poonia project - copy

7/29/2019 POONIA Project - Copy

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A

Project Study report

Undertaken at

on

Submitted in partial fulfillment for the

Award of degree of

Bachelor of Business Administration

2012-2013

Supervised By: - Submitted By:-

Dr. Deepti Khandelwal Rohit PooniaFaculty, Deptt. Of Business Administration BBA Final YearSt. Wilfreds P.G. College

St. Wilfreds P.G. College,

Jaipur


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DECLARATION

I ROHIT POONIA Student of B.B.A. St. Wilfreds P.G. College, Jaipur

(Rajasthan) hereby declare that all the information facts and figures produced

in this report is based on my own experience and stud y during my open market

research in analyzing the LOST SALES ANLYASIS .

I further declare that all the information and facts furnished in this

project report are based on my intensive research findings. They are first hand

and original in nature.

ROHIT POONIA

Student of B.B.A. Final Year,

Place: St. Wilfreds P.G. College,

Jaipur


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PREFACE

Marketing activities can be regarded as lifeblood of all business concern.

In order to enhance the performance of marketing department and overall

success of a business concern, study of consumer behavior and their

satisfaction, sales and distribution channels, advertisement and competitive

advantages. The performance of a company very much depends on marketing

department. These activities are very much important for an organization.

No study can be termed complete if there is no practical experience.

Hence need for training has become a real necessity. Practical exposure no

doubt has contributed a significant amount of knowledge to me along with real

life experience & was an ideal combination of academic knowledge & practical

experience.

Mahindra Is infects a very ideal location to gain practical experience. The

experience gained in short duration, I am sure will go a long way in all my

future endeavors.


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ACKNOWLEDGEMENT

The research work I undertook was an attempt to over comes the boundaries of

books before I take up this as my profession and start m y carrier as a practicing

Manager.

My sincere thank to all those gentlemen who by their experience enriched my

knowledge of working in the Hanumangarh. I would like to thanks my staff

members who give me an idea to go ahead with this research topic.

My special thanks to Miss. Nidhi Sharma , HR Manager of JS4wheel. For this

valuable guidance towards making the final report. I awe my deep sense of

gratitude to Mr. Nikunj Sanghi Rajasthan for guiding me throughout the

project study without my college guide Mrs. UMA KHANDELWAL whose pain

staking efforts support and guidance the report would not have resulted in the

present form.

ROHIT POONIA


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TABAL OF CONTENT

SL.NO TOPIC PAGE NO.

1. Company profile 06-50

o Introduction

o History of co.

o Mission & vision statement

o Products

o Financial position of company

o Distribution system of JS4wheel

2. Objective of the project 51

3. Research methodology 52-55

o Data collection

o Survey Methodology

4. Customer satisfaction 56-64

5. Findings 65-69

6. Conclusion 70

7. Recommendations 71

8. Webliography 72


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OF

Mahindra

Automotive Division of Mahindra & Mahindra Ltd. is in the business of

manufacturing and marketing Utility Vehicles, LCVs and services for last 52

years. It is the market leader in this segment enjoying more than 50% of the

market share. M&M brand denotes Ruggedness, Durability, Reliability, Easy

Maintainability and Operational Economy. The customer profile primarily

includes individuals, traders, entrepreneurs, contractors, tour operators, taxi

owners, car hire companies, government departments and institutions Army etc.

The continued deregulation & liberalization of Indian Economy has

provided an impetus to rapid growth. India is expected to become a major

export base for auto components and aggregates. Global automobile giants are

entering the Indian market. Increasing GDP growth rate, multi -motorization and

envisaged higher investment in infrastructure is expected to give further boost

to the Indian automobile industry.

The Company is gearing itself to meet these challenges through rapid up

gradation and expansion of manufacturing technologies through additional

investment. This would be supported by modern, elegant and efficient

distribution network with consumer friendly work ethics.


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The Automotive Division has utili ty vehicles manufacturing plants at

Kandivli (Mumbai) , Igatpuri, Nashik in the State of Maharashtra and LCV

assembly plant at Zaheerabad, in the State of Andhra Pradesh, together

employing more than 12,000 employees. The productivity (vehicles per person

per annum) of the Division has been showing upward trend over last three

years.

All the divisions of the Company plants are certified ISO9002. We are gearing

ourselves for QS 9000

The Division has embarked upon Business Process Re-engineering since

1994 in order to utilize its resources more efficiently and enhance customer

service level. The re-engineering of operations was primarily necessitated due

to intense domestic competition, entry of global players in the segment and

enhanced customer expectations.

The spread of the product is uniformly distributed in North, South and

West regions of India and has marginal presence in East. Nearly 70% of the

Company's products are sold in semi-urban and rural markets. With models like,

the Armada and its planned new versions, the Company plans to cater to the

niches in urban market. The distribution is managed through a network of more

than 150 Dealers spread across the Country, wh ich is supported by Companys

18 Area Offices. Apart from this, the vehicles are serviced through 30

The marketing strategy of the Division revolves around rationalizing models,

delivering value for money, increasing safety features, incorporating fuel

efficient engine, improving the quality of after sales service and maintaining

low price product image. For high end market, the strategy adopted is to offer


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products with more comfort level with option of accessories to meet special

needs of individuals.

Currently the Export focus is on African, South American, South Asian

and Middle East Markets, where the need and use of vehicles is akin to India.

The Company has set i tself target to export 15% of the output within next three

years.

Customers through quick product development. A sports utili ty vehicle

Scorpio is in the pipeline with all new aggregated and in stated for debut in

Auto Expo 2000. The current role of R & D is to design products that meet all

the customer needs as well as the legal requirements in terms of various norms

for CMVR, safety & emission. Thus, emphasis is given on designing a product

that has a level of quality b uilt into it (through specifications) & which is eas y

to manufacture. R & D also lends its support during the entire life cycle of a

product by associating closely with Service department.

A new Mahindra Research Valley is being developed at a Greenfield

location at Thane near Mumbai. This is a 120 acre site & investment of Rs.

