PREFACE

Summer training at any business organization makes the students more practical and

habitual to analyze the situation in more crucial a refined way, which ultimately

contributes a later stage of practice. It also helps in filling up the gap between theoretical

and practical experience. The business winner will be those organizations that size and

expert opportunity by strategically positioning themselves.

The Objective of this project is to find out the awareness of individual towards the

automobiles. And other most important objective of this project to know about “customer

profiling and purchase parameter”

During preparing this project we meet many investors who have decided to buy a car. We

use some source of information to prepare this project. We prepare this project on behalf

of “RKBK Pvt.Ltd.”. Hence this framework is derived from the practice adopted by the

companies in order to sustain and grow.

We are serving the following pages that will endow the reader with insight in to the

Indian automobiles sector from the corporate view- point. This study has been very useful

learning experience enriching knowledge in the field of automobiles sector.

1
 ACKNOWLEDGEMENT

I SUDHEER GOSWAMI MBA Student in is sbs lucknow highly grateful to all

those who guided me in completing this project.

First of all, I would like to pay my heartiest thanks to entire family of Maruti

especially Mr. RAJENDRA KUMAR TIWARI ( Manager) RKBK Automobiles Pvt.

Ltd., Gorakhpur. who provided me such a wonderful opportunity to do Summer

Training and provided their valuable suggestions in understanding the work of Research

Project.

Last but not the least, I would like to thanks all faculty members, sbs, lucknow, who

gave me the useful tips and suggestions regarding project. I would like to thanks

Dr. UMESH KUMAR for imparting her valuable guidance to me.

SUDHEER GOSWAMI

MBA III SEM

2
 DECLARATION

I hereby declare that I have carried out Summer Training Project on the topic

entitled “Customer Profiling & Purchase Parameters” at RKBK Auto Mobiles Pvt. Ltd.

I further declare that this project work is based on my original work and no part of

this project has been published or submitted to anybody.

SUDHEER GOSWAMI

MBA III SEM

3
 INDEX

Page no.

 Executive summary 01

 Brief history of the organization 09

 About Maruti True Value 18-25

 Mission, vision and philosophy of the org. 26

 Performance 29-41

 Product/services 42-82

 Objective 84

 Research methodology 85-88

 Analysis (SWOT analysis) 89-111

 Findings 112

4
 Conclusion 113

 Suggestion/Recommendation 114-115

 Limitations 116

 Annexure 117-120

 Bibliography 121-123

 Words of thanks 124

5
6
 BRIEF HISTORY OF ORGANISATION

Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament,

to meet the growing demand of a personal mode of transport caused by the lack of an

efficient public transport system. Suzuki Motor Company was chosen from seven

prospective partners worldwide. This was not only due to their undisputed leadership in

small cars but also to their commitment to actively bring to MUL contemporary

technology and Japanese management practices (which had catapulted Japan over USA

to the status of the top auto manufacturing country in the world). A license and a Joint

Venture agreement were signed between Govt of India and Suzuki Motor Company (now

Suzuki Motor Corporation of Japan) in Oct 1982. The objectives of MUL then were:

Modernization of the Indian Automobile Industry, Production of fuel-efficient vehicles to

conserve scarce resources, Production of large number of motor vehicles which was

necessary for economic growth.

7
The Revolution

Maruti created history by record production in 13 months. On 14 December 1983, the

then Prime Minister of India, Mrs. Indira Gandhi, handed over the keys of the first car to

Mr. Harpal Singh of Delhi. Volume targets were routinely exceeded, and in March 1994,

it became the first Indian company to produce over one million vehicles, a landmark yet

to be achieved by any other car company in India. Maruti is the highest volume car

manufacturer in Asia, outside Japan and Korea, having produced over 3.5 million

vehicles by December 2001. Maruti is one of the most successful automobile joint

ventures, and has made profits every year since inception till 2000-01. In 2000-01,

although we generated operating profits on an income of Rs 92.5 billion, high

depreciation on new model launches resulted in a book loss. We are again on track for

profits in 2001-02, with a profit of Rs 300 million in the first half. In this period, sales

were increased by 5.3%, against an industry decline of 6.1 %. We revolutionized the wav

Indians looked at cars. "No other car company so completely dominates its home market"

- (The Economist). Despite there being 11 companies now in the passenger car market,

Maruti holds about 60 % of the total market share. MUL is also the first and only car

company in the world to lead its home market in terms of both market share and in the JD

Power Customer Satisfaction study (JD Power Asia Pacific 2000 India Customer

Satisfaction studies).

8
Transfer of Technology

Every minute two vehicles roll out of the Maruti Plant. It is therefore imperative that the

transfer of contemporary technology from our partner Suzuki is a smooth process. Great

stress is laid on training and motivating the people who maintain the equipment, since the

best equipment alone cannot guarantee high quality and productivity. From the beginning

it was a conscious decision to send people to Suzuki Motor Corporation for on-the-job

training for line technicians, supervisors and engineers. This helps them to imbibe the

culture in a way that merely transferring technology through documents can never

replicate. At present 20 % of our workforce is trained under this program.

Our Ethos

Our employees are our greatest strength and asset. It is this underlying philosophy that

has molded our workforce into a team with common goals and objectives. Our

Employee-Management relationship is therefore characterized by: Participative

Management, Team work, Kaizen, Communication, Information sharing, and an open

office culture for easy accessibility to implement this philosophy. We have taken several

measures like a flat organizational structure i.e. there are only three levels of

responsibilities ranging from the Board Of Directors, Division Heads to Department

Heads. Other visible features of this philosophy are common uniforms (at all levels), and

a common canteen for all. This structure ensures better communication and speedy

decision making processes. It also creates an environment that builds trust, transparency

and a sense of belonging amongst employees.

9
Maruti eyes Global Pie, to be R&D Hub for Suzuki

New Delhi: With the enhanced backing of Suzuki, Maruti Udyog is gearing up to become

a global scale player and will be a R&D centre for Suzuki cars outside Japan. Becoming a

global player is the resurgent theme of Maruti's future strategy in the post-privatization

phase as listed in the IPO offer document filed with SEBI.

In terms of manufacturing processes or quality systems or even R&D, the flavor is global.

Clearly, the company wants to build on its leadership in the domestic market and make a

place for itself in the global arena.

After sharp gains in productivity and quality in the past two years, the company wants to

further improve its operating efficiencies by cutting costs by 30% and enhancing

productivity by 50% and align itself with Suzuki's Kosai plant in Japan by year '04-05.

On the quality front, while Maruti was amongst the first automobile manufacturers in the

world to receive the ISO 9001:2000 certification, it wants to go further and adopt

Suzuki's global customer audit index.

But the biggest shift is in the area of R&D. Although Maruti has gained from its expertise

in localization of components, it now wants to take R&D to another plane where it can

become Suzuki's centre for cars in Asia, outside Japan.

In fact, it has recently acquired the capability to conduct minor and major face lifts to its

products and upgrade products in terms of technology or features. To reduce initial

investment on models, Maruti may outsource dye from other than Japan, such as Taiwan,

which are often less expensive.

10
Maruti's initiatives are based also on its recent success in the export market. It sold nearly

24,000 units of the Alto in Europe last fiscal and its overall exports were up by a

whopping 163% over the previous year.

Its global ambitions are also now nurtured by the backing of Suzuki Motor

Corporation. The prospectus makes this point by Sayin2 that as a subsidiary of Suzuki,

Maruti has "access to globally respected technology in the small car segment.”

Even while maintaining the overall global theme, Maruti wants to leverage its local

advantage. Its promise of providing customers a "wide range of Maruti branded services

at different stages of ownership" is at par with other global manufacturers. It lays great

emphasis on these Maruti branded services like insurance, finance and pre-owned cars,

and believes that this "360 degree customer experience" will secure repeat purchase and

increase revenue of the sales network. In supply chain initiatives as well, Maruti's

reference is to the world wide purchase system fostered by General Motors. Through this,

it could make a select few of its vendors the sole suppliers for Suzuki products in several

countries.

Our focus will continue to be the small car: Jagdish Khattar

From a loss of Rs 269 crore in 2000-01, after being written off by many analysts, Maruti

has bounced back: its 800 model is as popular as ever, new launches are picking up.

Jagdish Khattar, managing director Maruti, spoke to Vinay Pandey on Maruti's

transformation. Excerpts: Maruti's turn around: To understand Maruti today, you need to

go back to 1993 when liberalization took place and foreign manufacturers were allowed

11
to come.

Maruti should have taken proactive measures then. But between 1995 and 1998 our

shareholders (the government and Suzuki) had differences.

Decisions that should have been taken in the mid-90s to prepare for competition got

delayed.

In June 1998, we decided to increase our capacity by one lakh vehicles and to introduce

four or five new models, which arrived a year and a half after our competitors', who

gained from this. Two, investments that should have been done over five years were done

in 24 months in a hurry to launch new models. So, localization was low, the yen was

strong, prices were market-determined, depreciation increased, and we ran into losses.

That's when you got the feeling Maruti was in trouble.

But internally, it was a very good wake up call, which did a lot of good to us. We brought

out models, localized faster, cut costs massively.

So even when everyone thought we were in trouble, we were confident that we'd bounce

back. Our market share went down to 61%, but we've now stabilized around 58-59%. We

took off a bit late, had lot of catching up to do, which we've done.

Role of M800: People say 800 is old and so on. But go on the road and see someone on a

two-wheeler, wife and two children, in rain, in winter, in summer. Is he going to be

bothered about power windows and steering, or does he wish to be in a car and be

comfortable?

Today we're selling air-conditioned 800s at Rs 2.2 lakh. Many people buying AC 800s

12
may not have an AC at home. So, look at the tremendous role it is playing.

India's car penetration is six per 1,000; Pakistan and Sri Lanka are at 12. Thailand is at

200, Japan and America are over 500-600. What I'm saying is that there's still a huge gap.

