sales force management tata.docx

7/25/2019 Sales force Management TATA.docx

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CHAPTER-I

INTRODUCTION


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INTRODUCTIONsales force management often comes up in discussions between professional supervisors. Manytimes, questions such as How can I boost my sales force management skills? or !ales force

management" who has time for it? are raised. However, rest assured that sales forcemanagement is an essential element in the world of selling, and there are some great ways foryou to gain sales force management acumen without spending tons of time on the process.

!ales #orce Management $ Make It a %leasure, &ot a %ain'#irst, take a hard look at how you approach sales force management. If you assume that all yousales force management endeavors are going to be painful and time(consuming, they probablywill be' )fter all, it*s a self(fulfilling prophesy. +n the other hand, if you envision sales force

management as a way of becoming a better leader or growing closer to your employees, youmight ust be able to put sales force management in a positive light. )nd your optimism towardsales force management will be contagious.

!ales #orce Management $ -ead by /ample+ne of the secrets to successful sales force management is to always behave the way you wantyour employees to )01 . 1his means no surfing the Internet or using the old, It*s #ridayafternoon2 why bother making prospect calls? phrase2 those actions will not equate tooutstanding sales force management. 1o be a top(notch supervisor, you need to be someone towhom your staff can look up. 1hus, one of the most important elements of your sales forcemanagement is to be the type of seller you want your colleagues to become.

!ales #orce Management $ 3evelop 4our +wn !tyle+f course, there*s no reason why your sales force management should be the same as the salesforce management strategies of the gal or fellow in the office down the hall. 1ruly, how youapproach sales force management is completely unique and should reflect your personalinterests. #or e/ample, if you have a particular way of handling meetings 5say, you prefer to holthem offsite at a local doughnut shop6, by all means take your sales force managementtechniques and run with them' &ever be afraid to be yourself2 that*s one of the keys to great saforce management.


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!ales #orce Management $ 7eward 4our mployees)nother strategy that the best sales force management leaders employ is honoring their staffmembers. 8nfortunately, many people who could be great supervisors 5and should be practicingterrific sales force management techniques6 forget that saying, 1hank you or 4ou did a good ob sometimes isn*t enough. 1o become truly savvy at sales force management, you really needto be big and bold in the way you reward your most talented workers. #or instance, a good salesforce management technique is to offer weekly incentives to top sellers. 1his keeps everyone ontheir proverbial toes . )nd you don*t have to break the bank to honor them2 offer to allowsomeone to leave an hour or two early or, if you can, give a small bonus in that week*s paychec1his sales force management strategy can pay off big(time and create some very healthycompetition among sales people.

!ales #orce Management $ !tay in 1ouch!ometimes, sales managers are practically invisible, lending to poor sales force management. Ifyou*re always on the road or in your office, it*ll be difficult to practice e/cellent sales forcemanagement. 1o be an effective sales force management leader, you need to have your fingers othe pulse of your sales operation, which means getting out there and working with and listeningto employees. 9oin them for sales calls. %eriodically take them to lunch. )sk how people aredoing 5and pay attention to the answers'6 :hen you know what*s going on, you*ll be able to practice sales force management in a way you might never have imagined.

!ales #orce Management $ !top %roblems ;efore 1hey


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need to ensure that your workers are not being thrust into the world without any ways ofsucceeding. +ne of the best sales force management tools you can give them is computersoftware such as %rophet. 1his program works with M! +utlook and can streamline prospectingcustomer service, and reporting processes. 54ou can find this sales force management tool at)vidian.com6 1his way, your employees will be able to prosper" and your company will, too.

!ales #orce Management $ 3o !ome 3irty :ork 1he person who embodies e/cellent sales force management is the one who rolls his or hersleeves up and gets dirty . 1his means that you cannot ust walk out the door at > @> p.m. wheeveryone else is scrambling to put together some packages for an impromptu prospect presentation. 1o be a leader in sales force management, you need to put down your briefcase an

become a helping hand. If you*re not able to put aside your own sense of, I*m too good for thtask, then great sales force management will forever elude you.

!ales #orce Management $ -et +thers -ead#inally, one of the best ways to practice sales force management is to allow others to be leadersas well. )s a sales force management guru, you should be able to sit back and watch youremployees take on leadership roles without feeling envious or concerned. 1oo often, many people who say they support sales force management don*t because they are worried that a

worker might outshine them. 3on*t think in that way. Instead, help your staff achievegreatness" if one of them surpasses you, then so be it. ;ut never hold them down2 that*s notgood sales force management. Instead, applaud them as they climb the corporate ladder2 as aleader in sales force management, that*s what you are e/pected to do.


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Need for the study +rgani=ationTata Motors Limited (TML) AUTO!IN LIMITED is competitive

environment with relationship management of customer and they are attractingTata MotorsLimited (TML) AUTO!IN LIMITED the customer with some effective sale promotions. ;utsome organi=ations need to evaluate the purpose, utility, effectiveness of customer satisfactio1hey are fails to evaluate this customer relationship management. !o these study has beenundertaken to assess the customer relationship management in the organi=ation.Increasing competition, ever growing market, easy availability of the finances and increasin population of young e/ecutives, with huge disposable incomes, over the past few years hasubstantially increased the sales in the automobile industry. )lso, the competition among thedealers of the products has increased with each trying to ma/imi=e their customer base. 1hi

makes it imperative for the dealers to provide the best of the services and e/ceed the customee/pectations to achieve customer delight and loyalty.

!0+% +# 1H !1834

1he scope is confirmed only to e/amine the 0ustomer relationship management with referenceto Tata Motors ! 7AI0 ! and to find possible remedies to counteract their competition.1he study aims to measure satisfaction level of the dealers regardingTata Motors industries.1he area within which the study was conducted regarding the information the primary data icollected in the form of questionnaire collected from the dealers in 7anga reddy district. 1o sumup the pro ect had within the scope of the study in the area of "a#es !or$e Ma%a&eme%t of

Tata Motors dealers in 7anga 7eddy district for a particular time 5BC@@6.1he research measures the e/periences of customers. 3efines and analyses the e/periences basedon key deliverables.


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1he broad ob ective is to study the perception of !)- ! #+70 M)&)< M &1 :I1H7 # 7 &0 1+ Tata Motors Limited (TML) AUTO!IN LIMITED .

1o find out the factors that influences the buy 1ata Motors Limited (TML) AUTO!IN

LIMITED decision of an Tata Motors Limited (TML) AUTO!IN LIMITEDservices.

1o identify and study the problems faced by the consumers ofTata Motors Limited

(TML) AUTO!IN LIMITED ! 7AI0 !.