2,000 million is planned for this facility.


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HISTORY OF MAHINDRA

1947: October, first batch of seventy five Utility Vehicles (UVs)

imported in CKD condition from Willys overland Export

Corporation.

1949: Lease of 11071 Sq. yds at Mazagaon from British India Steam

navigation. The first Willys Overland Jeep built in India at the

Assembly Plant , Mazagaon, Bombay.

1954: Phased manufacture of Vehicles undertaken in collaboration with

Kaiser Jeep Corporation and American Motors Corporation.

1962: Indigenous content of Jeep goes upto 70%. 137 acres of land

purchased at Kandivli to centralise manufacturing operations.

1965: FC 150 Petrol Trucks introduced.

1967: Two wheel drive Utility Vehicles introduced. 101" wheel base and

Metal Body UVs introduced. Indigenous content goes up by 97%.

1969: Export of vehicles started, export of total 1200 UVs together with

spare parts to Yugoslavia. Exports also made to Ceylon, Singapore,

Philippines and Indonesia.

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

Yugoslavia and Indonesia.

1971: Separate R&D section set up.

1974: Maximiller campaign launched to conserve fuel. CJ 4A introduced

with new transmission and axle ratio. Collaboration agreement with

Jeep corporation (subsidiary of AMC, Detroit).

1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced

with MD 2350 Diesel Engine.


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1979: Government of India approves in principle, the technical

collaboration with Peugeot, France for the manufacture of XDP

4.90 Diesel Engine.

1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot Engine

Assembly Plant at Ghatkopar inaugurated. NC 665 DP Mini Truck

rolls out from Nasik Assembly Line.

1983: FJ 460 model introduced with 4 speed gear box. Engine plant at

Igatpuri was formally inaugurated by Mr. Jean Boillot, President of

Automobiles Peugeot of France for the manufacture of 25000

Peugeot and Petrol engines.

1985: New Mahindra Vehicle-MM 540 launched in Bombay. NC 640 DP

with 4 speed gear bo x introduced. Mahindra MM 440 introduced.

1986: CJ 640 DP Vehicle introduced.

1987: MM 540 DP metal Body Wagonette introduced.

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

Allwyn Nissan Limited to form Mahindra Nissan Allwyn Ltd. , as

its associate company with LCV operations in Andhra Pradesh.

1989: CJ 340 DP model introduced. M&M and Peugeot announced their

tie up for the manufacture of Peugeot 504 pick up truck, BA 10

gear boxes and latest XD 3 diesel engines. M&M acquired

automotive pressing unit at Kanhe, from Guest Keen Williams Ltd.

1991: Introduction of CJ 500 DI mod el with MDI 2500 A direct injection

diesel engines. M&M bags order to export 10000 CKD kits.

Commander range of models: 650 DI, 750 DP/HT were launched

with tremendous market response.


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1993: Mahindra Armada launched. M&M was the only manufacturer to

withstand the demand recession, with increasing sales.

1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and

Zaheerabad LCV operations becoming part of Automotive Sector.

FJ series of LCVs were shifted from Nasik to Zaheerabad.

Business Process Re-engineering Project initiated in the Division.

Igatpuri Engine Plant received ISO 9002 certificate from TUV of

Germany. Single Cab/Double Cab project was initiated.

1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles

were launched. New Commander 5 Door Hard Top was introduced.

The company was the first automobile manufacturer to get all the

engine types approved for the new emission norms effective from

1st April , 96. IDAM (Integrated Design & Manufacturing) set up

for designing entirely new vehicle with the help of internationally

renowned consultants.

1997: Commercial production of Ford Escort commenced at Nasik Plant.

License & Technical Assistance Agreement was signed with

Mitsubishi Motors Corporation for Manufacture of SL Body at

Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard top

versions of CL/MM 550, 8 seater Armada, Commander 650 DI with

longer wheel base and MM 540/550 XDB models were introduced.

Kandivli and Nasik plants received ISO 9002 certificate from RW-

TUV.


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

by the Chairman at Zaheerabad Plant on 12/11/97. Complete

localisation of Cabking model at Zaheerabad plant. Change over

from 3-Speed to 4-Speed Transmission. 400 nos. Army order

successfully executed at Kandivli Plant in Mar'98.


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Major Milestones

1945: On October 2, Mahindra & Mohammed formed.

1948: The Company was renamed Mahindra & Mahindra Limited (M & M)

Steel Trading business was started in association with suppliers in

U.K

1948: Business connections in USA through Mahindra Wallace

1949: Wallace Steel trading on behalf of European suppliers Jeep Assembly

commenced

1950: The first business with Mitsubishi Corporation (for 5000 Tons) for

wagon building plates for supply from Yawata Iron & Steel

1953: Otis Elevator Co. (India) established

1954: Technical & Financial Collaboration with Willys Overland

Corporation

1956: Shares listed on the Bombay Stock Exchange Dr. Beck & Co. formed

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

1957: Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd. , UK

1958: Machine Tools Division started

1960: Mahindra Sintered Products Ltd. (MSP) formed - a JV with the GKN

Group, UK.

1962: Mahindra Ugine Steel Company (MUSCO) formed - a JV with Ugine

Kuhlmann, France

1963: International Tractor Co. of India (ITCI) formed - a JV with

International Harvester Co., US


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1965: Vickers Sperry of India Ltd. a JV with Sperry Rand Corporation,

USARoplas (India) a collaboration with Rubery Owen, UK

Manufacture of Light Commercial Vehicles commenced.

1970: Mahindra Engineering & Chemical Products Ltd.(MECP) commenced

operations.

1971: International Harvester collaboration ended

1975: Switch over to diesel vehicles in-house development.

1977: ITCI merges with M&M, to become its Tractor Division

1979: License from Automobiles Peugeot, France for manufacture of XDP

4.90 Diesel Engines

1982: License from KIA for manufacture of 4 Speed Transmissions

"Mahindra" brand of tractors born, Siro Plast formed

1983: M&M becomes market leader in Indian Tractor Market. (Position

retained ever since)

1984: Mahindra Hellenic Auto Industries S.A. formed - a JV in Greece to

assemble and market utili ty vehicles in Europe

1986: Mahindra British Telecom (MBT) formed - a JV with British

Telecommunications plc (BT), UK

1987: Acquired International Instruments Ltd.