If our motorization has to increase, we can't do that by selling expensive cars. We need to

make cars more affordable. Therefore, a narrower gap between two-wheelers and entry-

level cars is what's required. It should also have good performance, no compromise on

quality, fuel-efficient and low on maintenance. The 800 fits the bill.

The Alto can't replace the 800 today because the volume and price at which 800 is

selling, we can't sell Alto at that. Yes, once we get costs under control, we'll position the

Alto between segments A and B. We'd like to have a car from the entry level to Rs 3-3.5

lakh at every Rs 20,000- Rs 25,000 difference.

Success of new models: Historically, Maruti's new models never start with a bang. I

joined Maruti in 1993 when Zen was introduced and we found it hard to sell initially. We

had to reduce our production plan drastically, but then after a year or two it caught on.

And look what it is today.

So, initially there's skepticism, then some people buy and share their experience.

About 60-70% of our sales take place by referral. I'm not saying marketing is

unimportant, but there's nothing more effective than a present owner giving a good chit to

prospective buyer. We're seeing the same effect with Wagon R, which is doing really

well now.

Versa is slightly different. When we decided on Versa, in 1998, the government had

announced that in April 2002 the administered price mechanism (APM) for oil would be

13
abolished. The gap between petrol and diesel prices would have then been negligible.

Versa came, but APM remained.

Now there is no hell of a chance of anyone buying a petrol version when a diesel

alternative is available for the same purpose. For the Versa we've carried out a lot of

localization, the pricing has been reworked and things are looking up. But some amount

of disadvantage between petrol and diesel will remain.

Those who bought the Baleno are very happy. Also, view it from our perspective.

We launched five models in a space of 12 months. We had to prioritize. Because of low

localization, we were losing money on Baleno.

So it made no sense to just gain numbers. Now some localization has taken place and the

product is getting its due.

The Vitara is different, it's not manufactured here. We'll import what is required.

Anyway, our core competence and focus would be the small car because that is what the

county needs and that is where the volumes are. Let us look at it in another way. There

are only four major players in the small car segment - Telco, Fiat, Hyundai and Maruti

and 80 % of the market is the small car segment. In the remaining market, there are a

dozen players. It is a very lopsided market structure today.

14
Duties and Responsibilities of the Staff in RKBK.

The duties and responsibilities of the staff of the dealer RKBK Automobiles ltd is

 To sale maximum vehcles .

 To maintain all the a/c with honesty.

 To create healthy environment in the organisation.

 To co-oporate with each other in the organisation.

 To maintain good relation with the customers.

 To be in the office at right time.

 To provide all the facilities and services to the customers which are given by

Maruti Company to their customer.

 To complete the target of selling cars of dealer .

15
 True Value

Maruti Trye Value is India No.1 organised pre-owned car brand. True Value

is venture of india’s largest automobiles manufacture “Maruti Suzuki India

Ltd”.

Unique advantages

 India’s largest certified used car dealer network

 300 outlets in 178 cities and growing

 All car related services under one roof

 Professionally trained manpower

 Complete peace of mind

16
 Maruti True Value business expands the family of Maruti customers,

providing reassurance to exsting Maruti customers about resale of their cars

and further emphasizes Maruti’s Commitment towards enhancing customer

satisfaction by continuous association during the vehicle ownership life

cycle.

No one know your Maruti car better than Maruti- based on this premise,

Maruti chanalises its expertise to ensure that transactions in pre owned cars

are transparend and fair. Through that, the company endeavors to extend the

relationship and emotional connect that it enjoys with the customer.

True Value has transparend and fair evaluation process, which is currently

missing in the largely unorganized market for pre-owned cars. Maruti true

17
Value processes and systems ensure that the seller gets the right price and is

paid promptly.

Under True Value, the seller has option to be paid in cash, or get a True

Value car in exchange or a brand new Maruti Suzuki car in exchange.True

Value category cars bought by Maruti True Value dealers are taken to state-

of- the-art workshops.

True value category cars are refurbished in state of art workshops using

Maruti Genuine Parts and by skilled technicians. These cars are then sold

through Maruti true Value outlets.

As a mark of confidence, and to provide reassurance to customers, every

Vehicle bought under Maruti True Value is inspected and certified by

18
Maruti Engineers and the car carries a one- year warranty and three free

Services. Convenient finance options are also offered to buyers of Maruti

True Value cars.

19
 Maruti’s ‘True Value’ for used cars

AFTER launching its fleet management service under the Umbrella brand ‘Project

Vistaar’, Maruti Udyog Ltd (MUL) is now rolling out its used- car business countryide in

a phased manner.

The pre-owned cars business is being introduced under the sub-brand name’Maruti True

Value’ and is aimed at catering to customers who are both first-time car buyer and those

who are looking to upgrade themselves to a passenger car in a higher segment. MUL is

also hoping to retain its customer by offering a range of cars, resale and financing options

all under one roof.

The launch of new service, for which MUL has tied –up with a select set of dealers, will

begin in Maruti True Value outlets in Banalore on Oct 19 and later, in Delhi from Oct 22

onwards. It will then be extended to the rest of the country, company sources said.

Under the Maruti True Value service, Maruti cars which are less than four years old or

ones which have done up to 60,000 km and have not changed two previous ownerships

will be accepted for purchase from the customer.

Then, designated engineers from Maruti who will be present at the True

Value outlets will conduct a standard 120- point check of the vehicle brought to the

outlet. The documents of the seller will also be checked for any irregularities. MUL has

trained it’s staff at the select dealer outlets to handle its pre –owned cars business.

The engineers at the True value counter are expected to adopt a transparent and fair

20
evolution process to ensure that the seller gets the right price. The outlet will also offer

finance options to the customers, to enable the second -hand car seller to purchase a new

car of his choice.

Consequently, the seller will have the option to be paid in cash, or get another True Value

car in exchange or even a new Maruti car in exchange.

After this, the purchased used car is readied for refurbishment. Using Maruti

Genuine parts, techniciana at the True Value outlet will refurbish the car, which will then

be offered for sale.

For the buyer of a second hand car, MUL is going a step further in offering a one- year

warranty and three free services along with the refurbished car. Again ,Finance options

are begin offered for the True Value car, which will be certified by the company after

allowing the potential buyer an opportunity to personally evaluate the car.

21
 Maruti's True Value on Growth Scale

02 December, 2008

Maruti Suzuki has recorded a growth in its used car business inspite of

slowdown in the car market. The company denies the impact of low-cost

cars like Tata Nano on its True Value and expects a growth by 30%.

Ravi Bhatia, Chief General Sales Manager, Maruti Suzuki stated, “The low

priced cars like Nano will not have any impact on used cars business since

there is an altogether different set of buyers vying for this segment. Unlike

the Rs 1 Lakh priced cars, used ones are available for Rs 60,000-Rs 80,000

and usually two-wheeler owners looking for upgrading their status go for

used cars.”

22
According to Bhatia, Maruti holds majority of the shares in the robust used

car market in India. He also states that business with True Value is quite

robust and expects to climb a growth scale.

Recently, Maruti has made a new offering to India with the launch of Maruti

Suzuki A-star in the A2 segment, a car that is targeted towards urban young

consumers.

23
 VISSION & MISSION

Our Vision:

The leader in Indian automobiles industry creating customer delight and

shareholder’s wealth; a pride of India.

Mission

(i) Provide superior products and services to our customers and maintain

market leadership.

(ii) Evolve as an institution that serves the best interest of all stakeholders.

(iii) Pursue excellence through total quality management.

(iv) Ensures the highest standards of ethics and integrity in all our action.

24
 PERFORMANCE

In more ways than one, the year 2004-05 was a watershed year for Maruti Udyog Limited

(MUL). The company has consolidated and initiated a new growth momentum. There

have been several developments, of which it is useful to begin with three.

First, driven by renewed vigor and aggression in the market, Maruti recorded its highest ever

sales of over 4.72 lack vehicles in the domestic & export markets which resulted in gross sales

revenue of Rs.112,840 million — a growth of 25.8 per cent over 2003-04. It is the highest

top-line growth in the last seven years.

 Second, this high sales growth, coupled with significant improvements in operational

efficiencies, has translated into much higher returns on investment. Earnings per share (EPS)

more than trebled from Rs.5.14 in 2003-04 to Rs.18.77 in 2004-05.

Third, the Government of India divested a majority of its shares through an initial public

offer(IPO) and made way for greater participation from you — the shareholders – in the

fortunes of India’s leading passenger car manufacturer.

25
In a nutshell, therefore, 2004-05 marks the beginning of a new journey for your

company, as it restructured itself in the face of stiff competition and entered a new high

growth phase.

The sharp revival in the Indian economy — from 4 per cent GDP growth in 2003-04 to 8.2

per cent in 2004-05 — has definitely assisted your company in increasing revenue. This

is the highest GDP increase recorded by India since the advent of economic liberalization,

and the country has become one of the fastest growing

economies of the world .This has considerably increased per capita disposable income

which, coupled with much easier availability of significantly cheaper consumer finance,

has driven automobile sales.

Historically, the fortunes of automobile industries across the globe are strongly

correlated with macro-economic parameters and the performance of the industrial sector.

Chart A plots growth in GDP, industry, passenger vehicle (PV) sales volumes and total

automobile sales volumes – and emphasizes this correlation. In 2004-05, the Indian

passenger car and multi-utility vehicles market finally reached efficient scales of nearly

a million. Although the improved economic environment helped growing automobile

sales, it was not a totally smooth drive for the Indian automobile industry. An increase

in the number of players and models has resulted in fierce competition — driving down

prices across all segments. The industry also witnessed significant rise in prices of key

raw materials like steel, rubber and plastics. Thus, profit margins were under pressure.

