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Peoples Education Society and Trusts

Belgaum Institute of Management Studies,


MBA, Belgaum.
(Approved by AICTE & Affiliated to Karnataka University Dharwad)

A STUDY ON CUSTOMER SATISFACTION LEVEL REGARDING AFTER


SALES SERVICES OF MAHINDRA & MAHINDRA AT SUTARIA
AUTOMOBILES

SERVICE CENTER BELGAUM

A Report Submitted in Partial Fulfillment of


The Requirement for the Award of
MASTERS DEGREE IN BUSINESS ADMINISTRATION
2005-2006

Submitted by

GIREESH .A. KALE


Exam No. MBA05006014

Institute Guide:
Mr. M.N.Manik
Faculty (Marketing)

Company Guide:
Mr. DINESH SHAH
AUTOMOBILES)

PARTNER (SUTARIA

BELGAUM

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Peoples Education Society and Trusts

Belgaum Institute of Management Studies,


MBA
Adjacent to KUD PG Center, Bhutramanhatti, Belgaum.
(Recognized by AICTE, New Delhi & Affiliated to Karnataka University
Dharwad.)

CERTIFICAT
CERTIFICAT
EE
This is to certify that Mr. GIREESH A KALE, K.U.D.
Examination No. MBA05006014 of MBA II Semester has
successfully completed his Summer In plant Training
2005-2006 for the said period of 2 months from May 15 to
July 15, 2005.

Project Guide

Director
Date: ____________

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

ACKNOWLEDGEMENT
I take this opportunity to express my humble and deep sense of gratitude to our
esteemed director and respected professors and guide for the constant help rendered for
successful completion this project report.
I gladly take this opportunity to thank professor M.N.MANIK for his kind help
and encouragement during the study .I also thank him for his valuable guidance and
constructive ideas.
I Sincerely thank Mr.Dinesh D Shah sales in charge, which selected me and gave
me an opportunity to work in this organization and I thanks for his valuable suggestions
and guidance throughout the study period. I am grateful Mr. Mahindra owner of works
shop, who has given me a lot support for my project.
My special and sincere thanks to my parents for their support and
encouragements in all the terms, throughout my training period.

Giree
sh A kale

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

DECLARATION
I hereby declare that the project entitled

A Study on Customer Satisfaction regarding after sales services of


Mahindra &Mahindra at Sutaria Automobiles Service Centre, Belgaum
Submitted in partial fulfillment of the requirement for the degree of
Master of Business Administration (MBA)
to Karnataka University, Dharwad,
Is my original work and is not submitted to any other degree, diploma, fellowship or
other similar title or prizes.
The project has been individually carried out as a part of Summer Inplant Training and
is meant for academic purpose only.

Gireesh A Kale

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Contents
Sl. No.
I

II

III

IV

Titles
Chapter 1

Page No.

Introduction

Literature Review

Statement of the Problem

Purpose of the Study

Scope of the study

Objectives of the Study


Chapter 2

Organization Profile

Organization Chart

Sampling and Research Design

Data Collection Method

Chapter 3

Results & discussion with Charts & graphs

Findings

Suggestions

Conclusions
Chapter 4

Appendix

Questionnaire

Bibliography

Joining Report

Weekly Reports

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

INTRODUCTION

The Project assigned to me was A STUDY ON CUSTOMER SATISFACTIOIN


REGARDING AFTER SALES SERVICES OF MAHINDRA&MAHINDRA AT SUTARIA
AUTOMOBILES SERVICE CENTRE, IN BELGAUM DIST.

This study will help me to find and customer satisfaction level of the customer for
authorized M&M service station in Belgaum dist, To know the reason for decline of
customers at service station, To know the perception of customers regarding the charges
or rates offered by the service station and To know any suggestion from customers to
improve the service station.

The study is scheduled through primary data and other information thereby
preparing Questionnaire, which focus of various variables, and attributes that are
important to know the satisfaction level and the factors affecting the purchase decision.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The survey caused in the Belgaum Dist with the sample size of 100.The collected
data are tabulated and analyzed data and all suggestions are given according to the
analyzed data graphs and charts are used to illustrate the statistical data and findings.

INTRODUCTION ABOUT AUTOMOBILES INDUSTRY:

History and development of Automobiles also marks the dynamism in


technological growth men have achieved. From the days of horseless carriages to the
modern-age self-guided automobiles that are designed meticulously using cutting-edge
technology, we have certainly-traveled too far.
Automobile Industry in India is still in its infancy but growing rapidly. The
opportunities in the automobile industry in India are attracting big names with the big
purse and they are investing vigorously in infrastructure, design and development, and
marketing. Automobile industry in India is today poised for (he big leap and this
segment helps you to be ready for that.

Indian Automobile Industry

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The automobile industry is one of the core industries in India economy, whose
prospect is reflective of the economic resilience of the economy. With the liberalization
of the economy. India has become the playground of major global automobile majors.
This industry report of SCOPE MARKETING & INFORMATIONS SOLUTIONS PVT
LTD provides extensive information on the Indian Automobile Industry.
The automobile industry in India is gradually evolving to replicate those of
developed countries. The report focuses on the trends that are emerging in the industry
across segments, namely, passenger cars/multi-utility vehicles, commercial vehicles, twowheelers and tractors. The qualitative analysis of the various trends reveals that the
industry offers immense scope even for allied industries and those looking at investing in
the auto industrys a background, a brief perspective of the global automobile industry
across segments has been provided with comparisons on Indian scenario wherever needed.
It discusses the current scenario in the industry, with detailed look on segmentation,
structure, and supply and demand scenarios. A detailed competitive analysis of the industry
has been provided backed warn comprehensive details on production, sales, exports and
imports over the years, across segments.
Sales have increased with the entry of several foreign manufacturers and the
introduction of new vehicle models. The report also deals with aggressive marketing
strategies undertaken by different manufacturers in India. This highlights key issues
influencing the automotive industry in India such as import and excise duties, emission
norms etc and it also deals with various government regulations.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The Birth of Automobiles

The history of the automobile actually began about 4,000 years ago when the first
wheel was used for transportation in India. Several Italians recorded designs for winddriven vehicles. The first was Guido da Vigevano in 1335. It was a windmill-type drive to
gears and thus to wheels. Vaturio designed a similar vehicle that was also never built. Later
Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a differential
mechanism between the rear wheels.