1o study the satisfaction level of e/istTata Motors Limited (TML) AUTO!IN

LIMITED consumer of Tata Motors Limited (TML) AUTO!IN LIMITED! 7AI0 !.

1o assess the role of brand image in the purchaseTata Motors Limited (TML)

AUTO!IN LIMITED decision of Tata Motors Limited (TML) AUTO!INLIMITED ! 7AI0 !.

7 ! )70H +;9 01IA7 ! )70H +;9 01IA

1o study about theTata Motors services.

1o study about theTata Motors products.

1o know about why the customer likeTata Motors .

)re they happy with the service?

1o know about what customer needs and what the company is provideTata Motors .


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1o know about how they fulfil the needs of the customers.

1o know about the service.

1o study the ob ectives in detail the followTata Motors Limited (TML) AUTO!INLIMITED research methodology is adopted.

7 ! )70H M 1H)+3+-+


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1he data was collected through structured questionnaire. Guestions can becategori=ed into multi(choice and open(ended questions. Guestionnaires were designed fconsumers. 0are was taken to ensure that the questions framed were compatible withresearch ob ectives.

#irstly, by take 1ata Motors the sample questionnaires, a pilot survey have beenconducted among the various sections of the people. :ord 1ata Motors and sequence 1ata

Motors of questions, choice of respondents, information sought and instruments clarity as awhole, were tested. )fter take 1ata Motors the e/actness and correctness the final version of the questionnaire has been drafted and was taken up for field survey purposes.

!1)!1I0)- 1++-!

In the conte/t of the present study, the follow 1ata Motors statistical tools have beenused

#7 G8 &04 3I!17I;81I+& 1);-

) frequency distribution refers to data classified on the basis of some variable,which can be measured such as age, income etc.

% 70 &1)< !

%ercentages are used to describe relationships, since they reduce every theTataMotors to a common base and there by allow meanTata Motors full comparisons to bemade.

%I 3I)


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1here are pictorial representations of statistical data with several subdivisions in acircular from and column from respectively.

M 1H+3 +# : I days.

1he !tudy is 7estricted to a limited region i.e., the twin cities of Hyderabad and!ecunderabad. !o, the inferences made by this study are not applicable to the entiremarket.

1he data collection from the respondents is qualitative in nature i.e., views, opinions, etc

so it is not a convenient data for the study for a longer duration.

1he 7espondents were very apprehensive while taking the telephone number and address

I consulted only public, customers of 1)1) only. I collected only @CC samples.


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CHAPTER-II

INDU"TR' PRO!ILE

COMPAN' PRO!ILE


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Automo i#e i%dustry i% I%dia

1he automobile industry inIndia is the ninth largest in the world with an annual production ofover B.J million units in BCCK In BCCL, India emerged as )sia s fourth largest e/porter of

automobiles, behind 9apan, !outh Dorea and 1hailand.

#ollowingeconomic liberali=ation in India in @LL@, the Indian automotive industry hasdemonstrated sustained growth as a result of increased competitiveness and rela/ed restrictions.!everal Indian automobile manufacturers such as1ata Motors, Maruti !u=uki andMahindra andMahindra, e/panded their domestic and international operations. India s robusteconomic growth led to the further e/pansion of its domestic automobile market which attracted significant India(specific investment by multinational automobile manufacturers. In #ebruary BCCL, monthly saof passenger cars in India e/ceeded @CC,CCC units.

bryonic automotive industry emerged inIndia in the @L Cs. #ollowing theindependence, in@L N, theCs and @LOCs due to nationali=ation and thelicense ra whichhampered the Indian private sector. )fter @LNC, the automotive industry started to grow, but th

growth was mainly driven by tractors, commercial vehicles and scooters. 0ars were still a ma orlu/ury. 9apanese manufacturers entered the Indian market ultimately leading to the establishmentof Maruti 8dyog. ) number of foreign firms initiated oint ventures with Indian companies.

In the @LKCs, a number of 9apanese manufacturers launched oint(ventures for buildingmotorcycles and light commercial(vehicles. It was at this time that the Indian government chose!u=uki for its oint(venture to manufacture small cars. #ollowing the economic liberali=ation in@LL@ and the gradual weakening of the license ra , a number of Indian and multi(national car

companies launched operations. !ince then, automotive component and automobilemanufacturing growth has accelerated to meet domestic and e/port demands.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Economic_liberalization_in_Indiahttp://en.wikipedia.org/wiki/Economic_liberalization_in_Indiahttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Mahindra_and_Mahindrahttp://en.wikipedia.org/wiki/Mahindra_and_Mahindrahttp://en.wikipedia.org/wiki/Economic_development_in_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/License_rajhttp://en.wikipedia.org/wiki/License_rajhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Suzukihttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Economic_liberalization_in_Indiahttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Mahindra_and_Mahindrahttp://en.wikipedia.org/wiki/Mahindra_and_Mahindrahttp://en.wikipedia.org/wiki/Economic_development_in_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/License_rajhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Suzukihttp://en.wikipedia.org/wiki/India


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History


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automobiles electronically to driving speeds of B>Ckilometres per hour 5@>>mph6 for safetyreasons. #or factory(tuned models likeMercedes()M< from Mercedes ;en=,)udi 7! fromquattro C years, the growth of the industry washobbled by the!ocialist policies and the bureaucratic hurdles of thelicense ra. #ollowingeconomic liberalisation in India from @LL@, and the gradual easing of restrictions on industry,India has seen a dynamic @NR annual growth in automobile production and JCR annual growtin e/ports of automotive components and automobiles. India produces around B millionautomobiles currently. 1he -argest automotive companies in India are Maruti !u=uki, HyundaiMotor India,1ata Motors andMahindra S Mahindra. 1otal turnover of the Indian automobileindustry is e/pected to grow from 8!3 J ;illion in BCCO to 8!3 @BB ;illion in [email protected]

Motors has ust launched1ata &ano, the cheapest car in the world at 8!3 BBCC. #oreign autocompanies with assembly plants in India include,


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switched to &issan in the @LKCs. It opened its first 8.!. plant in 1ennessee in the early @LKCsa 8.D. plant in @LKO. In the &orth )merican markets, its lu/ury models carry the brandInfiniti.Honda, which began with motorcycles, emerged after :orld :ar II. In the &orth )mericanmarkets, its lu/ury vehicles are sold under the )cura brand.Ma=da was the only successful autocompany to incorperate the unique rotary engine starting with the 7T series, later the companywas partly bought by #ord during which time vehicles such as the m/ series, JBJ, OBO, LBL, awell as the ; series trucks were oint built with #ord, it wasn t until late LL Ma=da had bought back its sold shares from #ord, current models such as the Ma=da J have little to none ties with#ord.1oyota began making cars in the @LJOs, and is now the world s largest producer. 1he1oyota 0orolla is the world s best selling nameplate. Its lu/ury models carry the -e/us brand.1oyota is famous for its innovative, quality(conscious management style, and its hybrid gas(

electric vehicles, especially the%rius, which was launched in @LLN. In the early days of BC@C1oyota was held accountable for many safety failures that had become a new calling card for th brand. 1his culminated in a visit of the operating boss to speak before congress. +ther ma orcompanies include!ubaru, Mitsubishi, Ma=da, 3aihatsu, !u=uki, andIsu=u. 9apan s productionof cars increased from J.@NL million to N.CJK million between @LNC and @LKC, while demlarger )merican cars was disastrously falling. 9apanese cars are often credited with superiorreliability and dependability, efficiency, and advanced technology.