1989: Automotive Pressing Unit (now MUSCO Stampings) acquired from

GKW

1991: Introduction of Commander series.


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1992: Triton Over water Transport Agency Ltd. , formed Implementation of

the Service Center project at Kanhe Merged diverse activities of

Steel, Machine Tools, Graphics into Intergrades Division

1993: Mahindra Steel Service Centre Limited formed in association with

Mitsubishi Corporation and Nissho Iwai Corporation of Japan.

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

with Acres International, Canada Incorporation of MBT International

Inc., USA, a wholly owned subsidiary of MBT The Companys

maiden international offering the US$ 75m GDR issue.

Introduction of Armada.

1994: Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed

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

EAC Graphics (India) Ltd. , formed in collaboration with The East

Asiatic Company Ltd. A/S, Denmark Reorganization of the Group

creating six Strategic Business Units MSL Division (Auto

Components) hived off to form Mahindra Sona Ltd Mahindra Nissan

Allwyn Limited merged with the Company..

1995: Mahindra Holding & Finance Ltd.(MHFL) becomes a s ubsidiary of M

& M to carry out business as an investment company Technical

collaboration with Mitsubishi / Samcor to manufacture L300.

1996: Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to

manufacture passenger cars The Company made a Foreign Currency

Convertible Bond (FCCB) issue of US$ 115 million.


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1997: A new die shop was inaugurated at Nasik Inauguration of The

Mahindra United World College of India.

1999: Launch of Bijlee a battery -operated, 3-wheeler environmental-

friendly vehicle. The largest online used vehicle website in India

launched by Mahindra Network Services. The business of Intergrades

Division and Mahindra Exports Ltd. combined and renamed Mahindra

Intergrades Ltd.

The Company acquired major stake in Gujarat Tractors. Mahindra &

Mahindra Financial Services Limited becomes a subsidiary of M&M

2000: The Company unveils new logo. Mahindra Auto Specialties Ltd. a

new 100% subsidiary is formed. M&M sets up its first satellite tractor

plant at Rudrapur. The Company launches New Age Tractor, the

Mahindra Arjun 605 DI (60 HP tractor). The Company launches

Bolero GLX a Utility Vehicle a response to needs of urban consumer.

2001: A 3-wheeler diesel vehicle "Champion" is launched. The Company

launches Mahindra MaXX a MUV positioned with the caption

Maximum Space, Maximum Comfort. M&M ties up with Renault for

petrol engines. M&M established a separate division to provide

Defenses Solutions

2002: M&M launches Scorpio - the new generation Sports Utility Vehicle

2003: Scorpio - Recipient of prestigious Awards -

"Car of the Year" Award from Business Standard Motoring

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

on Wheels

"Car of the Year" Award from CNBC Auto Car
http://www.mahindrascorpio.com/http://www.mahindrascorpio.com/


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

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

M&M launches MaXX Pik Up.

M&M Tractors awarded the prestigious Deming Prize for excellence

in Quality - the first tractor company in the world to receive the

award.

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

DI Super Turbo.

Scorpio wins National Award for R&D.

M&M ventures into Industrial Engine business

Mahindra Defence & Lockheed Martin Information Systems, UK,

strike an alliance for Defence Product.

2004: Launched the Mahindra World Tractor - a 75 HP tractor in the

overseas market. Formed a new Sector, Mahindra Systems and

Automotive Technologies (MSAT), to focus on developing

components as well as offering engineering services. Launched

"Bolero" and "Scorpio" in Latin American, Middle East and South

African markets. Signed MOU to enter into JV with Jiangling Motor

Co. Group (JMCG) of China to acquire tractor manufacturing assets

from Jiangling Tractor Company, a subsidiary of JMCG.

M&M becomes the first Indian company to achieve sales of one

million tractors.


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2005: Acquired 51% stake in SAR Transmission Private Limited, a company

engaged in manufacture of gears and transmission shafts. M&M Farm

Equipment Sector launch operations in Australia. M&M becomes the

first Indian auto manufacturer to launch the Common Rail Diesel

Engine (CRDe), offering it on the Scorpio. Acquired 80% stake in the

JV with Jiangling Motors i .e. in Mahindra (China) Tractor Company.

M&M and Renault enter into a JV to manufacture of the mid-sized

sedan, Logan, in India. M&M and International Truck and Engine

Corporation enter into a JV to manufacture Trucks & Buses in India

The first tractor from the JV, Mahindra (China) Tractor Co. Limited,

rolled out on 2 July 2005


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PROFILE OF MAHINDRA & MAHINDRA

Mahindra & Mahindra Limited (M&M) is the flagship company of US $

2.59 billion Mahindra Group, which has a significant presence in k ey sectors of

the Indian economy. A consistently high performer, M&M is one of the most

respected companies in the country.

Set up in 1945 to make general-purpose utili ty vehicles for the Indian

market, M&M soon branched out into manufacturing agricultural tractors and

light commercial vehicles (LCVs). The company later expanded its operations

from automobiles and tractors to secure a significant presence in many more

important sectors. The Company has, over the years, transformed itself into a

Group that caters to the Indian and overseas markets with a presence in

vehicles, farm equipment, information technology, trade and finance related

services, and infrastructure development. The Company has recently started a

separate Sector, Mahindra Systems and Automotive Technlogies (MSAT) in

order to focus on developing components as well as offering engineering

services.


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M&M has two main operating divisions

The Automotive Division manufactures utili ty vehicles, l i ght commercial

vehicles and three wheelers. The Company has recently entered into a JV with

Renault of France for the manufacture of a mid-sized sedan, the Logan, and

with International Truck & Engine Corporation, USA, for manufacture of trucks

and buses in India.