26
Maruti has always believed in size and spread. When the Indian automobile industry was

reconciled to around 40,000 cars in early 1980’s, MUL was the first company that aspired

to sell 100,000 cars a year. The aspiration of being the market leader with high sales

volume continues to be intrinsic to your company’s philosophy. This belief has held the

company in good stead during 2004-05 — where the strategy of pushing volume growth

resulted in higher margins due to the positive effects of better capacity utilization.

Improved operational efficiencies, which are largely due to the transfer of technology,

systems and work culture from MUL’s majority shareholder.

Suzuki Motor Corporation (SMC) — has also contributed to the improved returns on

investments. In 2004-05, the company has had record growth in bottom-line and return

on investments. Here are some numbers.

 Net profit margin (PAT/total income) increased from 2 per cent in 2003-04 to 5.6 per cent

in 2004-05.

Return on average capital employed (ROCE) increased from 9.9 per cent in 2003-04 to 22.3

per cent in 2004-05.

Return on average net worth (RONW) increased from 5.2 per cent in 2003-04 to 16.5 per cent

in 2004-05.

Earnings per share (EPS) increased from Rs.5.14 in 2003-04 to Rs.18.77 in 2004-05, while

cash EPS increased from Rs.17.79 in

2003-04 to Rs.38.39 in 2004-05.

27
MUL also witnessed a key structural change during 2004-05. The company was originally

set up as a joint venture between the Government of India (GOI) and SMC to provide the

average Indian with a reliable and affordable car. Today, 20 years hence, MUL has come a

long way from charting the initial growth of the Indian automobile industry to becoming

one of India’s leading business organizations

-which has also promoted overall industrial growth through its linkages with vendors.

GOI played a key role in supporting Maruti’s growth. In 2004-05, GOI divested a bulk of

its shares in the company to the public.

GOI offered 72,243,300 equity shares, which is 25 per cent of the company’s share

capital, for sale to the public through the book-building route. Even in a somewhat

bearish stock market, the issue was fully subscribed within three hours of its opening. In

fact, it was over subscribed nearly 10 times at the floor price. Encouraged by the

overwhelming response, GOI exercised the green-shoe option, and offloaded an

additional 10 per cent of the issue size (equivalent to 7,224,300 equity shares).

Thus, MUL is now a listed company in Indian stock exchanges (Bombay Stock Exchange &

National Stock Exchange) with Suzuki Motor Corporation having 54.2 per cent share

ownership. Today, GOI owns 18.3 per cent of MUL’s ordinary shares, while 27.5 per cent is

in public hands.

MUL is a company which is constantly reinventing itself in a sector that is on the move. In

the course of the following sections, we shall discuss markets, operations and financials

of Maruti during 2004-05, and analyze the rapid external and internal transformations in

28
its business. All data pertaining to markets is based on figures released by Society of

Indian Automobile Manufacturers (SIAM).

29
INTRODUCTION

What is Consumer Buying Behavior?

Definition of Buying Behavior,

Buying Behavior is the decision processes and acts of people involved in buying and

using products.

Need to understand:

 Why consumers make the purchases that they make?

 What factors influence consumer purchases?

 The changing factors in our society.

Consumer Buying Behavior refers to the buying behavior of the ultimate consumer. A

firm needs to analyze buying behavior for:

 Buyers' reactions to a firms marketing strategy has a great impact on the firm's

success.

 The marketing concept stresses that a firm should create a marketing mix(MM)

that satisfies (gives utility to) customers, therefore need to analyze the what,

where, when and how consumers buy.

 Marketers can better predict how consumers will respond to marketing strategies.

Stages of the Consumer Buying Process

Six Stages to the Consumer Buying Decision Process (For complex decisions). Actual

purchasing is only one stage of the process. Not all decision processes lead to a purchase.

All consumer decisions do not always include all 6 stages, determined by the de2ree of

complexity...discussed next.

30
 The 6 stages are:

1. Problem Recognition (awareness of need)--difference between the desired state and

the actual condition. Deficit in assortment of products. Can be stimulated by the

marketer through product information— i.e, see a commercial for a new pair of shoes,

stimulates your recognition that you need a new pair of shoes.

2. Information search-

 Internal search, memory.

 External search if you need more information. Friends and relatives (word of

mouth). Marketer dominated sources; comparison shopping; public sources etc.

A successful information search leaves a buyer with possible alternatives.

3. Evaluation of Alternatives you need to establish criteria for evaluation features the

buyer wants or does not want. Rank/weight alternatives or resume search. May decide

that you want to eat something spicy. If not satisfied with your choices then return to

the search phase. Can you think of another alternative? Look in the yellow pages etc.

Information from different sources may be treated differently. Marketers try to

influence by "framing" alternatives.

4. Purchase decision-Choose buying alternative, includes product, package, store,

method of purchase etc. Purchase May differs from decision, time lapse between 4 & 5,

product availability.

5.Post-PurchaseEvaluation--Outcome Satisfaction or Dissatisfaction. Cognitive

Dissonance, have you made the right decision. This can be reduced by warranties,

31
 after sales communication etc.

Types of Consumer Buying Behavior

Types of consumer buying behavior are determined by:

 Level of Involvement in purchase decision. Importance and intensity of interest in

a product in a particular situation.

 Buyer's level of involvement determines why he/she is motivated to seek

information about a certain products and brands but virtually ignores others.

High involvement purchases--Honda Motorbike, high priced goods, products visible to

others, and the higher the risk the higher the involvement. Types of risk:

 Personal risk

 Social risk

 Economic risk

The four type of consumer buying behavior are:

 Routine Response Programmed Behavior -- buying low involvement frequently

purchased low cost items; need very little search and decision effort; purchased

almost automatically. Examples include soft drinks, snack foods, milk etc.

 Limited Decision Making buying product occasionally. When you need to obtain

information about unfamiliar brand in a familiar product category, perhaps.

Requires a moderate amount of time for information gathering. Examples include

Clothes know product class but not the brand.

 Extensive Decision Making/Complex high involvement, unfamiliar, expensive

and/or infrequently bought products. High degree of

32
 economic/performance/psychological risk. Examples include cars, homes,

computers, education. Spend a lot of time seeking information and deciding.

Information from the companies MM; friends and relatives, store personnel etc.

Go through all six stages of the buying process.

 Impulse buying, no conscious planning.

In order to produce successful ads, you must give people exactly what they want.

This article will teach you why people buy the things they do so you can design

your ads to fulfill these needs.

33
 MODEL OF BUYING BEHAVIOR

Marketing
Stimuli

Product
Price
Place
Promotion

Other Stimuli

Economy
Political
Cultural
Technological

Buyer’s Buyer’s decision

Characteristic process
Cultural Problems recognition
Social Information search
Personal Evaluation of
Psychological alternatives
Purchase decision
Post purchase decision

Rural development (rdse)

[3 rdse under 1 sales
executive]
Product choice
Brand choice
Dealer choice
Purchase timings
Purchase amount
34
 PRODUCTS & SERVICES

MARUTI 800

ECONOMY

Great technology enables the Maruti 800 to deliver great fuel efficiency. The Maruti 800

has topped every fuel efficiency survey that has been conducted in the past. The Maruti

800 has the lowest fuel cost per kilometer of any petrol car in the country with a cost of

Rs1.94 per kilometer.This confirms the position of the Maruti 800 as the most fuel

efficient petrol car in the country and Maruti also launched their LPG model which is

more economic than others.

35
 MARUTI OMNI

FOR THE FAMILY

This car position itself in the mind of consumer as a family car. The punch line of the car

is “total solution of the entire family”

Features are:

MPFI Engine

The multi-point fuel injected engine helps to lower emissions and achieve greater fuel

efficiency.

With 37 bhp @ 5000 rpm, you have greater pulling power. A torque of 6.32 kgm @ 3000

rpm ensures better climbing power and lesser gear changes. In other words, less fatigue.

The MPFI engine also meets all the stringent Euro II emission norms

36
SPACE

Stretch out. Open up. Enjoy the luxury of space inside the Omni. The ample headroom

and legroom make long rides comfortable and enjoyable. Reclining front seats with

adjustable head restraints let you relax completely. With its ample luggage space, the

Omni is equipped for anything. Pack in your family, your group of friends, your luggage,

your golfing gear, your picnic hamper…all can fit in snugly.

37
 MARUTI ALTO

Features are:

MPFI ENGINE

Plenty of power, great mileage and low emission make the Alto the perfect choice for

Indian roads. The fuel efficiency of the Alto is better than any other vehicles in its class.

The 16x4 hypertech MPFI engine delivers unadulterated power, begging for fun. The 4-

valves per cylinder MPFI engine mated with a 5-speed gearshift and a 16-bit on-board

computer allows the Alto to effectively combine power with optimal fuel efficiency

RELIABILITY

Here's another first by ALTO, which has been setting records since its introduction in

India!

Alto becomes the first Indian car to undergo a 24 hours endurance test and sets 13

national records in the process.

38
 Wagon R

COMFORT

The smarter race knows exactly how to take the stress out of driving and push driving

comfort to the max. Full flat folding front seats and reclining rear seats allow you to

stretch yourself during long drives. This ensures that you travel in maximum comfort as

compared to cramped seating arrangements in other cars.

The McPherson strut suspension in the front and coil springs at the rear ensures a smooth

comfortable drive. It's not just comfort; Wagon R also has a 1061cc MPFI low friction

engine

SPACE

Nothing cramps the style of the smarter race. That’s why it prefers the Wagon R. Tall

body, high seats and wide opening doors make it easy to get in and get out. Seven cm

taller than the Santro, the Wagon R offers more headroom, amazing spaciousness and

39
a commanding driving position. The split rear seating arrangement along with fully

reclining front and the reclining rear seats gives a first class airline seating

comfort.

The Wagon R comes with an extra large boot space, which is possible because of its

unique design that maximizes space on a compact platform. Caution, safety and

protection are integral to a smarter mindset. And the Wagon R is designed to satisfy

every concern. Just check out the battery of safety features:

Dual side-impact beams in the front and rear doors protect you from lateral collisions.

