customer relatioship management
DESCRIPTION
marketing projectTRANSCRIPT
INDUS MOTORS
EXECUTIVE SUMMARY
1
INDUS MOTORS
Evolving focus of CRM
CRM has always encompassed the broad set of sales, marketing, and customer service
activities associated with serving customers, and attracting new. While the scope of CRM
has remained constant, the focus has changed considerably.
The first CRM initiatives launched in the early 1990s focused primarily on improving a
single service channel – namely, the call centre. Companies adopted new technologies and
performance measures designed to streamline the process of answering and handling
customer inquiries, hoping to increase customer satisfaction and their own operating
efficiency.
Later, companies widened this focus to include sales as well, implementing new automation
tools to enhance sales force efficiency and productivity. In the mid-to-late 1990s, the focus
of CRM expanded yet again to include more service and sales channels-such as the web, e-
mail, and instant messaging-giving customers’ alternatives for interacting with a company.
Complex channel integration programs characterized this phase of CRM, still underway
today, with companies focused on standardizing customer treatment across channels and
gathering more customer data at each contact point. Many companies also implemented data
warehouses and customer analytics programs to help manage this data and mine it for
deeper insights into customer preferences.
All of these previous efforts have produced important benefits. Contact center initiatives
enabled companies to reduce service costs while making transactions more convenient for
customers (for example, by providing more self-service options). Sales force automation
software made sales people more efficient and boosted their ability to help customers (for
example, by giving sales people immediate access to pricing information on any product).
Better channel integration made it easier for customers to deal with providers, and enabled
companies to gather more information about customers. And internet-based initiatives
opened up a new avenue into customers’ homes and offices for selling serving.
2
INDUS MOTORS
CHAPTER.1
INTRODUCTION
3
INDUS MOTORS
Background of the study
Customer relationship management (CRM) is the process of the location, acquisition
and retention of customers.
CRM is a way to express having the ability to organize and maintain a connection with
clients, customers and service agents with regards to business relationship and customer
satisfaction. Customer relationship management translates directly to customer relationship
management. And a CRM application is an acronym for customer relation management
application. These are programs by which a customer can be profiled and tracked to assist a
sales staff in providing better service for that customer, resulting in improved customer
relations overall.
Customer relationship management (CRM) is a way to express having the ability to
organize and maintain a connection with clients, customers and service agents with regards
to business relationships and customer satisfaction. CRM translates directly to customer
relationship management. Everybody who profits from CRM has their own definition of
what it is, but they’re agreed as to what it is not: CRM isn’t about technology any more than
hospitality is about throwing a welcome mat on your front porch.
CRM is a philosophy that puts the customer at the design point; it’s getting intimate with the
customer. CRM is more as strategy than a process. It’s designed to understand and
anticipate the needs of the current and potential customer base a company has. Once you
nail that, there’s a plethora of technology out there that helps capture customer data and
external sources, and consolidate it in a central warehouse to add intelligence to the overall
CRM strategy. Buying technology before you have your CRM business goals clearly in
mind leads to disaster.
CRM is an integrated approach to identifying, acquiring, and retaining customers. By
enabling organizations to manage and coordinate customer interactions across multiple
channels, departments, lines of business, and geographies, CRM helps organizations
maximize the value of every customer interaction and drive superior corporate performance.
4
INDUS MOTORS
Today’s organizations must manage customer interactions across multiple communications
channels-including the web, call centers, field sales, and dealers or partner networks. Many
organizations also have multiple lines of business with many overlapping customers. The
challenge is to make it easy for customers to do business with the organization any way they
want-at any time, through any channel, in language or currency-and to make customers feel
that they are dealing with a single, unified organization that recognizes them at every touch
point.
Statement of the problem
Efficient CRM is a pre-requisite for success in the high competitive automotive industry.
Indus motors are finding it difficult to maintain high standards in CRM.
In this competition field of automotive industry, to find out whether Indus motors ensures
good after sales service.
Review of literature
Francine L. Huff, journalist (2009).” CRM Best Practices for Building Customer Loyalty”.
Creating loyal customers should be an important part of your business’ strategy and can help
increase profitability. An effective customer relationship management (CRM) system can
help you collect and analyze data about customers. CRM best practices are being used
successfully by a variety of companies to acquire, retain and develop new customers.
Alexander H Kracklaver, Daniel Quinn, Mills, Drik Seifert(2002). “Collaborative Customer
Relationship Management :Taking CRM to next level”.Customer management concept in
CRM is a new form of customer management. It’s useful, therefore , to briefly describe the
concept of customer management and itd essential components. Customer management
consists of four elements, and can be illustrated as a phased model. All efforts are bound
tightly with a deep understanding of the consumer, or customer insight.
Frank Huber, Sebastian K.Bauer(2001). “ High performance in after-sales support services
in the automotive industry”. In the automotive aftermarket industry, market development
has become more than merely the offer of a core product portfolio. With the aim of genuine
5
INDUS MOTORS
differentiation and increased customer loyalty, the so-called value-added services have been
brought into the market as separate/independent services or as product-supporting services
by the automotive industry. However, owing to the increasing price erosion and budget
pressure in practice, it has become essential for companies to ensure the effectiveness and
efficiency of the services offered. The groundwork of effective and efficient service is a
market- and customer-oriented service portfolio.
Kristin Anderson, Carl Kerr (2001). “Customer Relationship Management” CRM today is
about integrating that intelligence into all parts of organization. So everyone knows about an
organization’s customer. CRM has immense power and potential to reduce conflicts with
customer and to organization to maintain relation in those instances where conflicts occur.
Joe Taylor (2007). “How CRM helps companies market to buyers”. While marketing
automation modules have started to attract a new wave of companies to CRM software, the
long-term benefit of CRM systems can help businesses make the most effective use of their
advertising and sales resources.
Need and importance of the study
The benefits of CRM are clear: by streamlining processes and providing sales, marketing,
and service personnel with better, more complete customer information, CRM enables
organizations to establish more profitable customer relationships and decrease operating
costs.
Sales organizations can shorten the sales cycle and decrease key sales performance metrics
such as revenue per sales representative, average order size, and revenue per customer.
Marketing organizations can increase campaign response rates and marketing-driven
revenue while simultaneously decreasing lead-generation and customer-acquisition costs.
Customer service organizations can increase service-agent productivity and customer
retention while decreasing service costs, response times, and request-resolution times.
6
INDUS MOTORS
CRM is the foundation of any customer-focused business strategy. It encompasses the
people, process, and technology associated with successful marketing, sales, customer
service solutions.
Meeting with customer on a regular basis gives CIO’s fresh ideas on how to improve
customer service and justify new systems.
It is a process or methodology used to learn more about customer’s needs and behaviors in
order to develop stronger relationships with them. There are many technological
components to CRM, but thinking about CRM in primarily technological terms is a mistake.
The more useful way to think about CRM is as a process that will help bring together lots of
pieces of information about customers, sales, marketing effectiveness, responsiveness and
market trends.
It helps business use technology and human resources to gain insight into the behavior of
customers and the value of those customers.
The need
Customer satisfaction and retention is critical to the success of any organization. To make
timely information delivery, actionable responses and collaborative work possible a versatile
request handling system is essential for a ‘Customer-facing’ organization.
The solution
Service request management- request registration, dovetailing frontend requests to
backend, automated notifications/reminders via SMS, pager, emails.
Fulfillment workflow management- Audit trails of workflows, tracking to completion,
auto-escalation via emails, pager, SMS.
SLA Management- Service quality management by attaching SLA to workflows, defining
and following up on Key Performance Indicators (KPIs) such as response/ resolution time.
Reporting- Flexible decision support layer, providing a dashboard of KPIs defined by the
SLAs, drill down and graphical analysis.
7
INDUS MOTORS
Knowledge management- Quick solutions, web based tracking of requests.
Resource management- Quick solutions, web based tracking of requests.
Resource management- Advance activity planning, labor and resource management.
The benefits
Customer care management enables end-to-end customer service process management and
improvement, Key benefits includes:
1) Customer Retention and Delight- Through responsive, consistent, quality service.