The Tractor (Farm Equipment) Division makes agricultural tractors and

implements that are used in conjunction with tractors, and has also ventured

into manufacturing of industrial engines. The Tractor Division has won the

coveted Deming Application Prize 2003, making it the only tractor

manufacturing company in the world to secure this prize. .

M&M's outstanding manufacturing and engineering skills allow it to

constantly innovate and launch new products for the Indian market. The

"Scorpio", a SUV developed by the Company from the ground up, resulted in

the Company winning the National Award for outstanding in-house research and

development from the Department of Science and Industry of the Government in

2003. In the tractor market, the Company launched India's first tractor with

turbo technology - the Mahindra Sarpanch 595 DI Super Turbo.

M&M's commitment to technology-driven innovation is reflected in

Company's plans of setting up of the Mahindra Research Valley, a facility that

will house the Company's engineering research and product development wings,

under one roof.


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The M&M philosophy of growth is centered on its belief in people. As a

result, the Company has put in place initiatives that seek to reward and retain

the best talent in the industry. M&M is also known for its progressive labour

management practices.

In the community development sphere, the company has implemented

several programs that have benefited the people and institutions in its areas of

operations. On the occasion of its 60th anniversary, the Company announced a

range of CSR activities supported by a commitment of 1% of Profit after Tax

for its CSR initiatives


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Mission Statement

It give 70 Lacs Delux Bus.

35 to 100 ton trucks.

Its main mission to increase the market share above 75% in the

automotive section.

It provide better service & vehicle to every body.

It mission to develop their business in forner country.

Vision Statement

In 2020 it wants to see itself a large manufacturer four wheeler company in

Asia.


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Various Mahindra Brands

There are various kinds of brands of Pepsi are available in the Indian Market as

well as foreign market they are listed as following: -

Boleoro

Scarpio

Boleoro Invader

Max Pick Up

Marshal

Bus

Tempo

Truck

Mahindra Pick Up Chesis

Tractor


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Mahindra & Mahindra on an Overdrive

In the midst of a slowdown, a serene feel good factor seems to have crept

in for Mahindra & Mahindra Ltd (M&M). The ray of hope: the cool launch of

the much touted Scorpio in the summer month of May this year. The Rs 4,353

crore auto and farm equipment services (FES) major has just held a preview of

Scorpio with its dealers. Im feeling good because theyre (dealers) feeling

good. The vehicle was beyond their expectation and their reaction would be on

our expectations. We were a happy lot, says Mr. Anand Mahindra, vice

chairman and md, M&M.

Anand Mahindra

Vice Chairman and MD, M&M

The timing of the launch was well orchestrated. We were very convinced

that we had to launch at a time when the market was right, when there is the

least clutter of launches-when there is a slight upswing in the market, says a

cautious Mr Mahindra.

The fact that sport-utili ty vehicle segment (SUV) is the fastest growing in

the world - 50 per cent of the US market and 80 percent of the Indonesian

market consists of SUVs is evidently in Mr Mahindras mind when he unveils

his plans for the Scorpio. Consider this: A host of automobile companies have

SUVs lined up for the Indian market - Ford is considering the Escape or the


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Splash, Hyundai is launching the Terracan and Fiat is looking at the Palio

Adventure, a cross between a MUV and a station-wagon.

Yet, Mr Mahindra says: So why am I feeling good, (A), of course, the

product is looking great, but (B) because were posit ioned as a niche playe r in a

segment that is explosive and growing, which is even more explosive than

value-for money and that is all about our competence. That is the potential

kind of segment that the company is attacking. We are a focused player in

utility vehicles (UV)- the fastest growing segment where emerging markets

have a higher share than even elsewhere. So the potential segment is enormous.

There is a great reward in being a niche player.


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Global Plans

Clearly, even here Mr Mahindras global plans are evident.The first

dealer meet for the Scorpio at Nasik saw dealers from Malaysia, Indonesia,

Nepal. There is great interest in these countries. Another potential country I s ee

are participating is CIS countries. There could be a huge potential in Latin

America. We are clearly not trying to explore across the world, but we may

look at allies for distribution. I know Latin America could be a goldmine, there

could be opportunities wherein strong distributors come in but for the moment

in our own resources what we will dedicate to will be these markets Russia, CIS

countries, Indonesia, Malaysi a, elaborates Mr Mahindra. The company is also

looking at assembly lines in Russia, Georgia, as of now. All these involve

partnerships or aligning with people who have facilit ies there. We believe in

partnerships as a business model, he says.

Interestingly, the last fiscal saw the companys turnover from its

automotive division equal that of its FES division. This is also reflected in Mr

Mahindras vision.

The company is in the process of setting up a subsidiary in Europe by

April this year which will initially market tractors and later assemble them from

components imported from India. M&M also plans to set up branch offices in

eastern Europe to facilitate tractor marketing in the region. We will in all

probability base the subsidiary in Spain. But mor e importantly, I am looking at

the business potential in the region, emphasises Mr Mahindra.

The talks with Korean tractor major Tong Yang Moolsan (TYM) for the

joint development of transmission for its new range of tractors indicates how

serious M&M is on the issue. The new range , Horizon IV, is currently under


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development and will be commercially produced in another two years time,

according to a senior M&M official. The new range will be in the above 100 HP

category and will be part of the companys efforts to graduate to higher

categories upto 200 HP.


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Banking on the brand

Flanking its strategy to become a global player, M&M is banking on its

key brand attributes which essentially signify three basic things: trust,

reliability, and last but most important, value-for-money. We are not a Rolls

Royce - which is fine with us - as ultimately what the Indian consumer wants is

value-for-money, reiterates Mr Mahindra.

The overall marketing gameplan involves a strategy around a bouquet of

three brands - Scorpio, Bolero and Maxx. These are the three brands which will

be M&Ms future brand platform. Bolero will be one hub, while Scorpio will be

one upmarket hub. There will definitely be a number of variants, Mr Mahindra

promises. Two years ago, the group had carried out a study on the Mahindra

brand-not at the corporate level, however. The key element of the business

which emanated from the study was trust as the core attribute of the brand.