A long crumple zone shields you in the unlikely event of a frontal collision.

A Roll Control device in the front suspension imparts greater stability and helps the

Wagon R to negotiate sharp curves at high speeds. The 8 inch booster-assisted brakes

equip you well to handle any emergency High seating position gives you a bigger

field of view, allowing you to better anticipate traffic problems before they occur.

40
 MARUTI VERSA

ONE GREAT DRIVE. TWICE THE SAFETY

The Versa is one of the safest cars on the road. It has safety features to guard your

loved ones from road disasters. Side impact absorbing beams in all 4 doors protect the

passengers from side crashes. Front impact beams between the front pillars and the

collapsible steering column shield you from head on collisions.

A steel pipe frame in the rear seat safeguards your family from rear impacts.ELR seat

belts allow free movement, but hold you securely during sudden stoppages. Height

adjustable head restraints, brake boosters and a collapsible steering column further

ensure your safety. When you step out of the house and into your Versa, rest assured

Sink in. Stretch out. Lie back. Indulge

41
Versa's the ideal car for long journeys. Now stretch your legs on those long rides. All

seats* have recliners. In SDX, the 2nd row bucket seats can be slid forward or

backward independently to suit the convenience of the passengers.

The high seat position makes it easy to get in and out and gives superior road

visibility. The front row seats have thick insulation between seat and the engine. Two

layers of PUF and aluminium sheets act as a buffer, protecting the driver from engine

heat. The rear seat also has a steel pipe frame for protection in the event of a rear

impact.

* Except for the folding seat in 2nd row (DX, DX2) and last row seats.

42
 MARUTI GYPSY

Gypsy Advantage

HILLS

 Higher ground clearance of 210 mm to ensure better off-road handling.

 Diaphragm Spring Clutch designed to with stand higher rotational speeds

requiring less release load ,thereby reducing the wear of parts

SNOW

 The Engine that’s high on thermal conductivity, and heats up quickly even under

extremely cold conditions. Thus, there are no starting problems even in the midst

of snow.

43
  1300 cc petrol engine — lighter than a diesel engine, resulting in a higher power

to weight ratio. This ensures better control, more power and greater

responsiveness.

DESERT

 The Engine avoids overheating because its high thermal conductivity enables it to

give off heat much faster

STREAMS

 Maximum power of 80 bhp @ 6000 rpm makes for easier crossings.

 4-Wheel drive for better control and more power at the wheel.

 A higher power to weight ratio of 0.0812 ensures faster acceleration through

streams and muddy terrain.

 DIRT TRACKS

DIRT TRACKS

 Steering Damper ensures that shocks encountered from bumps and potholes are

not passed on to the steering wheel. Thus, any loss of control owing to unexpected

obstacles is avoided.

 The Gypsy is a lighter vehicle weighing in at 1020 kg (hard top) and 985 kg (soft

top). This is a major advantage on sandy or muddy tracts — a heavier vehicle will

get stuck but the Gypsy keeps

44
 SWIFT

The time has come for a new kind of compact car, one that's based on a fresh approach to

design and development, delivers the kind of driver and passenger experience that places

it in a class of its own and has true worldwide appeal.

The time has come for the Maruti Suzuki Swift. The Swift is more eye-catching, more

spacious, more refined, more user-friendly, and a whole lot more enjoyable to drive than

anything else in the compact-car category.

45
 SWIFT DZIRE

Maruti Swift DZire

The new Swift DZire joined the Swift and SX4 in Suzuki's Indian lineup and is intended

to "redefine the market and stir excitement in the entry level sedan segment". It's a good

news for the consumers because Swift DZire, which comes both in diesel and petrol

engines, offers luxury feature options including integrated stereo, steering mounted audio

controls, automatic climate control and power windows as well. Not only this but, it is

also equipped with latests safety features like Dual Airbags, ABS with EDB, collapsible

steering column and an i-CATS anti-theft facility. It's true to say that many of these

46
features are being offered for the first time in this segment in contemporary car market in

India.

Variants Petrol Diesel

LXI LDI

VXI VDI

ZXI ZDI

RANGE OF COLOURS

There is a wide range of colors for the customers. The newly Swift DZire is offered in

seven colours:

Arctic White

Silky Silver

Clear Beige

Midnight Black

Bright Red

Azure Gray

Sovereign Blue

Features

Launched as a replacement of the earlier mid size sedan Maruti Esteem, the Swift DZire

is sophisticated in look and features. There is a long list of features of Swift DZire which

includes:

47
INTERIORS

Steering Mounted Audio Controls:

Swift DZire is equipped with a classy dashboard integrated audio system with remote

control along with powerful speaker.

Automatic Climate Control (ACC):

Whenever you need to choose you temperature, just choose the temperature you desire

and the on-board computers is there to auto-adjust to the weather outside, maintaining

precise cabin temperature.

EXTERIORS

Makes Heads Turn with its desirable exteriors:

There is a chiseled shoulder line to complement muscular flared wheel arches and sills.

Rich chrome styling for an imposing grille and an impressive rear is also there now.

Stylish wraparound tail lamps fitted.

Powerful clear lens headlamps for superior night visibility is and additional benefit for

you.

Headlight leveling allows you perfect light beam adjustment while driving.

A high mounted stop lamp and a rear bumper-integrated fog lamp give clear signals to

following traffic, thus avoiding accidents.

Comfort & Convenience

48
Indulge your desire of complete comfort:

All around power windows for improved convenience to the drivers is there now.

Sounds absorbing materials and vibration dampers for a smooth and pleasurable drive.

Now, there is height adjustable drivers seat for personalized driving position.

A tilt adjustable steering column lets you to set it just right for your height, so you enjoy

a comfortable drive and enjoy the ride even for long distance.

Improved comfort in the back row for those who don't drive but enjoy the ride.

Variants

49
 MARUTI SX4

Maruti Suzuki SX4

Maruti Suzuki India Ltd.. is out with it's cutting edge new model, Maruti Suzuki SX4, a

joint venture made by two of automobile czars, Suzuki and Maruti. The model closely

follows the Swift platform, therefore, it is easily available with exclusive features which

makes it all the more desirable among car connoisseurs. A mini SUV (sport utility

vehicles) style, SX4 is almost like a car in it's construction & comfort context.

The model is found in two- and four- wheel drive. With two variants, the model is all set

to conquer the Indian auto biz market. These are commonly referred as the "Urban Line"

& the "Outdoor Line", where the latter is more like an SUV in appearance compared to

the first one. The car is expected to have 1590cc petrol engine making it capable enough

to deliver a power of 94bhp and a torque of 13.4kgm.

50
OTHER FEATURES

Maruti Suzuki SX4 is assorted with elegant features which makes the model worth

possessing. These are :

ABS

EBD

Dual SRS airbags

Front and rear side doors having impact beams

Seat belt pre-tensioners

Force limiters

Car immobilizer

Anti theft device

Switchable three-mode 4x4 system for :

2WD

4WD Auto mode

4WD Lock mode

Colors for Maruti Suzuki SX4 are quite unique & contemporary in nature.

51
 GRAND VITARA

Grand vitara is anew segment entered by maruti. Initially they are just in traditional cars

business Grand vitara is a SUV (sports utility vehicle) with a powerful engine of 2600 cc.

It is fitted with a MPFI diesel engine. It delivers 4x4 drive.

Price charged for grand vitara is between 13.5 lakh to 16 lakh. It is of premium segment.

52
 MARUTI RITZ

Maruti Ritz Review

Maruti Ritz is the perhaps the most awaited and hyped car from Maruti Suzuki. The car

is positioned in the premium A2 market segment, which includes its compact offering

such as Alto, WagnoR, Swift, Zen and the newly-launched A-Star. Hundai has already

launched their i10 model in the Indian market. Now, it’s the turn of market leaders

maruti Suzuki to respond with a brand new vehicle for the Indian market. Engineers from

Maruti Suzuki worked at close quarters with their Japanese counterparts in the

development of the Ritz, much like that for the A-Star.MUL seems to be going the

complete distance to insure that the Ritz manages to make an impact on the cut-throat A-

53
2 hatchback space. How far the new Ritz manages to complete with its counterparts is

yet to be seen in the time to come.

Ritz launched in the Indian markets on 15th May,2009, the Ritz Maruti is one

of the first BS-IV complaint cars of India. Priced at Rs 4 Lakh to Rs.5 Lakh,

the Ritz Maruti has a sporty new look with cool spacy interiors. It's true to

say segment in contemporary car market in India.that many of these features

are being offered for the first time in this segment in contemporary car

market in India.

Mruti Ritz LXi

Mruti Ritz VXi

Mruti Ritz VXi ABS

Mruti Ritz ZXi

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Mruti Ritz VDi

Mruti Ritz LDi

Mruti Ritz VDi ABS

Features

 Alloy wheels

 Engine immobilizer(iCATS)

 Steering-mounted audio controls

 Front seat under tray

 60:40 rear split seats

 Driver seat / Steering wheel / Seatbelt height adjustor

55
 MARKETS

DOMESTIC

Maruti primarily operates in the passenger vehicles market with an emphasis on

passenger cars. During 2004-05, the Indian passenger vehicles market finally attained

critical mass with sales volume of 900,752 units — a 27.4 per cent increase from 707,198

units sold in 2003-04.

The passenger vehicle market is divided broadly into the following three categories:

1. Passenger cars

2. Multi-purpose vehicles (MPVs) and 3. Utility vehicles (UVs)

Within these categories, MUL’s presence in order of prominence and in volume term is in

passenger cars, MPVs or the C segment and UVs or the B segment. Chart B gives the relative

share of each segment in Maruti’s passenger vehicles sales, where passenger car sales have

been broken up according to the SIAM based classification (A1-A6).