In the early 15th century, the Portuguese arrived in China and the interaction of the
two cultures led to a variety of new technologies, including the creation of a wheel that
turned under its own power. By the 1600s, small steam-powered engine models were
developed, but it was another century before a full-sized engine-powered vehicle was
created.

Although by the mid-15th century the idea of a self-propelled vehicle had been
put into practice with the development of experimental vehicles powered by means of
springs, clockworks, and the wind, Nicolas-Joseph Cugnot of France is considered to
have built the first true automobile 1769. Designed by Cugnot and constructed by M.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Brezin, it is also the first vehicle to move under its own power for which there is a record.
Cugnot's three-wheeled steam-powered vehicle carried four persons and was meant to
move artillery pieces. It had a top speed of a little more than 3.2 km/h (2 mph) and had to
stop every 20 minutes to build up a fresh head of steam.

Evans was the first American who obtained a patent for "a self-propelled
carriage." He, in fact, attempted to create a two-in-one combination of a steam wagon and
a flat-bottomed boat, which didn't receive any attention in those days. During the 1830's,
the steam vehicle had made great advances. But stiff competition from railway companies
and crude legislations in Britain forced the poor steam vehicle gradually out of use on
roads. The early steam-powered vehicles were so heavy that they were only practical on a
perfectly flat surface as strong as iron. A road thus made out of iron rails became the
norm for the next hundred and twenty-five years. The vehicles got bigger and heavier and
more powerful and as such they were eventually capable of pulling a train of many cars
filled with freight and passengers.

Carl Benz and Gotttlieb Daimler, both Germans, share the credit of changing the
transport habits of the world, for their efforts laid the foundation of the great motor
industry, as we know it today. First, Carl Benz invented the petrol engine in 1885 and a
year later Daimler made a car driven by motor of his own design and the rest is history.

Daimler's engine proved to be a great success mainly because of its less weight
that could deliver 1000 rpm and needed only very small and light vehicles to cany them.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

France too had joined the motoring scenario by 1890 when two Frenchmen Pan
hard and Levassor began producing vehicles powered by Daimler engine, and Daimler
himself, possessed by the automobile spirit, went on adding new features to his engine.
He built the first V-Twin engine with a glowing platinum tube to explode the cylinder
gas-the very earliest form of sparking plug. The engines were positioned under the seat in
most of the Daimler as well as Benz cars. However, the French duo of Pan hard and
Levassor made a revolutionary contribution when they mounted the engine in the front of
the car under a 'bonnet'.

For many years after the introduction of automobiles, three kinds of power sources
were in common use: steam engines, gasoline or petrol engines, and electric motors. In
1900, over 2,300 automobiles were registered in New York, Boston, Massachusetts, and
Chicago. Of these, 1,170 were steam cars, 800 were electric cars, and only 400 were
gasoline cars.

In ten years from the invention of the petrol engine, the motorcar had evolved itself
into amazing designs and shapes. By 1898, there were 50 automobile-manufacturing
companies in the United States, a number that rose to 241 by 1908. In that year, Henry Ford
revolutionized the manufacture of automobiles with his assembly-line style of production
and brought out the Model T, a car that was inexpensive, versatile, and easy to maintain.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The introduction of the Model T transformed the automobile from a plaything of the rich
to an item that even people of modest income could afford; by the late 1920s the car was
commonplace in modem industrial nations.

Herbert Austin and William Morris, two different carmakers, introduced mass
production methods of assembly in the UK, thus paving the way for *a revolution in the
automobile industry. Austin Seven was the world's first practical four-seated "baby car'
which brought the pleasures of motoring to many thousands of people who could not buy a
larger, more expensive car. Even the 'bull-nose' Morris with front mounted engine became
the well-loved model and one of the most popular cars in the 1920s.

Automobile manufacturers in the 1930s and 1940s refined and improved on the
principles of Ford and other pioneers. Cars were generally large, and many were still
extremely expensive and luxurious; many of the most collectible cars date from this time.
The increased affluence of trie United States after World War II led to the development of
large, petrol-consuming vehicles, while most companies in Europe made smaller, more
fuel-efficient cars. Since the mid-1970s, the rising cost of fuel has increased the demand
for these smaller cars, many of which have been produced in Japan as well as in Europe
and the United States.

Clearly, the consumer is king in a competitive environment. The automobile


sector is just one of several examples of how the consumer as benefited from
competition. For decades, the Indian consumer as paid dearly for our policy makers
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

confusion between socialism and capitalism. The thoughtless policy frame as neither
allowed efficient producers nor consumers to get optimum value for their effort or money.
The recent price was triggered by Telcos Indica is an interesting case study. Let us trace
the evolution of the Indian passenger car industry. Since independence till the early
1980s there were only to major Indian players-Hindustan Motors and Premier auto-in the
industry. As new players were barred by licensing, and imports by absurd import duties,
these two car manufacturers constituted the oligopoly.

They had neither financial muscle nor any incentive to invest in technology or
quality. Little wonder the Indian consumer had the worst quality of cars in the

World.Worse than cars available even in countries like Nepal, Srilanka or Bangladesh
besides the exorbitant duty structure ensured that ownership was restricted to the super
rich the oligopolists were happy with this situation. Until the then prime ministers
omnipotent son had brilliant idea! To manufacture a people car at an affordable price.
Policies, government machinery, etc were twisted to, cement prices in unofficial markets
(make the dream come true. The oligopolists were furious (read premier Autos annual
reports of late 1980s/early1990s).but the people are maruti 800 came into existence.

We Indians have been quite happy with its japanees technology. But I realized
how poorly it compared to international cars when a well-built foreign guest of mine,
unable to fit himself in the front seat, remarked, is this car or a toy? All thought that
people car was available at such a low price because of the benevolent pricing our
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

egalitarian government, which holds the majority stake in the company. Then competition
arrived even for the people car (the competitor, indica, though is yet to hit the roads) and
behold, the people car is affordable by many more.-it is 10-12 percent cheaper. Some
other carmakers have slashed prices by almost25%. The private players plan to sell
10000cars at lower price then the erstwhile Peoples Car has brought down prices of
models that together sell about 250000 units every year. In cars, the price reduction is
quantifiable and visible. In the past seven years, there have been hundreds of products
where unshackling competition has benefited the consumer.

HISTORY OF THE COMPANY


1947: October, first batch of seventy-five Utility Vehicles (UVs) imported in CKD
condition from Willys overland Export Corporation.