The study was recently updated to plan the launch of Scorpio. A study was

also done as to how Bolero altered the Mahindra brand, and we certainly

anticipate that Scorpio will further refine the brand perception. Of recently

there has been a greater refinement and awareness of the Mahindra brand, says

Mr Mahindra.

In line with this, the group has also become very conscious of the

Mahindra brand. We have become far more conscious about the need to

centralise what we call brand custodianship. In fact, my view is that the CEO is

the ultimate brand custodian. He has to be responsible for what is happening to

the brand whether it is being eroded or is i t being enhanced. In order to be a

good custodian this is one area where too much decentralisation is not

necessary, because theres only one person who has an overall view on the


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brand - as to how it can be affected by a move made in one part of the group

which can affect the other part of the view, e laborated Mr Mahindra.

According to him, a brand custodianship is really a corporate centres

function. One has to be very possessive and finicky about it , and set out

guidelines on not just the aesthetics on the use of logo and brand also for the

criteria under which it will e used, and more importantly for what it will not be

used. In that sense, we have become conscious. We have a highly structured

manual for the use of the logo or the brand, which was a study we did a year

ago. Every group company has certain regulations under which the brand and

logo can be used, certain colour schemes they can use it, he says. The

management board which meets every month and consists of the presidents and

the executives, is an extended arm for brand custodianship. Nothing is used

without going to the management board, which acts as the watchman.

Why has the brand consciousness become important for the group? The

brand is a good thing. We are a group with more than one sector. These can be

put in three clusters. So, riding a strong brand is one of the benefits of the

corporate centre. There is a process established for brand custodianship,

opines Mr Mahindra.


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Plant Location


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VALUES OF MAHINDRA & MAHINDRA

Our core values influenced by our past, tempered by our present and are

designed to shape our future. They are an amalgam of what we have been, what

we are and what we want to be.

These values are compass that will guide our action both personal & corporate.

They are :

Good corporate citizenship

As in the past, we will continue to seek long term success that is in alignment

with our countrys needs. We will do this without compromising on ethical

business standards.

Professionalism

We have always sought the best people an given them the freedom and the

opportunity to grow. We will continue to do so. We will support innovation and

well-reasoned risk-taking, but will demand performance.

Customer First

We exist and prosper only because of our customers. We will respond to their

changing needs and expectations speedily, courteously and effectively.

Quality Focus

Quality is the key to delivering value for money to our customers. We will

make quality a driving value in our work, in our products and in our

interactions with others. We will d o it first t ime right.


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Mahindra Special Services Group (MSSG)

Mahindra Special Services Group (MSSG) helps organizations develop

customized Information Security strategies to derisk their businesses and to

protect their competitive advantage.

MSSG's service offerings help to identify, mitigate and manage the risk

exposure of the organization irrespective of its industry and the nature of the

business. Our ability to look at Information Security from a 'people & process'

perspective rather than an IT centric approach has helped organizations to

protect their short and long term business strategies and objectives thus

preventing loss of hundreds and thousands of dollars every year.

MSSG's clientele include MNC's, banks, corporate, shipping,

pharmaceuticals, financial / manufacturing organizations, training

establishments, contact centres and state security agencies .


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PRODUCTS OF M & M

High Mobility Multi Role Mahindra Field Ambulance

Vehicle-MM 550XD

Versatile Multi Role Vehicle Rapid Intervention Vehicle

"RIV" S

Bullet Proof Vehicle "RAKSHAK Up-Armoured Scorpio for VIPs

Cash in Transit Van "CITV" Mobile Surveillance

Vehicle
http://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mobsur.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/citv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/uparmouredscorpio.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/rakshak.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/riv.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/multirole.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/fieldambulance.htmhttp://www.mahindra.com/MAHINDRAS/mahindrdefencesystem/mm550xdb.htm


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Mahindra & Mahindra Limited mainly Belongs to Thirteen

Members in their Organizational structure:

1. Mr. Keshub Mahindra

2. Mr. Anand G. Mahindra

3. Mr. Nadir B. Godrej

4. Mr. M.M. Murugappan

5. Mr. V.K. Chanana

6. Mr. Narayanan Vaghul

7. Mr. A.S. Ganguly

8. Mr. R.K. Kulkarni

9. Mr. Anupam Puri

10.Mr. T.S. Vijayan

11.Mr. Bharat Doshi

12.Mr. Arun Nanda

13.Mr. Deepak S. Parekh


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Welfare Centers

M&M's welfare centers run several programmers and projects in the

spheres of education, health and social welfare. Education: A variety of

initiatives are in place to help the company's employees and their family

members. The children of deceased employees are given educational assistance,

and educational programmers are conducted to help employee self-development

and encourage a higher standard of living.

The welfare centre also conducts various career guidance programmers

for the children of employees. Summer camps are organized for employees'

children during vacations to give them an opportunity to play diverse sports,

learn computers and various crafts, watch educational films, or just have fun.

Parents are given counseling on topics such as effective parenting,

understanding the handicapped child, etc.

Healthcare: There are diverse health-related services offered by the

company's welfare centers. Doctors from various medical fields are available

for consultation at the medical centre. Family planning and sex-education

programmers are conducted, and blood-donation drives are a regular feature.

There are lots of social awareness programmers on topics such as family

welfare, cancer, AIDS-awareness, heart-care, diabetes, etc. Special yoga classes

are conducted and health check-ups are a periodic affair for all employees.

Psychiatric consultation is also provided to employees and their families when

the need arises. Overall welfare: For M&M, the overall development of

employees and their families is as important as their physical well-being.

Programmers are conducted for retiring employees and their spouses, covering

aspects like adjustment to a new role, finance management, diet and health.


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Co-ordinates

` Our main activities:

We keep ourselves tuned in to the Company's performance, strategies,

vision and day to day happenings and provide a single window for

interaction with investors, fund managers and research analysts seeking

updates and information with the Company by way of personal meetings,

conference calls etc.