#871H 7 3 A -+%M &1!

Most of the developments during the early phase concentrated on three and four(wheeledesign since it was comple/ enough to get the machines running with out having to worry abouthem falling over. 1he ne/t notable two(wheeler though was the Hildebrand S :olf Mueller, patented in Munich in @KL . In @KL>, the #rench firm of 3e3ion(button built and engine was to make the mass production and common use of motorcycle possible. 1he first motorcycwith electric start and a fully modem electrical system2 the Hence special from the IndiaMotorcycle 0ompany astounded the industry in @LJ@. ;efore :orld :ar @, IM0 was the largestmotorcycle manufacturer in the world producing over BCCCC bikes per year.
http://en.wikipedia.org/wiki/Infinitihttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Acurahttp://en.wikipedia.org/wiki/Acurahttp://en.wikipedia.org/wiki/Mazdahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_Corollahttp://en.wikipedia.org/wiki/Lexushttp://en.wikipedia.org/wiki/Lexushttp://en.wikipedia.org/wiki/Priushttp://en.wikipedia.org/wiki/Subaruhttp://en.wikipedia.org/wiki/Mitsubishihttp://en.wikipedia.org/wiki/Mazdahttp://en.wikipedia.org/wiki/Daihatsuhttp://en.wikipedia.org/wiki/Daihatsuhttp://en.wikipedia.org/wiki/Suzukihttp://en.wikipedia.org/wiki/Isuzuhttp://en.wikipedia.org/wiki/Infinitihttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Acurahttp://en.wikipedia.org/wiki/Mazdahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_Corollahttp://en.wikipedia.org/wiki/Lexushttp://en.wikipedia.org/wiki/Priushttp://en.wikipedia.org/wiki/Subaruhttp://en.wikipedia.org/wiki/Mitsubishihttp://en.wikipedia.org/wiki/Mazdahttp://en.wikipedia.org/wiki/Daihatsuhttp://en.wikipedia.org/wiki/Suzukihttp://en.wikipedia.org/wiki/Isuzu


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I&07 )!I&< %+%8-)7I14

1he popularity of the vehicle grew especially after @L@C, in @L@O2 the Indian motcompany introduced the model H racer, and placed it on sale. 3uring :orld :ar @, all branches

of the armed forces in urope used motorcycles principally for dispatching. )fter the war, iten oyed a sport vogue until the cc model. !ince then, an increasing number of powerful bikes have blathe roads.

Indian automobile companies

&otable Indian automobile manufacturers

)shok -eyland

0hinkara Motors ;eachster, Hammer,7oadster @.K!, 7ockster,9eepster , !ailster.

#orce Motors

Hindustan Motors)mbassador .

Mahindra Ma or , Tylo, !corpio.

Maruti !u=ukiKCC, )lto , :agon7 , stilo , )!tar , 7it=, !wift, !wift 3Eire, !T , +mni,Aersa,


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) anta !eries.

0hevrolet !park , ;eat , )veo 8(A) , )veo , +ptra, 0ru=e, 1avera.

#iat %alio,


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Qkoda#abia, +ctavia, -aura.

1oyota 0orolla, Innova, #ortuner

Aolkswagen9etta, %assat, %olo.

0ars sold in India as 0;8 50ompletely ;uilt 8nits6

)udi )K, 11 , 7K, G>, GN.

;entley )rnage , )=ure, ;rooklands, 0ontinental , TO, MJ, M>, MO andE .

0hevrolet 0aptiva

#iat &uova >CC.

Honda 0ivic Hybrid, 07(A.

Hyundai !anta #e.

9aguar T#, T9, TD .

-amborghini N and OB.

Mercedes(;en= 0-(0lass , 0-!(0lass , !(0lass , !-(0lass , !-D(0lass , M(0lass, Aiano.

Mitsubishi%a ero, Montero, +utlander .