2) Improved efficiency- Through streamlining of operations, improved transactional velocity,
adherence to and tracking of SLA/KPIs.
3) Transparency- Improved collaboration, sharing of knowledge and authenticated data
record.
4) Resource optimization- Through smooth planning, better resource allocation and
management.
5) Management agility- Providing management insight into process based performance
indicators.
6) Process improvements- Achieving service excellence, by identifying process bottlenecks/
non-conformance areas, and reconfiguration of the system to implement improved
processes.
Advantages of CRM
Using CRM, a business can:
Provide better customer service.
8
INDUS MOTORS
Increase customer revenues.
Discover new customers.
Cross sell/Up sell products more effectively.
Help sales staff close deals faster.
Make call centers more efficient.
Simplify marketing and sales processes.
The new CRM agenda
Unfortunately, companies are now realizing that investments are not enough to sustain a
leadership position-soon, they won’t be enough to maintain parity within their industry.
Even as they perfect their sales and service applications, add more channels, and expand
their customer data management capabilities, companies are discovering they must do more.
Customers already expect more, and what they expect changes at an ever-increasing rate. As
a result, the costs of acquiring and serving customers are also skyrocketing, considerably
impacting margin per customer and customer lifetime value.
Consider just one change indicator: brand loyalty. While the shopping habits of consumers
in the 1970s and 1980s were highly influenced by the brand of product or company that sold
the item, consumers today are less likely to purchase a specific brand or patronize a
particular company simply because the brands are well-known.
Many factors contribute to the erosion of brand loyalty. One is the explosion in choice: the
number of companies selling to consumers has mushroomed in the past two decades. In the
US retail sector, for instance, the number of book retail outlets has more than tripled since
1975; the number of discount stores has nearly doubled since 1970; and the number of
apparel outlets has increased by 50 percent since 1970.
9
INDUS MOTORS
Concurrently, the variety of items available to consumers has expanded significantly. The
typical US supermarket now carries, on average, more than 30,000 products.
In the financial services sector, an individual investor now has to select among 8,200 mutual
funds for his or her retirement plan.
Hungry consumers in the US have almost 850,000 eatery outlets to choose from-nearly
220,000 of which are parts of a regional or national chain.
Given all these new option, it’s not surprising that buyers are spreading their purchases
around-especially in the US and Europe, where an essentially static population bases enjoys
an ever-expanding array of choices.
Accompanying the increase in choice is huge jump in the number of messages-marketing
and advertising, e-mails, phone calls, etc-to which consumers are exposed. In 1985,
consumers experienced an average of 650 such messages a day; today, that figure is 3000.
Direct mail certainty plays a role: The number of direct-mail pieces consumers receive each
year has ballooned in the past two decades from 35 million in 1980 to 85.6 million in 1999.
Telemarketing is also on the rise, as the average consumer receives between 60 and 90
telemarketing phone calls every month.
And, the average Internet user is flooded with hundreds of e-mail messages a week-many of
them unsolicited “commercial” pitches.
Finally, customers are increasingly sophisticated, and increasingly unwilling to settle for
less than the best. The web and cable television give consumers access to more information
than ever before, enabling them to compare offers from competing companies more easily.
Customer expectations now increase at a faster rate than most companies can match by
relying on the traditional approaches to CRM. Consider the findings of a recent study, which
revealed that 74 percent of online customers will elsewhere if their inquiries are not quickly
answered, and that most expect these online responses within an hour.
10
INDUS MOTORS
Consequently, many executives feel like they are running in place. For companies to break
free, Organizations will need to change the strategic focus behind their CRM programs once
more, adopting the new methods and tools required to satisfy a new set of customer
expectations and competitive demands. And they will also need to find new, better ways to
execute their vision, to deliver the outcomes they seek.
New guiding principles
In the next phase of CRM, what will companies need to get right?
First, they should base future investments on a holistic approach that ties together customer,
channel, and brand strategies with supporting processes and technologies. Companies
should focus not only on generating customer insights, but also on realigning their customer
treatment protocols with the highly individualized view of the customer that emerges from
those insights. Finally, they should broaden their CRM focus to include marketing as well as
sales and service. As a business practice, marketing needs be revitalized by reintroducing
the rigor of marketing analytics to what has often been viewed as primarily a creative
activity.
As companies reshape the focus of their CRM programs, they should bear in mind
three guiding principles:
1) Customer experience is essential to creating brand value.
2) Customer insight should inform and drive customer treatment.
3) CRM programs should be executed in a pragmatic way that mitigates financial and delivery
risk.
1) Customer experience is essential to creating brand value. Smart logos, catchy jingles, or
memorable commercials can play a major role in generating awareness, but they’re just part
of the brand equation. Brand strength and brand value are the sum total of experiences that
customers have with the company and all its products and service.
2) Customer insight should inform and drive customer treatment. Every contact customers
have with a company contributes to their perception of the company, and either enhances or
destroys economic value.
11
INDUS MOTORS
3) CRM programs should be executed in a pragmatic way that mitigates financial and
delivery risk. CRM is not about building elegant capabilities (based on the latest software
packages) or serving customers at any cost. Rather, companies must be pragmatic, learning
how to acquire the new capabilities they need with reduced upfront investment, how to
mitigate financial risk with innovative business structures.
Organizing for CRM success
Given these guiding principles, we recommended that companies organize their CRM
initiatives around four components:
1) Setting the strategy
2) Gaining customer insights
3) Realizing greater value from customer contact activities
4) Transforming marketing
Setting the strategy;To generate the greatest return, CRM must be viewed from a strategic perspective that
encompasses:
Customer strategy, identifying the customers that the company wants, based on its existing
business model and corporate mission.
Channel strategy, selecting the most appropriate and effective channels for reaching
desired customers.
Brand strategy, understanding how all interactions with customers-not just advertising or
logos-contributes to the company’s brand value.
CRM strategy, determining the most appropriate CRM capabilities for supporting the
critical interaction points and channels needed to reach chosen customers and prospects.
12
INDUS MOTORS
Gaining Customer Insights:Many CRM initiatives lacked the element of customer insight-the ability to understand
customer needs and accuracy predict customer behavior. This has become particularly
critical as customers have become more mobile, more fickle, and more demanding.
Companies must have all the capabilities required to capture and analyze critical customer
data and analyze that data to a create deep insights into how customers behave, how they’d
like to interact with the company, and what they truly want and need from the company. In
turn, these insights should determine how the company interacts with customers in the
future-what offers they make, what service options they provide, etc.
Realizing Greater Value from Customer Contact Activities:One of the criticisms made of many CRM initiatives today is that they often fail to generate
a satisfactory return on invested capital. One major cause is that many companies built
elegant but extremely expensive CRM infrastructures that are now difficult to justify. We
believe organizations face a dual challenge: improving the quality of customer interactions
while at the same time driving down the cost-to-serve. Accomplishing this task will involve
reengineering the customer experience, adopting innovative sourcing strategies, and
optimizing workforce in the contact center.
Transforming marketing:The primary focus of past CRM efforts has primarily been on enhancing aspects of sales and
service; by contrast, marketing has been relatively neglected. This has prevented companies
from generating deeper customer insights, because they couldn’t “close the loop” on
customer information. In addition, by neglecting to apply CRM concepts and technologies
to a function that has been left to operate largely on its own terms.
Effective marketing is not a matter of guesswork or gut instinct. It can and must be qualified
and optimized in ways that most have not yet attempted-just as companies streamlined their
manufacturing processes or made their logistics activities more effective and efficient.
Given the challenges that all companies face today in being heard above the market noise,
it’s essential that they begin to take a more rigorous approach to marketing-one that not only
13
INDUS MOTORS
makes their activities more effective, but also identifies where money is being wasted or
misspent.
The Customer Interaction cycle
There are four basic elements to cycle:
1. Receiving
2. Understanding
3. Helping
4. Keeping
14
INDUS MOTORS
Receiving
As a customer, you often within the first few moments of a visit or call to a company or to a
colleague, whether you will be provide with good service. These impressions frequently
depend on how you are received.
