that delivery of car
was not done on
time.
6. Satisfaction of
variant of own
Frequency Percent Valid Percent Cumulative
Percent
Valid
Yes 48 98.0 98.0 98.0
No 1 2.0 2.0 100.0
Total 49 100.0 100.0
15. Chapter 4 : Data Analysis &
Interpretations
(6) Satisfaction Of variant of own
Interpretation:
48 respondents say
that they are
satisfied from the
variant that they own
and the rest which is
1, is not satisfied
with the variant.
6. Satisfaction of
variant of own
Frequency Percent Valid Percent Cumulative
Percent
Valid
Yes 48 98.0 98.0 98.0
No 1 2.0 2.0 100.0
Total 49 100.0 100.0
16. Chapter 4 : Data Analysis &
Interpretations
(7) Staff Satisfaction
7. Staff Satisfaction
Frequency Percent Valid Percent Cumulative
Percent
Valid
No
2 4.1 4.1 4.1
Yes
47 95.9 95.9 100.0
Total
49 100.0 100.0
Interpretation:
47 respondents,
says that they are
satisfied with with
staff working at
Nissan while 2
respondents says
that they are not
satisfied with the
staff working at
Nissan.
17. Chapter 4 : Data Analysis &
Interpretations
(7) Staff Satisfaction
7. Staff Satisfaction
Frequency Percent Valid Percent Cumulative
Percent
Valid
No
2 4.1 4.1 4.1
Yes
47 95.9 95.9 100.0
Total
49 100.0 100.0
Interpretation:
47 respondents,
says that they are
satisfied with with
staff working at
Nissan while 2
respondents says
that they are not
satisfied with the
staff working at
Nissan.
18. Chapter 4 : Data Analysis &
Interpretations
(8) Staff Knowledge
Interpretations:
43 respondents says
yes that the staff
working at Nissan
has proper knowledge
while 4 respondents
says no the staff
working at Nissan does
not has proper
knowledge and the 2
respondents say that
they don’t know
whether the staff
working at Nissan
has proper knowledge
or not.
8. Staff Knowledge
Frequency Percent Valid Percent Cumulative
Percent
Valid
Dont Know 2 4.1 4.1 4.1
Yes 43 87.8 87.8 91.8
No 4 8.2 8.2 100.0
Total 49 100.0 100.0
19. Chapter 4
(9)Know Initially Of Brand or Car
Interpretations:
34 respondents ,says
yes came to know for
initially buying the car
of this brand or from
the dealer from
Advertisement , 4
respondents from
referral ,1 from location
, 1 from SMS , 1 from
Tele-in , 3 from Walk-in
, 3 from Replace and 3
from corporate.
9. Know Initially Of Brand Or
Car
Frequency Percent Valid Percent Cumulative
Percent
Valid
Advertisment 34 69.4 69.4 69.4
Referral 4 8.2 8.2 77.6
Location 1 2.0 2.0 79.6
SMS 1 2.0 2.0 81.6
Tele-in 1 2.0 2.0 83.7
Walk-in 3 6.1 6.1 89.8
Replace 2 4.1 4.1 93.9
Corporate 3 6.1 6.1 100.0
Total 49 100.0 100.0
20. Chapter 4
Descriptive Question : Please rate Nissan against each attribute , if you can.
Interpretations:
The mean are less than 3 so it can be
concluded that all the customers are very
satisfied with the characteristics of the car.
Here majority customers are very satisfied with
maintenance, space and power.
Characteristics Very
Satisfied
Satisfied Neutral Dissatisifi
ed
Very Dis
satsfied
1.Shape
2.Technology
3.Price
4.Finance Scheme
5.Brand Image
6.Interiors
7.Comfort
8.Power
9.Space
10.Maintenance
N Mean
(Shape)
49 1.9592
(Tech.)