&issan 1eana, T(1rail, JCNE.
http://en.wikipedia.org/wiki/%C5%A0koda_Autohttp://en.wikipedia.org/wiki/%C5%A0koda_Fabiahttp://en.wikipedia.org/wiki/%C5%A0koda_Octaviahttp://en.wikipedia.org/wiki/%C5%A0koda_Octaviahttp://en.wikipedia.org/wiki/%C5%A0koda_Laurahttp://en.wikipedia.org/wiki/%C5%A0koda_Laurahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_Corollahttp://en.wikipedia.org/wiki/Toyota_Corollahttp://en.wikipedia.org/wiki/Toyota_Innovahttp://en.wikipedia.org/wiki/Toyota_Innovahttp://en.wikipedia.org/wiki/Toyota_Fortunerhttp://en.wikipedia.org/wiki/Volkswagenhttp://en.wikipedia.org/wiki/Volkswagen_Jettahttp://en.wikipedia.org/wiki/Volkswagen_Passathttp://en.wikipedia.org/wiki/Volkswagen_Polohttp://en.wikipedia.org/wiki/Audihttp://en.wikipedia.org/wiki/Audi_A8http://en.wikipedia.org/wiki/Audi_TThttp://en.wikipedia.org/wiki/Audi_R8_(road_car)http://en.wikipedia.org/wiki/Audi_Q5http://en.wikipedia.org/wiki/Audi_Q5http://en.wikipedia.org/wiki/Audi_Q7http://en.wikipedia.org/wiki/Bentleyhttp://en.wikipedia.org/wiki/Bentley_Arnagehttp://en.wikipedia.org/wiki/Bentley_Azurehttp://en.wikipedia.org/wiki/Bentley_Azurehttp://en.wikipedia.org/wiki/Bentley_Brooklandshttp://en.wikipedia.org/wiki/Bentley_Continental_GThttp://en.wikipedia.org/wiki/Bentley_Continental_GThttp://en.wikipedia.org/wiki/Bentley_Continental_Flying_Spurhttp://en.wikipedia.org/wiki/Bentley_Continental_Flying_Spurhttp://en.wikipedia.org/wiki/Bentley_Mulsannehttp://en.wikipedia.org/wiki/Bentley_Mulsannehttp://en.wikipedia.org/wiki/BMWhttp://en.wikipedia.org/wiki/BMW_6_Serieshttp://en.wikipedia.org/wiki/BMW_7_Serieshttp://en.wikipedia.org/wiki/BMW_X3http://en.wikipedia.org/wiki/BMW_X5http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_M3http://en.wikipedia.org/wiki/BMW_M5http://en.wikipedia.org/wiki/BMW_M5http://en.wikipedia.org/wiki/BMW_M6http://en.wikipedia.org/wiki/BMW_Z4http://en.wikipedia.org/wiki/Chevrolethttp://en.wikipedia.org/wiki/Daewoo_Winstormhttp://en.wikipedia.org/wiki/Fiat_Automobileshttp://en.wikipedia.org/wiki/Fiat_Nuova_500http://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Honda_Civic_Hybridhttp://en.wikipedia.org/wiki/Honda_CR-Vhttp://en.wikipedia.org/wiki/Honda_CR-Vhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Santa_Fehttp://en.wikipedia.org/wiki/Jaguar_Carshttp://en.wikipedia.org/wiki/Jaguar_XFhttp://en.wikipedia.org/wiki/Jaguar_XJhttp://en.wikipedia.org/wiki/Jaguar_XKhttp://en.wikipedia.org/wiki/Jaguar_XKhttp://en.wikipedia.org/wiki/Lamborghinihttp://en.wikipedia.org/wiki/Lamborghini_Gallardohttp://en.wikipedia.org/wiki/Lamborghini_Murci%C3%A9lagohttp://en.wikipedia.org/wiki/Land_Roverhttp://en.wikipedia.org/wiki/Range_Roverhttp://en.wikipedia.org/wiki/Range_Rover_Sporthttp://en.wikipedia.org/wiki/Range_Rover_Sporthttp://en.wikipedia.org/wiki/Land_Rover_Discoveryhttp://en.wikipedia.org/wiki/Land_Rover_Discoveryhttp://en.wikipedia.org/wiki/Land_Rover_Freelanderhttp://en.wikipedia.org/wiki/Maybachhttp://en.wikipedia.org/wiki/Maybach_57_and_62http://en.wikipedia.org/wiki/Mercedes-Benzhttp://en.wikipedia.org/wiki/Mercedes-Benz_CL-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_CLS-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_S-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_SL-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_SLK-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_SLK-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_M-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_Vianohttp://en.wikipedia.org/wiki/Mitsubishi_Motorshttp://en.wikipedia.org/wiki/Mitsubishi_Pajerohttp://en.wikipedia.org/wiki/Mitsubishi_Monterohttp://en.wikipedia.org/wiki/Mitsubishi_Monterohttp://en.wikipedia.org/wiki/Mitsubishi_Outlanderhttp://en.wikipedia.org/wiki/Nissan_Motorshttp://en.wikipedia.org/wiki/Nissan_Teanahttp://en.wikipedia.org/wiki/Nissan_X-Trailhttp://en.wikipedia.org/wiki/Nissan_X-Trailhttp://en.wikipedia.org/wiki/Nissan_370Zhttp://en.wikipedia.org/wiki/%C5%A0koda_Autohttp://en.wikipedia.org/wiki/%C5%A0koda_Fabiahttp://en.wikipedia.org/wiki/%C5%A0koda_Octaviahttp://en.wikipedia.org/wiki/%C5%A0koda_Laurahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_Corollahttp://en.wikipedia.org/wiki/Toyota_Innovahttp://en.wikipedia.org/wiki/Toyota_Fortunerhttp://en.wikipedia.org/wiki/Volkswagenhttp://en.wikipedia.org/wiki/Volkswagen_Jettahttp://en.wikipedia.org/wiki/Volkswagen_Passathttp://en.wikipedia.org/wiki/Volkswagen_Polohttp://en.wikipedia.org/wiki/Audihttp://en.wikipedia.org/wiki/Audi_A8http://en.wikipedia.org/wiki/Audi_TThttp://en.wikipedia.org/wiki/Audi_R8_(road_car)http://en.wikipedia.org/wiki/Audi_Q5http://en.wikipedia.org/wiki/Audi_Q7http://en.wikipedia.org/wiki/Bentleyhttp://en.wikipedia.org/wiki/Bentley_Arnagehttp://en.wikipedia.org/wiki/Bentley_Azurehttp://en.wikipedia.org/wiki/Bentley_Brooklandshttp://en.wikipedia.org/wiki/Bentley_Continental_GThttp://en.wikipedia.org/wiki/Bentley_Continental_Flying_Spurhttp://en.wikipedia.org/wiki/Bentley_Mulsannehttp://en.wikipedia.org/wiki/BMWhttp://en.wikipedia.org/wiki/BMW_6_Serieshttp://en.wikipedia.org/wiki/BMW_7_Serieshttp://en.wikipedia.org/wiki/BMW_X3http://en.wikipedia.org/wiki/BMW_X5http://en.wikipedia.org/wiki/BMW_X6http://en.wikipedia.org/wiki/BMW_M3http://en.wikipedia.org/wiki/BMW_M5http://en.wikipedia.org/wiki/BMW_M6http://en.wikipedia.org/wiki/BMW_Z4http://en.wikipedia.org/wiki/Chevrolethttp://en.wikipedia.org/wiki/Daewoo_Winstormhttp://en.wikipedia.org/wiki/Fiat_Automobileshttp://en.wikipedia.org/wiki/Fiat_Nuova_500http://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Honda_Civic_Hybridhttp://en.wikipedia.org/wiki/Honda_CR-Vhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Santa_Fehttp://en.wikipedia.org/wiki/Jaguar_Carshttp://en.wikipedia.org/wiki/Jaguar_XFhttp://en.wikipedia.org/wiki/Jaguar_XJhttp://en.wikipedia.org/wiki/Jaguar_XKhttp://en.wikipedia.org/wiki/Lamborghinihttp://en.wikipedia.org/wiki/Lamborghini_Gallardohttp://en.wikipedia.org/wiki/Lamborghini_Murci%C3%A9lagohttp://en.wikipedia.org/wiki/Land_Roverhttp://en.wikipedia.org/wiki/Range_Roverhttp://en.wikipedia.org/wiki/Range_Rover_Sporthttp://en.wikipedia.org/wiki/Land_Rover_Discoveryhttp://en.wikipedia.org/wiki/Land_Rover_Freelanderhttp://en.wikipedia.org/wiki/Maybachhttp://en.wikipedia.org/wiki/Maybach_57_and_62http://en.wikipedia.org/wiki/Mercedes-Benzhttp://en.wikipedia.org/wiki/Mercedes-Benz_CL-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_CLS-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_S-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_SL-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_SLK-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_M-Classhttp://en.wikipedia.org/wiki/Mercedes-Benz_Vianohttp://en.wikipedia.org/wiki/Mitsubishi_Motorshttp://en.wikipedia.org/wiki/Mitsubishi_Pajerohttp://en.wikipedia.org/wiki/Mitsubishi_Monterohttp://en.wikipedia.org/wiki/Mitsubishi_Outlanderhttp://en.wikipedia.org/wiki/Nissan_Motorshttp://en.wikipedia.org/wiki/Nissan_Teanahttp://en.wikipedia.org/wiki/Nissan_X-Trailhttp://en.wikipedia.org/wiki/Nissan_370Z