We hold periodical analysts ' conferences to give updates on our

operational and financial performances.

We make available press releases on important and strategic events /

announcements. We periodically participate in local as well as overseas

investor conferences.

We organize periodical plant visits for the analyst community. And - we

have the 'Investors' l ink on our homepage to keep all those who are

interested in the Company abreast of information and macro happenings

in the Company.


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BUSINESS SEGMENT

1 AUTOMATIVE

2 FINANCE & TRADE SECTOR

3 INFRASTRUCTURE

4 IT

5 TELECOME & SOFTWARE SECTOR

6 FARM EQUIPMENT SECTOR

7. MAHINDRA SYSTEM & AUTOMOTIVE TECHNOLOGIES


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FINANCIAL POSITION AT A GLANCE

(Rs. In Millions)

2012 2011 2010 2009 2008

Gross Fixed Assets 28,104 25,593 24,891 24,168 22,315

Net Fixed Assets 14,749 13,916 14,661 15,372 14,825

Intangible Assets - - - - -

Investments 11,898 11,112 8,623 8,001 7,100

Inventories 7,598 4,998 4,568 4,690 5,525

Debtors 5,115 4,005 5,171 6,478 6,320

Other Current Assets 10,460 6,248 6,396 6,155 5,291

Misc. Expenditure not

written off244 96 397 - 2,236

Borrowings - Long Term 9,414 6,520 10,719 11,918 7,909

Borrowings - Short Term 1,112 7,780 679 1,853 3,430

Current Liabilities &

Provisions17,518 13,292 10,948 10,507 9,270

Deferred Tax Liabilities

(Net) 1,898 2,033 1,771 1,379 -

Capital Equity 1,160 1,160 1,160 1,160 1,105

Reserves 18,963 16,590 14,538 13,880 19,583

Net Worth 20,123 17,750 15,698 15,040 20,688

Book Value per share

(Rupees)168.35 149.15 130.56 128.26 165.50
http://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#networthhttp://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#bookValuehttp://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#bookValuehttp://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#bookValuehttp://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#bookValuehttp://www.mahindraworld.com/mahindras/investor_relations/FinancialPositionAtGlance.htm#networth


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In Millions


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41

INGENIOUR RISTHEY (RELATION)

We have chosen to be a customer-centric organization. Customer Aathithi

Devo Bhava.

It is easy to say, but difficult to practice. It requires not just a charge in

attitude. It requires a change in processes.

This is coaching manual deals primarily with the changing process

because, as Indians, we are not very familiar with following processes.

Practice makes us perfect. But we must know what we should

practice. Hence this manual.

The matter of attitude is a lot simpler. As Indians all of us known how to

treat our guests and relatives. It is in our nature to be hospitable to them.

What is the attitude with which you would take are of a relation of yours

who visits your showroom or s ervice center?

All of us know, instinctively. We do not need to be told. Its ju st that we

have never really seen our customers as a person with whom we have a

lifelong rishtaa (relationship)

Its actually a rishtaa that goes beyond the lifetime of a vehicle by

keeping our brands up-to-date the same family will be our rishtadaars

(relatives) for generations to come. They will because our Brand

Champions and recommend that more of their own friends and relatives

become our rishtadaars.

Our relationship with a customer goes beyond a sale. If the customer sees

himself or herself to be part of the Mahindra family he or she will keep

coming back to our service center, keep recommending our products to

his or her friends and relatives.


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The message on attitude is simple. Treat every prospect as a Relative -

to-be. Treat every customer as you would treat your own relative.

The message on processes is a lot more difficult. We have to got it right,

every time. The slightest mistake leaves us with an unhappy relative.

But even there, i t might be a matter of attitude. The Dabbawallah of

Mumbai get it right because they would not want to let down their our

customers, their own extended family.

As we are all extended family of Mahindra, LET US TREAT EVERY

CUSTOMER LIKE A RELATIVE AND PROVIDE AN EXPERIENCE

BEYOUND EXPECTATIONS.


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JS Fourwheel Motors Limited was incorporated in 1985 and started

functioning as Mahindra & Mahindra Dealership at Hanumangarh since

September 1985.

The company after making steady progress also took dealerships of LML

Scooters, Avanti Mopeds, Sriram Honda Gensets and Enfield Motor

Cycles. Now the Company is having a turn over of Rs. 40 crores

employed with 100 persons on regular role.

In 1987, the company was also allocated the Jhunjhunu and Churu

districts in Rajasthan for Automotive sector of Mahindra & Mahindra Ltd.

For its effective.

In June 97 dealership was selected by the Farm Equipment section of

Mahindra & Mahindra Limited for dealership of its tractors in

Hanumangarh district.

The company has own exemplary performance in the field of Sale and has

been recognized by almost all i ts principals for outstanding sales and

service performance and providing only genuine spares to the customers.

Mr. Nikunj Sanghi is the Managing Director fo the company and he is

assisted by Mrs. Sunita Sanghi and Mr. Mahesh Chandgothia.


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The various awards received include

1. L M L awarded the dealership for outstanding overall

performance in 1989 and then declared it as its best

showroom in 1995.

2. Kelvinator of India declared the company as a GOLD

STAR DEALER for being the highest selling dealer in

the country for moped in 1983.

3. Honda Power Products recognized the company as its best

service dealer in Rajasthan in 1995.

4. M & M declared the company as a runner up in an all

India competition in the year 1997 for overall

performance in all fields of sales, spared and after sales

service, in the state of Rajasthan.


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MANAGEMENT AND MANPOWER UTILISATION

The company shall be professionally managed. All the department heads will be

professionally qualified having good experience. For various other positions

local talent will be attracted. At present the company is working on these lines

and recruitments of personnel is under process the top management of the

company consists of thirteen Directors. The hierarchy of other management

personnel and staff is as under.