1949: Lease of 11071 Sq. yds at Mazagaon from British India Steam navigation. The
first Willys Overland Jeep built in India at the Assembly Plant, Mazagaon, and Bombay.

1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep


Corporation and American Motors Corporation.

1962: Indigenous content of Jeep goes up to 70%. 137 acres of land purchased at
Kandivli to centralize manufacturing operations.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1965: FC 150 Petrol Trucks introduced.

1967: Two wheel drive Utility Vehicles introduced. 101" wheelbase and Metal Body UVs
introduced. Indigenous content goes up by 97%.

1969: Export of vehicles started, export of total 1200 UVs together with spare parts to
Yugoslavia. Exports also made to Ceylon, Singapore, Philippines and Indonesia.

1970: Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and


Indonesia.

1971: Separate R&D section set up.

1974: Maxi miller campaign launched to conserve fuel. CJ 4A introduced with new
transmission and axle ratio. Collaboration agreement with Jeep corporation (subsidiary of
AMC, Detroit).

1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced with MD 2350
Diesel Engine.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1979: Government of India approves in principle, the technical collaboration with


Peugeot, France for the manufacture of XDP 4.90 Diesel Engine.

1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot Engine Assembly
Plant at Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik Assembly
Line.

1983: FJ 460 model introduced with 4-speed gearbox. Engine plant at Igatpuri was
formally inaugurated by Mr. Jean Boillot, President of Automobiles Peugeot of France for
the manufacture of 25000 Peugeot and Petrol engines.

1985: New Mahindra Vehicle-MM 540 launched in Bombay. NC 640 DP with 4-speed
gearbox introduced. Mahindra MM 440 introduced.

1986: CJ 640 DP Vehicle introduced.

1987: MM 540 DP metal Body Wagonette introduced.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1988: M&M signed a Memorandum of Understanding with Hyderabad Allwyn Nissan


Limited to form Mahindra Nissan Allwyn Ltd., as its associate company with LCV
operations in Andhra Pradesh.

1989: CJ 340 DP model introduced. M&M and Peugeot announced their tie up for the
manufacture of Peugeot 504 pick up truck, BA 10 gearboxes and latest XD 3 diesel
engines. M&M acquired automotive pressing unit at Kanhe, from Guest Keen Williams
Ltd.

1991: Introduction of CJ 500 DI models with MDI 2500 A direct injection diesel engines.
M&M bags order to export 10000 CKD kits. Commander range of models: 650 DI, 750
DP/HT were launched with tremendous market response.

1993: Mahindra Armada launched. M&M was the only manufacturer to withstand the
demand recession, with increasing sales.

1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and Zaheerabad LCV
operations becoming part of Automotive Sector. FJ series of LCVs were shifted from
Nasik to Zaheerabad. Business Process Re-engineering Project initiated in the Division.
Igatpuri Engine Plant received ISO 9002 certificate from TUV of Germany. Single
Cab/Double Cab project was initiated.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles were launched.
New Commander 5 Door Hard Top was introduced.
The company was the first automobile manufacturer to get all the engine types approved
for the new emission norms effective from 1st April 96. IDAM (Integrated Design &
Manufacturing) set up for designing entirely new vehicle with the help of internationally
renowned consultants.

1997: Commercial production of Ford Escort commenced at Nasik Plant. License &
Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for
Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard top
versions of CL/MM 550, 8 seater Armada, Commander 650 DI with longer wheel base
and MM 540/550 XDB models were introduced. Kandivli and Nasik plants received ISO
9002 certificate from RW-TUV.

1998: Die shop Inauguration at Nashik Plant 2-8/8/97.


Voyager launched by the Chairman at Zaheerabad Plant on 12/11/97.
Complete localisation of Cabking model at Zaheerabad plant.
Change over from 3-Speed to 4-Speed Transmission.
400 nos. Army order successfully executed at Kandivli Plant in Mar'98.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Major Milestones: -

1945

October 2, Mahindra & Mohammed formed.

1948:

The Company was renamed Mahindra & Mahindra Limited (M & M)

Steel Trading business was started in association with suppliers in U.K

1948:

Business connections in USA through Mahindra Wallace

1949:
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Wallace Steel trading on behalf of European suppliers

Jeep Assembly commenced

1950:

The first business with Mitsubishi Corporation (for 5000 Tons) for wagon
building plates for supply from Yawata Iron & Steel

1953:

Otis Elevator Co. (India) established

1954:

Technical & Financial Collaboration with Willys Overland Corporation

1956:

Shares listed on the Bombay Stock Exchange

Dr. Beck & Co. formed - a JV with Dr. Beck & Co., Germany

1957:

Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd., UK

1958:

Machine Tools Division started

1960:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Mahindra Sintered Products Ltd. (MSP) formed - a JV with the GKN Group, UK.

1962:

Mahindra Ugine Steel Company (MUSCO) formed - a JV with Ugine Kuhlmann,


France

1963:

International Tractor Co. of India (ITCI) formed - a JV with International


Harvester Co., USA

1965:

Vickers Sperry of India Ltd. a JV with Sperry Rand Corporation, USA

Roplas (India) a collaboration with Rubery Owen, UK

Manufacture of Light Commercial Vehicles commenced.

1970:

Mahindra Engineering & Chemical Products Ltd.(MECP) commenced operations.

1971:

International Harvester collaboration ended

1975:

Switch over to diesel vehicles in-house development.


BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1977:

ITCI merges with M&M, to become its Tractor Division

1979:

License from Automobiles Peugeot, France for manufacture of XDP 4.90 Diesel
Engines

1982:

License from KIA for manufacture of 4 Speed Transmissions

"Mahindra" brand of tractors born

Siro Plats formed

1983:

M&M becomes market leader in Indian Tractor Market. (Position retained ever
since)

1984:

Mahindra Hellenic Auto Industries S.A. formed - a JV in Greece to assemble and


market utility vehicles in Europe

1986:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Mahindra British Telecom (MBT) formed - a JV with British Telecommunications


plc (BT), UK

1987:

Acquired International Instruments Ltd.

1989:

Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW

1991:

Introduction of Commander series.

1992:

Triton Overwater Transport Agency Ltd., formed

Implementation of the Service Center project at Kanhe

Merged diverse activities of Steel, Machine Tools, Graphics into Intertrade


Division

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1993:

Mahindra Steel Service Centre Limited formed in association with Mitsubishi


Corporation and Nissho Iwai Corporation of Japan.