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%orscheL@@, ;o/ter , %anamera, 0ayman, 0ayenne.

7olls 7oyce


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COMPAN' PRO!ILE


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COMPAN' PRO!ILE

1ata Motors -imited is India s largest automobile company, with revenues of 7s. JB, BOcrores 58!3 N.B billion6 in BCCO(CN. It is the leader by far in commercial vehicles in esegment, and the second largest in the passenger vehicles market with winning products in thcompact, midsi=e car and utility vehicle segments. 1he company is the world s fifth largesmedium and heavy commercial vehicle manufacturer, and the world s second largest medium anheavy bus manufacturer.


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1he company s BB,CCC employees are guided by the vision to be Pbest in the mannewhich we operate, best in the products we deliver, and best in our value system and ethics.P 1aMotors helps its employees realise their potential through innovative H7 practices. 1hecompany s goal is to empower and provide employees with dynamic career paths in congruenwith corporate ob ectives. )ll(round potential development and performance improvement iensured by regular in(house and e/ternal training. 1he company has won several awardsrecognising its training programmes.

stablished in @L >, 1ata Motors presence indeed cuts across the length and breadth oIndia. +ver million 1ata vehicles ply on Indian roads, since the first rolled out in @L> . 1hecompany s manufacturing base is spread across India ( 9amshedpur 59harkhand6 in the east, %5Maharashtra6 in the west, and in the north in -ucknow 58ttar %radesh6 and %antna

58ttarakhand6. ) new plant is being set up in !ingur 5close to Dolkata in :est ;engal6 tomanufacture the company s small car. 1he nation(wide dealership, sales, services and spare parnetwork comprises over B,CCC touch points. 1he company also has a strong auto finanoperation, 1M- #inancial !ervices -imited, supporting customers to purchase 1ata Motorsvehicles.

1ata Motors, the first company from India s engineering sector to be listed in the &ew4ork !tock /change 5!eptember BCC 6, has also emerged as an international automobilecompany. In BCC , it acquired the 3aewoo 0ommercial Aehicles 0ompany, Dorea s secondlargest truck maker. 1he rechristened 1ata 3aewoo 0ommercial Aehicles 0ompany has launchedseveral new products in the Dorean market, while also e/porting these products to severainternational markets. 1oday two(thirds of heavy commercial vehicle e/ports out of !outh Doreaare from 1ata 3aewoo. In BCC>, 1ata Motors acquired a B@R stake in Hispano 0arrocerareputed !panish bus and coach manufacturer, with an option to acquire the remaining stake awell. Hispano s presence is being e/panded in other markets. In BCCO, it formed a oint ventwith the ;ra=il(based Marcopolo, a global leader in body(building for buses and coaches tomanufacture fully(built buses and coaches for India and select international markets. 1ata Motoalso entered into a oint venture in BCCO with 1honburi )utomotive )ssembly %lant 0ompany 1hailand to manufacture and market the company s pickup vehicles in 1hailand. In BCCO, 1Motors and #iat )uto formed an industrial oint venture at 7an angaon 5near %une inMaharashtra, India6 to produce both #iat and 1ata cars and #iat powertrains for the Indian an


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overseas markets2 1ata Motors already distributes and markets #iat branded cars in India. IBCCN, 1ata Motors and #iat )uto entered into an agreement for a 1ata license to build a pick(uvehicle bearing the #iat nameplate at #iat


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introducing new vehicles in the market, brings in greater discipline in pro ect e/ecution. 1he &% process helped 1ata Motors create a new segment, in BCC>, by launching the 1ata )ce, Indiafirst indigenously developed mini(truck. 1he years to come will see the introduction of severother innovative vehicles, all rooted in emerging customer needs. ;esides product development7S3 is also focusing on environment(friendly technologies in emissions and alternative fuels.

1hrough its subsidiaries, the company is engaged in engineering and automotivesolutions, construction equipment manufacturing, automotive vehicle components manufacturiand supply chain activities, machine tools and factory automation solutions, high(precisiotooling and plastic and electronic components for automotive and computer applications, anautomotive retailing and service operations.

1rue to the tradition of the 1ata


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acquisition of the 3aewoo 0ommercial Aehicles %lant in March BCC . 1he roboti=ed factory at


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1ata Motors concern is manifested by a dual approach (@6 7eduction of environmental pollution and regular pollution control drivesB6 7estoration of ecological balance.

+ur endeavors towards environment protection are soil and water conservation programmers and e/tensive tree plantation drives. 1ata Motors is committed to restoring and preserving environmental balance, by reducing waste and pollutants, conserving resources anrecycling materials.

Redu$i%& Po##utio%+

1ata Motors has been at the forefront of the Indian automobile industry s anti(pollutionefforts by introducing cleaner engines. It is the first Indian 0ompany to introduce vehicles withuro norms well ahead of the mandated dates. 1ata Motors* oint venture with 0ummins ngine0ompany, 8!), in @LLB, was a pioneering effort to introduce emission control technology forIndia. +ver the years, 1ata Motors has also made investments in setting up of an advancedemission(testing laboratory.

:ith the intention of protecting the environment, 1ata Motors has upgraded the performance of its entire range of four and si/ cylinder engines to meet international emissio

standards. 1his has been accomplished with the help of world(renowned engine consultants lik7icardo and )A-. 1hese engines are used in 1ata Motors vehicles in the Indian market, as wellas in over NC e/port markets.