CEO

MR

HOD HOD HOD HOD

SALES SPARES SERVICES ACCOUNTS


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DISTRIBUTION SYSTEM

Participation of M & M In the project will ensure firm and committed support

in sales promotion, advertising and publicity, introduction of innovative

concepts and the Company will be able to draw on their international expertise

in marketing and technical Know-how. The present set up at Jaipur will be

distributing their products through marketing companies. These marketing

companies will distribute the products to the distributors appointed in various

towns. The distributors in turn will be playing their own vehicles in their

respective market and distribute the full range of products to the retailer who in

turn will sell i t to the customers.


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The Sales pattern of the products is likely to be as under.

MONTH %AGE OF ANNUAL SALE

January 2%

February 3%

March 10%

April 12%

May 20%

June 18%

July 10%

August 7%

September 7%

October 5%

November 3%

December 3%

TOTAL 100%


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LOST SALES ANALYSIS

Technological advancement, globalization & change in customer demand and

preference had increase stability & also probability of LOST SALES

ANALYSIS.

Introduction:

when a particular firm is slowly-slowly coverage the market share and also

directly effect the customers need but after sometime alone or more firm come

into the market with one or more product and so on the firm lost i ts before sales

and now it has too much hard to it to stable in market. And than the competition

become know too much hard to the first firm.

EXAMPLE

Mahindra & Mahindra companys product pick-u and champion tampo slowly-

slowly coverage the market share so to their against TATA MOTORS have

launch the product tampo ACE as four wheeler.


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REASONS FOR L.S.A

Globlization

Free trade policy

Liberlization :

Policies of W.T.O

Customers regularly changing demand

The worlds entered into new economy

.

Changing need of the markert.

Product hatrogeneous & differentition.

Due to the market compition.

Customer become the top of the priorty

.

Environmental change.


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Why study the L.S.A

In Mahabharta lord shri Krishana told shri Arjun in Geeta that whithout the

accurate study of power of the enemy we cant able to beet them so same as in

this todays corporate world there is also need for study the whole power &

weekness of other competitors.

These all things including in L.S.A when we analysis about our lost sales

analysis than we find several points :-

What is the todays market trends.

About the desire of todays customer.

Factors that effect on customers.

Weekness & strongness of cusomers psychology.

Some our weekness like Low area coverage.

1. low activities of selling department.

2. low promotional activities of sales.

3. Accurate abilities of firm.

Some weeknes related to product

1. May be related to average.

2. engine mistake.

3. Chesis failure.

4. Power breaks related mistake.

What is the futureious demand in market


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OBJECTIVE OF THE PROJECT

In modern sense the nature of L .S .A is too much closer to consumer.

And shows how we act & react that we make new customers.

To find out reasons that why customer is moving outsides.

Customer satisfaction level & maintains factors.

Others basic factors that shows how we are lost our sales.

To analysis those factors that improve the inner abilities of the

MAHINDRA dealership.

To help the sales department of MAHINDRA dealership for better

sales & service.


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RESEARCH METHODOLOGY

Mainly three approach for Conducting the research work:

1. Observation method

2. Survey method

3. Experimental method


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The METHOD that I use.

1. Direct interviews

2. Phone interviews

3. Market survey

4. Through question

Among of all these methods market survey and direct interviews

is the best method of data collection so I use 95% research with the help of

this method.


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DATA COLLECTION

The study involved collecting primary data. The details are as follows:

SOURCE OF DATA

The primary data was collected from the customers directly by the use o f

questionnaires.

TOOLS FOR DATA COLLECTION

The tolls for collecting data from customers were structured questionnaires

containing both open ended and close-ended questions.


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SAMPLING

For both purpose of study the sample is collected from HANUMANGARH

(RAJASTHAN)

1. Sampling Techniques: The techniques used for collecting the sample was

the convenience sampling.

2. Sampling Area: Sampling area to be covered was HANUMANGARH


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CUSTOMER SATISFACTION

Demand of the Tampo ACE of the basis of different occupation.

For booking use. 50%

For personal use & agricultural also. 15%

For traders. 13%

Professionals. 11%

Company employees. 07%

Others. 04%

Chart showing the demand of the TAMPO ACE on the basis of difference

occupation.

For booking use

personal & agricultraluse

For traders

Company employees

Others


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Reasons for the rejection of Mahindra TAMPO CHAMPION.

Maintains 55%

Average 25%

Pick-up + looking 10%Engine + loading 10%

0%

10%

20%

30%

40%

50%

60%

Maintains Average Pick-up +looking

engine +loading

Series1


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Demand of the TAMPO ACE on the basis of d ifferent age groups .

18 24 ------------------ 22%

25 29 ------------------ 28%30 34 ------------------ 30%

35 39 ------------------ 15%

^ 40 ------------------ 5%

18 - 24

25 - 29

30 -34

35 - 39


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Customers experience with TATA TAMPO ACE

Very satisfied Satisfied Average Not Totally

Satisfied disapoint

60 8 20 10 2

40 20 22 12 6

45 25 12 10 8

0% 50% 100%

very satisfied

satisfied

Average

Not sasisfied

Totally dis.satis.

spsres parts

service

Availability

Availability:

Service: -

Spares

Parts: -


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Customer goes outsides, when what did he purchased. ( those

first also contact MAHINDRA dealership).

ACE (TATA PRODUCT)----------- 45%

Minidoor (BAJAJ)------------------ 19%

Vicram ------------------------------- 16%

Piaggio Ape - ----------------------- 15%

Others ------------------------------ 05

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

TATA ACE VICRAM OTHERS

Series1


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Table showing age vs they have another vehicle except TATA ACE.

Age/own a vehicle Yes NO Total

18 - 30 Years 50% 15% 65%

30 - 40 years 18% 3% 21%

40 Years & above 12% 1% 13%

Total 80% 19% 100%

As expected the young middle age segment of market is the major

consumer for four wheeler.

0%

10%

20%

30%

40%

50%

60%

70%

18 - 30 Years 30 - 40 years 40 Years &

above

NO

Yes


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62

Table age vs type of vehicle owner.

Age /type Scooter Motorbike Moped 4 wheeler NoBetween 18 - 30 8% 35% 5% 2% 0%

30 - 40 8% 8% 3% 9% 1%

40 above 1% 6% 5% 4% 3%total 17% 50% 13% 15% 4%

Persons are too much attracted towards motorbike while 4wheel

market is stil l down.