As a provider, you want to welcome customer and let them know you appreciate their
business and their input they are a valued individual. How the customer is received may
determine whether they want to continue to do business with you and your organization.
A provider needs to do two things;
1. Be ready for almost any eventually.
2. Welcome the customer makes a good first impression.
Understanding
Once the customer has been greeted and acknowledged, the next stage is to move into
processes of understanding what the nature of their enquiry is.
This is often the most difficult stage, as provider has to concentrate completely on what the
customer is saying. It can be particularly hard to say focused on your customer when they
call stop by your office with the same questions and requests day after day. Yet customers
value highly the personalized attention providers can give. Provider who focuses on the
customer at this stage concentrates on everything the customer is saying not only the words
themselves, but also the way they are spoken and responds in a way that shows appreciation
of, and for the customer’s feelings and needs. The emphasis in their stage is on identifying
customer’s needs and expectations exactly. In routine situations the provider may find that
this requires only brief conversation. At other times ( for example, when the customer is
unsure about what he or she needs or when the situation is complex), the provider may need
more time to make sure that should understand clearly. In either situation, the provider must
focus on the customer as individual.
15
INDUS MOTORS
Helping
The third stage of the cycle is helping. Helping might simply be explaining something or
giving some information. It may be discussing various options solving the customers need
or enquiry. Instead of saying one thing, it will almost certainly be more persuasive and more
satisfactory, from the customer’s experience, to have a small number of options presented. It
also means saying whatever it is the customer wants to hear or suggesting vague or
exaggerated expectations.
Action plan helping What are the most commonly asked questions or queries from customers? Identify these and
prepare clear and effective answers in anticipation.
Make sure that all customer services staff has information sources to hand.
Review basic knowledge. How well the people should know what they should and can they
explain it clearly.
How well do you offer options? Be ready to offer alternatives at each decision point of in a
customer interaction.
Keeping The final stage in the customer interaction cycle is keeping the customer informed and
satisfied. Customers vividly remember first and last impressions. Once the customer has
helped the provider, that the need to check their level of satisfaction, thank them for their
time, their business and their custom, and bridge to any other aspect that the provider would
like to mention, or link into some other product information, and ask them if there is
anything else that the provider can help them with. Don’t make the simple transaction – the
personal transaction – end with whatever they phoned up about and then if there is follow –
up involved, make sure this happens accurately and quickly. The follow – up may only be
internal – updating the customer’s records putting in place something that the provider
promised to do or passing on a message – but make sure it is done in a timely and a
competent fashion.
16
INDUS MOTORS
The skills involved are: Check for satisfaction
Thank them for their time
Bridge to other aspects
Follow-up
After sales service of Indus motorsFor any dealer the service is of strategic importance and the value of service offered is both as a
profit centre and as a marketing tool. As this awareness has become established, there has been a
considerable increase in the resources being made available to maximize its value to the overall
profitability, directly and indirectly, of the company. After-sales service plays a crucial role in
ensuring the long-term credibility of company and brand image. Indus always lives up to its
image as the leader on quality and customer satisfaction to the fullest. In substance, the quality,
image and responsiveness of the service has significantly influenced the decision to buy and thus
gain market share. Issues of service are significantly more important than the product price and
product features in the final purchase decision.
Service promotionVarious service promotions are offered at the Indus Service Centers in addition to the Maruti
Extended Warranty. The main among them are the Indus Unlimited Care Packages in which
customers are given the best service for their vehicle.
Indus unlimited care packagesThe entire package is divided into two categories. Customers buying a Maruti from Indus can opt
for Indus UCP Category A. Customers buying it from elsewhere or having a used Maruti can opt
for category B only.
17
INDUS MOTORS
Service featuress The only CRM Package of its kind in India
Unlimited After Sales Care for Unlimited Years
Free Registration
Total Peace of mind
Recognized by Maruti Udyog as the most innovative service package in India
Indus UCP benefits: category A Free repair/maintenance/service for first two years.
Free paid periodic service in first two years.
Free 1st specified engine oil change in first two years.
Free replacement of all spares even those not covered under warranty; except tyres, tubes,
petrol, engine oil
Free exclusive accident repairs benefit with comprehensive insurance policy from
specified insurer with nil depreciation and nil policy excess in first year.
Indus Birthday Special on completion of first year – free engine tuning, wheel balancing,
topping of engine oil, gear oil, brake fluid, coolant
Free 3 year Critical Component Care (CCC)
24 hours breakdown Assistance from Indus Service Centre
Normal accident repairs facility
Indus UCP benefits: category B Free 3 year Critical Component Care (CCC)
24 hours breakdown Assistance from Indus Service Centre
Normal accident repairs facility
18
INDUS MOTORS
OBJECTIVES OF THE STUDY
Primary ObjectiveThe primary objective of the study is to understand the customer relationship management and
after sales service of Indus motors.
Secondary Objectives The secondary objectives are:-.
1. To find out the different factors that influence the consumer to buy a maruti vehicle
under Indus motors.
2. To know the respondents opinion on the performance of their vehicle.
3. To understand the consumer level of satisfaction with regards to Indus motors.
4. To find out where do the consumers get their vehicle service.
5. To find out perception of the consumers towards the after sales service offered by Indus
motors.
LIMITATIONS OF THE STUDY
The following are the unavoidable limitations of the study.
1. Less time duration is the main limitation of the study.
2. In this project only one district is considered.
3. Money constraints are one of the major limitations of the study.
4. There wasn’t 100% response from the consumers, who could not devote time for
answering questions.
19
INDUS MOTORS
SCOPE OF STUDY
The benefits of CRM are clear: by streamlining processes and sales marketing and service
personal with better more complete customer information, CRM enables organizations to
establish more profitable customer relationships and decrease operating costs.
Sales organizations can shorten the sales cycle and decrease key sales performance metrics such
as revenue per and sales representative, average older size, and revenue per customer
Marketing organizations can increase campaign response rates and marketing – driven revenue
while simultaneously decreasing lead generation and customer – acquisition costs.
Customer service organizations can increase service-agent productivity and customer retention
while decreasing services cost, response time, and request – resolution time.
CRM is the foundation of any customer – focused business strategy .it encompasses the people,
process, and technology associated with successful marketing, sales, customer service solutions.
Meeting with customer on a regular basis gives CIO’S fresh ideas on how to improve customer
service and justify new systems.
It is process or a methodology used to learn more about customer needs and behavior in order to
develop stronger relationship with them. There are many technological components to CRM,
but Thinking about CRM primarily technological term is mistake .the more useful way to think
about CRM is a process that will help bring together lots of pieces of information about
customers, marketing effectiveness, responsiveness and market trends.
It helps business technology and human resources to gain insight into the behavior of customers
and the value of those customers
20
INDUS MOTORS
CHAPTER.2
RESEARCH AND
METHODOLOGY
21
INDUS MOTORS
METHODOLOGY
Research Design The type of research used in this study is descriptive. A study on the customer relationship
management and after sales service in relation to Indus motors is done through structured
questionnaire consisting of both open-ended and close ended questions. The findings thus
obtained were tabulated analyzed and interpreted suggestions and recommendations were given
in the analysis.
SamplingThe study was conducted with a sample of hundred respondents from Vadakara city. The study
was descriptive in nature. The sampling method used for the study is convenience sampling.
Sources of data Both primary and secondary data is used to collect information necessary to satisfy the objective
of the study.
Primary Data:For meeting the requirements of the study, primary data was collected from100 customers
through a detailed survey using a structured questionnaire. A scheduled way of collecting
information using questionnaire was applied, to know the customer relation.
Secondary data: Secondary data was mainly collected from: magazines, websites, and news paper.
Mode of studyThe survey method used for this study. Structured questionnaire was used collect information
from customers data collection was done by filling questionnaire through direct conversation
22
INDUS MOTORS
with respondents. There were opportunities to record all relevant information and opinions that
surfaced during the conversation with respondents. Thus valuable insights in to different views
of customers could be gained.