Mahindra Acres Consulting Engineers Ltd. (MACE) formed - a JV with Acres


International, Canada

Incorporation of MBT International Inc., USA, a wholly owned subsidiary of


MBT
The Companys maiden international offering the US$ 75m GDR issue.

Introduction of Armada.

1994:

Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed

Mahindra USA Inc., formed, for distribution of Tractors in the USA

EAC Graphics (India) Ltd., formed in collaboration with The East Asiatic
Company Ltd. A/S, Denmark

Reorganization of the Group creating six Strategic Business Units


MSL Division (Auto Components) hived off to form Mahindra Sona Ltd.

Mahindra Nissan Allwyn Limited merged with the Company.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1995:

Mahindra Holding & Finance Ltd.(MHFL) becomes a subsidiary of M & M to


carry out business as an investment company

Technical collaboration with Mitsubishi / Samcor to manufacture L300.

1996:

Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to
manufacture passenger cars

The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$
115 million.

1997:

A new die shop was inaugurated at Nasik

Inauguration of The Mahindra United World College of India.

1999:

Launch of Bijlee a battery-operated, 3-wheeler environmental-friendly vehicle.

The largest online used vehicle website in India launched by Mahindra Network
Services.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The business of Intertrade Division and Mahindra Exports Ltd. combined and
renamed Mahindra Intertrade Ltd.

The Company acquired major stake in Gujarat Tractors.

Mahindra & Mahindra Financial Services Limited becomes a subsidiary of M&M

2000:

The Company unveils new logo.

Mahindra Auto Specialties Ltd. a new 100% subsidiary is formed.


M&M sets up its first satellite tractor plant at Rudrapur.

The Company launches New Age Tractor, the Mahindra Arjun 605 DI (60 HP
tractor).

The Company launches Bolero GLX a Utility Vehicle a response to needs of


urban consumer.

2001:

A 3-wheeler diesel vehicle "Champion" is launched.

The Company launches Mahindra MaXX a MUV positioned with the caption
Maximum Space, Maximum Comfort.

M&M ties up with Renault for petrol engines.

M&M established a separate division to provide Defence Solutions

2002:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

M&M launches Scorpio - the new generation Sports Utility Vehicle

2003:

Scorpio - Recipient of prestigious Awards

"Car of the Year" Award from Business Standard Motoring

"Best SUV of the Year" and "Best Car of the Year" Awards from BBC on
Wheels

"Car of the Year" Award from CNBC Auto Car

M&M launches the "Invader" - a sporty open top vehicle.

M&M opens a second tractor assembly plant in USA.

M&M launches MaXX Pik Up.

M&M Tractors awarded the prestigious Deming Prize for excellence in Quality

the first tractor company in the world to receive the award.

M&M launches India's first Turbo tractor - Mahindra Sarpanch 595 DI Super
Turbo.

Scorpio wins National Award for R&D.

M&M ventures into Industrial Engine business

Mahindra Defence & Lockheed Martin Information Systems, UK, strike an


alliance for Defence Product.

2004:
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Launched the Mahindra World Tractor - a 75 HP tractor in the overseas market.


Formed a new Sector, Mahindra Systems and Automotive Technologies (MSAT),
to focus on developing components as well as offering engineering services.

Launched "Bolero" and "Scorpio" in Latin American, Middle East and South
African markets.
Signed MOU to enter into JV with Jiangling Motor Co. Group (JMCG) of China
to acquire tractor-manufacturing assets from Jiangling Tractor Company, a
subsidiary of JMCG.
M&M becomes the first Indian company to achieve sales of one million tractors.
2005:

Acquired 51% stake in SAR Transmission Private Limited, a company engaged in


manufacture of gears and transmission shafts.
M&M Farm Equipment Sector launch operations in Australia.
M&M becomes the first Indian auto manufacturer to launch the Common Rail
Diesel Engine (CRDe), offering it on the Scorpio.
Acquired 80% stake in the JV with Jiangling Motors i.e. in Mahindra (China)
Tractor Company.
M&M and Renault enter into a JV to manufacture of the mid-sized sedan, Logan,
in India.
M&M and International Truck and Engine Corporation enter into a JV to
manufacture Trucks & Buses in India
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The first tractor from the JV, Mahindra (China) Tractor Co. Limited, rolled out on
2 July 2005

COMPANY PROFILE

M&M's association with the automobile business dates back to 1945. The
Company was incorporated in 1945 and was originally formed to manufacture utility
vehicles for the Indian market, initially by importing and assembling Willys Jeep kits.
The manufacture of utility vehicles commenced in 1954 in collaboration with Willys
Overland Corporation and its successors, Kaiser Jeep Corporation and American Motor
Corporation (now part of the Daimler Chrysler group). The Company commenced
manufacturing Light Commercial Vehicles (LCV) in 1965. The Company has recently
entered the three-wheeler market.
Over the years, the Mahindra brand of vehicles have come to represent high
quality, ruggedness, durability, reliability, easy maintenance and operational economy.
These are the qualities that have endeared the vehicle to individuals as well as institutions
like the Indian armed forces. M&M is the leader in the MUV business in the country
since inception.
M&M has comprehensive manufacturing facilities with high level of vertical
integration. M&M's automotive division has four manufacturing plants, three in the state
of Maharashtra and one in Andhra Pradesh. In Maharashtra, its plants in Mumbai and
Nasik manufacture multi-utility vehicles, and engines are produced at the Igatpuri plant.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Light commercial vehicles and three-wheelers are manufactured at the Company's plant
in Zaheerabad in Andhra Pradesh.

Our Mumbai and Nasik plants with the R&D facility at Nasik are ISO/TS 16949
certified. The Mumbai plant has also been recommended for the TPM excellence award.
Our engine plant at Igatpuri has QS 9000 certification. Our LCV & three-wheeler plant at
Zaheerabad have ISO 9001:1994 certification. Both of these plants are also working
towards TS 16949 certification. Our plants in Mumbai and Igatpuri are also ISO 14001
certified.

M&M has a strong Research & Development set-up, with over 300 engineers in
the automotive division. The Company's technical prowess is proven by negligible import
content in our vehicle and by the design and development of a totally, from ground
upward, new contemporary SUV - Scorpio.

