a study on customer satisfaction level regarding after sales services of mahindra and mahindra at...

“A STUDY ON CUSTOMER SATISFACTION LEVEL REGARDING AFTER SALES SERVICES OF MAHINDRA & MAHINDRA AT SUTARIA AUTOMOBILES SERVICE AT

CHENNAI”

PROJECT REPORT

Submitted by

ARUN. R

Register No: 088001119001

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

IN

DEPARTMENT OF MANAGEMENT STUDIES

RVS COLLEGE OF ENGINEERING & TECHNOLOGY

KANNAMPALAYAM, COIMBATORE-641402

MAY 2010

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RVS COLLEGE OF ENGINEERING & TECHNOLOGY

KANNAMPALAYAM, COIMBATORE-641402

DEPARTMENT OF MANAGEMENT STUDIES

PROJECT WORK

MAY 2010

This is to certify that the project entitled

“A STUDY ON CUSTOMER SATISFACTION LEVEL REGARDING

AFTER SALES SERVICES OF MAHINDRA & MAHINDRA AT

SUTARIA AUTOMOBILES SERVICE AT CHENNAI”

Is the bonafide record of project work done by

ARUN. R

Register No: 088001119001

Of Master of Business Administration during the year 2009-2010.

Project guide Head of the Department

Submitted for the project viva-voce examination held on

Internal Examiner External Examiner



DECLARATION

I affirm that the project work titled “A STUDY ON CUSTOMER SATISFACTION

LEVEL REGARDING AFTER SALES SERVICES OF MAHINDRA &

MAHINDRA AT SUTARIA AUTOMOBILES SERVICE AT CHENNAI” being

submitted in partial fulfillment for the award of Master of Business Administration

is the original work carried out by me. it has not formed the part of any other project

work submitted for award of any degree or diploma, either in this or any University.

(Signature of the candidate)

ARUN. R

Register Number

088001119001

I certify that the declaration made above by the candidate is true.

Signature of the guide

With Name & Designation



ABSTRACT

A study was conducted at the mahindra & mahindra at sutaria automobiles service to find

out the level of customer satisfaction after sales and service. Pilot study was conducted with 15

customers, based on the questionnaire has been formed. Primary data has been collected through

questionnaire and the secondary data was collected through company websites, brouchers, journals

and annual reports.

The study was undertaken with a sample size of 150 customers. The samples were choosed

from the population of 500 customers. Convenience sampling was used to collect the data.

Percentage analysis and chi square analysis has been used to analysis the data’s.

Based on the analysis, findings, suggestions and recommendations are provided to the

company improve the customer satisfaction in an efficient manner.



ACKNOWLEDGEMENT

“Gratitude is the music of our hearts.” A project of such a comprehensive finish cannot be

completed without the help of numerous sources and people throughout the long rugged path of

success. We realize this fact and so, we are greatly indebted to all of them and take this opportunity

to thank them.

I extend my deep sense of gratitude and sincere thanks to our principal Dr.V.Gunaraj, ME.,

Ph.D., for his value support in carrying out my project work.

First and foremost we would like to express our sincere gratitude to our beloved director

Dr.P.V.Prabha, for providing us all the facilities and encouraging us throughout the course of the

project.

We pay our respectable thanks to our head of the department Prof. Preetham Sridhar, for

his invaluable guidance and encouraging us throughout the course of the project.

We express our heart full gratitude to our guide, and supervisor, Ms.loganayaki. for his

complete efforts, throughout comments, grateful advice and counsel throughout the course of our

study. Without his guidance and support our project work have mere dream.

My sincere thanks are due to Managing directors Mr.Senthilkumar & Mr.Ajay, for giving

me an opportunity to undergo training their reputed organization.

I thank Mis.Simi & Mr.sengathir whose expert guidance and keen interest in my study was

immense help to me all the stages of the project.

We are also grateful to God without whose blessings this work would not have been

possible.