Tools for analysis
The collected data has been analyzed using basic statistical tools like percentage method and
ranking method. Graphs, Chart etc were used to present the results in a more simplified manner.
Period of study
The period of study is 8 weeks.
23
INDUS MOTORS
CHAPTER.3
COMPANY PROFILE
24
INDUS MOTORS
AUTOMOBILE INDUSTRYThe automobile industry in India—the tenth largest in the world with an annual production
of approximately 2 million units—is expected to become one of the major global
automotive industries in the coming years. A number of domestic companies produce
automobiles in India and the growing presence of multinational investment, too, has led to
an increase in overall growth. Following the economic reforms of 1991 the Indian
automotive industry has demonstrated sustained growth as a result of increased
competitiveness and relaxed restrictions.
The automotive industry directly and indirectly employs 13 million individuals in India. The
industry is valued at about US$ 35 billion contributing about 3.1% of India's GDP
(nominal). India's cost-competitive auto components industry is the second largest in the
world. In addition, India's motorcycle market is also the second largest in the world with
annual sales of about 5 million units.
The automobile has enabled people to travel and transport goods faster and has opened
wider market areas for business and commerce. The auto industry has reduced the overall
cost of transportation by using methods like mass production. Between 1886 and 1898,
about 3000 automobiles where built, but there was no real establishment industry. A century
later, without auto makers and auto buyers expanding globally, auto making has become
world largest manufacturing activity, with nearly 58 million new vehicles build in each year
world\wide. India Automobile Industry includes the manufacture of trucks, buses, passenger
cars, defence vehicles, two-wheelers, etc. The industry can be broadly divided into the Car
manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units.
The dawn of automobile actually goes back to 4000 years when the first wheel was used for
transportation in India. In the beginning of the 15l centaury Portuguese arrived in China and
the interaction of the two cultures led to a variety of new technologies, including the
creation of wheels that turned under its own [power. By 1600s small steam engine models
was developed, but it took another century before a full sized engine powered vehicle was
created. The actual horseless carriage was introduced in the year 1893 by brothers Charles
25
INDUS MOTORS
and Frank Duryea. It was the first internal-combustion motor car of the America. It was
followed by Henry Ford's first experimental car that same year.
One of the highest early luxury automobiles was the 1909 Rolls-Royce Silver Ghost that
featured a quiet 6 cylinder engine, leather interior, folding wind screens and hood and
aluminum body. It was usually driven by chauffeurs and emphasis was on comfort and style
rather than speed. During the 1920s, the cars exhibited design refinement- such as balloon
tires, pressed steel wheels, and four-wheel breaks. Graham Paige DC Phaeton of 1929
featured an 8 cylinder engine and aluminum body.
The 1937 Pontiac De Luxe Sedan had rooming interior and rear-hinged back door. That
suited more to the needs of the families. In 1930s vehicles were less boxy and more
streamlined than their predecessors. The 1940s saw features like automatic transmission,
seated beam head lights and tubeless tires. The year 1957 brought powerful-high
performance cars such as Mercedes-Benz 300 6L. It was bui l t on compact and stylized
lines, and was capable of 230kmph (144mph).
Today, modern cars are generally light, aerodynamically shaped, and compact. India's
transport network is developing at a fast pace, Indian automobile industry growing too. Also
the automobile industry strong back ward and forward linkages and hence provides
employment to large section of the population. Thus the automobile industry cannot be
overlooked in Indian economy. All kinds of vehicles are produced by the automobile
industry. Indian automobile includes the manufactures of trucks, buses, passenger cars,
defense vehicles, two wheelers etc. The industry can broadly divide into car
manufacturing, two wheeler manufacturing and heavy vehicle manufacturing.
The Indian automobile market is expected to grow a CAGR of 9.5 percent amounting Rs.
13008 million by 2010. The commercials has been contributing to the automobile market to
a great extend. Many foreign companies have been investing in the Indian automobile
market in various ways such as technology transfer (technology) partners), joint ventures,
strategic alliance, export and financial collaborations.
26
INDUS MOTORS
In India there are 100 people per vehicle, while this figure is 82 in China. It is expected that
Indian automobile industry will achieve mass motorization status by 2014.
PROFILE OF INDUS MOTOR COS (P) LTD
This is done at Indus Motor co. (p.) Ltd at Vatakara, dealers of prestigious Maruti vehicles
in Kerala with head office at Cochin. Indus Motor Co. (p.) Ltd briefly called ‘INDUS’ was
established on March 14th 1984 and inaugurated by Mr.P.K. KURUP, Late Minister of
Kerala. At the beginning, Mr.T.Madhavan Nair and Mr.P.A. Ibrahim were the partners of
the company with equal shares and their sons Mr.Anil Nair and Mr.P.A.Hamsa were the
Managing Directors.
Car marketing in India is the entire most complex because it is rare market that has moved
so suddenly from mere monopoly to full throat competition. Because the automatic industry
has certain trends it has to follow just like fashion designers and music composers. Car
marketing became more complex with the arrival of global car manufactures. Maruti Udyog
ltd is preparing plans to enter in to the service and car finance business, Indus Motors has
come to a greater force to be reckoned with among the car dealerships presently fighting it
out in the immensely competitive scenario.
Four years ago, Indus was taken over by its present owners ‘PEEVEES GROUP OF
COMPANIES’. Around 4 years back Indus reached a certain extent that need good
financial support to improve their growth. So they walked towards the peeves Group by
accepting good finance and giving them a major portion of share around 90%.
The chairman and Managing Director of this group is Mr.P.V.Abdul Vahab, the
businessman with wide experience and acumen. The group has completed 25 years in its
adverse activities, while doing this it has been taking special care to ensure that business
ethics are followed meticulously and that they can confirm to the country’s social
environment. Indus occupies the pride of place among these ventures.
27
INDUS MOTORS
Indus was started as an Automatic Co with dealership of GIRNAD SCOOTERS, but they
sold only 40 scooters because of vehicles complaints and cancelled the dealership in 1987. It
came up again with a new dealership with ‘ESCORTS YAMAHA MOTOR CYCLE’ at
Cochin, Calicut and Kanhangad. They are also authorized distributors of GULF OIL in
North Kerala and SHELL OIL in South Kerala.
But now, Indus is popularly known as the dealers of MARUTI vehicles in Kerala. Indus has
well established show rooms and workshops facilities at all the branches. Indus has won an
award from Maruti Udyog Ltd.for showing the maximum improvement in Maruti 1000cc
car sales. Indus is the largest Maruti spare parts dealer in Kerala and Tamil Nadu and service
wise Kerala’s first ISO 9002 Maruti workshop. This has been ranked number one in
southern region.
Indus has gone from strengthen to strengthen over the years. The sales turnover, the services
provided and the number of people employed are increasing year to year and the annual turn
over exceeds 700 corers.
Indus also has its own authorized service network through out Kerala. This service network
divided as certain sections for easy access of Maruti owners. There are service divisions;
Maruti genuine parts division, vehicle sales division, Maruti insurance renewal division,
Maruti extended warranty division, Maruti accessories division and Maruti true value
exchange division. The authorized service stations are situated at; Kanhanged, Kannur,
Thalessery, Calicut, Palakkad, Thrissur, Kalamassery, Edapally, Thevera, Kottayam,
Kayamkulam and Thiruvananthapuram.
Maruti has its three main showrooms in Kerala like Thiruvananthapuram, Cochin and
Calicut.
28
INDUS MOTORS
INFRASTRUCTURE OF INDUS Sales, service, spares, stockyard all are in one location. Spread over 1,50,000 sq.ft is
one of India’s largest automobile dealerships.
Ultramodern showroom with wide display area for cars, coffee shop, Internet café, art
gallery and children’s play area etc.
State -of -art-service facility with latest equipment and tools backed by 100% MUL
(Maruti Udyog Limited) trained manpower.
Largest accident repairs facility with pressurized paint booth.
Indus main business is to sell the maruti cars. Indus is one of the leading maruti agencies.