The division's marketing efforts are supported by a network of more than 275
dealers across the country, which are managed by 20 sales offices. Additionally, the
division has a national network of authorized service stations and stockiest to meet
customer needs for servicing and spare parts.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Having conquered a substantial portion of India's semi-urban and rural markets,


the division has in recent years secured significant success in urban regions following the
introduction of premium MUVs like Bolero, and Scorpio. Scorpio is M&M's first
indigenously developed Sports Utility Vehicle - an off road vehicle with car like
comforts. The Scorpio was launched in June 2002 and has been universally acclaimed. It
was declared to be the "Car of the Year" by CNBC AutoCAD, BBC Wheels and Business
Standard Motoring.
M&M's automotive division also exports its products to several countries in
Africa, Asia and European & Latin American countries.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

LITERATURE REVIEW

MEANING OF THE CUSTOMER SATISFACTION:

Whether the buyer is satisfied alter purchase depends on the oilers performance in
relation to the buyers expectations in general;

"Satisfaction is a persons feeling of pleasure or disappointment resulting from


comparing a products perceived performance (or outcome) in relation to his/her
expectations.
As this definition makes clear, satisfaction is a faction of perceived performance
and expectation. If the performance fails short of expectations, the customer dissatisfied,
highly many companies are aiming for high satisfaction, because customers who are just
satisfied still find it easy to switch when a better offer comes along. Those also are highly
satisfied are much less ready to switch high rates faction or delight creates un emotional
bond with the brand, net just a rational preference the result is high customer loyalty.
Buying experiments friends and associates advice and market and competitors
information and promises. If marketer raises expectations too high the buying is likely to
be disappointed.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

A customer decision to be loyal or to default is the sum of many small encounters


with the company, consulting firms etc. corporation says that in order to convert all the
small encounters to customer loyalty, companies need to create a "Brand Customer
Experience".
Customer oriented thinking requires the company to define customer needs from
the customer point of view not from its own point of view. Every product involves trade
offs, and management cannot known what these are without talking 10 and researching
customers. Thus, a car buyer would like a high performance car that never breaks down
that is safe, attractively styled and chief Since, all of them virtues cannot be confined in
one cany the car designer must make hard chooses not on what pleases them but rather on
what customer prefer are expect. The aim, after all, is to make a sale through meeting the
customers need.

Why is it supremely important to satisfy to customer?

Basically because of company's sale each period comes from two groups. New
customer and repeat customer. It always cost more to attract new customers than to retain
current customer. Therefore, customer retention is more critical than customer attraction.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The. Key to customer retention is customer satisfaction to satisfied Customer.

Buys again

Talks favorably to others about the company.

Pays less attention to competing brands and advertising.

Buys other products from the same company.

One Japanese businessman told the magazines "our aim goes behind satisfying
the customers, our aim is to delight the customer". In fact, this is higher the great
marketers. They go behind meeting the mere expectations of the customers, when they
delight a customer, the customer talks to even more acquaintances about the One
companies. The delighted customers are more effective adventurous than advertisement
placed in the Media.
Now let us consider what happen when the company creates a dissatisfied
customer. Whereas we have pointed out, a satisfied customer tells three people about a
good product experience, a dissatisfied customer gripes to eleven people. In fact, in one
study, 13% of the people who had a problem with an organization complain about the
company to more than 20 people. Suppose each person who heard the bad story told to
eleven people. Suppose each person who told another eleven and soon. Clearly, bad word
of mouth travels faster an faster than good word of mouth and car easily poison the
public's attitude about the company.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Thus, a company should be away to regularly measure customer satisfaction. It


cannot rely just on voluntary complain from customers when they are dissatisfied. In fact,
96% of the unhappy customers never tell the company. Companies should set up survey
and suggestion systems to maximize to customers opportunity to complaint.

In this way. The company will learn how we!! It is doing. It is also a major way
for (lie company to learn how to do better. The 3M company claims that over 2/3 rd of
innovative ideas come from the listening to customer complains.

Listening is not enough. He company must respond constructively in the complain


of the customers who register a complain between 54 and 70% will do business again
with the organization. If the customer feels that t h e complaint was resolved quickly.
Customers who have complain to an organization and had their complaints satisfactorily
resolved tell about the organization to fine people about the treatment they received.
When a company realizes that a loyal customer may account for a substantially sum of
revenuer over the years, it seems foolish to risk loosing over a small matter, for example,
IBM makes sales person write a full report on each least customer and all the steps are
taken to restore satisfaction.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

A customer-oriented company would track its customer satisfaction level each


period and set improvement goals. If they manage to increase customer satisfaction and
loyalty, it docs not have top worry even if its profits are down in a particular year. If is on
the right track satisfaction keeps falling it is on the working track. Profit would go up or
down in a particular year for many reasons, inclosing rising controls, falling prices, major
new investments and soon. But, the ultimate sign of a healthy company is that its
customer satisfaction index is high and keeps rising companys future profits.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Management Problem

Management wants to know why there is decline of customers visit at Sutaria


Automobiles Service centre, Belgaum.

Research Problem

To analysis customers satisfaction level and Response with respect to Sutaria


Automobiles Service centre, Belgaum.

Statement of the Problem

Todays customers are an important element in every business so to retain a


customer and make the loyal company is a great challenge.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

This is what made me to take up this project on A STUDY ON CUSTOMER


SATISFACTION

REGARDING

AFTER

SALES

MAHINDRA&MAHINDRA AT SUTARIA AUTOMOBILES

SERVICES

OF

SERVICE CENTER

BELGAUM.

Purpose of the Study

The purpose of the study on customer satisfaction regarding after sales services
and to know any suggestions to improve the sutaria automobiles service centre, Belgaum.

Scope of the Study

In this competitive world retaining the customers has become important part and
parcel of the business activity, since in these arena the people who adopt to changes and
new technologies will survive.
This study will help to understand customer need, preference and what they
require from the service station and this study will not only help me as a student but it
will also the sutaria automobiles to improve its service standard.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Objectives of the Study: -

1. To know the customers satisfaction level at Authorized Mahindra &Mahindra service


centre in Belgaum District
2. To know the perception of customers regarding the charges/ rates offered by the
service centre.
3. To know the reasons for decline of customers visit at Sutaria Automobiles Service
centre.
4. To know the suggestions from customers to improve the service center
6. .