CONTENTS

CHAPTERS DESCRIPTION PAGE NO

LIST OF TABLES

LIST OF CHARTS

ABSTRACT

1 INTRODUCTION

1.1 ABOUT THE INDUSTRY 1

1.2 ABOUT THE COMPANY 7

1.3 ABOUT THE STUDY 9

1.3.1 OBJETIVES OF THE STUDY 12

1.3.2 SCOPE OF THE STUDY 13

1.3.3 LIMITATIONS OF THE STUDY 14

2 REVIEW OF LITERATURE 15

3 RESEARCH METHODOLOGY 19

4 ANALYSIS & INTERPRETATION 22

5 FINDINGS AND INFERENCES 70

6 RECOMMENDATIONS 71

7 CONCLUSION 72

APPENDIX

BIBLIOGRAPHY



S.No LIST OF TABLES Page No

1 Classification of respondents as per age group 22

2 Gender of Respondents 24

3 Customer’s occupation 26

4 Monthly income of the respondents 28

5 Satisfaction level of Technicians 30

6 Satisfaction level of free service 32

7 Satisfaction level of customer care service 34

8 Satisfaction level with time duration 36

9 Satisfaction with quality of service 38

10 Opinion on charges offered by service center 40

11 Sufficiency level of spare parts in service station 42

12 The time of delivery 44

13 Service level at break-town time 46

14 Level of problem faced by service station 48

15 Respondents visiting the Mahindra service center 50

16 Usefulness of service station at Sunday 52

17 Best working time for service station on Sunday

54

18 Satisfaction level of recommendation 56

19 Satisfaction level of recommendation persons 58

20 Recommendation level of persons 60

21 Any other suggestion 62

22 Suggestion given by respondents 64



S.No LIST OF CHARTS Page No

1 Classification of respondents as per age group 23

2 Gender of Respondents

25

3 Customer’s occupation 27

4 Monthly income of the respondents 29

5 Satisfaction level of Technicians 31

6 Satisfaction level of free service 33

7 Satisfaction level of customer care service 35

8 Satisfaction level with time duration 37

9 Satisfaction with quality of service 39

10 Opinion on charges offered by service cente 41

11 Sufficiency level of spare parts in service station 43

12 Time of delivery 45

13 Service level at break-town time 47

14 Level of problem faced by service station 49

15 Respondents visiting the Mahindra service center 51

16 Usefulness of service station at Sunday 53

17 Best working time for service station on Sunday

55

18 Satisfaction level of recommendation 57

19 Satisfaction level of recommendation persons 59

20 Recommendation level of persons 61

21 Any other suggestion 63

22 Suggestion given by respondents 65



CHAPTER. 1

INTRODUCTION

1.1 ABOUT THE 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

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, two-wheelers 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 industry’s 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.

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 wind-driven 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. 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.

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. 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 maker’s confusion between socialism and capitalism. The

thoughtless policy frame as neither allowed neither efficient producers nor consumers to get



optimum value for their effort or money. The recent price was triggered by Telco’s Indica is an

interesting case study. Let us trace the evolution of the Indian passenger car industry. Since

independence till the early 1980’s 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 minister’s 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 1980’s/early1990’s).but the people are maruti 800 came into existence.

We Indians have been quite happy with its japanee’s 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 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 than the erstwhile “People’s 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.



1.2 ABOUT THE COMPANY

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.

ORGANISATION PROFILE

Sutaria automobile is situated at chennai. 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 chennai. In the year 1972 it acquired the dealership of Mahindra and Mahindra wholly in

chennai 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,

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. 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

• Mahindra Load king

• Mahindra FJ Minibus

• Mahindra Cab king 576 DI

• Mahindra Pik-Up-CBC

• Mahindra Bolero Sports

• Mahindra Maxx Festiva

• Mahindra Champion

• Mahindra Marshal DX Royale

• Mahindra Bolero Camper

• Mahindra Maxx



1.3 ABOUT THE STUDY

The Need to Understand Customer satisfaction

Have you ever wondered why your company often loses relatively satisfied Customers? Why is it

that Customers will often indicate they are satisfied with how they have been treated but then leave

for a competitor at the first opportunity? Why is Customer defection often unrelated to price? The

answers to these and other related questions are found in coming to an understanding of Customer

satisfaction.

The idea that Customers prefer one product or one service over another is not new. The ability to

identify and measure the elements of such satisfaction decisions with any accuracy and reliability

has only recently become available.

Research into this area of consumer behavior has brought understanding to some of the major issues

with standard Customer satisfaction research. Most importantly, we have come to realize that high

Customer satisfaction does not assure continued Customer satisfaction. Satisfaction research over

the past fifteen years demonstrates that high satisfaction scores, while a measure of corporate

performance on a set of important criteria, do not adequately explain the composition of satisfaction

formation and therefore often serve as insufficient predictors of sustained satisfaction or what is

normally referred to as Customer loyalty.

Loyalty as a concept has also shown itself to be difficult to define. Like beauty, loyalty is truly in

the eye of the beholder. We understand there are different types and degrees of loyalty and some of

these are not appropriate in describing the relationship between a consumer and a company.

However, satisfaction (defined as The power or ability to choose one thing over another with the

anticipation has demonstrated the ability to be effectively measured and to provide meaningful that

the choice will result in greater satisfaction, greater capability or improved performance)insight into

the choices consumers make when selecting one provider over another and when determining to

continue a relationship over time.



The Application of the Theory of Reasoned Action Model

The theory of reasoned action represents a comprehensive integration of the attitude components that

ultimately are the building blocks of satisfaction. The model is designed to provide a better

understanding of how consumer satisfaction is formed and, correspondingly, to provide the means to

accurately predict consumer satisfaction behavior. Figure one provides an overview of Customer

satisfaction formation from the theory of reasoned action point of view

In order to understand satisfaction we need to determine the functional or performance demands

involved in the purchase, the desired emotive outcomes, and the subjective norms consumers use to

determine their desire for one product or service over another. The primary assumption of the model

is that individuals make considered purchases. In some cases the consideration may be minimal and

the purchase behavior almost habitual (as when deciding to buy a new comb while standing in line at

Target). In another the period of consideration (incubation) may be extensive and each element of

the consideration process carefully examined (as when deciding to purchases a new home).