Every year they prepare a fixed budget schedule. So they easily reach target customers in
Kerala.
Growth of Indus motors The sales of different products at INDUS MOTORS during the year 2005-06, 2006-07 and
2007-08 were 15,000, 22,786 and 28000 respectively.
FinanciersThe main financiers of INDUS MOTORS are;
s1. ICICI
2. HDFC
3. Sundaram financiers
4. Kodak Mahindra
5. SBI
6. SBT
Of the above financiers ICICI, HDFC, Sundaram financiers and Kodak Mahindra have
direct tie up with INDUS MOTORS
29
INDUS MOTORS
MODELS OF MARUTHI UDYOG LIMITED
Maruti Suzuki 800 1983
Maruti Suzuki Omni 1984
Maruti Suzuki Gypsy 1985
Maruti Suzuki Alto 2000
Maruti Suzuki Wagon R 2002
Maruti Suzuki Swift 2005
Maruti Suzuki SX4 2007
Maruti Suzuki A Star 2008
Maruti Suzuki Swift Dzire 2008
Maruti Suzuki Zen Estilo 2009
Maruti Suzuki Eeco 2010
30
INDUS MOTORS
Maruti 800
Maruti 800 is the most popular entry segment car in India. With the introduction of Maruti 800 in
1980’s Maruti Udyog Limited broke the hegemony of Ambassador and Fiat in the Indian Car
market.
Technical Specifications:-Dimensions
Length 3335 mm
Width 1440 mm
Height 1405 mm
Unladen Weight 655 Kgs (AC Euro I), 640 Kgs (AC Euro I), 665 Kgs ( AC
Euro II), 650 Kgs (AC Euro II)
Ground Clearance 170 m
Wheel Base 2175 mm
Power
Engine Type 4 Stroke, Water cooled SOHC
Piston Displacement 796 cc
Max. Power 39.5 bhp @ 5500 rpm
Max. Torque 5.7 N m @ 2500 rpm
Fuel System Carburetor
Transmission and Gear box Manual, 4 Forward (Synchromesh), 1 Reveres
Suspension
Front McPherson struts and coil spring
Rear Leaf Spring
31
INDUS MOTORS
Steering
Type Manual Rack and Pinion
Turning radius 4.4 mts
Brakes
Type Dual Circuit
Front Disc
Rear Drum
Tyres 5.65 – 12 – 4 PR
Capacities
Seating 4 Persons
Fuel Tank 30 Liters
Maruti Alto
Maruti Alto is one of the hottest selling compact cars in Indian market. Alto uses Maruti 800’s
proven and highly fuel efficient , 3 pot motor with a four valve head and its electronic
tachometer results in unmatched fuel efficiency . It is the most fuel efficient car in A2 Segment.
TECHNICAL SPECIFICATIONS:-
Dimensions
Length 3495 mm
Width 1495 mm
Height 1460 mm
Wheel base 2360 mm
32
INDUS MOTORS
Tread 1290 mm
Min. turning radius 4.6 m
Ground clearance 160 mm
Weight
Alto 725 kgs
Alto LX, LXi 740 Kgs
Gross vehicle weight 1165 Kgs
Engine
Swept volume 796 cc
Engine type FC Engine, 4 valve per cylinder MPFI
No. of cylinder 3
Engine control 32 bit computer
Max. Power 47 bhp @ 6200 rpm
Max. Torque 62 Nm @ 3000 rpm
Transmission 5 Speed all synchromesh, Manual
Suspension System
Front McPherson strut with Torsion type coil anti roll bar
Rear Coil sprint with double action telescopic shock absorbers
Seating Capacity 4 persons
Tyres 145/80 R12
33
INDUS MOTORS
Maruti Omni (Van)
Maruti Omni is popularly known as Maruti Van. Maruti Omni comes in three variants and they
are: - Omni 5- Seater, Omni 8- seater and Omni LPG. Maruti Omni is a perfect family car. It
has enough space for our life style needs whether we are going on a picnic, weekend outing or
for a game of golf. We can pick our entire luggage without thinking twice. Omni provides ample
headroom and legroom to ensure a comfortable and enjoyable journey.
TECHNICAL SPECIFICATIONS:-
Dimensions
Length 3370 mm
Width 1410 mm
Height 1640 mm
Wheelbase 1840 mm
Ground clearance 165 mm
Min turning radius 4.1 m
Weight
Omni 785 Kgs
Omni E 800 Kgs
Engine
Type 4 Stroke cycle, water cooled
No. of cylinders 3
No. of cylinder valves 6
Piston displacement 796 cc
34
INDUS MOTORS
Max. Power 35.0 bhp @ 5000 rpm
Max. Torque 601 NM @ 3000 rpm
Power Transmission
Type Manual, 4 forward all synchromesh
Brakes
Front Booster assisted disc
Rear Drum
Fuel tank capacity 36 Litres
Maruti Eeco
EECO was introduced in India by Maruti Suzuki during 2010. This car is essentially an updated
Versa; this is an urgent refresh in lines with Maruti Suzuki not being able to come up with a new
minivan. EECO comes with 5 seater and 7 seater options. EECO is equipped with advanced
Engine Management System for optimizing fuel efficiency and performance. It is branded by the
manufacturer as a perfect car for every occasion-a business trip or a picnic with the loved ones.
A new minivan from Maruti Suzuki is expected in 2011 to replace the Eeco/Versa and (possibly)
the ageing Omni.
Maruti EECO is available in following variants:-
5 seater, standard
5 seater, AC
7 seater, Standard
EECO is powered by Bharath Stage IV compliant engine.
35
INDUS MOTORS
TECHNICAL SPECIFICATIONS :-Fuel: Petrol
Engine type: Aluminum
Fuel distribution: Multipoint Injection
Power: 73 bhp (54 kW; 74 PS) @ 6000 rpm
Displacement: 1196 cc
Layout: 4 cylinder in-line
Max. Torque: 101 N·m (74 ft·lbf) @ 3000 rpm
Valve train: 16 valves / 4 per cylinder
Transmission: Manual-5 speed
Suspension
Front Suspension: McPherson strut
Rear Suspension: 3 Link Rigid
Brakes
Front Brakes: Ventilated disc
Rear Brakes: Drum
Tyres: 155 R-13 LT
Tyre type: Tubeless
36
INDUS MOTORS
ZEN ESTILO
Maruti Zen is a clear leader in the premium compact car segment in India. It has several
technologies that make it stand out from other cars in its segment.
Maruti Zen comes equipped with 16 x 4 all aluminum hyper tech engines, with its power to
weight ratio of 78.4 bhp per tones , the highest in its class, the engine also offers optimum fuel
economy , excellent pick up and acceleration.
The 16- bit Micro processor in Zen delivers ideal combo of speed, power and fuel efficiency. Its
electronic power steering ensures effortless maneuverability, more control and a better grip.
TECHNICAL SPECIFICATIONS:-
Capacities
Seating Persons 5
Fuel in liters 35
Engine in CC 993
Unladen weight in kgs 765
Laden weight in kgs 1190
Tyres 145 / 80 R 12
(Front &
rear)
37
INDUS MOTORS
PETROL Bharat Stage II
LX LXi VXi
All aluminum engine
16 valve, 4 cylinder inline engine
16 bit ECM
Multipoint fuel injection
Maximum engine output in
bhp/rpm
60@ 6000
Maximum engine torque in
kgm/rpm
8@4500
Compression ratio 9.4:1
PETROL Bharat Stage III
LX LXi VXi
All aluminum engine
16 valve, 4 cylinder inline engine
32 bit ECM
Multipoint fuel injection
Maximum engine output in
bhp/rpm
60 @ 6200
Maximum engine torque in
kgm/rpm
8 @ 4500
Compression ratio 9.4:1
38
INDUS MOTORS
DIMENSIONS
Overall length 3535mm
Overall width 1495mm
Overall height 1405mm
Wheelbase 2335mm
Ground clearance 165m
WAGON R
Wagon R is a hugely successful car which comes in four variants- Maruti Wagon R LX, Maruti
Wagon R LXi, Maruti Wagon R VXi and Maruti Wagon R AX. Wagon R comes with 1064 cc
MPFI low friction engine that delivers an awesome 64 bhp @6200 rpm for smoother pick up and
faster acceleration. Dual Distributor less Digital Ignition (DDLI) ensures an instant hassle free
start every time and a more efficient power distribution. Wagon R’s tall body, high seats and
wide opening doors make it easier to get in and out.