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

ORGANISATION PROFILE

Sutaria automobile is situated at mujawar complex puna road Belgaum. It was


started in the year 1937 by shri devidas tarundas shah first it was dealer of ford motors.
Then 1952-it dealer of Mahindra and Mahindra under the dealership of universal motors
Bombay. In the year 1972 it acquired the dealership of Mahindra and Mahindra wholly in
Belgaum district. Till today it has maintained its reputation.

Sutaria automobile is a partnership firm. It has three partners and all the three
partners look after three departments. The departments are spares department, sales
department, &service department. Mr. kishor d shah looks spares parts department,

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Mr. dinesh d shah looks sales department and Mr. Mahindra d shah looks service
department

Spares department has 4 employees. Sales department 3 employees. This three


employees have different posts. They are sales manager and sales executives.

Service department has total 25 employees; in there are 5 clerks and 20


mechanics. Sutaria automobiles sell every products of Mahindra and Mahindra expect
scorpio.orginal spare parts are sold in sutaria automobiles only and no where else

ORGANISATION CHART

Sales Department
Sales department in charge
(Mr. Dinesh D Shah)

Sales Manager

Sales Executives

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Spares Department
Spares Department In charge
(Mr. Kishore D Shah)

There are four employees under Mr.Kishore D Shah

Service Department
Service Department In charge
(Mr. Mahindra D Shah)

In this servicing centre, there are 20 employees in that there are 15 are mechanics
and rests of 5 them are thinkers. Other than this there are 2 clerks and 1-computer
operators.

PRODUCTS SOLD BY SUTARIA AUTOMOBILES IN BELGAUM

Mahindra Touristar

Mahindra

Bolero

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Mahindra

Load king

Mahindra

FJ Minibus

Mahindra Cab king 576 DI

Mahindra

Mahindra Bolero Sports

Mahindra Maxx Festiva

Mahindra

Champion

Mahindra

Marshal DX Royale

Mahindra

Bolero Camper

Mahindra

Maxx

Pik-Up-CBC

Sampling

Concerned to my project, the respondents were chosen Stratified


Random Sampling (quota sampling).

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

SAMPLING PROCESS

Area: Belgaum District

Sample Frame: consumers who owned Mahindra vehicles.

Sample unit: Individual owners of Mahindra vehicle.

Sample size: 100 Respondents of Mahindra vehicle.

Sampling method: Stratified random sampling (quota sampling).

Research Design

The research study was made keeping in mind the various factors that were
worked out in informal discussion with the Sutaria Automobile, that would be included as
a research object and the study can be based on the objectives.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Steps in the Research Design

Define the research problem

Estimate the value of Information

Select the data collection method

Select the measurement technique

Select the Sample

Select the Analytical Approach

Evaluate the ethics of the Research

Specify time and financial cost

Prepare the Research Proposal

1. Define the research problem


To analysis customers satisfaction level and Response with respect to Sutaria
Automobiles Service centre, Belgaum.

2. Estimate the value of Information

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The value of information should exceed the expected cost. I am conducting the
Stratified
Random Sampling method. Sample sizes for my research will 100 in numbers.

3. Select the data collection method


Decided to go for survey methods i.e., stratified random sample. Using the
questionnaire conducting the survey and using Dichotomous (close-ended), rating scale
and open-ended questions.

4. Select the measurement technique


Descriptive type of research, using the questionnaire with rating scale, open &
close- ended questions.

5. Select the Sample


The sample would be Individual owners of Mahindra vehicle
, In Belgaum Dist

6. Select the Analytical Approach


Analyzing the collected information with the help of percentages (%)
using MS-Excel software.
BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

7. Evaluate the ethics of the Research


The collected information (data) will be used for solving the management
problem and not for any non-ethical objects; the main objectives will be addressed.

8. Specify time & financial cost


Time needed is two months (8 weeks) and the financial costs are,

Daily expenses about 20/- for two months it would be 1200/-

Stationary and Printing about 1500/-

Traveling Expenses about 1000/-

Total Financial Cost = 1200+1500+1000 = 3700/-

9. Prepare the Research Proposal:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

As the customers visit were going down from few years in the Sutaria
Automobiles Service center, Belgaum So the management wants to know what are the
Customers expectation and responses towards Sutaria Automobiles Service centre,
Belgaum.
For this purpose there was need to know the Customer satisfaction level regarding
after sales services of Mahindra and Mahindra at Sutaria Automobiles Service Centre,
Belgaum.

Data Collection Methods:

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

The information necessary for this research data collected by tapping primary
and secondary sources. The sources are as follows:

Primary Sources:
a) Questionnaire
b) Personal interaction

Secondary Sources:
a) Company Websites
b) Related Information from Internet
c) Company Reports Books and Publications.

Measuring Tools:

The measurement and evaluation of the data is done using statistical tools and
techniques such as simple percentage method, mean, graphical representation with help
of data code sheet using MS Excel software.

RESULTS AND DISCUSSION WITH GRAPHS: (ANALYSIS)