Consumer Behavior by Leon Schiffman and Leslie Kanuk

The important contribution of the reasoned action model is the realization that consumers utilize the

model in all purchase experiences to a lesser or greater extent. Of equal importance is the realization

that the components used to make a satisfaction decision are also the ones employed by a consumer

to evaluate the performance success of the product or service purchased and the company

responsible for them. Therefore, as the components of satisfaction change, the elements influencing

satisfaction change accordingly. The relationship is dynamic and fluid therefore static or

predetermined satisfaction analytic packages often miss the most important elements of satisfaction

and can create a false sense of security on the part of companies who think that since their Customer

satisfaction scores are high they must in turn have relatively loyal Customers.



Let’s look at the last part of our definition of satisfaction.

The power or ability to choose one thing over another with the anticipation that the choice

will result in greater satisfaction, greater capability or improved performance.

The theory of reasoned action assumes a consequence for the action taken. We prefer some product,

someone, or some service because we determined the object was best aligned with our performance

and emotive requirements as judged through our comparative norms. We evaluate the performance

in light of how well the product, person or service meets our satisfaction expectations. Here is the

problem with most “preordained” Customer satisfaction programs. Companies tend to ask their

Customers about corporate performance on a predetermined set of behavioral topics which may or

may not align to the satisfaction expectations of those Customers. This mistake is amplified when

companies treat their Customers monolithically and assume that the satisfaction drivers for one

group of Customers are the same as that for another. It is essential, especially for companies

attempting to serve highly competitive markets with many product/service offerings, to differentiate

satisfaction formation components and satisfaction expectations within “naturally forming” or

emergent Customer segments.

With-In Segment Deployment of Customer satisfaction

Customer satisfaction analysis is really a call to action. By understanding the satisfaction formation

components and the satisfaction expectation evaluations by group or segment of Customers,

companies can design response strategies that are truly responsive to vital Customer expectations

and that differentiate in the marketplace.



1.3.1 OBJECTIVES OF THE STUDY

Primary objective

To know the customer’s satisfaction level at Authorized Mahindra &Mahindra service centre in Chennai

Secondary objectives

Ø To know the perception of customer’s regarding the charges/ rates offered by the service

centre.

Ø To know the reasons for decline of customer’s visit at Sutaria Automobiles Service centre.

Ø To know the suggestions from customer’s to improve the service center.



1.3.2 SCOPE OF THE STUDY

In this competitive world retaining the customers has become important part and parcel of the

business activity, since in these arenas the people who adapt to changes and new technologies will

survive.

This study will help to understand customer need, satisfaction 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.



1.3.3 LIMITATION OF THE STUDY

1. Since the sample size has been limited to 100 respondents of Customers, the findings may not applicable

to the total Customers.

2. The time allowed for this study was too short

3. The results of the analysis made in the study depend fully on the information given by the respondents.

4. This study consists only the Customers of. mahindra & mahindra at sutaria automobiles service center

Chennai.

5. Some Customers are not co-operate with this study

6. All the limitations which are applicable to the questionnaire method will also be applicable to this study.



CHAPTER.2

REVIEW OF LITERATURE

Once the problem is formulated, the researcher has to undertake an extensive literature survey related to

problem. The literature survey undertaken here includes books and different websites from the internet.

Ø Schiff man. G. Leon and kanuk lazare Leslie - Study of the customer behaviour is the study of how

individuals make decisions to spend their available resources (Time, Money and Efforts) on consumption

related items. It includes the study what they buy, whey they buy it, when they buy it, where they buy it,

how often they buy it and how often they use it. The primary purpose for the study consumer behavior

as apart of marketing curriculum is to understand how and how customers make their purchase

decisions. There insights enable marketers to design more effective marketing strategies.

Czikszentmihalyi and Rochberg-Halton, 1981; Ericksen, 1996; Leigh and Gabel, 1992; Levy, 1959; Mick,

1986. “Customers buying products are buying utility, function, and performance as much as image and

status” (Terpstra and Sarathy, 1997, p. 375).

Actually, Customer merchandise has implications more than their utilitarian, functional, and

commercial significance Consumers do not “consume products for their material utilities but consume the

symbolic meaning of those products as portrayed in their images” (Elliot, 1997, p. 286). Therefore, the

acquired goods are not only “bundles of attributes that yield particular benefits” (Holt, 1995, p. 1) but also

indications of symbolic meanings to the public. Consumers are more likely to use brands to express how

they are either similar to or different from people of their in-group (Markus and Kitayama, 1991). Bhat and

Reddy (1998);Gottdeiner, (1985); McCracken, (1986) ;inkham and Hong, (1991);Schiffman and

Kanuk(2000);Aaker, (1999); Kassarjian,(1971); Sirgy, (1982)



It also reported that brands have practical and emblematic importance for consumers. The

emblematic importance, which is attached to brands, is often broadcasted via the use and consumption of

brands). Consequently, there seems to be a noteworthy relationship between brand images, consistent with

the emblematic importance of brands, and consumers’ self images Individuals are more likely to buy brands

whose personalities intimately match their own self images Similarly, consumers express themselves by

selecting brands whose personalities are recognized to be consistent with their own personalities

Automotive Design & Production, Oct, 2002 by Gary S. Vasilash No secrets

- Marginal - automobile industry customer satisfaction

In fact, those companies that do an excellent job at customer satisfaction are undoubtedly

successful. So why isn't everyone successful? Because satisfying customers isn't simple. Nor is it

easy. One of the hardest aspects of customer satisfaction is deciding just who the customer really is.