PASSENGERS CAR

In volume terms, passenger car sales accounted for over 77 per cent of the Indian passenger

vehicles market and grew by 28.6 per cent from 541,491 units in 2003-04 to 696,207 units

in 2004-05. Maruti continues to be the market leader. During 2004-05, not only did

Maruti grow due to the overall market growth, but also managed to overcome intense

competition and gain market share — which increased from 50.8 per cent in 2003-04 to

51.4 per cent in 2004-05.

56
The Indian car market is classified into six categories based on the vehicle length

 1: Mini — up to 3,400 mm.

 A2: Compac — from 3,401 mm to 4, 000 mm.

 A3: Mid-size — from 4,001 mm to 4,500 mm.

 A4: Executive — 4,501 mm to 4,700 mm.

 A5: Premium — from 4,701 to 5,000 mm.

 A6: Luxury — 5,001 mm and above. MUL has presence in three of these categories namely A1,

A2 and A3. Chart C plots MUL’s sales volumes in these three categories for 2004-05 and

2003-04.

A1 CATEGORY: With its Maruti 800, your company is the only player in this category.

Sales volumes increased by 16.9 per cent during 2004-05. Growth in this economy

segment comes mainly from first-time buyers, and consumers buying their second car.

Penetrating this market requires greater reach in distribution, and MUL is undertaking

many efforts in this direction.

A2 CATEGORY: Maruti has three models in this category — Zen, Alto and Wagon R.

This is the segment where the company faced stiff competition in the last few years, and

had lost some ground due to delays in launching new models. Things have fundamentally

changed in 2004-05. Through a well-crafted strategy, Maruti consolidated its leadership

position in the A2 category. While the category grew by 23.4 per cent in 2004-05, MUL’s

57
sales volume grew by 46 per cent. Consequently, the company’s market share has increased

from 40.3 per cent in 2003-04 to 47.7 per cent in 2004-05.

We believe that given India’s income distribution and low levels of car penetration, the

A1 and A2 segments will continue to register strong growth as the population increases its

levels of motorization. Today, India is the second largest two-wheeler market in world

with sales of around 5 million two wheelers during 2004-05. The existing stock of two

wheelers on India’s roads is over 50 million. With cheaper credit facilities, many users of

two-wheelers, especially in the higher end segment, should shift to cars in the A1

category. MUL is the dominant company in India, which has the models to tap this huge

growth opportunity. To penetrate deeper into the Indian market, MUL has tied up with the

State Bank of India (SBI) to finance cars. SBI has the widest branch network in India, and

we expect to reach parts of the rural markets hitherto uncovered by retail finance

availability.

Apart from strengthening the distribution network, key initiatives that drove this

growth during 2004-05 include:

 Strengthening the brand image of the three models through advertisements and sales

promotional initiatives.

 Repositioning Alto in a niche space between A1 and A2 cars. Aggressive pricing of the

Alto was supplemented by a strong ad campaign that targeted the younger generation.

These factors played a role in boosting the volume of Alto sales by over 125 per cent.

58
 New variant o f the Zen was launched in the latter half of 2003, which

rejuvenated the brand in t he market. There were also signifi cant changes in

the Wagon R, which contributed to a vo lu me growth o f 59 per cent.

A3 CATEGORY: This is a highly fragmented category with several models, and no

single player has major leadership position. MUL’s two models —Swift Desire& SX4—

have a combined market share of a little over 10 per cent. Maruti lost some market share as

its volume sales grew by around 30 per cent, against the overall category’s growth of 50.8

per cent. In the last quarter of 2004-05, to increase market penetration, MUL revised the

prices of SX4 downwards and launched a new version — the SX4Lxi. We have already

started witnessing results from this initiative.

59
 MULTI-PURPOSE VEHICLES (MPVS)

In this segment, Maruti’s models include the Omni and the Versa. Here, Maruti is the

dominant player with nearly 100% market share. In 2004-05, the company’s sales

volumes grew by 14.7 per cent.

During the latter half of the year, Maruti launched an economy model of the Versa. A

new Omni variant, which runs on LPG was launched to tap newer cargo markets.

Passen ger Ca rs + M PV M a rket

Passenger cars and MPVs are generally analyzed as a comprehensive segment. Maruti

marginally increased its share in this segment with about 55.2 per cent in volume terms

during 2004-05. Segment with a market share of only 2.5 per cent. The primary model

in this segment is the Gypsy. During April 2003, the company

Launched its state-of-the-art sports utility vehicle (SUV) — the Grand Vitara.

Cu st o mer Or ie nt at io n

The growth in sales volumes is a consequence of Maruti’s continuous stress on

customer focus. Regular interface and feedback from customers is integral to the

company’s planning process. A tribute to its efforts at improving customer satisfaction

is the top ranking given to the Wagon R in the premium compact segment, and

Esteem in the entry midsize segment, by JD Power’s survey on IQS. Table 1 gives a

snapshot of five top reasons why people buy Maruti cars as per the JD Power survey.

It is important to note that the rating, which was between 10 and 20 per cent in 2000, has

increased to above 50 per cent in 2003. Another interesting point is that while Maruti’s

60
 UTIL ITY VEH I CLES ( UVS )

Diesel vehicles dominate this segment with a share of around 95 per cent. This is

mainly because vehicles in this segment are by nature heavy and diesel has a policy

determined price advantage over petrol. Since Maruti does not have a diesel vehicle

today, it remains a small player in the MUV economy factor was the most important

reason for purchase in 2000, the company’s reputation has become the leading factor

determining the customer’s purchase decision in 2003. Thus, Maruti has managed to

build a strong brand image in the last four years. MUL’s technological capabilities are

getting greater recognition as in 2003: “good technology” became one of the five

leading reasons cited by customers for buying a Maruti car.

Dealership and Service Network

This high level of customer satisfaction and award of number 1 position in customer

satisfaction by world renowned J D Power survey for four times in a row can be translated

into sales only through a strong dealer network, which actively reaches out to potential

customers. The company has extended its dealership network to 280 sales outlets, spread

over 182 cities, and has a service network of more than 1900 workshops spread across 1000

cities. The confidence of the dealer community in Maruti is spelled out by the fact that 28

existing dealers made large investments and opened new showrooms. On the same lines,

59 new workshops were opened by 51 existing dealers.

The automobile industry has two levels of customers — the dealer and the buyer. It is

imperative to have a robust dealer network to push sales to the final customer.

61
Therefore, MUL treats its dealers as its first level of customers. In the last three years,

Maruti has worked hard to revitalize and strengthen its dealership network.

Apart from having a good product, the key factor in developing a good dealer network is

to assure profits for the dealers. Maruti believes that selling a car is only the beginning of

a long-term relationship with the car buyer. During the course of a car’s life, there are

many services and products which can be offered to the customer like finance, accessories,

insurance, service, spare parts and finally trade-in resale opportunities.

MUL offers its customers a suite of products through its authorized dealers, which meets

all the requirements during the life cycle of a car. This not only meets a much larger

basket of customer needs but also provides dealers with the opportunity to generate

greater profits. Other services that have been launched under new business initiatives of

Maruti include Maruti Finance (a consortium of finance companies), Maruti Insurance

and the pre owned cars business under the True Value brand name. In all these businesses,

Maruti plays the role of an aggregator and brand manager. None of the risks related to these

businesses are booked in the books of MUL.

Most dealers have understood the importance and profitability of this new business

model and their strong motivation has resulted in record top-line growth for 2004-05.

A key initiative to promote best practices on the dealer front has been the practice of the

balanced scorecard to evaluate dealers. Those dealers who achieve or exceed a certain score

are financially rewarded for their efforts.

62
The company acknowledges that superior customers experience is only possible if the

dealers’ employees are adequately trained. To achieve this, training is undertaken in all

areas of dealership operations.

We are proud to state that Maruti’s dealer’s technicians were ranked the best among Suzuki

distributors in South-East Asia; and now, an Indian team will participate in the

International Technical Skill Competition in Japan.

63
 EXPORTS

2004-05 was also a landmark year for Maruti in terms of exports. The FOB value of exports

grew by 51.7 per cent from Rs.6,204 million in 200203 to Rs.9,410 million in 2004-05

— which is the highest ever in Maruti’s 17 years’ export history. It is also the first year in

which the company exported over 50,000 vehicles. It exported 51,175 units. Maruti’s

export growth has been driven primarily by 56.8 per cent increase in exports of Maruti 800,

and 60.5 per cent growth in exports of A2 category cars. Within the A2 category the YG4

(Alto) was a huge success in the European market, where 34,399 Suzuki Altos were sold

during 2004-05. The M-800 and the Zen were very well accepted in Algeria. We also

achieved substantial growth in our exports to Algeria, Belgium, Bhutan, Chile, Denmark,

Germany, Hungary, Nepal, Sri Lanka and UK. Maruti entered the Gulf market (Saudi Arabia,

Kuwait and Qatar) for the first time with the new Alto GCC specifications, specially

designed for this region.

O P E R AT I O N S

Your company remains steadfast in its quest for achieving higher operational efficiencies.

This includes efforts at reducing costs, increasing productivity and maintaining delivery

schedules.

An example of Maruti’s strength in operations is its capability to roll out two vehicles

every minute from its shop floor. It is on the foundation of such strong operations that

MUL offers its customers a suite of 10 models in over 50 variants.

64
In times of unfavorable market conditions, our operational efficiencies have helped us

remain competitive. Today, as markets have turned upbeat, we have leveraged this

strength to seize opportunities and ensure that profits outpace top-line growth.

PRODUCTION

Spread over 297 acres, Maruti has three fully integrated production facilities with a

combined capability of 500,000 units per annum. Chart D shows the category-wise

production of vehicles in 2003-04 and 2004-05. Production increased across all categories

of passenger cars — the A1 category grew by 20.4 per cent, A2 grew by 47.7 per cent and

A3 grew by 33.8 per cent. Total vehicle production increased by 31.4 per cent from

359,960 units in 2003-04 to 472,908 units in 2004-05.