49 1.8980
(Price)
49 1.8776
(Finance Scheme)
49 1.8367
(Brand Img)
49 1.7959
(Interiors)
49 1.6735
(Comfort)
49 1.6531
(Power)
49 1.5918
(Space)
49 1.5510
(Maintenance)
49 1.4898
21. Chapter 4
Descriptive Question : Customer Satisfaction Towards The Dealership
Interpretations: The customers are very satisfied with the characteristics of the car. Here
majority customers are very satisfied with Satisfaction level regarding information clarity about the
car provided , Satisfaction level regarding the products and services offered and Satisfaction level
with the extra benefits provided by the dealer/sales person.
Questions Very
Satisfied
Satisfied Neutral Dissatisfie
d
Very
Dissatisfie
d
1.Ease of contacting the person who
is attending you at Nissan.
2.Concerns were heard
3.Time taken for resolution
4.Satisfaction level regarding
information clarity about the car
provided.
5.Satisfaction level regarding the
products and services offered
6.Satisfaction level regarding calls
for periodic car servicing
7.Satisfaction level regarding post
follow up for after servicing of car.
8.Satisfaction level with the extra
benefits provided by the dealer/sales
person?
9.Satisfaction level with the finance
service provided at Nissan?
N Mean
(Ease)
49 2.1837
( Concerns)
49 2.0816
( Resolution)
49 2.0204
(Info. Clarity)
49 1.9388
(Prod & Service)
49 1.8980
(Periodic Calls)
49 1.7959
(Post follow up)
49 1.7959
(Extra benefits)
49 1.7959
(Finance)
49 1.6735
22. Chapter 4
Descriptive Question : Customer Satisfaction Towards The Car
Interpretations: The customers are very satisfied with the characteristics of the car. Here
majority customers are very satisfied with Satisfaction level regarding information clarity about the
car provided , Satisfaction level regarding the products and services offered and Satisfaction level
with the extra benefits provided by the dealer/sales person.
Questions 1.Very
Satisfied
2.Satisfie
d
3.Neutr
al
4.Dissatisfi
ed
5.Very
Dissatisfie
d
1.Satisfaction level
towards the fuel
consumption of your
car.
2. Satisfaction level
with safety and
comfort of your car.
3. Satisfaction level
with the maintenance
cost of your car.
4.Overall purchase
experience.
N Mean
Fuel consumption
49 1.8571
Safety & Comfort
49 1.7959
Maintenance
49 1.6735
Purchase experience
49 1.6531
23. Chapter 4
Descriptive Question : Based on your overall experience would you like to purchase another
vehicle of this brand/dealer or if you have to replace within a year? (please put a tick mark)
Interpretations:
Most of the customers are ready to purchase another vehicle of this brand .
1.Probably would 2.Probably
not
3.Definatel
y
4.Definately
Not
Descriptive Statistics
N Mean
Replace vehicle in
case
49 1.3673
Valid N (listwise) 49
24. Chapter 4
Descriptive Question : Overall, how comfortable were you with the way the dealership worked with
you to determine the final price or monthly payments for your new vehicle? ( please put a tick mark )
Interpretations:
Mostly customers are extremely comfortable with the way of dealership worked with them to
determine the final price or monthly payments for their new vehicle.
1.Extermely
Comfortable
2.Very
Comfortable
3.Neutral 4.Somewhat
Uncomfortable
5.Very
Uncomfortabl
e
Descriptive Statistics
N Mean
Dealership comfort
level
49 1.9592
Valid N (listwise)
49
25. Chapter 4
Descriptive Question : Your overall Satisfaction Level about Nissan? ( please put a tick mark )
Interpretations:
Mostly customers has , towards good to very good satisfaction
level about Nissan.
1.Good 2.Very Good 3.Average 4. Bad Descriptive Statistics
N Mean
Overall Satisfaction
49 1.6939
Valid N
49
26. Chapter 4
CHI SQUARE Question : Staff working satisfaction with staff knowledge.