1ata Motors is constantly working towards developing alternative fuel enginetechnologies. It has manufactured 0&< version of buses and followed it up with a 0&< versionof its passenger car, the Indica.

Restori%&E$o#o&i$a#,a#a%$e+1ata Motors has set up effluent treatment facilities in its plants, to avoid release of

polluted water into the ecosystem. In %une, the treated water is conserved in lakes attractingvarious species of birds from around the world thus turning the space into a green belt.


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1ree plantation programmers involving villagers and 1ata Motors employees2 havturned acres of barren village green. 1ata Motors has planted as many as KC,CCC trees in works and the township and more than B. million trees have been planted in 9amshedpur regio+ver half a million trees have been planted in the %oona region. 1ata Motors has directed all isuppliers to package their products in alternate material instead of wood.

E%d of Life ehi$#e Treatme%t a%d Re$y$#i%&+

India is a recycling society with many people making value out the recovery of wastmaterials discarded from products at the end of their useful life.

However, urope, and some other e/port markets, have recogni=ed that they have

become a throwaway society in recent decades, and are now introducing waste preventioregimes in different industry sectors to collect and recycle valuable resource rather than it endinup in landfill.

In the )utomotive sector, the uropean nd of -ife Aehicle 5 -A6 3irective, pointsresponsibility for this issue to vehicle manufacturers, and the scrap car recovery industry. !imilaregulations are being introduced in 9apan and Dorea.

&aturally, 1ata Motors has already met the producer responsibility aspects of the -A3irective, such as compliance to Heavy metals and other ha=ardous substance restrictions. )lsomaterial code marking of plastic parts has been introduced to aid achievement of demandinuropean recycling targets.

0entral to this uropean regulation is for manufacturers to provide free take(backnetworks for environmentally sound treatment of lves. -ast owner contacts for access to 1ataMotors subscribed take(back schemes can be found.

+nly specially authori=ed vehicle dismantler and shredder operators are allowed totreat -As in urope, and they have access to 1ata Motors -A treatment information byregistering on


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COMMUNIT'DE ELOPMENT+ 1he 0ompany s 0ommunity !ervice 3ivision works through various societies toimprove the conditions of neighbouring villages ( encouraging economic independence throuself(initiated cottage industries and contributing to community and social forestry, roaconstruction, rural health, education, water supply and family planning.

1ata Motors has been making numerous well(planned efforts in the area of ruraldevelopment, with specific focus on the following

Hea#th "a%itatio%+ Mobile health service staff provides preventive and curative health services under the

PHealth for )llP programme. 1hey train village health workers in conducting the same. !afe

drinking water facilities are provided to ensure health of the villagers.

Em.#oyme%t *e%eratio%

1ata Motors encourages self(sufficiency with the aim to improving the confidence,morale and lives of its employees and their dependents. 1he 0ompany has worked on somnovel ideas around its townships. mployees relatives at %une have been encouraged to formvarious industrial co(operatives engaged in activities such as re(cycling of scrap wood into crat

and furniture, welding, steel scrap baling, battery cable assembly etc. 1he 1ata Motors


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Aalue )dded !ervices ( 0ar 0are 1reatments, )nti 7ust )pplications, @K W @K @K W

e/tended :arranty benefits, fuel additives, engine decarburi=ing, etc.

!ervice %ackages (


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0 1ua#ity 4ashi%& of your $ar3

If you are not satisfied with the washing quality of your car, we will clean it again to yousatisfaction'

0 O%-time de#i/ery3

If you do not get your car back on the promised dayX2 we will waive off @CR on thelabour bill of your car'

XIn case of increase in ob content parts not available. !ervice )dvisor will intimate youthe revised delivery date S time in advance

0 !o##o4-u. $a## after ser/i$e3

1his workshop wills contact you on the th day after the delivery of the vehicle, to ensureyour satisfaction with the service. Hence, we request you to provide us your latest phonnumber.

RECOMMENDED PRODUCT

If you do not get the above services, please let us know through the P0ustomerAoiceP form kept near the drop bo/. It has been our ob ective and our ndeavour to introducehigh quality lubricants and coolants time and again for the benefit of esteemed customers likyou. 1hese quality lubricants are of superior quality and are rigorously tested at our ngineering7esearch 0entre, %une. 8se of the same in your vehicles ensures superior engine and otheaggregate performance and enhances its life.

:e have tied up with M s 0astrol India -td, M s Hindustan %etroleum -td, M s//on Mobil -ubricants %vt -td S M s !00I India %vt -td for supply of these lubricants and0oolants in the 3ealer 1ata )uthori=ed !ervice 0entre workshops.

Our Part%ers i% this E%dea/our


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OR*ANI5ATION PRO!ILE

,rief History of 6AUTO !IN LIMITED7 H'DERA,AD

1he )81+#I& -IMI1 3 was established in &ovember, C>, BCC>. 1hey are theauthori=ed 3ealers for all kinds of 1)1) 0ars in the territory of )ndhra %radesh. 1he chairmanof )81+#I& -IMI1 3 is


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HISTORY

It has been a long and accelerated ourney for 1ata Motors, India s leading automobilemanufacturer. !ome significant milestones in the company s ourney towards e/cellence andleadership.

89:; to 89;Cs, today we have over @>C models

variants of vehicles, designed to transport goods and passengers. +ur commercial vehicles cahaul loads ranging from B tonnes to C tonnes. -ikewise we have mini buses that can seat @ people and buses that can accommodate as many as OC. 1ippers, 1ractor(trailers, / off roadvehicles, multi(utility vehicles(our range are vast.

) significant breakthrough has been the development and commerciali=ation of the trulyIndian cars( 1ata Indica and 1ata Indigo.

+ur vehicles are capable of meeting stringent uro norms. )nd we have been able to doso by using technology, which is environmentally sustainable.

;rowse through our product range below to know more about our International market models.

Pre/ious %e4s a$hie/eme%ts

@C years of iconic (1ype


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9aguar c(/N> scoops -ouis Auitton award in %aris

1ata %i/el, new city car concept for urope, displayed at the K@st kmpl mileage

1ata Motors launches the 1ata Magic I7I!, a J( seater (wheel passenger carrier for public transportation

1ata Motors launches the 1ata )ce Eip, a OCC(kg micro truck for deep(penetration goods

movement

9aguar -and 7over inaugurates new vehicle assembly plant in %une India

1ata &ano begins international ourney with !ri -anka, as 1ata Motors celebrates >Cthyear of its International ;usiness

@


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1ata Motors displays 1ata &ano A at the KCth


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1ata Motors introduces the all new 1ata CN %ickup, 1ata !uper )ce and 1ata )ce T.