Two years ago, in the backdrop of fierce competition, your company had initiated a

program called ‘Challenge 50 — go fast, high quality’ across its production facilities.

The principal philosophy behind this program is to raise our productivity levels by 50

per cent in three years through Kaizen and continuous performance benchmarking. 2004-

05 is the last year of this program. As shown in Chart E, this program has already yielded

impressive operational gains for the company. A critical parameter that measures

efficiency of production systems in the automobile industry is man-hours spent in

producing one vehicle. This has improved by around 54 per cent in the last three years. In

addition, there has been a considerable reduction in inventory holding period, which

dropped from 30 days in 2003-04 to 19 days in 2004-05.

65
SUPPLIER MANAGEMENT

In an industry like automobiles, where large part of its components are outsourced, vendor

management becomes a critical operation. This has always been a key focus area for your

company. When MUL started its operations in India, auto-component suppliers were

almost non-existent. Thus, one of the immediate goals was to develop and establish a

competent vendor base. This involved providing capital, transplanting technology, and

developing production processes for suppliers.

Today, this situation has changed. The Indian auto-component industry is increasingly

finding global recognition for its production capabilities and low costs. This has

considerably eased pressure on the vendor development front. Nevertheless, given the

severe competitive pressures over the last few years, vendor management has become

critical to the business. Some of the operational issues in this regard are discussed below.

220 at the end of 2004-05. This has helped us enhance supply chain efficiencies by lowering the

time and costs involved in dealing with more vendors. It has also provided our vendors with the

requisite volumes to realise economies of scale. Going forward, we plan to have technically and

financially capable set of vendors, whose standards match up to those of Maruti.

improving quality and productivity of the vendors is a priority area for Maruti. While the

average standards have improved significantly over the years, there is still high variability.

Hence, improvement in this area is of considerable importance to MUL.

our company has been encouraging vendors to develop their own technology and R&D

capability. In the long run, Maruti expects its vendors to initiate and develop specialised

66
 components on their own, while it focuses energies on its core competency of making better

cars.

R&D AND TECHNOLOGY

R&D activities of Maruti have the twin objectives of reducing product costs by

developing capabilities of local vendors and becoming a regional R&D hub for all Suzuki

operations. The company has adopted a ‘focused model cost reduction’ technique.

Maruti has been continuously engaging in Value Analysis/Value Engineering (VA/VE)

activities across its operations. This initiative has gathered greater momentum this year

with the introduction of ‘Junkai’ (or ‘Focus’) visits by our engineers to our vendors’

production facilities. Junkai visits facilitate development of fresh VA/VE ideas for cost

reduction and also reduce the cycle time for idea evaluation.

In addition, Maruti has started conducting cost workshops with vendors supplying high

cost parts. In these workshops, current cost structures of vendors are analyzed in detail and

specific cost reduction targets suggested. To help vendors achieve these targets, a team of

engineers from Maruti and Suzuki visit their production facilities and develop an action

plan to meet these targets. The assistance of vendors’ collaborators, wherever applicable,

is taken to accelerate implementation.

The action plan often includes VA ideas, localization of inner parts, and reduction in cost

of bought-out parts, yield improvement and process cost reductions. In the year under

review, 33 such visits were made.

In its early days, the Maruti R&D centre was primarily involved in providing technical

assistance to local component manufacturers. Over the years, this centre has developed

67
capabilities for face lifts and body changes of current models. These include styling, clay

modeling, computer aided design, prototype making and its evaluation, and stamps / dies

designing. All modifications done on the new Zen model introduced by the company in

200304 were carried out in-house by the R&D team. The dies for the new body panels were

developed in- house die-shop for the first time. All the changes required in the existing

production facilities were also developed in house, resulting in significant reduction in

the investment required for these modifications.

QUALITY

Maruti has raised the bar for quality checks by adopting the ‘Global Customer Audit

(GCA)’ mechanism. The GCA methodology places a great deal of emphasis on delivering

products which meet the quality requirements of our customers. In this process, a select

number of cars are picked at random everyday and taken through rigorous tests.

This includes examining the vehicle in ‘static condition’ and then in ‘dynamic condition’

by test driving it under varied road conditions to check all functional parts. The total cycle

time for GCA is 95 minutes per vehicle. Based on the GCA feedback, requisite remedial

measures are undertaken to ensure that defects are not carried in vehicles which are under

production.

In the year under review, MUL introduced the concept of ‘Quality Gates’ across its

manufacturing processes. These ‘Quality Gates’ have been positioned at 110 key

locations throughout the manufacturing process, and provide real-time feedback for

continuous process improvement by following the concept of “plan-do-check-act”.

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MUL’s press shop and related functions received the TS 16949 quality certification in

2004-05. While we are proud of this achievement, we believe it is imperative that these

high quality standards be shared by our vendors too. To this end, MUL is actively

involved in assisting its suppliers to improve their quality practices to TS 16949.

We are pleased to report that our initiatives on the quality front have yielded gains:

 MUL was ranked No. 1 in the prestigious JD Power Customer Satisfaction Survey, 2003.

This No.1 rank is for fourth time in a row — which is a world record for any automobile

leader in a country.

 In 2003, Maruti models topped ‘Initial Quality Study’ conducted in India by JD Power

Asia Pacific. In the highly competitive A2 segment, Wagon R was rated best in overall

quality rating, followed by the Zen; while in A3 segment, Esteem achieved top ranking in

2003.

In 2004-05, NFO, an international survey agency, ranked Maruti WagonR as no.1 in the

‘Total Customer Satisfaction’ for Premium Compact segment.

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 HUMAN RESOURCES

Maruti’s most valuable asset has always been, and will continue to be, its people.

The successes and accomplishments of the company over the years have been entirely due

to the motivation, dedication and commitment of its employees.

It has been a constant endeavor of the management to share with its workforce the

opportunities and challenges faced in its business operations.

This initiative was given a major thrust with organizing a training program for the union

working committee members so that the message reached the workmen. Through this

training program, management shared its perception of the company’s future and

familiarized the union members with the competitive pressures faced by the company.

Subsequently, a one-day training program, ‘Sankalp’, was launched to cover 100% of our

workmen on the global business trends and the ever-increasing competition. The

objective was to highlight the need for a change in mindset and approach to business. The

Sankalp series will continue through the year to cover the entire workmen population.

Encompasses a flexible perquisite basket based compensation package. Going forward,

we believe that this agreement would provide us the confidence and strength to keep our

costs competitive and bring in greater operational resilience.

Developing human resource capabilities across all levels and functional areas is integral

to the company’s human resource philosophy. As a part of this, Maruti Udyog sends its

workers, supervisors and engineers to Suzuki factories in Japan for on-the-job training

programs. Varying from one month to two years, these programs are not only aimed at

enhancing technical skills but also inculcating the Japanese way of working and

70
facilitating cross-cultural exchange. Management training programs focusing on

leadership and change management were organized by the Company for all departmental

heads.

Apart from this the Company also has a well-structured, one yearlong training-cum-

orientation program for new campus recruits.

In light of mounting competitive pressures, a priority area for Maruti is to rationalize and

redesign its manpower needs to transform itself into a lean and competitive organization.

To this end, Maruti offered a Voluntary Retirement Scheme (VRS) to its employees in the

year under review. This offer was accepted by 1,251 employees, and followed an earlier

VRS offer made in 2001-02, which was accepted by 1,050 employees.

As on 31 March 2004, Maruti Udyog has 3,334 employees. Industrial relations

remained cordial throughout the year and not a single day’s work was lost due to strikes

or disputes. During 2004-05, a five year wage settlement agreement was signed by

MUL with its workers’ union. Apart from bringing in the concept of cost to company in

the remuneration scheme for workers, this agreement.

71
 INFORMATION TECHNOLOGY

Since its inception 20 years ago, Maruti Udyog has made concerted efforts to leverage

innovative and cutting-edge Information Technology (IT) tools to enhance operational

efficiencies. The IT initiative of the company started in 1983 with the implementation of a

booking system for its vehicles. With growing business complexities, IT tools have now

found use across all areas of operation including marketing and sales, finance, plant and

production management, raw material and spare parts management.

As mentioned earlier Maruti has the widest network of dealer comprises dealership

showrooms, workshops and authorized service stations spread across the country. Currently

transactions with these dealers are through a centralized ‘extranet’, which allows dealers to

log in and transact business in an online mode. While this system has proved to be effective,

to further enhance operational efficiencies, the company is in the process of launching a

first-of-its-kind Dealer Management System (DMS).

This system — implemented in Application Service Providing (ASP) mode — will

provide real-time information on all transactions between dealers and the company. It

would bring in ‘downstream-visibility’ into the distribution network, and standardize

service delivery at customer touch points.

The system is presently undergoing pilot-testing, and is expected to be operational by

November 2004.

Maruti has also introduced a Vehicle Tracking System (VTS) at two of its plants. This acts as

an interface between business and shop-floor systems. It enhances shop-floor efficiencies

72
by providing accurate and timely instructions to the shop-floor, along with a feedback to the

business systems. Going forward, this infrastructure should provide additional strategic

capability of introducing more products and variants on the same production facilities. VTS

along with existing Quality Gate System has considerably enhanced our quality control

systems and has given us an important competitive advantage in today’s scenario.

One of the key initiatives on the operations front has been the introduction of E-Nagare— a

system for material scheduling and ordering. This is one of the best practices inherited from

Suzuki, and has significantly smoothened our Just-In-Time (JIT) operations on the shop-

floor.

MUL has also taken up e-sourcing as one of the key focus areas for cost reduction and

improved procurement. The company has successfully used this to significantly reduce

costs of procurement, while bringing in greater transparency into the system.

Going forward, MUL intends to increase procurement through e-sourcing, and is in the

process of deploying a software solution which is integrated with MUL’s internal

applications.

Knowledge management is another area of focus for MUL. To this end, an intranet portal

using Microsoft Share point software — one of the first six free sites of this product

developed by Microsoft before its launch worldwide — has been established, and is

finding increasing popularity among employees across all levels and functional areas .