Too many companies want to define their customer base as broadly as possible, thereby assuring

themselves (or so they try to assure themselves) of the most capacious buyer group. While this might

make some sense for some products, there are probably fewer products that it works for than you

might imagine. Take something as simple as toothpaste. Look at the vast array of types of Crest

toothpaste on the shelves in your grocery store. Presumably, those who are looking for a toothpaste

that provides Dual Action Whitening are not the same who are looking for Multi Care Advanced

Cleaning. One type does not accommodate all. Sure, there is the broad category of "toothpaste," but

Procter & Gamble knows that there are discrete gro ups of consumers.But automobiles aren't

toothpaste, you say. Obviously. But that fact doesn't make customer satisfaction any less salient. In

fact, if you buy a tube of toothpaste and decide that you're not crazy about it, you can either (1)

tough it out and use it until the tube is exhausted or (2) toss it without too much remorse. You may

not go back to that brand, but there is a possibility that you will. Chances are, you'll not go far and

wide in telling other people that the particular type of toothpaste is anathema. The situation with cars

and trucks, of course, is somewhat more complex--to put it mildly. If you buy one that doesn't work

as you expected, or if you have trouble with it, you're (1) stuck with it and (2) likely to let everyone

you encounter know of your unhappiness. You are not a satisfied customer.



Systems, Man and Cybernetics, 2008. SMC 2008. IEEE International Conference on 12-15

Oct. 2008 page(s): 2386 - 2389, Date of Current Version: 07 April 2009

With rapid development of automobile industry in China, after-sales service market has

captured both enterprises and scholars' attention, and has been a new advantage for competition. In

this paper, convenience, response, waiting time, maintenance quality and etc. characterize of after-

sale service in automobile industry, the new measurement model of customer satisfaction in after-

sale market is proposed, and an empirical study in automobile industry is constructed. The result

shows the model is simple and high-efficiency reveals issues clearly even with poor data, and

provides decision supports for after-sales management.

American Society for Quality Control, Inc., Quality Progress

Engineering and manufacturing industries,(1996) Study reveals technology's role in customer satisfaction

A 1995 IDEAS study conducted by Stanley Brown of Coopers & Lybrand's Centre for

Excellence in Customer Satisfaction exposes certain myths and confirms other notions regarding

technology's role in customer satisfaction. The myths include viewing the organization's financial

success as unrelated to improved customer satisfaction and considering technology as a major factor

in gaining customer satisfaction. Improved customer satisfaction is achieved by strategic planning,

not by chance. Technology alone is insufficient for customer satisfaction which has a direct bearing

on the organization's success.

A study of consumer satisfaction in automobile industry in urban city examines the

production, sales, and export growth rates of the sector, along with a mention of the major

manufacturers.

Identification of the opportunities for foreign companies in terms of exports, technology

transfers, strategic alliances, financial collaborations and JV’s, in the Indian vehicle sector. The

component-wise share of production is assessed. Assessment of the implications of vehicle

emissions



• Porter’s Five Forces Analysis of the Industry.

• An overview of the major changes occurring in the Indian market

• A study of the market access strategies for companies

All the aspects related to the auto industry are taken into account in the report “Indian Auto Industry

- Market Overview”. Chapter 1 provides the global scenario of automotive industry. Chapters 2 and

3 of the report discuss the market overview, background of the Indian Automotive Industry and the

automotive component sector. Chapter 4 talks about Porter’s five forces model. Chapter 5 covers the

opportunities and challenges faced by the industry and the obstacles related to them. Chapter 6

discusses the market access strategies for foreign firms whereas chapter 7 covers the recent issues

and developments in the industry



CHAPTER 3

RESEARCH METHODOLOGY

Research methodology may be understood as a science of studying how research is done. It is

systematic, step investigation or enquiry for new facts in any branch of knowledge.

The methodology followed for the present study is discussed under the following steps.

Research Design:

A research design is the arrangement of conditions for collection and analysis of data in a manner

that aims the combined descriptive relevance of the research purpose with economy in procedure. The

research design adopted in the present study was descriptive.

SAMPLING DESIGN:

Sampling size:

Sample size is 150. The samples were selected from population of Chennai customers.

Sampling Technique:

Convenient sampling was adopted in the research work. This was because the retailers are wide

spread throughout the district and covering them would be a practically impossible task with the available

time and money.

Pilot Study:

Pilot study was conducted with 15 respondents and the questionnaire was restructured based on the

suggestions and recommendations made.



Main Study:

The revised questionnaire was administered on the basis of convenience sampling on 150 respondents

and the response was analyzed.

DATA COLLECTION:

a. Primary Data:

The schedule was used for collecting the data. The questionnaire was distributed to all the samples.

b. Secondary Data:

Secondary data was collected through company websites, broachers, journals, annual reports, etc.