39
INDUS MOTORS
TECHNICAL SPECIFICATIONS:-
Dimension in MM
Length 3495
Width 1495
Height 1660
Wheelbase 2360
Front track 1295
Rear track 1290
Min. ground clearance 165 m
Weight in Kg
Kerb weight 825(LX, LXi, VXi)
840 (AX)
Gross Weight 1225 (LX, LXi, VXi)
1240(AX)
Engine
Swept volume 1061 cc
Type FC Engine, 4 Valve per cylinder, MPFI
Fuel distribution Multipoint injection
Engine control 16 – Bit Electronic Control Module (ECM)
No. of cylinders 04
Max. Power 64 bhp @6200 rpm
Max. Torque 84 NM @ 3500 rpm
Power Steering
Type Electronic Power Steering (EPS)
Transmission Manual 5 speed, All synchromesh
Suspension
Front McPherson strut with torsion type roll control device
40
INDUS MOTORS
Rear Coil spring, gas filled shock absorber with 3 link rigid axle isolated
trialing arms.
A-STAR
Indian car market leader Maruti Suzuki has launched A-Star in the hatchback car segment in
which the company holds ruling position with 55% market share. Maruti has unveiled A Star as a
next generation model of its model Alto which is already selling greatly in the segment. Scroll
down to know more about the sporty and striking features of all new A Star Car.
TECHNICAL SPECIFICATIONS:-Dimension in mm
Length 3500
Width 1600
Height 1490
Wheelbase 2360
Front track 1295
Rear track 1290
Min. Ground clearance 170
Min. Turning radius 4.5
Weight In Kgs
Kerb weight 870
Gross Vehicle weight
Capacity
Seating capacity 5 persons
41
INDUS MOTORS
Fuel tank capacity 35 litres
Engine
Swept volume 1061 cc
Type KB series
Fuel distribution Multipoint injection
Displacement 998 cc
No. of cylinders 03
Max. power 67 bhp @6200 rpm
Max. Torque 90 NM @ 3500 rpm
Steering Rack and pinion, Power assisted
Transmission Manual () – 5 Speed, All synchromesh
Suspension system
Front McPherson strut and coil spring
Rear Isolated trailing link and coil spring
42
INDUS MOTORS
SWIFT
Maruti Swift brings a feeling of freshness to the compact car segment. It’s appealing looks,
spacious interiors, and a whole a lot of user friendly features at once catch our attention. It comes
in three variants:-Maruti Suzuki Swift LXi, Swift VXi, Swift ZXi.
TECHNICAL SPECIFICATIONS:-Body Type: - Hatch back
No. of doors: - 5
Seating Capacity: - 5
Engine
Capacity: - 1298 cc
No. of cylinders: - 4
Bore X stroke: - 74.0 X 75.5
Compression Ratio: - 9.0 :1
Max. Power: - 87 bhp @ 6000 rpm
Max. Torque:- 113 Nm @ 4500 rpm
Fuel distribution: - Multipoint injection
Transmission
Type :- 5 Speed Manual with synchromesh in all and 1 reverse
Gear ratios: - 1st 3.545
2nd 1.904
3rd 1.208
4th 0.966
5th 0.75743
INDUS MOTORS
Reverse 3.0272
Power Steering
Type: - Electronic power steering (EPS)
Suspension System
Front: McPherson Strut with torsion type roll control device
Rear: - coil spring, gas filled shock absorber with 3 link rigid axle isolated
trailing arms
MARUTI GYPSY
It is manufactured in India by Maruti Suzuki. It was introduced in the Indian market in 1985 with
the 970 cc F10A Suzuki engine and was an instant hit in the civilian market as well as with law
enforcement. It was codenamed MG410 that stood for Maruti Gypsy 4 cylinder 1.0 litre engine.
Initially, it was only available as a soft-top; but a bolt on hardtop was later introduced to the
public after the aftermarket hardtops became extremely popular.
In July 1993, Maruti introduced the "wide track Gypsy" codenamed MG410W replacing the
MG410. Both front and rear track of the wheels are increased by 90mm (from 1,210 mm (47.6
in) to 1,300 mm (51.2 in) for front wheels and from 1,220 mm (48.0 in) to 1,310 mm (51.6 in)
for rear wheels) and these Gypsy are instantly recognizable by the pronounced painted fender
flares.
44
INDUS MOTORS
TECHNICAL SPECIFICATIONS:-
Dimensions
• Length 4,010 mm (157.9 in)
• Width 1,540 mm (60.6 in)
• Height 1875/1845 mm*
• Wheelbase 2,375 mm (93.5 in)
• Front Track 1,300 mm (51.2 in)
• Rear Track 1,310 mm (51.6 in)
• Kerb Weight 985 kg/1, 040 kg*
• Gross Vehicle Weight 1585 kg/1,620 kg*
Engine
• Type G13BB MPFI 16 Valve Gasoline
• Cylinders 4
• Displacement 1298 cc
• Maximum Power 80 bhp (60 kW; 81 PS) @6000 rpm
• Maximum Torque 103 N·m (76 lb·ft) @ 4500 rpm
• Transmission Type Five forward (all Synchromesh), One reverse
• Transfer gearbox Two-speed
• Type constant mesh
• Transfer gear ratio High : 1.409; Low : 2.268
• Suspension Front and Rear Leaf spring with Double action damper
Brakes With Booster
• Front Disc
• Rear Drum
• Tyres F78-15-4 PR 205/70R15
Capacities
• Fuel tank 40 L (11 US gal; 9 imp gal)
• Engine oil 4 L (1.1 US gal; 0.9 imp gal)
45
INDUS MOTORS
MARUTI SUZUKI SX4
Designed by Giorgetto Giugiaro's Italdesign studio, the SX4 (an abbreviation of "Sports X-over
4 all seasons ") replaces the Aerio (some markets called Liana). The "SX 4" designation was
used by American Motors (AMC) for a sporty lift back model in its all-wheel drives AMC Eagle
passenger cars.
Technical Specifications:-Dimensions & Weight
Length (mm) 4490
Width (mm) 1735
Height (mm) 1560
Wheelbase (mm) 2500
Kerb Weight (kgs) 1170
Seating Capacity 05
Engine
Model Designation 1.6 L 16 V
No. Of Cylinders 04 Inline
Configuration DOHC
Displacement (cc) 1586
Transmission 5 Manual
Top Speed (kmph) 175
46
INDUS MOTORS
Suspension
Front Independent suspension with gas-filled McPherson
strut & anti-roll bar
Rear Semi-independent torsion beam with gas filled shock absorbers
Brakes
Type Disc
Front / Rear Brakes Ventilated Discs/ Drums
Tyres
Type 195/65 R15
Wheels 15" Steel
Fuel Tank 50 Litres
Performance
Max. Horsepower (ps/rpm) 103 PS @ 5500 rpm
Max. Torque (kg m/rpm) 145 Nm @ 4200 rpm
47
INDUS MOTORS
GRAND VITARA
Grand Vitara is meant for the people who want to live life grand size. With 127 KW @ 6000 rpm
on call, the 2.7 litres DOHC V6 engine can empower the Grand Vitara to climb up steep terrains;
Zip effortlessly down the highway and with plenty of low end torque, the high performance
vehicle can take on snowy ramps and muddy tracks with equal ease. Its four wheel drive gives
Vitara the power to go places.