#irst 9aguar -and 7over showroom opens in India.

Mr. 7avi Dant to become &on(e/ecutive Aice(0hairman of 1ata Motors on retirement,Mr.%.M. 1elang to become Managing 3irector (India +perations.

1ata &ano draws over B.CJ lakh bookings.

A4ards-@


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,OARD O! DIRECTOR"

&ame of thedirector

0ategory )ttedence atmeetings

)s on march J@ BCCL !hareholding

&o.ofdirectorshi ps

0ommite positions;oard JBKK

&) !oonawala &on( /ecutive,%romoter

K 4es O ( J C

99 Irani &on( /ecutive,%ormoter

N 4es @@ B ( @K>

9D !etna &on( /ecutive,Independent

B 4es ( ( ( C

A7 mehta &on( /ecutive,

Independent

K 4es O B J LJJB

7 4es @@ ( JN>C

&& :adia &on( /ecutive,Independent

4es @C @ ( C

!) &aik &on( /ecutive,Independent

K 4es B @ @ @J@
http://www.tata.com/aboutus/articles/inside.aspx?artid=TWeSXF7R3j0=http://www.tata.com/aboutus/articles/inside.aspx?artid=TWeSXF7R3j0=http://www.tata.com/aboutus/articles/inside.aspx?artid=TWeSXF7R3j0=http://www.tata.com/aboutus/articles/inside.aspx?artid=TWeSXF7R3j0=


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!M %alia &on( /ecutive,Independent

O 4es L B BCC

7avi kanth Managing3irector

K 4es O @ ( C

%raveen % Dadle /ecutive3irector

K 4es L N ( @BBN

PRODUCT DETAIL"

!our mode#s for Tata I%di$a @+ -

I%di$a @ DL +

%ower steering, 0entral locking system, four power window. )bout convenience of drivingHA)0 system provides good cooling effect. 3oor handles, body colored bumpers, +7AM andwheel arch flair are few more advantages.

I%di$a @ DL*+

1his model have body colored bumpers, the wheel arch flairs, internally ad ustable +A7M and

central locking system. #ront windows are power windows. 1o avoid the scorching heat in summer days, HA)0 system of cooling can soothe anybody inside the car.

I%di$a @ DL"+

%ower steering and other features like internally ad ustable +A7M, sill valence, body colore bumpers, and the wheel arch flair have made this car comfortable and secured for driving.

I%di$a @ DLE+

)d ustable internally +A7M on the driver s side, sill valence, grey wheel arch flairs add a newtouch in terms of security as well as elegance.


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I%di$a @ eta *L +

0entral locking system, %ower steering , #our power windows. HA)0 system gives nice coldfeelings. ;ody colored bumpers, +A7Ms, door handles and the wheel arch flairs.

I%di$a @ eta *L*+

:ith the different looks and almost with the alike features of the


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1he new Indica Teta. Its e/tra fficiency 1orque )dvantage petrol engine delivers @B.kgm torques, for a smoother and more responsive drive. :ith instant pick up and fewer gearchanges in stop(start city traffic.

1he technologically superior M%#I engine comes with a JB(bit microprocessor, and sports @sensors, including a knock control sensor to reduce damage from adulterated fuel. 1he resultven more en oyable long drives, with a frugal fuel consumption at @ kmpl.

I%di$a @

8niquely styled and innovatively packaged, the Indica is designed and engineered to meet thhighest standards of international quality and also to stand up to the tough demands of India

roads and weather conditions. very feature of the car reflects a deep understanding of the Indiamarket and promises much more than any other car in its category.

1he Indica is brought to you by 1)1) Motors, the people who know India like no one else does.!o when you get behind the wheel of an Indica, you can feel proud about driving one of thfinest cars in the country.

I%di$a Tur o

1he new Indica AB 1urbo is the only car in the ; segment to offer a 1urbo charger. 1he car features a 1urbo diesel engine that delivers an improved top speed and an enhanced output oOK%! Y >CC rpm. :hile the increased torque of @JC&m Y B>CC rpm is the highest in its cl)part from the changes in the engine, the car also features @ P wheels among other class leadinfeatures.

It is available in J(colour options including

1he e/clusive 0herry 7ed colour, which is available in the uropean market.

1he Indica AB 1urbo is available in 3-< and

3-T models, at an incremental cost to the consumers.


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PRODUCT PICTURE"

PRODUCT" O! TATA MOTOR"

INDICA @ INDICA L

"A!ARI DICOR TUR,O

TATA "UMO "A!ARI DELU


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"UMO ICTA


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CHAPTER-III

RE IE O! LITERATURE


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RE IE O! LITERATURE

Marketing Management is a business discipline which is focused on the practicalapplication ofmarketing techniques and the management of a firm s marketing resources and

activities. 7apidly emerging forces ofglobali=ation have compelled firms to market beyond the borders of their home country makingInternational marketing highly significant and an integral part of a firm s marketing strategy. Marketing managers are often responsible for influencing thlevel, timing, and composition of customer demand accepted definition of the term. In part, thisis because the role of a marketing manager can vary significantly based on a business si=e,corporate culture, andindustry conte/t. #or e/ample, in a large consumer products company, themarketing manager may act as the overall general manager of his or her assigned product 1o

create an effective, cost(efficientMarketing management strategy, firms must possess a detailed,ob ective understanding of their own business and themarket in which they operate. In analy=ingthese issues, the discipline of marketing management often overlaps with the related discipline strategic planning.

"a#es for$e ma%a&eme%t systems are information systems used in crmmarketing andmanagement that help automate somesales andsales force management functions. 1hey arefrequently combined with aMarketing Information !ystem, in which case they are often called

0ustomer 7elationship Management 507M6 systems.

!ales force management systems are essentially the same thing asSales Force AutomationSystem (SFA) . !#) systems are a type of program that automates business tasks such as inventorycontrol, sales processing, and tracking of customer interactions, as well as analy=ing salesforecasts and performance. ;usinesses may have a custom version developed specifically fortheir needs, or choose from among the increasing number of sales automation software productssuch as Interact 0ommerce s )01' and


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system which tracks all contact that has been made with a given customer, the purpose of thecontact, and any follow up that might be required. 1his ensures that sales efforts are notduplicated, reducing the risk of irritating customers. !#) also includes asales lead trackingsystem, which lists potential customers through paid phone lists, or customers of related products. +ther elements of an !#) system can includesales forecasting, order management and product knowledge. More developed !#) systems have features where customers can actuallymodel the product to meet their required needs through online product building systems. 1his is becoming more and more popular in the automobile industry, where patrons can customi=evarious features such as color and interior features such as leather vs. upholstered seats.