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Q.No

1 2 3 4
Samples
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31

1
3
2
4
2
5
1
2
3
2
3
4
2
5
1
2
3
5
1
2
3
4
1
3
2
3
3
5
2
5
2

2
3
2
3
2
3
1
2
4
3
3
4
2
2
4
2
1
2
2
2
4
3
4
3
1
4
4
3
1
2
1

2
3
2
2
1
3
5
2
5
4
2
2
2
2
5
2
3
2
1
2
4
3
2
3
1
4
2
1
4
2
3

1
1
2
1
2
1
3
2
3
1
1
2
1
3
2
1
1
2
1
2
1
3
3
1
2
1
1
2
1
2
2

3
3
3
2
3
2
4
2
4
1
3
2
3
2
4
1
4
4
1
1
2
3
1
3
2
3
3
4
3
2
3

3
3
3
3
2
4
3
2
2
3
3
4
2
3
4
2
3
3
2
3
2
2
4
3
2
2
3
2
3
3
2

10
A

2
4
3
1
3
1
4
3
1
2
2
3
2
3
4
4
1
4
3
3
4
4
3
3
2
4
3
2
3
3
3

2
4
3
2
3
2
3
3
2
2
3
3
2
3
4
4
2
4
3
3
3
4
3
3
3
3
2
3
3
2
3

2
4
3
3
2
3
2
3
3
2
3
4
2
4
1
4
3
3
3
3
2
4
3
3
3
2
1
4
3
3
3

2
4
3
4
1
4
1
3
4
2
3
4
2
3
1
4
4
2
3
3
1
4
3
3
4
1
3
4
3
1
3

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

11

13

1
1
1
1
2
1
1
1
1
1
1
1
2
1
1
1
2
2
1
1
1
1
2
1
1
1
1
1
1
1
1

1
1
1
1
2
1
2
1
1
1
1
2
1
1
1
1
2
1
2
1
2
1
1
1
1
2
1
2
1
1
1

32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67

5
5
2
3
5
4
3
3
4
2
2
3
2
2
2
3
5
3
5
3
2
3
2
3
2
4
5
3
3
3
3
2
1
4
3
5

2
5
2
4
4
4
3
3
4
2
2
3
2
3
2
2
2
2
5
2
2
2
2
3
3
4
5
3
2
3
2
3
3
4
3
5

2
2
2
3
4
3
3
5
2
2
2
3
2
2
2
2
2
2
3
2
3
2
2
3
4
4
5
3
2
3
3
3
3
4
3
5

1
1
2
1
2
1
1
1
1
1
3
1
1
1
2
1
2
2
1
2
1
1
2
1
1
1
2
1
2
1
1
1
2
1
2
1

2
2
2
3
4
2
3
3
1
2
2
3
2
1
2
3
3
4
4
2
3
3
2
3
4
4
3
3
2
3
3
3
3
2
2
4

2
3
2
1
2
2
2
3
3
2
3
3
3
2
2
3
2
2
2
2
3
2
2
3
2
3
2
1
2
3
2
3
2
3
3
2

2
2
3
3
2
3
3
1
2
3
3
3
2
2
1
3
3
3
3
3
1
3
2
2
3
3
3
3
2
2
2
3
4
4
1
1

3
3
3
3
2
3
4
3
2
4
3
4
2
3
2
3
3
3
3
3
1
3
2
3
3
4
4
3
2
2
2
3
3
4
1
2

4
4
3
3
2
3
4
2
2
4
3
4
2
2
3
3
3
2
3
3
1
2
3
1
3
4
4
3
3
1
2
3
2
2
3
2

4
4
3
3
2
3
4
1
2
4
3
4
3
3
4
3
3
2
3
3
1
1
3
1
3
4
4
3
3
4
2
3
1
2
4
3

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1
1
1
1
2
1
1
1
1
1
1
1
1
1
1
1
2
1
2
1
1
1
2
1
1
1
1
2
1
1
1
1
2
1
2
2

2
1
1
1
2
1
2
1
2
1
1
1
1
1
2
1
1
1
2
1
1
1
2
1
1
1
1
1
1
1
1
1
2
1
2
1

68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100

5
3
2
5
4
4
5
4
5
3
2
5
4
1
3
2
3
4
3
4
3
3
4
3
2
4
5
3
4
2
1
1
1

4
3
3
5
4
4
3
4
4
3
4
5
3
4
1
2
3
3
3
4
3
3
4
3
2
3
3
4
4
4
5
5
5

5
3
4
5
4
4
4
3
4
2
3
5
2
3
1
4
3
2
3
2
4
3
5
4
3
1
3
4
2
3
2
3
1

2
1
1
1
1
2
1
2
1
2
1
1
1
2
2
1
1
1
1
1
1
2
1
1
1
2
2
1
1
1
2
3
3

3
3
4
3
3
3
3
3
4
3
2
4
3
4
1
3
1
3
4
3
3
4
3
3
3
4
2
3
3
4
2
1
2

4
4
3
2
1
1
2
1
1
3
3
2
3
2
3
2
3
4
1
2
2
1
2
1
1
2
3
2
2
1
2
3
2

4
3
4
1
1
1
1
1
1
4
4
3
2
3
4
3
4
4
3
2
2
1
2
2
1
1
1
1
2
3
4
3
4

4
3
4
1
1
1
2
1
1
4
4
3
2
3
4
3
4
4
3
2
2
1
2
1
1
1
1
1
2
3
3
2
3

4
1
1
2
1
1
2
1
2
4
4
3
2
4
4
3
4
3
3
2
1
3
1
1
2
2
3
2
3
1
2
1
3

4
1
1
3
1
1
1
1
3
4
4
3
2
4
4
3
4
2
3
2
1
3
1
1
2
2
3
2
4
1
1
2
4

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1
1
1
1
1
1
1
2
1
1
1
1
2
1
1
1
1
1
2
1
1
2
1
1
1
2
1
1
1
2
1
2
1

1
1
1
2
1
1
2
2
2
1
1
1
2
1
1
1
1
1
2
2
1
1
1
1
2
2
1
2
2
1
1
1
2

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

ANALYSIS OF CUSTOMER SATISFACTION

2.

Satisfied with overall service provided by sutaria automobiles


1. Strongly Agree

10

3. Neither agree not disagree 31


5.Strongly Disagree

2. Agree

25

4. Disagree

18

16

Interpretation
According to my survey, out of 100, responds 31% of the people says neither
agree nor disagree about overall service provided by Sutaria Automobiles. And 25% of
the people agree. And 18% of the people disagree, and 16% of the people says strongly
disagree, and lastly 10% of the people strongly agree about overall service provided by
Sutaria Automobiles.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. Authorized service station has sophisticated tools and techniques.


1. Strongly Agree
06
2. Agree
3. Neither agree not disagree 32
5.Strongly Disagree

4. Disagree

28
25

09

Interpretation
Out of 100 respondents 32% of the people moderate about tools & techniques &
28% of the people agree, &25% of the people disagree & 9%of the people says strongly
disagree & 6% of the people strongly agree for tools & techniques.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

4 Authorised service station has sufficient and genuine spares.


1. Strongly Agree

07

3. Neither agree not disagree 30


5.Strongly Disagree

2. Agree

36

4. Disagree

17

10

Samples

Station has sufficent tools and Genuine Spares


40
35
30
25
20
15
10
5
0
1. Strongly
Agree

2. Agree

3 .Neither
Agree nor
dis Agree

4. Dis agree 5. Strongly


Dis agree

Respondents

Interpretation
From the source of field survey, out of 100 respondents 36% of the people agree
with sufficient & genuine spares, & 30% of the people moderate with the spares, & 17%
of the people disagree, & 10% of the people strongly disagree,& remaining 7% of the
people strongly agree for sufficient & genuine spares.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