DATA ANALYSIS:

The data collected through questionnaire was analyzed using simple percentage & Chi-square analysis.

TOOLS AND TECHNIQUES:

The test used in this study is chi – square and simple percentage analysis.

PERCENTAGE ANALYSIS

The Percentage method is the widely used method to analysis the data collected. It is done by

calculating the Percentage of the corresponding number in each category in total of all the members, the

Percentage of respondents is calculated as follows.

Number of respondent

Formula = ------------------------------------- X 100

Total Number of respondents



TESTING OF HYPOTHESIS USING CHI-SQUARE:

The chi-square is an important test among several tests of significance. Chi – square, symbolically

written as �Ϯϼ chi-square is an statistical measure used in the content of sampling analysis for test of

independence.

As formula is chi-square �Ϯϼ�� = ?� (O - E) 2 / E

Where O = Observed frequency

E = Expected frequency

Test of Independence:

Chi-square test enables to explain whether or not two attributes are associated. For instance, we may

be interested in knowing whether a new medicine is effective in controlling fever or not, Chi-square test will

help us in deciding this issue. In such a situation we proceed with the null hypothesis that the 2 attributes

(viz., new medicine and control of fever) are independent which mean that new medicine is not effective in

controlling fever. On this basis we first calculate the expected frequencies and then work out the value of chi

– square. If calculated value of chi – square is less than the table value of chi – square. If the calculated value

of chi – square is less than the table value at a certain level of significance for degrees of freedom, we

conclude that null hypothesis stands which means, that two attributes are independent are not

associated(i.e., the new medicine is not effective in controlling the fever).

But if the calculated value of chi – square is greater than its table value, our interferences then would

be that null hypothesis does not hold good which means the two attributes are associated and the

association is not because of some chance factor but it exists in reality (i.e., the new is effective in

controlling the fever and as such may be prescribed). It may, however be stated here that chi-square is not a

measure of the degree of relationship or the form of relationship between two attributes, but is simply a

technique of judging the significance of such association or relationship between the two attributes



CHAPTER.4

ANALYSIS AND INTERPRETATION

Table 4.1

Table showing classification of respondents as per age group

Age group No of respondents

Percentage of respondents

20-30 12 8

31-40 47 31

41-50 60 40

Above 50 31 21

Total 150 100

INTERPRETATION

The above table shows out of 150 customers, 40% of respondents fall in the category of 41-50 years,

31% of respondents are in the age category of 31 – 40 years, 8% come in the category of 20 – 30, 21% of

respondents are in the age category of above 50.



Chart 4.1

Chart showing classification of respondents as per age group

0

5

10

15

20

25

30

35

40

20-30 31-40 41-50 above-50

8

31

40

21Percentage Age

classification of respondents as per age group



Table 4.2

Table showing gender of Respondents

Gender No. of

Respondents

Percentage of

Respondents

MALE 110 73

FEMALE 40 27

Total 150 100

INTERPRETATION

The above table shows that out of 150 customers, 73% of the respondents are Male, 27%of the

respondents are Female.



Chart 4.2

Chart showing gender of Respondents

0

10

20

30

40

50

60

70

80

male female

73

27

PercentageGenter

Gender of Respondents



Table .4.3

Table showing customer’s occupation

INTERPRETATION:

The above table shows occupation of the respondents. 33% of the respondents are occupying business,

28% of the respondents are others, 19% of the respondents are private employee, 3% of the respondents

are government employee.

Occupation No .of respondents Percentage of respondents

private employee 28 19

Government employee

5 3

Business 50 33

Profession 25 17

Others 42 28

Total 150 100



Chart 4.3

Chart showing customers occupation

0

5

10

15

20

25

30

35

private employee government employee

business profession

19

3

33

17

percentage

occupation

Customers occupation



Table .4.4

Table showing monthly income of the respondents

INTERPRETATION:

From the above table it was inferred that 40 % of the respondents are earning 41000 & above of

monthly income, 30 % of the respondents are earning 31000-40000 of monthly income, 20% of the

respondents are earning 21000-30000 of monthly income and 10% of the respondents have earning 10000-

20000 of monthly income.

Monthly income No. of respondents Percentage of respondents

10000-20000 15 10

21000-30000 30 20

31000-40000 45 30

41000 & above 60 40

Total 150 100



Chart 4.4

Chart showing monthly income of the respondents

0

5

10

15

20

25

30

35

40

10000-20000 21000-30000 31000-40000 41000&above

10

20

30

40PercentageMonthly income

Monthly income of the respondents



Table .4.5

Table showing the satisfaction level of Technicians

Satisfaction level No. of respondents Percentage of respondents

Highly satisfied 28 19

Satisfied 50 33

Neutral 42 28

Dissatisfied 22 15

Highly dissatisfied 8 5

Total 150 100

INTERPRETATION

The above table shows out of 150 respondents, 33% of the respondents are highly satisfied, 28% of

the respondents are Neutral, 15% of the respondents are dissatisfied, 5% of the respondents are highly

dissatisfied



Chart 4.5

Chart showing the satisfaction level of Technicians



Table .4.6

Table showing the satisfaction level of free service

INTREPRETATION:

The above table shows out of 150 respondents 43% of the respondents are highly satisfied, 36% of

the respondents are satisfied, 18% of the respondents are neutral, 3% of the respondents are dissatisfied,

1% of the respondents are highly dissatisfied.