Interpretations:
Significant value is 0.000 which is < 0.05 so I reject H01 and
accept H11, also conclude that there is association between staff
working satisfaction and staff knowledge.
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 23.457a
3 .000
Likelihood Ratio 11.167 3 .011
Linear-by-Linear Association
10.696 1 .001
N of Valid Cases 49
H01: there is no association
between staff working satisfaction
and staff knowledge.
H11: there is association between
staff working satisfaction and staff
knowledge.
27. Chapter 4
ANOVA Question :The model you own and its price
Interpretations: Significant value is .031 which is < 0.05 so I
reject H01and accept H11, also conclude that there is a
significance impact of price on model group. Also Nissan Micra
has more impact on the price model you own.
Mean
Nissan Micra
2.1200
Sunny
1.6500
Terrano
1.0000
Any other Nissan variant
1.6667
Total
1.8776
H01: there is no significance impact of price on model group
H11: there is a significance impact of price on model group
28. Chapter 4
ANOVA Question :The comfort of car with the type of model you own
Interpretations: Significant value is 0.003 which is < 0.05 so I
reject H02 and accept H12 , also conclude that there is sig
impact of comfort on model group. Also it is shows that Nissan
Micra car has more comfort on the basis of variant owned.
H02: there is no significance impact of comfort on model group
H12: there is a significance impact of comfort on model group
Sum of
Squares
df Mean
Square
F Sig.
Between
Groups
6.266 3 2.089 5.263 .003
Within
Groups
17.857 45 .397
Total 24.122 48
Mean
Nissan Micra
1.8800
Sunny
1.1500
Terrano
1.0000
Any other Nissan variant
1.6667
Total
1.5510
29. Chapter 4
ANOVA Question : The space of car you get with total price of the car
Interpretations: Significant value is 0.00 which is < 0.05 so I
reject H03 and accept H13 , also conclude that there is
significance impact of space on model group. Also it shows that
customers are satisfied with the comfort of their variant’s price
they bought in.
H03: there is no significance impact of space on price group
H13: there is a significance impact of comfort on model group
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
5.028 3 1.676 8.183 .000
Within Groups
9.217 45 .205
Total 14.245 48
Mean
Very Satisfied
1.0769
Satisfied
1.6897
Neutral
1.4286
Total
1.4898
30. Chapter 4
ANOVA Question : If the staff working is satisfactory were the concerns concerned
Interpretations: Significant value is 0.031 which is < 0.05 so I
reject H04 and accept H14, also conclude that there is
significance impact of concerns on staff working satisfaction.
Also it shows that Customers says yes that the staff working is
satisfactory and their concerns were concerned.
H04: there is no significance impact of concerns on staff working satisfaction
H14: there is a significance impact of concerns on staff working satisfaction
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
2.532 1 2.532 4.968 .031
Within
Groups
23.957 47 .510
Total
26.490 48
Mean
No
3.0000
Yes
1.8511
Total
1.8980
31. Chapter 4
Question : If the staff has proper knowledge the concerns can be heard and reacted accordingly
Interpretations: Significant value is 0.008 which is < 0.05 so I
reject H05 and accept H15, also conclude that there is a
significance impact of concerns on staff knowledge. Also it
shows in descriptive table that the mean is 1.7674 = Yes which
means, customers says yes the staff has proper knowledge the
concerns can be heard and reacted accordingly.
H05: there is no significance impact of concerns on staff knowledge.
H15: there is a significance impact of concerns on staff knowledge.
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
6.065 3 2.022 4.455 .008
Within Groups
20.424 45 .454
Total 26.490 48
Mean
No
2.7500
Yes
1.7674
Dont Know
3.0000
Total
1.8980
32. Chapter 4
Question : If staff has proper knowledge then time taken for resolution would be satisfactory
Interpretations: Significant value is 0.004 which is < 0.05 so I
reject H06 and accept H16, also conclude that there is a
significance impact of time taken for resolution on staff
knowledge. Also it shows that in descriptive table the mean is
1.8864 = Yes which means the customers says yes the staff
has proper knowledge then time taken for resolution would be
satisfactory.