Technical Specifications:-Dimension in MM
Length 4760
Width 1780
Height 1740
Wheelbase 2800
Front track 1500
Rear track 1500
Min. Ground clearance 183 m
Weight in Kgs
Kerb Weight 1700
Gross Weight 2300
Capacity
Seating 7 persons
Fuel tank 66 litres
48
INDUS MOTORS
Engine
Type H27A V6 type
No. Of cylinders 06
No. of valves 24
Piston displacement 2736 cc
Bore X Stroke 88 X 75
Compression ratio 9.5: 1
Max. Output 166 bhp @ 6000 rpm
Max. Torque 236 NM @ 4500 rpm
Fuel distribution Multipoint injection
Max. Speed 183 Km / Hr
Steering Rack and Pinion
Brakes
Front Disc
Rear Drum
Suspension
Front McPherson strut
Rear 5 – Link rigid with coil spring
Tyres 235 / 60 R 16 Tubeless tyres
SWIFT DZIRE
49
INDUS MOTORS
Swift Dzire is one of the latest models introduced by the maruti Suzuki. This is the basic
model in sedan class for Maruti Suzuki. This model is widely accepted by the middle class
people
MARUTI RITZ
Maruti Ritz will be a 1000 CC petrol engine and 1300 CC multi-jet diesel engine with Flat’s
technology. Maruti Ritz features great styling, macho looks, luxurious, interiors, nice head
room and leg room. Power Steering, Air-conditioning and Heating, body colored bumpers
are expect to be the standard fitments of all variants.
INDUS BECOME THE NO.1 DEALER IN INDIA Indus Motors Pvt. Ltd. The authorized Maruti dealer has become No. 1 Dealer in India.
With an all time record sale of 34832 Maruti cars in the financial year 2009-10. The No. 1
Maruti dealer in Kerala becomes No. 1 in India. No other Maruti dealer in India has been able to
reach such heights within one year.
In the All India Dealers Conference 2010 held at Macau, Indus bagged 11 awards
from Maruti Suzuki including ‘The Over All Excellence Award’. And the Award for Highest Car
Sales in India. Indus has the sales record in new Maruti cars, True Value cars, Maruti Genuine
50
INDUS MOTORS
Accessories, Customer Satisfaction Index and Sales Satisfaction Index that has also contributed
to Indus Success. Indus will be committed to provide quality service to all their customers and
will maintain the No. 1 position. Indus Motors has 30 service centers across Kerala from
Trivandrum to Kasargod. It has extended its service from Kerala to Chennai and its target is to
cover all the major cities in South India.
Another prestigious Award received by Indus is the No. 1 in Balanced Score Card with
Platinum Plus. This performance linked Award is based on operational Excellence, Infrastructure
& above all Customer Satisfaction.
Indus No.1 in INDIA in Car Sales
Record sale – 34832 cars in 2009-10
No.1 Platinum Plus Dealer in INDIA
Best Dealer – Overall Excellence Award
30 Authorized workshops in Kerala
11 Awards from Maruti this year
Maruti Dealer since 1986
MARUTI UDYOG LTDMaruti is India’s largest automobile company Maruti Udyog Ltd.(MUL) was established in
February 1981 through an act of parliament, to meet the demand of a personal mode of transport
caused by lack of efficient public transport system. The company being a joint venture with
Suzuki of Japan has been a success story like no other in the annals of the Indian automobile
industry. Suzuki Motor Company was chosen from seven prospective partner’s world wide. A
license and a joint venture agreement were signed between Government of India and Suzuki
Motor Corporation of Japan in October 1982.
51
INDUS MOTORS
The objective of Maruti Udyog Ltd is
Modernization of Indian Automobile industry
Production of fuel efficient, low cost, high quality vehicles to conserve scare resources.
Production of large number of motors
Board of directors
Mr. Shinzo Nakanishi, Chairman
Mr. Tsuneo Kobayashi, Senior joint Managing Director
Mr. Hirofumi Nagao, Joint Managing Director
Mr. Shuji Oishi, Director (marketing & sales)
Mr. R.C Bharagava, Director
Mr. Osamu Suzuki, Director
Mr. D.S Brar, Director
Mr. Amal Ganguly, Director
Ms. Pallavi Shroff, Director
Mr. Manvinder Singh Banagr, Director
52
INDUS MOTORS
CHAPTER.4
DATA ANALYSIS AND
INTERPRETATION
53
INDUS MOTORS
Table: 1 Showing income level of customer
SL NO CATEGORY RESPONDENTS PERCENTAGE
1 15000 40 40
2 15000-20000 35 35
3 20000-25000 15 15
4 25000 &above 10 10
TOTAL 100 100
1. CHART
Interpretation Out of the sample size,40% of the respondents are have income 15000,and for
40% , 35% ,15% , 10% have income level 15000-20000, 20000-25000, 25000 &above.
54
INDUS MOTORS
Table : 2. Showing category of customers owning Maruthi Suzuki
2.
CHART
Interpretation The table above shows that majority of the people who owns Maruti Suzuki vehicles
are businessman .While 35 percent of the people who owns Maruti Suzuki are govt
employees and the last comes the professionals with 15 percent.
55
SL.NO CATEGORY RESPONDENTS %
1 BUSINESS MAN 50 50
2 PROFESSIONAL 15 15
3GOVT.
EMPLOYEES35 35
TOTAL 100 100
INDUS MOTORS
Table: 3 Respondent’s Preference Towards Location Of Vehicle Service Center
SI NO OPENION RESPONDENTS%
1 FAVOURABLE 95 95
2 UNFAVOURABLE 5 5
TOTAL 100 100
3. CHART
Interpretation Out of the total sample size 95% of them consider location favorable and 5%
unfavorable. The dealer location is located in the heart of Vadakara town and so customers
can easily reach the dealer location.
56
INDUS MOTORS
Table: 4 Respondent’s Preferable Service Center As Dealership
3. CHART
Interpretation
The study depicts that a greater part of the respondents prefer to get there vehicle
serviced from INDUS Motors than any other dealership and auto agencies.
57
SL.NO DEALER’S NAME RESPONDENTS%
1 INDUS MOTORS 4545
2 POPULAR MOTORS 4040
3 OTHERS15 15
TOTAL100 100
INDUS MOTORS
Table: 5 Showing the buying motives
SL NO: CATEGORY RESPONDENTS %
1 MILEAGE 30 30
2 STYLE 20 20
3BRAND
AWARENESS40 40
4HIGH RESALE
VALUE10 10
TOTAL 100 100
5. CHART
Interpretation In table indicates majority (40 percent) Brand Awareness induces them to buy
Maruti Suzuki cars. Mileage comes to be a buying motive to 30 percent of the respondents.
20 percent of respondents buy Maruti Suzuki cars because of its style and to the remaining
10 percent the buying motive is high resale value.
58
INDUS MOTORS
Table: 6 Frequency Of Service Respondent’s Vehicle
Duration No. of Respondents % of Respondents
Every 3 months 25 25
Every 6 months 40 40
Every 9 months 20 20
No fixed schedule 15 15
Total 100 100
6. CHART
Interpretation The above table shows that majority of the respondents get their car serviced once in
every six months. The next set of respondents get their cars serviced every quarterly and in
every nine months. Only a minor 15 % of the respondents replied that they don’t follow any
fixed schedule.
59
INDUS MOTORS
Table: 7 Respondent’s satisfaction regarding performance of their vehicle
Satisfaction No of Respondents % of Respondents
Yes 78 78
No 22 22
Total 100 100
7. CHART
InterpretationThe table shows that most of the respondents were satisfied with the performance of their
vehicle. Only 22% of respondents were not satisfied with it.
60
INDUS MOTORS
Table: 8 Respondent’s opinion on maintenance cost of the vehicle
Rating No. of respondents % of Respondents
High 28 28
Reasonable 68 68
Low 4 4
Total 100 100
8 CHART
InterpretationIt is observed from the above table that 68% of the respondents said that
maintenance cost of their vehicle is reasonable, 28% respondents said it is high and very less
respondents say that it is low.
61
INDUS MOTORS
Table: 9 Do Indus motors offer any special benefit at the time of purchase
of car.