Satisfied 53 36

Neutral 27 18

Dissatisfied 5 3


Total 150 100



Chart 4.6

Chart showing the satisfaction level of free service



Table .4.7

Table showing the satisfaction level of customer care service

INTREPRETATION:






Satisfied 49 33

Neutral 40 27

Dissatisfied 10 6


Total 150 100



Chart 4.7

Chart showing Satisfaction level of customer care service



Table .4.8

Table showing the Satisfaction level with time duration

INTREPRETATION

The above table shows out of 150 respondents 33% of the respondents are satisfied, 27% of the

respondents are neutral, 18% of the respondents are dissatisfied, 11% of the respondents are highly

satisfied, 11% of the respondents are highly dissatisfied.



Satisfied 50 33

Neutral 40 27

Dissatisfied 27 18


Total 150 100



Chart 4.8

Chart showing the satisfaction level with time duration



Table .4.9

Table showing the satisfaction level with quality of service



Satisfied 47 32

Neutral 34 23

Dissatisfied 8 5


Total 150 100

INTREPRETATION






Chart 4.9

chart showing the satisfaction level with quality of service



Table .4.10

Table showing the opinion on charges offered by service center

Charges offered No . of respondents Percentage of respondents

Very high 40 27

High 47 31

Economical 30 20

Low 33 22

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 31% of the respondents opinion is high, 27% of the

respondents opinion is very high, 22% of the respondents opinion is low, 20% of the respondents opinion is

economical.



Chart 4.10

chart showing the opinion on charges offered by service center



Table .4.11

Table showing sufficiency level of spare parts in service station

Spare parts available

No . of respondents

Percentage of respondents

Always 40 27

Most of time 49 33

Some times 36 24

never 25 16

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 33% of the respondents most of time delivery as

per schedule, 27% of the respondents always delivery as per schedule, 24% of the respondents sometimes

delivery as per schedule, 16% of the respondents always delivery as per schedule.



Chart 4.11

Chart showing sufficiency level of spare parts in service station

5

10

15

20

25

30

35

27

33

24

16percentage Sufficiency level of spare parts in service station



Table 4.12

Table showing response towards time of delivery

INTREPRETATION

The above table shows out of 150 respondents 33% of the respondents are strongly agree, 32% of

the respondents are agree, 23% of the respondents are neither agree nor disagree, 9% of the respondents

are disagree, 3% of the respondents are strongly disagree.

Time of delivery No . of respondents Percentage of respondents

Strongly agree 50 33

Agree 46 32

Neither agree nor disagree

35 23

Disagree 14 9

Strongly disagree 5 3

Total 150 100



Chart 4.12

Chart showing response towards of delivery



Table 4.13

Table showing the service level at break-town time

INTREPRETATION

The above table shows out of 150 respondents 39% of the respondents are good on road break

down service, 31% of the respondents are excellent on road break down service, 25% of the respondents

are fair on road break down service, 5% of the respondents are poor on road break down service.

Service level No .of respondents Percentage of respondents

Poor 7 5

Fair 38 25

Good 59 39

Excellent 46 31

Total 150 100



Chart 4.13

Chart showing the service level at break-town time

5

10

15

20

25

30

35

40

5

25

39

31percentage Service level at break-town time



Table.4.14

Table showing the level of problem faced by customer

Problem facing No . of

respondents Percentage of respondents

Yes 61 41

No 89 59

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 59% of the respondents are come across the

problem, 41% of the respondents are not come across the problem.



Chart 4.14

Chart showing the level of problem faced by customer

10

20

30

40

50

60

41

59percentage Level of problem faced customer



Table 4.15

Table showing respondents visiting the Mahindra service center

Level of visiting No .of respondents Percentage of respondents

Yes 115 77

No 35 23

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 38% of the respondents are co-operative among the

service station, 29% of the respondents are very high co-operative among the service station, 23% of the

respondents are high co-operative among the service station, 10% of the respondents are co-operative

among the service station.



Chart 4.15

Chart showing shortage level of visiting the Mahindra service center



Table 4.16

Table showing the usefulness of service station at Sunday

Usefulness of service No. of respondents Percentage of respondents

Yes 132 88

No 18 12

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 88% of the respondents are thinking to visit the

Mahindra service station, 12% of the respondents are not thinking to visit the Mahindra service station.



Chart 4.16

Chart showing the usefulness of service station at Sunday

10

20

30

40

50

60

70

80

90 88

12

percentag Usefulness of service station at Sunday



Table .4.17

Table showing the best working time for service station on Sunday

Working time No .of respondents Percentage of respondents

8am to 12pm 56 42

12pm to 6pm 47 36

Above 6pm 29 22

Total 132 100

INTREPRETATION

The above table shows out of 132 respondents 42% of the respondents are suggesting to work

on Sunday at 8.00AM to 12 PM, 36% of the respondents are suggesting to work on Sunday at 12 PM to 6

PM, 22% of the respondents are suggesting to work on Sunday at above 6 PM.