5. Labour charges compared to Authorised service and roadside Mechanics.


1 Very high

60

3 Economical

08

2 High

32

4 Low

Labour Charges
70

Samples

60
50
40
30
20
10
0
1. Very high

2. High

3. Economical

4. Low

Respondents

Interpretation
According to my survey 60% of the people says labor charge is very high in the
Sutaria Automobiles as compared to roadside or any other Authorized service centre, &
32% of the people says labor charge is high & remaining 8% of the people says labor is
reasonable.& no body is ready to agree with low labor charges.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

6. Delivery as per schedule.


1 Always

10

2 Most of times

25

3 Some Times

45

4 Never

20

Delivery as per schedule


45
40
35
30
25
20
15
10
5
0
1. Always

2. most of
the times

3. Some
times

4.Never

Respondents

Interpretation
45% of the respondents are disagree with the delivery of vehicle timings and 25%
of the respondents are moderate, 20% of them said they never get timely, and 10% of
them are agree with the delivery as per schedule.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

8. On Road Break down Service.


1 Poor

11

3 Good

2 Fair

36

46

4 Excellent

07

Break down Service


50

Samples

40
30
20
10
0
1.Poor

2.Fair

3.Good

4.Excellent

Respondents

Interpretation
In the samples taken out of 100 respondents 46% of the people says on road break
down service is fair, &36% of the people says good & 11% people says poor, &
remaining people says on road break down service is excellent.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

10. Whether people at service station are co- operative or not.

Attributes
Works Manager
Service Advisor
Service Supervisor
Technicians

Low
20
13
15
22

Moderate
23
25
27
16

High
38
44
39
34

Very High
19
18
19
28

People at service station are cooperative


50
40
30
low

20

moderate

10
0

high
works
manager

service
Supervisor

very high

Respondents

Interpretation
Based on my survey the customers are says that works manager is 38%
high, 20% low &23% moderate with them at service station and service advisor
is 44% is high, 13% low and 25% moderate with them and service supervisor
is 39% is high , 15% is low and 27% moderate with them. And technicians are
34% high, 22% low and is 16% moderate with them at service station.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

11. It is helpful if service station is kept open on Sundays


Yes
No

80
20

Service Station kept on Sundays

20%

80%

Interpretation

From the source of field survey nearly 80% of people says it is helpful to them, if
service station is kept open on Sundays.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

13. Whether you would recommended Sutaria service station to others.

Yes
No

71
29

Recommend to others

29

71

Interpretation
According to my survey 71% of people says that, they are recommended
sutaria automobiles to others. And 29% of people are not recommended sutaria
automobile to others.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

FINDINGS AND SUGGESTIONS


Findings: -

According to my survey, out of 100, responds 31% of the people says neither agree
nor disagree about overall service provided by Sutaria Automobiles

Out of 100 respondents 32% of the people moderate about tools & techniques

From the source of field survey, out of 100 respondents 36% of the people agree with
sufficient & genuine spares,

According to my survey 60% of the people says labor charge is very high in the
Sutaria Automobiles as compared to roadside or any other Authorized service centre.

45% of the respondents are disagree with the delivery of vehicle timings.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

In the samples taken out of 100 respondents 46% of the people says on road break
down service is fair.

From the source of field survey nearly 80% of people says it is helpful to them, if
service station is kept open on Sundays.

Suggestions: -

Management should make availability of sufficient tools and techniques and genuine
spare parts.

Management should try to reduce labor charge and service charges as much as
possible.

Management should maintain delivery timings and on road break down services as
they promised to their customers.

Majority of the customers wants to kept open service station on Sundays, so


management should try to provide services on Sundays also

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

CONCLUSION

According to my survey majority of the customers are not satisfied with overall
service provided by Sutaria Automobiles, they expect management should provide:-

Sophisticated tools and techniques.

Genuine spare parts.

Reduction in labor charges.

Timely delivery of vehicle.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

So Management should concentrate on these aspects to satisfy their customers.

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

Dear Sir,
I Gireesh A. Kale pleased to introduce myself as MBA student of PES&Ts
Belgaum Institute of Management Studies, MBA, and Belgaum. As a part of curriculum I
have undertaken a research titled A study on customer satisfaction regarding after sales
services of Mahindra & Mahindra at Sutaria Automobiles Service Centre, Belgaum. The
information provided by you will be strictly kept confidential and used for academic
purpose only.

QUESTIONNAIRE
1. Which Mahindra vehicle do you own?
_______________________________________________________________
2. Are you satisfied with the overall service provided by the Sutaria Automobiles
1. Strongly Agree

2. Agree

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. Neither agree nor disagree

4. Disagree

5. Strongly Agree
3. Authorized service station has sophisticated Tools and Techniques.
1. Strongly Agree

2. Agree

3. Neither agree nor disagree

4. Disagree

5. Strongly Agree
4. Authorized Service Station has sufficient and genuine spares
1. Strongly Agree

2. Agree

3. Neither agree nor disagree

4. Disagree

5. Strongly Agree

5. Labor charges (Comparison to roadside mechanics or other authorized service station)


1. Very High

2. High

3. Economical

4. Low

6. Delivery as per schedule


1. Always

2. Most of times

3. Some times

4. Never

7. Distance of service station from your residence


_____________________________________________________________
8. On road break-down service
1. Poor

2. Fair

3. Good

4. Excellent

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

9. Have you come across any problem with authorized service station?
1. Yes

2. No

If yes, specify _________________________________________________


10. Whether people at service station are co-operative or not
Low

Moderate

High

Very High

1. Works Manager
2. Service Advisor
3. Service Supervisor
4. Technicians

11. Whether it is helpful for you, if service station is kept open on Sundays
1. Yes

2. No

12 Can you suggest the best working time for the service station?
_____________________________________________________________
13. Whether you would recommended Sutaria Service Station to others
1. Yes

2. No

14. Any Suggestions to improve the services provided at Sutaria Automobiles.


________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

1. Name of the Respondent: _________ ___________________________________


2. Address of the Respondent____________________________________________
3. Vehicle Model

____________________________________________

4. Vehicle No.

____________________________________________

5. Phone No:

_______________ Mobile No.: ______________

Thank you,

Signature

BIBILOGRAPHY

1. MARKETING RESEARCH - TULL AND HAWKINS

1. MARKETING MANAGEMENT - PHILIP KOTLER

2. COMPANY MAGZINES AND MANUALS


BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)

3. WEB SITES a. www. Mahindra and Mahindra.com


b. www.google.com

BELGAUM INSTITUTE OF MANAGEMENT STUDIES (MBA)