SI NO OPENION RESPONDENTS %
1 YES 8080
2 NO 2020
TOTAL 100 100
9. CHART
Interpretation Eighty percent of the respondents said they got special benefit at the time of purchase
of car from Indus motors. While 20 percent didn’t get any special benefit. The customers
purchase the car from Indus Motors because of the special benefits the reduction in car
62
INDUS MOTORS
accessory price, free gifts, financial assistance etc provided by the company to their
customers.
TABLE: 10 Satisfaction level of customers towards after sales service
The table shows whether the respondents are satisfied with the after sales service provided by the
dealer.
SL NO: OPENION RESPONDENTS PERCENTAGE
1 YES 95 95
2 NO 5 5
TOTAL 100 100
10. CHART
Interpretation In table no.9 to a majority (95 percent) of the customers were satisfied with the after
sales service and the remaining 5 percent respondents are not satisfied with the after sales
63
INDUS MOTORS
service provided by the dealer. This shows that the company provides excellent after sales
service to the customers.
Table: 11 Financial assistance
11. CHART
Interpretation
64
SI NO OPENION RESPONDENTS %
1 YES 70 70
2 NO 30 30
TOTAL 100 100
INDUS MOTORS
Out of the total sample size, 70% are satisfied with the finance scheme and 30% are not
satisfied. This shows that the customers were given better financial assistance and most of
the customers were satisfied with the finance facility provided to them.
Table: 12 Showing most excellent advertising
12. CHART
Interpretation
65
SL NO: CATEGORY RESPONDENTS PERCENTAGE
1 News paper 40 40
2 T.V/Radio 30 30
3Friends &
Relatives25 25
4 Any others 5 5
TOTAL 100 100
INDUS MOTORS
Out of the sample size,40% of the respondents are heard about the news from news
paper,30% of the respondents are heard about the news from T.V/Radio,25% of the
respondents are heard about the news from Friends & Relatives and rest of 5% are heard
about the news from other medias.
CHAPTER.5
SUMMARY FINDINGS, SUGGESTIONS
AND
CONCLUSION
66
INDUS MOTORS
FINDINGS
1. Indus Motors Pvt. Ltd. The authorized Maruti dealer has become No. 1 Dealer in India.
With an all time record sale of 28447 Maruti cars in the financial year 2007-08.
2. The majority of the people who owns Maruthi Suzuki vehicles are business man. While
35% of the people who owns Maruti Suzuki are Govt Employees and last come the
professionals with 15%.
3. 95 percent of the respondents consider location favorable and 5 percent unfavorable. The
dealer location is located in the heart of Vadakara town and so customers can easily reach
the dealer location.
4. The majority 40 percent brand awareness induces them to buy Maruti Suzuki cars. Mileage
comes to be a buying motive to 30 percent of the respondents.20 percent of the respondents
buys Maruti Suzuki cars because of its style and to the remaining 10 percent the buying
motive is high resale value.
5. Ninety five percent of the respondents were satisfied with the after sales service and the
remaining 5 percent respondents are not satisfied after sales service provided by the dealer.
This shows that the company provides excellent after sales service to the customers.
6. 100% cars were delivered on time by the dealer. This shows that the company was perfect in
delivering the car to the customers.
7. Eighty percent of the respondents said they got special benefit at the time of purchase of car
from Indus motors. While 20 percent didn’t get any special benefit. The customers purchase
the car from Indus Motors because of the special benefits the reduction in car accessory
price, free gifts, financial assistance etc provided by the company to their customers.
8. Out of the total sample size, 28 percent of the customers found that cost of maintenance as
high, 30 percent as medium and 4 percent as low. The low maintenance cost induces the
customer to reduce the expenses on their car unnecessary.
67
INDUS MOTORS
9. Out of the total sample size, 70 percent are satisfied with the finance scheme and 30 percent
are not satisfied. This show the customers were given better financial assistance and most of
the customers were satisfied with finance facility provided to them.
10. Out of the sample size, 95 percent of respondents are satisfied and 5 of respondents are not
satisfied.
11. Out of the sample size, 40 percent of the respondents are heard about the news from news
paper, 30 percent of the respondents are heard about the news from TV/Radio, 25 percent of
the respondents are heard about the news from friends & relatives and rest of 5 percent are
heard about the news from other medias.
68
INDUS MOTORS
SUGGESTIONS
1. Most of the customers are highly interested with getting offers. There is no doubt if the
company provides better offers to customers.
2. There are number of players in the market. So performance against the competitors should
be analyzed and modified on a regular basis to plan counter moves & promotional measures.
3. The car should be properly checked before they are delivered.
4. To introduce more service centers.
5. The service personnel effectiveness should be improved as it is one of the main factor
affecting the customer relation and satisfaction.
6. The seller’s representatives must treat customers in such a manner they want to be treated.
7. A mobile customer service facility should be brought into use.
8. Feedback information should be taking after the service is done.
69
INDUS MOTORS
CONCLUSION
Indus Motors Pvt. Ltd. The authorized Maruti dealers have become No. 1 Dealer
in India. With an all time record sale of 28447 Maruti cars in the financial year 2007-08.
The No.1 Maruti dealer in Kerala becomes No. 1 in India. No other Maruti dealer in India
has been able to reach such heights.
In the All India Dealers Conference 2007 held at Athens, Greece, Indus bagged 11
awards from Maruti Suzuki including ‘The over All Excellence Award’. And the Award for
Highest Car Sales in India. Indus has the sales record in new Maruti cars, True Value cars,
Maruti Genuine Accessories, Customer Satisfaction Index and Sales Satisfaction Index that
has also contributed to Indus Success. Indus will be committed to provide quality service to
all their customers and will maintain the No. 1 position. This performance linked Award is
based on operational Excellence, Infrastructure & above all Customer relationship
&customer Satisfaction.
70
INDUS MOTORS
BIBLIOGRAPHY
71
INDUS MOTORS
BIBLIOGRAPHY
Reference Books
“Collaborative customer relationship management :Taking CRM to next level” by
Alexander H Kracklaver, Daniel Quinn, Mills,Drik Seifert.Published by Springer Publishers
.Page 8
Schneider B. and Bowen D.E.(1999), Understading Consumer Delight and Outrage “,
Slogan Management Review, Vol.41 ,pp.35-45.
ARTICLES
Francine L. Huff, Journalist(2005).”CRM Best Practices For Building customer Loyalty”
Frank Huber, Sebastian K. Bauer(2009).”High performance in after –sales support services
in the automotive industry”
Joe Taylor J r (2007).”How CRM helps companies market to buyers “
WEB SITES
www.marutiindia.com
www.indusmotors .com
http://www.inderscience.com/search /index .php?action=record and
rec_id=27171&prevQuer y=&ps=10 &m=or
www.autoindia.com
http://www.world trademage.com/Articles/Feature
_Article/lea78e96f8f7010VgnVCM100000f932a8c0
72
INDUS MOTORS
ANNEXURE
73
INDUS MOTORS
QUESTIONNAIRE
1. Name : `
2. Age
3. Occupation of the owner
Govt. employee Businessman
Professional Others
4. Income level of the customers
15000 15000-20000 Above250000 25000& above
5. Do you feel that the dealers of Indus Motors located, convenient to you?
Yes No
6. Which among the following dealer do the customers prefer most?
Indus motors Popular motors others
7. Why do you prefer Maruti Suzuki cars when compared with other cars ?
Mileage Style
Brand awareness High resale value
74
INDUS MOTORS
8. How frequent the customers do the service of their vehicle?
Every 3 months Every 6 months
Every 9 months No fixed schedule
9. Do Indus Motors offer any special benefit at the time of purchase of car ?
Yes No
10. Are you satisfied with the after sales service provided by the dealer?
Yes No
11. Opinion of the customer regarding maintenance cost of the vehicle?
High Reasonable Low
12. Is the customer really satisfied with the after sales service provide by Indus Motors?
Yes No
13. Are you satisfied with the finance facility offered by the company ?
Yes No
14. Which is the most excellent advertising?
News Paper T.V/Radio
Friends & Relatives Any others
75
INDUS MOTORS
15. Suggestions……………………………………………………………………………… ………………………………………………………………………………………….
76