Chart 4.17

Chart showing the best working time for service station on Sunday

10

20

30

40

50

6056

47

29

percentage

Best working time for service station on Sunday



Table 4.18

Table showing satisfaction level of recommendation

Level of recommendation

No. of respondents Percentage of respondents

Yes 127 85

No 23 15

Total 150 100

INTREPRETATION

The above table shows out of 150 respondents 85% of the respondents are recommended to others,

15% of the respondents are not recommended to others.



Chart 4.18

Chart showing satisfaction level of recommendation



Table 4.19

Table showing satisfaction level of recommendation persons

INTREPRETATION

The above table shows that out of 127 respondents 57% of the respondents are recommended to

their friends, 27% of the respondents are recommended to their colleagues, 16% of the respondents are

recommended to their relatives.

Members No . of

respondents Percentage of respondents

Friends 72 57

Relatives 20 16

Colleagues 35 27

Total 127 100



Chart 4.19

Chart showing recommendation given by respondents

10

20

30

40

50

60

70

80

72

20

35percentage Recommendation given by respondents



Table 4.20

Table showing recommendation level of persons

Number of persons No .of respondents Percentage of respondents

0-5 60 40

05-10 45 30

10-15 28 19

15&above 17 11

Total 150 100

INTREPRETATION

The above table shows that out of 150 respondents 40% of the respondents are recommended to 0-

5 persons, 30% of the respondents are recommended to 05-10 persons, 19% of the respondents are

recommended to 10-15 persons, 11% of the respondents are recommended to 15 & above.



Chart 4.20

Chart showing recommendation level of persons

5

10

15

20

25

30

35

40percentage Recommendation level of persons



Table 4.21

Table showing willingness of respondents to give suggestion

INTREPRETATION

The above table shows that out of 150 respondents 77% of the respondents are suggest to

recommended, 23% of the respondents are not suggest to recommended.

Suggestion No . of respondents Percentage of respondents

Yes 116 77

No 34 23

Total 150 100



Chart 4.21

Chart showing willingness to give suggestion

0

10

20

30

40

50

60

70

80

yes no

77

23Percentage

Opinion

Willingness to give suggestion



Table 4.22 Table showing suggestion given by respondents

suggestion No of respondents Percentage of respondents

Improve response 59 51

Reduce charges 45 39

Improve quality of service

12 10

Total 116 100

INTREPRETATION

The above table shows that out of 116 respondents 51% of the respondents are suggest to improve

response, 39% of the respondents are suggest to reduce charges. 10% of respondents are suggest to

improve quality of service.



Chart 4.22 Chart showing suggestion by respondents



CHI-SQUARE TEST

4.2.2. OCCUPATION& RESPONS

Calculations:

H0: Occupation and opinion of respondent about response in Mahindra & Mahindra

are independent.

Ha: Occupation and opinion of respondent about response in Mahindra &

Mahindra are dependent

Response occupation

Highly satisfied

satisfied neutral dissatisfied Highly dissatisfied

Total

Private employee 10 7 9 2 0 28 Got employee 2 2 1 0 0 5 Business

13 16 14 6 1 50 Profession

9 9 7 0 0 25 Others

16 15 9 2 0 42 total

50 49 40 10 1 150



Chi-square =

(Oi-Ei)^2

Ei

Calculated value =6.642

V= (m-1) (n-1) =16

Table value x=26.29

Result

Table value is greater than calculated value. Thus null hypothesis is rejected



4.2.3. Monthly income & response

Response

Monthly Income

Very high

High

Economic

Low

Total

10000-20000 6 6 1 2 15

21000-30000 4 8 9 9 30

31000-40000 7 17 8 13 45

41000&Above 23 16 12 9 60

Total 40 47 30 33 150

Calculations:

H0: Monthly Income and opinion of respondent about response in Mahindra & Mahindra are independent.

Ha: Monthly Income and opinion of respondent about response in Mahindra & Mahindra are dependent.



Chi-square =

(Oi-Ei)^2

Ei

Calculated value =16.3637

V= (m-1) (n-1) =9

Table value x=16.919

Table value is greater than calculated value.

So, we accept h0 and reject ha.

Result:

It means monthly Income and opinion of respondent about response in Mahindra & Mahindra are

independent.



CHAPTER .5

FINDINGS AND INFERENCES

Ø Majority of the respondents under the age group 41-51

Ø Majority of the respondents are male

Ø Majority of the respondents occupation is business

Ø Majority of the respondents monthly income is 40000 & above

Ø Majority of the respondents are satisfied with technicians of sutarian automobile

Ø Majority of the respondents are highly satisfied with free service provided by sutarian

automobile

Ø Majority of the respondents are highly satisfied with the customer care service of the sutarian

automobile

Ø Majority of the respondents are satisfied with time duration to car service

Ø Majority of the respondents are highly satisfied with the quality of service of the sutarian

automobile

Ø Majority of the respondents opinion is service center charging high charge

Ø Majority of the respondents opinion is the service center having all spare parts

Ø Majority of the respondents opinion is the service center giving as per time

Ø Majority of the respondents opinion is good service at on road break-down time

Ø Majority of the respondents are saying that they are not facing problem service station

Ø Majority of the respondents opinion is Sunday the service center is to be open.