H06: there is no significance impact of time taken for resolution on staff knowledge.
H16: there is a significance impact of time taken for resolution on staff knowledge.
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
7.811 3 2.604 5.057 .004
Within
Groups
23.169 45 .515
Total
30.980 48
Mean
No
3.2500
Yes
1.8864
Dont Know
3.0000
Total
2.0204
33. Chapter 4
Question : If the staff has proper knowledge then satisfaction level regarding information clarity about
the car would be satisfactory.
Interpretations: Significant value is 0.010 which is < 0.05 so I reject H07 and
accept H17, also conclude that there is a significance impact of Satisfaction level
regarding information clarity about the car provided with staff knowledge. Also it
shows that in descriptive table that the mean is 1.7045 = Yes which means that the
customers say yes the staff has proper knowledge that’s why satisfaction level
regarding information clarity about the car is satisfactory.
H07: there is no significance impact of Satisfaction level regarding information clarity
about the car provided with staff knowledge
H17: there is a significance impact of Satisfaction level regarding information clarity
about the car provided with staff knowledge
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
5.767 3 1.922 4.284 .010
Within Groups
20.192 45 .449
Total
25.959 48
Mean
No
2.7500
Yes
1.7045
Dont Know
2.0000
Total
1.7959
34. Chapter 4
Question : If the staff has proper knowledge then the finance service would be provided to according to
customer need at Nissan
Interpretations: Significant value is 0.016 which is < 0.05 so I reject H08
and accept H18, also conclude that there is a significance impact of
Satisfaction level with the finance service provided at Nissan with staff
knowledge. Also it shows that in descriptive table the 1.9545 = yes , the
customers says yes the staff has proper knowledge that’s why the finance
service provided according to customers need at Nissan.
H08 : there is no sig impact of Satisfaction level with the finance service provided at
Nissan with staff knowledge.
H18: there is a sig impact of Satisfaction level with the finance service provided at
Nissan with staff knowledge.
Sum of
Squares
Df Mean
Square
F Sig.
Between
Groups
3.026 3 1.009 3.849 .016
Within
Groups
11.791 45 .262
Total 14.816 48
Mean
No
1.5000
Yes
1.9545
Dont Know
3.0000
Total
1.9388
35. Chapter 4
REGRESSION
Interpretations: 35% variance is explained by from model summary table, we can see that
the value of R (coefficient of correlation) equals 0.593 and the value of R square is equivalent to
0.352 indicating that 35.00% of the variance in dependent variable (i.e. Characteristics) explained
by two independent variables (i.e. Space and Maintenance ).
Mean Std. Deviation N
Cust_sat_Dealer 1.9093 .38999 49
(Shape) 1.7959 .57661 49
(Tech) 1.5918 .53690 49
(Price) 1.8776 .63353 49
(Finance Scheme) 1.9592 .61098 49
(Brand Img) 1.6735 .62543 49
(Interior) 1.8980 .62065 49
(Comfort) 1.5510 .70891 49
(Power) 1.6531 .72316 49
(Space) 1.4898 .54476 49
(maintenance) 1.8367 .68760 49
Mode
l
R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .593a
.352 .181 .35293
36. Chapter 4Multivariate
Mean Std. Deviation N
Replace vehicle in case 1.3673 .78246 49
(Ease) 1.6735 .59118 49
(Concerns) 1.8980 .74288 49
(Resolution) 2.0204 .80337 49
(Info Clarity) 1.7959 .73540 49
(Prod & Service) 1.7959 .53927 49
(Periodic Calls) 1.7959 .64484 49
(Post Follow Up) 2.1837 .72668 49
(Extra benefits) 2.0816 .67196 49
(Finance Service) 1.9388 .55558 49
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .549a
.301 .140 .72575
a. Predictors: (Constant), Satisfaction towards Dealership
REGRESSION
37. Chapter 4
REGRESSION
Interpretations: Here in this table 30% variance is explained by from model summary table,
we can see that the value of R (coefficient of correlation) equals 0.549 and the value of R square is
equivalent to 0.301 indicating that 30.00% of the variance in dependent variable (i.e. Overall experience
like to purchase another vehicle) explained by three independent variables (i.e. extra benefits, post
follow up and Concers).