73
OBJECTIVES OF THE PROJECT

74
 OBJECTIVES OF THE PROJECT

The objectives are.

1. To find the mode of purchase by the customers.

2. To find the brand status, brand loyalty in the mind of customer for the

comparison of Maruti & Hyundai cars.

3. To find the various sources of information about cars from primary data through

customers.

4. To find and analyses the various parameters of buying decision of customers.

5. To find the Strength, Weakness, Opportunity, Threats of the company.

75
 SCOPE AND THE LIMITATION OF THE STUDY

 The scope of study is limited to the respondents selected from in and around

Gorakhpur.

 The sample unit was of 150 respondents.

 The project is carried out for a period of 45 days.

 Measurement of customer satisfaction is complex subject, which uses non-objectives

method, which is not reliable.

 However, MARUTI SUZUKI Automobile showrooms are located in other places i.e.

locally and even in the neighboring states. Only opinion of respondents of Gorakhpur

city was considered for finding out the opinions of respondents.

76
 RESEARCH METHODOLOGY

Marketing Research is the backbone of marketing. The objective of my research is to

Determine Customer Profiling & Purchase Parameters.

The nature of my research is exploratory research. It’s goals to shed light on the real

nature of the problem and to suggest possible selection and its involves number of steps.

I. Define the Problem & Research Objective:

Management must define a problem in broader way. Because it is said that

defining the problem is half solved and the objective of my research is to study

the consumer perception about MARUTI CARS in the comparison of HYUNDAI

CARS over in Indian consumer durable industry.

II. Develop the Research Plan

The second stage of marketing research calls for developing the most efficient

plan for gathering the needed information.

Designing the research plan calls for decision on the data sources, Research

Approaches, Research Instrumental, Sampling Plans & Contact Methods.

77
 (a) Data Sources

I have collected my research data from secondary as well as primary sources

from random sampling survey.

Primary Data

Mostly in marketing research involves some primary data collection by the

questionnaire

Sample Size: 100

Sample Area: Gorakhpur

Secondary Data

Magazines, Catalogue, Newspapers, Product Profile & Internet.

(b) Research approaches

Primary data can be collected into five ways – observations, focus groups,

survey, behavioral data & experiments and here I have used survey research.

TARGET MARKET

The target market of our study was mainly concentrated to the recent car buyer's and the

survey was conducted at the point of purchase.

METHODOLOGY

The tool used for this research is questionnaire, administered and filled by interviewees.

The questionnaire was typed and presented to respondents in an arranged manner. In this

78
process the personal interview came very handy in explaining the respondents the exact

list of questions or if they face any problem while answering the questionnaire or in

clarifying any confusion they had. Personal interviews provided flexibility in the sense

that the researcher was able to provide further clarification or explanation whenever

required.

Following facts were kept in mind while preparation the questionnaire:

1. The questionnaire is in an easy language

2. Maximum questions are of multiple choice questions and there can be more than

one answer for most of them

3. The comments and suggestions were open-ended questions so that the respondent

could elaborate upon his thoughts

4. The size of the questionnaire is not too long. This is to make the job feasible both

for the respondents and researcher

79
80
 AREA WISE PEI CHART BASED ON EVERY
CUSTOMER SURVEY OF DIFFERENT AREAS IN
GORAKHPUR

Different car brands Maruti Hyundai Others

% of customer’s like 45 40 15

INTERPRETATION:

Maruti is most suitable Car products in “station road” for customer. The

45 % likes of maruti, 40% of Tata Motors and the lowest is 15% of others.

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 Different car brands Maruti Hyundai Others

% of customer’s like 55 40 05

INTERPRETATION:

Maruti is most suitable Car products in “Padleyganj” for customer. The 55 %

likes of maruti, 40% likes of Hyundai and 05 % of others.

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 Different car brands Maruti Hyundai others

% of customer’s like 65 25 10

INTERPRETATION:

Maruti is most suitable Car products in “Mohaddipur” for customer. The 65 %

likes of maruti, 25% likes of Hyundai and 10 % of others.

83
 Different car brands Maruti Hyundai others

% of customer’s like 70 20 10

INTERPRETATION:

Maruti is most suitable Car products in “Sahara estate” for customer. The 70 %

likes of maruti, 20% likes of Hyundai and 10 % of others.

84
 Different car brands Maruti Hyundai others

% of customer’s like 55 20 25

INTERPRETATION:

Maruti is most suitable Car products in “Sahara estate” for customer. The 55 %

likes of maruti, 20% likes of Hyundai and 25 % of others.

85
 Are you satisfied with the function of the marketing

Intermediaries?

Factors % of Responses

Exellent 45
Good 35
Average 20

86
 Do you think that particular brand Maruti gives you required

return in the presence of Hyundai?

Factors % of Responses

Yes 76
No 24

87
Company wise division of the cars purchased

Cars purchased Maruti Tata Hyundai

In % 45 30 25

INTERPRETATION

The above figure shows that the ALTO model of Maruti commands a good share in the

market, followed by WagonR and hot selling Zen. ALTO& Maruti 800 is the undisputed

leaders of the roads of Gorakhpur.

Alto model has the largest share in the export category, and is marketed in Europe.

Versa's sale has got to pick up because costumers have an unclear picture in their mind

regarding the car being high priced which is actually a myth.

88
The mode of purchase of the vehicle
Mode of
Cash ICICI SBI HDFC PNB M&MFSL
Purchase
In % 16 36 12 19 8 9

MODE OF PURCHASE

40

35

30

25

20

15

10

INTERPRETATION

As can be seen in the figure above the availability of easy loan has attracted the

consumers to much so that the out of the cars purchased only 16 % of the vehicles are

paid for in cash. With the mushrooming of finance companies the rate of interests has

been continuously reducing.The two rivals in car financing are ICICI and SBI bank with

ICICI leading the race due of more and wider presence.Easy availability of finance have

up surged the demand for higher segment cars with more and more people who have the

capability of paying cash opting for finance due to hassle free approvals and lowest

89
TO FIND THE BRAND STATUS IN THE MIND OF CUSTOMER.

QUESTIONS:

1. Which are the three brand (companies) that come to your mind when you think of

a car?

__________________

__________________

__________________

2. Which two TV car commercials (Ads) can you recall right now?

_______________________________________

_______________________________________

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The brand-recalling test showing the brand that has the picture in consumer's mind

Brand Recalling Maruti Hyundai Tata Honda Fiat Ford

In % 97 66 40 20 19 12

BRAND RECALLED

120

100

80

60

40

20

0
INTERPRETATION

As seen in the figure above somewhere down the line people do recall Maruti when they

are asked to name a brand that comes to their mind at the first instance. Followed by

Maruti is a close competitor Hyundai which relies on aggressive marketing tools,

followed by the good old Tata which their flagship Indica.

It can be seen that the more the people recall the brand the more likely are the chances

of good sales turnover

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The advertisements that strike

Maruti
Advertisement WagonR Versa Alto Maruti800 service Zen Hyundai
In % 3 8 12 11 4 4 58

ADVERTISEMENT RECALLED

70

60

50

40

30

20

10

0
WagonR Versa Alto Maruti800 Maruti service Zen Hyundai

INTERPRETATION

As said earlier in the above brand recalling analysis Hyundai commands a higher

recalling power when it comes to Media advertisements because of its high advertisement

budget.

Also the hot favorite in Maruti ads is the Bachaan father and son ad with the highest

recalling in Maruti brand of cars.

92
TO FIND VARIOUS SOURCES OFINFORMATION ABOUT CAR.

QUESTION:

What were the sources of information when you purchase the Maruti car?

Sports channels

 Star sports ESPN

 Ten sports

 Any other ____________________

News channels

 Aaj Tak

 Zee news

 Star News

 Any other __________________

Entertainment channels

 Star

 Zee

 Any other ____________________

News papers

 Times of India Hindustan Times

 Economic Times Amar Ujala

 Bainik Bhaskar Navbharat Times

 Any other _____________________

93
 Magazines

 Business World Overdrive

 India Today Outlook

 Auto car India Business Today

 Any other _________________________

Entertainment STAR SPORT ESPN TEN SPORTS

IN 45 24 31

SPORTS CHANNEL MOSTLY ACSSESED

50
45
40
35
30
25 Series1
20
15
10
5
0
STAR SPORT ESPN TEN SPORTS

94
Entertainment Channel Mostly Watch

Entertainment STAR Zee SONY

In 54 24 15

ENTERTAINMENT CH AN NEL MOSTLY WATCHED

60

50

40

30

20

10

0
STAR Zee SON Y

INTERPRETATION
Summarizing the above figures we can say that the people watch Star Sports the most

followed by ESPN and Ten sports therefore we can say that it would be better for Maruti

to advertise on Star rather than Ten sports. But one has to look at the target audience and

then make a feasible decision; it is possible that a media is good for a certain class of

target audience. Likewise Star has a much wider coverage

than other entertainment channels followed by Zee and Sony India.

95
Print Media
AMAR RAS- ECONOMICS
Newspapers read TOI DAINIK
UJALA SHARA TIMES
In % 18 12 23 40 7

NEWS PRINT MOSTLY READ

45
40
35
30
25
20
15
10
5
0
TOI AMARUJALA RAS-SHARA DAINIK ECO-TIMES

96
Print media is perhaps the most effective and the most widely circulated media and a

good medium for advertising but one has to be sure about its target audience and then

resort to division of the same into different segments. Such as people reading English

newsprints or Hindi or for that matter any other language but it is important that to make

the ad effective it should be positioned right. DAINIK JAGARAN is the most widely

circulated as well as read newspaper in and around Gorakhpur, followed by Rastriya

sahara.