Ø Majority of the respondents opinion is Sunday working time is can be 8am to 12pm

Ø Majority of the respondents recommended others about sutarian service center

Ø Majority of the respondents recommended their friends to sutarian automobile



CHAPTER.6

RECOMMENDATIONS

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

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

ü Management should maintain delivery timings and on road break down service’s as they promised

to their customers.

ü Majority of the customer’s wants to kept open service station on Sunday’s, so management should

try to provide service’s on Sunday’s also.

ü Most of the respondent’s stated their opinion as service center having all spare parts so the

companies have to maintain the same inventory strategy.

ü Most of the respondents stated their opinion as the service center giving delivery as on time

so company have to maintain the same to retain their consumers.

ü Most of the respondents stated their opinion as service center charging high service charge so

company have to revise their service charges to retain and acquire more consumers.

ü Most of the respondents felt that company have to work on Sunday and timing preferred by

them is from 8am to 12pm.



CHAPTER 7

CONCLUSION

According to my survey majority of the customers are 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. So Management should concentrate on

these aspects to satisfy their customers

Some customers are expecting some complements, quick and better service. So the company should

concentrate on these areas and try to fulfill the expectation of the customers. This will help the company to

attain a good position in the market. The customers are the asset of the company. So the company has to

maintain them in a good manner. This helps to the company to make profit as well as goodwill.

As for as the study is concern majority of the customers are in satisfied level and we have to

promote them into highly satisfied level. So the customer satisfaction is an important factor which is a

reason behind the success of the company.



A STUDY ON CUSTOMER SATISFACTION LEVEL REGARDING AFTER SALES SERVICES OF MAHINDRA &

MAHINDRA AT SUTARIA AUTOMOBILES SERVICE AT CHENNAI

1. Name;

2. Age;

a. 20-30 b. 31-40

c. 41-50 d. Above 50

3. Gender: Male [ ] Female [ ]

4. Occupation

a. Private employee b. government employee

c. business d. profession

e. others

5. Monthly Income;

a.10000-20000 b. 21000-30000

d. 31000-40000 e. above 40000



6. Are you satisfied with the work done by technicians

a. Highly satisfied b. satisfied c. dissatisfied d. highly dissatisfied

7. Are you satisfied with the free service provided by the company

a. Highly satisfied b. satisfied

c. dissatisfied d. highly dissatisfied

8. Are you satisfied with the customer care service division



9. Are you satisfied with the time duration



10. Are you satisfied with quality of service





11. Opinion on charges/rates offered by service center

a.Very high b. High

c. economical d. Low

12. Authorized service station has sufficient and genuine spares

a. Strongly agree b. agree

c. neither agree nor disagree d.disagree

e. strongly disagree

13. Delivery as per schedule

a. Always b. Most of times

c. some time d. Never

14. On road break-down service

a. poor b. Fair

c. good d. excellent



15. Have you come across any problem with authorized service station

a. yes b. No

If yes specify .

16. Have you ever thought not visiting to sutaria Mahindra & Mahindra service center

a. yes b. No

17. If yes mention a reason

a. no response b. High service charges s

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

Low Moderate High Very High

a. Works Manager

b. Service Advisor

c. Service Supervisor

d. Technicians

19. Whether it is helpful for you if service station is kept open on Sunday

a. yes b. No



20. If yes suggest the best working time for the service station

a. 8am to 12pm b. 12pm to 6pm

c. above 6pm

21. Have you recommended sutaria service station to others

a. yes b. No

22. If yes to whom have you recommended

a. Friends b.relatives

c. Colleagues

23. How many person have you recommended

a. below 5 b. 5 to 10

c 10 to 15 d. Above 15

24. Would you like to suggest any recommended

a. yes b. No

25. If yes mention a suggestion

a. improve response b. Reduce charges

c. improve quality of service



BIBLIOGRAPHY

• Sharma d.d: “marketing research” , second revised edition , sulthan chand & sons 2001.

• Philip kotler: “marketing management”, first indian reprint, pearson education asia, 2003.

• C.r.kothari: “research methodology”, (methods and techniques) 2nd edition, wishwas prakasan

publication 2002.

JOURNALS:

• Journal of IMS Volume 3 no.1, Jan-June 2007

• Davis Woman’s Journal of Automobile and Technology, July 31, 2007

• Beverly J. Tepper and Amy C. Trail Journal of automobile and science Technology, 15 September

1998

• Journal of IMS, Volume 5 no.1, Jan-June 2008

WEB SITES:

v www.google.com

v www.mahindra.com

v http://twitter.com/larsperner

v www.facebook.com



http://www.google.com

http://www.mahindra.com

http://twitter.com/larsperner

http://www.facebook.com

a study on customer satisfaction level regarding after sales services of mahindra and mahindra at...

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