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta t Sig. VIF
(Constant) 1.732 .626
(Ease) -.483 .273 -.365 -1.770 .085 2.368
(Concerns) .593 .331 .563 1.788 .082 5.525
(Resolution) -.084 .314 -.086 -.268 .790 5.799
(Info Clarity) .127 .208 .119 .610 .546 2.133
(Prod & Service) .148 .246 .102 .601 .551 1.599
(Periodic Calls) .225 .174 .186 1.297 .202 1.145
(Post Follow Up) -.324 .155 -.301 -2.094 .043 1.154
(Extra benefits) -.381 .178 -.327 -2.139 .039 1.302
(Finance Service) .047 .217 .033 .215 .831 1.323
38. Chapter 4
REGRESSION
Interpretations: Here in this table 30% variance is explained by from model summary table,
we can see that the value of R (coefficient of correlation) equals 0.549 and the value of R square is
equivalent to 0.301 indicating that 30.00% of the variance in dependent variable (i.e. Overall experience
like to purchase another vehicle) explained by three independent variables (i.e. extra benefits, post
follow up and Concers).
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta t Sig. VIF
(Constant) 1.732 .626
(Ease) -.483 .273 -.365 -1.770 .085 2.368
(Concerns) .593 .331 .563 1.788 .082 5.525
(Resolution) -.084 .314 -.086 -.268 .790 5.799
(Info Clarity) .127 .208 .119 .610 .546 2.133
(Prod & Service) .148 .246 .102 .601 .551 1.599
(Periodic Calls) .225 .174 .186 1.297 .202 1.145
(Post Follow Up) -.324 .155 -.301 -2.094 .043 1.154
(Extra benefits) -.381 .178 -.327 -2.139 .039 1.302
(Finance Service) .047 .217 .033 .215 .831 1.323
39. Chapter 4
REGRESSION
Interpretations: Here in this table 30% variance is explained by from model summary table,
we can see that the value of R (coefficient of correlation) equals 0.549 and the value of R square is
equivalent to 0.301 indicating that 30.00% of the variance in dependent variable (i.e. Overall experience
like to purchase another vehicle) explained by three independent variables (i.e. extra benefits, post
follow up and Concers).
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta t Sig. VIF
(Constant) 1.732 .626
(Ease) -.483 .273 -.365 -1.770 .085 2.368
(Concerns) .593 .331 .563 1.788 .082 5.525
(Resolution) -.084 .314 -.086 -.268 .790 5.799
(Info Clarity) .127 .208 .119 .610 .546 2.133
(Prod & Service) .148 .246 .102 .601 .551 1.599
(Periodic Calls) .225 .174 .186 1.297 .202 1.145
(Post Follow Up) -.324 .155 -.301 -2.094 .043 1.154
(Extra benefits) -.381 .178 -.327 -2.139 .039 1.302
(Finance Service) .047 .217 .033 .215 .831 1.323
42. Chapter 6 : Conclusion
So, after all the survey, data analysis and findings I found out some
concrete conclusion about Nissan Motors India Private Limited and hence
I conclude that a Nissan car provides comforts in all their models .Yet, an
affordable price. Nissan revolution in Design, Advanced Intuitive
Technology , State of-the-art connective services and above all –IT IS A
DYNAMIC RIDE & HANDLING – putting the driver in Total control .There
is nothing like a Nissan to make a statement to say “You have arrived”.