97
 Auto Business
India
Magazines read India Outlook Overdrive World
Today
In % 14 9 4 8 34

MAGAZINE MOSTLY READ

40

20

0
Auto India
Outlook
Overdrive
Business
world India
Today

INTERPRETATION
Similarly the magazine India Today is quite a source of good information for the elite

class.There is a saying that "Advertising is a social waste" but it is advertising that makes

the customer aware and the right kind of expenditure is definitely a necessity in today's

competitive environment

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 STEPS of computation of ranks:

1. Calculating how many people gave what ranks to the factors which were taken

under consideration and summing them up.

Maruti sample size=33

Resale After Adver- Brand Repeat

Feature
Ranks Price Discount Mileage value Looks sales Reference tising Image purchase
s
1 21 1 2 2 1 0 0 0 0 5 1
2 3 4 11 5 3 3 2 0 1 1 0
3 3 1 7 5 8 5 1 1 1 1 0
4 0 0 2 3 8 10 0 1 1 8 0
5 0 2 3 4 3 3 4 1 4 6 3
6 0 3 2 2 2 4 4 2 8 5 1

In the figure above 21 people gave price as its first preference followed by 3 people each

who gave 2nd and 3rd rank to price. Similarly for mileage 2 people had ranked it 1st and

so on

99
 2. Percentage representation of the same out of the sample size of 33
customers..

Resale After Adver- Brand Repeat

Ranks Price Discount Mileage value Looks Sales Reference Tising Features Image purchase
1 0.64 0.03 0.06 0.06 0.03 0 0 0 0 0.15 0.03
0
2 0.09 0.12 0.33 0.15 0.09 0.09 0.06 0 0.03 0.03
-
3 0.09 0.03 0.21 0.15 0.24 0.15 0.03 0.03 0.03 0.03 0
4 0 0 0.06 0.09 0.24 0.3 0 0.03 0.03 0.24 0
5 0 0.06 0.09 0.12 0.09 0.09 0.12 0.03 0.12 0.18 0.09
6 0 0.09 0.06 0.06 0.06 0.12 0.12 0.06 0.24 0.15 0.03

100
3. Taking weights for the ranks so that all the figures come on a
common platform

Ranks Weights
1 30%
2 25%
. 3 20%
4 12.50%
5 7.50%
6 5%

Rank 1st have been given a 30 percentage weigh because this is driving factor i.e.

it is the first and foremost thing that comes to a consumers mind when he goes for a

purchase, likewise rank 6th which is somewhere in the mind of customers but doesn't

make an impact on the purchase decision.

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 4. Multiplying the percentages found in step 2 with their respective
ranks to get a cumulative score.

Resale After Adver- Brand Repeat

Ranks Price Discount Mileage value Looks sales Reference tising Features Image purchase
1 0.192 0.009 0.018 0.018 0.009 0 0 0 0 0.045 0.009
2 0.023 0.03 0.083 0.038 0.023 0.023 0.015 0 0.008 0.008 0
3 0.018 0.006 0.042 0.03 0.048 0.03 0.006 0.006 0.006 0.006 0
4 0 0 0.008 0.011 0.03 0.038 0 0.004 0.004 0.03 0
5 0 0.005 0.007 0.009 0.007 0.007 0.009 0.002 0.009 0.014 0.007
6 0 0.005 0.003 0.003 0.003 0.006 0.006 0.003 0.012 0.008 0.001
TOTAL 0.233 0.055 0.161 0.109 0.12 0.104 0.036 0.015 0.039 0.111 0.017

102
5. Graphical representation of the total scores

RANKING ANALYSIS MARUTI

0.25

0.2

0.15
0.1

0.05

INTERPRETATION

The above figure clearly depicts that the customer base of Maruti 800 is much more price

cautious and mileage is the next best thing that they want. But they do give importance to

the looks, after sales service and resale value of the car. These people are also inclined

towards the brand image of Maruti 800.

That is probably the most important reason that 800 is called the bread and butter car and

still the highest selling car in its segment. Similarly we can do it for the all segment

This analysis helps us knowing what customer want in the segment of the car industry

irrespective of the car, model, and company.

It can be attributed as follows:

103
  Firstly looks are the most important thing that the consumers prefer.

 Secondly they want the vehicle to deliver mileage.

 Price, feature and brand image is the next check that the customer employs while

deciding for the best buy.

 Resale value and after sales services are also an important consideration.

Hence it is important to know what the customers want before introducing a product.

104
FIND OUT STRENGTH, WEAKNESS,
OPPORTUNITY&THREAT OF MARUTI.

A SWOT analysis of the company.

SWOT analysis which would be helpful in determining what are its strength, its

weakness, the opportunities, and threats from its rivals. Here is a very small SWOT

analysis that has been made after listening to the customer's perspective.

STRENGTH

1. Tried and tested.

2. Wider service network.

3. Easy availability of spares.

4. Low maintenance cost.

5. 16-Bit ECM as Compared to 8-Bit in other cars.

6. EPS as Compare to hydraulic.

WEAKNESSES

1. Outdated looks.

2. Advertising or promotional schemes.

3. Low ground clearance.

105
OPPORTUNITY

1. Japenese Technology.

2. True' Value.

3. Maruti insurance.

4. Wide sales and service network.

5. Offers many variants in segment B with price difference of 3.5/7

lack. Lower price car for every segment.

THREATS

1. Hyundai's aggressive marketing.

2. Hyundai's new offering Xing & i10 .

3. Other car companies have also started offering variants in almost all the

segment

4. Inadequate supply which means loss of customers.

106
107
 RECOMMENDATIONS

 Maruti should come out with cars that are attractive and appeals to the masses.

 The Maruti 800 with a 5 speed transmission was a very impressive car in terms of

economy as well as drive comfort, customers feel that the 800 model should again

be launched with an overdrive 5th gear.

 The ground clearance of the cars especially Zen should be increased.

 The back seat divider should not be there due to uncomfortable sitting position

due to it.

 Supply should meet demand of the car; this is due to long waiting period in most

of the air-conditioned models.

 The boot space of the car can be increased, especially in the Maruti.

 Dealers should deliver the vehicle on the day it has been promised

 Frequency of advertisements should be increased in both Maruti and Hyundai.

 A brand ambassador can create hype in the customers mind.

 Maruti must focus on retaining its customers and the True Value is a good step

towards attaining it.

In the end one can say that a good marketing mix is all that is needed to sell the Maruti

vehicles because they are still the best on the Indian road and definitely Maruti has got

some advantages over its rival which are hard to beat.

108
109
 CONCLUSION

 In the above research I found that the demand for Maruti car is more than HYUNDAI
Motors.
 The mileage of Maruti car good to HYUNDAI.

 All the price of Maruti is economical than Tata motors; Inspite of that Maruti car is
more popular than HYUNDAI.

 Maruti car pickup is lees than Hyundai cars but in the long drive Maruti can provide
more speed than Hyundai cars about 140 km. per hour.

 Maruti car is easy to drive in the city because the pick-up of Maruti is too good.

 In the above research I found that most of the customer have Maruti car instead
HYUNDAI cars.

110
 LIMITATIONS:

 The sales person of Maruti Dealer have given a target of financing a particular

amount by the banks and the target of that loan should be given within month

and they have to fulfill that condition every month to gain extra income for

dealership.

 Dealer provide some extra incentive to the sales person to fulfill the target of

financing which are given by banks to them ,this personal profit is of 1% to 4%

of the car loan financed by them to the customers.

111
112
Information’s of this project will keep confidential.

C
COOM
MPPA
ARRIISSIIO
ONNB
BEET
TWWE
EEEN
NMMA
ARRU
UTTII SSU
UZZU
UKKII&
&HHY
YUUN
NDDA
AII C
CAAR
RSS

NAME ……………...................................DATE ............................................

ADDRESS …………………………………… PH.NO ……………………………

NOTE: This is an institutional survey and your information will not be disclosed. It

is only filled by the customers.

1. Which car have you purchased?

a) Maruti Suzuki ( )

b) Hyundai ( )

2. What was the purchase mode?

b) Cash ( )

c) Finance, which company

ICICI SBI

HDFC M&MFSL

ANY OTHER __________

3. Which car you had earlier ?

a) Tata ( )

113
 b) Hyundai ( )

c) Maruti ( )

d) Any other ( )

4. This car primarily would be driven by _____________________.

5. Which company of car you preferred to other for purchase?

a) Tata Motors ( )

b) Maruti Suzuki ( )

c) Hyundai ( )

d) Any other ( )

6. You choose this brand because :

Please rank in order of importance (1 being most important)

Price [ ]

Schemes [ ]

Mileage [ ]

Resale value [ ]

Looks [ ]

After sales services [ ]

Reference [ ]

Advertisement [ ]

114
 Features [ ]

Brand image [ ]

Repeat purchase [ ]

7. Which are the three brand (companies) that come to your mind when you think

of a car?

d) __________________

e) __________________

f) __________________

8. Which two TV car commercials (Ads) can you recall right now?

g) _______________________________________

h) _______________________________________

9. What were the sources of information when you purchase the car?

Sports channels

 Star sports ESPN

 Ten sports

 Any other ____________________

News channels

 Aaj Tak

 Zee news

115
  Star News

 Any other __________________

Entertainment channels

 Star

 Zee

 Any other ____________________

News papers

 Times of India Hindustan Times

 Economic Times Amar Ujala

 Bainik Bhaskar Navbharat Times

 Any other _____________________

Magazines

 Business World Overdrive

 India Today Outlook

 Auto car India Business Today

 Any other _________________________

10. Are there any suggestions that you want the company to implement?

Thank you for your kind cooperation

Signature

116
 BIBLIOGRAPHY

Search Engine :

Google search engine

Yahoo search engine

Websites:

www.maruti.com

www.marutisuzukiindia.com

www.business-today.com

www.datamonitor.com

www.marutiudyog.com

www.carwale.com

www.thetimes.com

www.indiaautomobile.com

www.walkb4urun.blogspot.com

www.expressindia.com

117