0% 50% 100%

total

40 above

30 - 40

Between 18 - 30


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Table showing most influencing person in decision making.

Influenced by FrecuencyHimself 35%Wife 5%

Children 10%Family 12%

Relatives / family 20%Sales person 15%Others 3%Total 100%

Chart showing most influencing persons.

Himself and the family persons are the most influencing persons .

0%

20%

40%

60%

80%

100%

120%

Frecuency

Frecuency


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Table showing time taken to decide for the model to be purchased.

COMPARATIVE ANALYSIS

Features. TATAACE

M&MChampion..

BAJAJTAMPO.

VICRAMMinidoor.

PIAGGIOAPE

EngineType

2cylender4SW-C

Single4S W-C

Single4S W-C

Single4S W-C

Single4S W-c

Enginepower

16 @3200

2.6 @2400

2.1 @2200

2.5 @2400

8 @3600

Engine

capacity

700 510 416 499 395

Oilchanged

9000kms 3000kms 5000kms 2500kms 3000kms

Oil sumpCapacity

2.2 2.3 1.7 1.75 1.75

Fuel tankCapacity

30Lts 10Lts 8Lts 16.5Lts 10.5Lts

Wheel 2100 2050 2050 2492 1920

Front overhang(mm)

980 570 N.P N.P N.P

Turningradius(mm)

4300 4300 2750 4250 2750

Groundclearness

160 160 190 140 165

Average 20-22 24-25 18-20 24-25


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FINDINGS

The data collection in my research is based on primary data .

1. Personally contact.

2. phone contact

The main focus I gives on TATA TAMPO ACE and after that

little focus on TATA SUMO, VICRAM TAMPO, BAJAJ TAMO,

PIAGGIO APE.

MAHINDRA & MAHINDRAS main competitors is TATA so

totally focused on TATA prodoct ACE (TAMPO).

After launching the product of TATA ACE the sales of

MAHINDRA product TAMPO CHAMPION and MAX PICK -UP is fall

down.

They lose 26% and more than 26% customers after launching the

TATA TAMPO ACE.

I made a self questionnaires for m y research and company also

gives me some instructions for this.


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41.50% customers of TATA ACE have no Knowledge of MAHINDRA

& MAHINDRA product CHAMPION (same range).

While 58.50% have Knowledge of the product of same range.

More than 90% customers take advice from anybody before taking a

decision of purchasing a vehicle.

Most of them are their relatives & nearest friends.


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Yes Not

Knowledge of product.

Also visit the MAHINDRA & MAHINDRA dealer.

Take advice any body.

(adviser) relatives & friends.

Dealer contact & attract them.

Direct go to dealer.

Purchase vehicle on finance.

Financer ICICI.

KILASH financer.

SHRI RAM financer.

Others

Total customers give EMI in advance.

41% 58%

20% 80%

90% 10%

65% 45%

15% 85%

20% 80%

100% 0

81% 19%

6% 94%

7% 93%

7% 93%

100% 0

Total customer paid file charges to the financer.

Finance arranged by the financer.

Customer arranged finance own self.

Customer satisfied with the service of the dealer.

Customer satisfied with product & date of purchased.

Customer gives proper attention also M & M dealer. If the y

contact them in future.

Customer contact M & M dealer when they purchased

another vehicle in future.

100% 0

96% 4%

4% 96%

83% 17%

79% 21%

100% 0

21% 70%


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Top qualities that customers of TATA ACE told us about me of TATA

TAMPO ACE .

Four wheel tempo came into market first t ime so we purchased.

Average is good.

They gives the priority of the name of TATA & brand of TATA.

TATA KA NAAM CHALTA HAI.

This TAMPO is too much able to handle loading & booking.

Attractive to see this product.

2 cylinder engines.

16 horse power.

Idi based engine.

Cabin is beld to chasis.

750 kg se pass ho chukka hai.

Front and back side kamini pata with leef spring.

Today is too much demand of four wheel tampo.

Too much able to handle in loading.

Successful in rural area because three wheeler is not able in too

way road while four wheel is able.

Also able to handle the work of M AX PICK-UP.

In every field like milk van, school booking, sawari booking, long

tour booking, paint van, vegetable loading and many more.

Setting facilit ies are like as MARUTI VAN.

Perfect in every field.


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SMALL IS BIG.

Product specification are current and are subject to change as the

company policy is of continuous improvement. { TATA MOTORS }

TATA TAMPO ACE was launch ing in RAJASTHAN 25 jan 2006

in jaipur KALARKS AMER hotel sanganer.

Before two year ago this product was launch in BOMBAY it gave

success result so it is launch in all over India.

But still not launch in U.P, M.P and other states.

TATA motors also know the mind state of customer & people about

four wheeler through their D.S.E and then launch.


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70

CONCULUSION

The survey work has done on the project topic Customer Service Index

out with the following conclusion.

In survey work I covered near about 100 to 150 out lets in Hanumangarh

Region. The following conclusions come out after the survey work:-

Most of the customer satisfied of the Mahindra products.

The Mahindra product mainly focuses on the competitors & mostly

business segment.

Through the dealer and users satisfied with the sale of Mahindra but there

are many problems, which come into picture after the finding.

Mainly in Rural area & Urban area the Mahindra sale is high.


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RECOMMANDATION

The following suggestion can be used for solving these problems:

Customers:

Reduce the maintenance cost

Canteen facilit ies should be improve in the company

Company should make more investment on advertisement to make it more

effective.

Regular advertisement should be done.

Provide some scheme for customers.


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WEBLIOGRAPHY

www.teammahindra.com

www.mahindra.com

TIMES OF INDIA

ECONOMIC TIMES
http://www.teammahindra.com/http://www.teammahindra.com/http://www.mahindra.com/http://www.mahindra.com/http://www.mahindra.com/http://www.teammahindra.com/

poonia project - copy

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