)n integral part of any !#) system is company wide integration among different departments. If

!#) systems aren*t adopted and properly integrated to all departments, there might be a lack ofcommunication which could result in different departments contacting the same customer for thsame purpose. In order to mitigate this risk, !#) must be fully integrated in all departments thatdeal with customer service management.

Making a dynamic sales force links strategy and operational actions that can take place within adepartment. the !#) relies upon ob ectives, plans, budget, and control indicators under specificconditions. In order to perform the ob ectives correctly specific procedures must be

implemented

Ide%tifia #e sa#es for$e ma%a&eme%t .ro$esses

!etting targets and ob ectives based on inputs 5usually via a command center6

)ssigning actors responsible for achieving ob ectives

0ontrol processes for ensuring ob ectives are being achieved within

o a given time frame

o a given constrained conte/t 5customers and or markets6

!ystem management to handle uncertain environments
http://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/w/index.php?title=Sales_lead_tracking_system&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Sales_lead_tracking_system&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Sales_forecasting&action=edit&redlink=1http://en.wikipedia.org/wiki/Order_managementhttp://en.wikipedia.org/w/index.php?title=Product_knowledge&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Product_knowledge&action=edit&redlink=1http://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/w/index.php?title=Sales_lead_tracking_system&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Sales_lead_tracking_system&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Sales_forecasting&action=edit&redlink=1http://en.wikipedia.org/wiki/Order_managementhttp://en.wikipedia.org/w/index.php?title=Product_knowledge&action=edit&redlink=1


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1he process usually starts from specific sales targets. 1he command center analy=es the inputsand outputs established from a modeled control process and the sales force. 1he control processenables the sales force to establish performance standards, measuring actual performance,comparing measured performance against established standards and taking corrective action. 1hsales managers ad ust their actions based upon the overall process.

)side from the control process, the following metrics are implemented

1ime Management( )ccurately measures the tasks and the percentage of time for eachtask.

0all Management( %lan for customer interaction takes into account the percentage of

command center reps that comply with the process and have successful calls.

+pportunity Management( If the process is followed correctly then you will have a sales

opportunity. 1he percentage of command center reps that utili=e the tools, comply withthe pob ective are all measured.

)ccount Management( #or multiple opportunities with a customer the account ismeasured by the tools, process, and ob ectives.

1erritory Management( #or monitoring the account the territory is measured by thenumber of account reps and perspective versus active customers

!ales #orce Management( %rocess shared across several people and departments. 1he process includes training, I1 systems, control, and coaching.

Com.o%e%ts of "a#es !or$e Automatio% "ystem

:hen looking for !ales #orce )utomation !ystems not all are created equal. 1hey are likeselecting a new car. 1he systems can vary dependent upon what information the organi=ation islooking for. 1he application also has implications based upon their si=e, organi=ation rollup,demand of new system, sales processes, and number of users.


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3ependent upon what you re looking for, services can fall into B categories +n(%remise!oftware and +n(3emand !oftware. :ith on premise software, the customer manage and purchase the application. +n(%remise software has some advantages and disadvantagesdependent upon what a customer is really looking for. 1he disadvantage of on(premise to some the higher cost of the software along with maintenance. 0ustomi=ation is also required for somewho utili=e additional processes outside of the normal out of the bo/ solution. 1ime is also afactor. Many on(premise software takes longer implementation times along with numeroustesting and training sessions. 1he overall advantage of on(premise software is looking at theoverall return on investment. 8tili=ation of the application for three to five years becomes morecost effective. )nother advantage can be the based upon the amount of data. :ith on(demandyou are held to a certain volume restriction, but with on(premise your data restrictions are based

upon the storage si=e of your local hardware. 1he on(demand solution on the other hand takesshorter implementation time, less cost, and tailored to meet the customers need.

1he ma or players in the !ales #orce )utomation !ystem includes @. +racle !iebel B.!alesforce.com J. Microsoft 3ymanics . +racle ;! 5 (business suite6 >. Eoho 07M O.%eoplesoft

"!A .a$ a&es ty.i$a##y i%$#ude a :eb(ready database, an e(mail package, and customi=able

templates. ) three(tiered architecture is typically used to separate the database, server, andapplication to reduce programming demands on clients. ) module(based design is generallyused, to allow users to customi=e the package to suit their needs.

O.e% "our$e "a#es !or$e Automatio%

1here are so many !#) solutions out in the market. !mall to medium si=e business andindividual users have the choice of using the +pen !ource !#) solutions, online or cloud !#)

solutions, and licensed !#) software solution. +pen !ource solutions regardless of applicationhave become e/tremely popular over years. ;elow is a list of +pen !ource solutions availablefor sales force automation systems.

!ugar07M Inc. :as founded in BCC by 9ohn 7oberts, 0lint +ram and 9acob 1aylor, the !ugaropen(source code has been downloaded more than J million times. 1he company has received
http://www.sugarcrm.com/http://www.insidecrm.com/features/top-open-source-solutions-121307/http://www.sugarcrm.com/http://www.insidecrm.com/features/top-open-source-solutions-121307/


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ZBO million in venture financing and employs more than @CC people. !ome ma or companies likHoneywell, !tarbucks etc use!ugar0rm applications.0entric07M50oncursive6 has been aroundfor a long period and over the years has increased its stability in the market. 1he companyreceived investment funding fromIntel 0apital, the venture capital arm ofIntel 0orp.0entric07M like most +pen !ource softwares are aimed at small to medium si=e companies.1his list of +pen !ource solution also includes !plendid07M !oftware Inc*s,Hipergate,0ompiere Inc,Atiger 07M, 0entraAiew Inc, T7M! 07M , 0ream 07M, 1ustena 07M, etc.

In )ugust BCCC, +racle released a free 07M software package, +racle!ales+nline.com whichmakes information ( such as contacts, schedules, and performance tracking ( available onlinethrough the included database program. 1he package is designed for medium(to(large enterprise

with mobile work forces. )ll data and storage are based at an +racle facility, similar to theapplication service provider 5 )!% 6 model, which means that data can be accessed from anyInternet connection and that the client doesn t need special hardware or software. 1he +racle package also includes online staff training.

hat ma es a &ood sa#es for$e automatio% soft4are

1he term sales force automation refers to a system designed to track and manage sales activities

for individuals and even large sales forces.

( )n integral part of any !#) system is company(wide integration among different departments.If !#) systems aren*t adopted and properly integrated to all departments, there might be a lack ocommunication that could result in different departments contacting the same customer for thesame purpose. In order to mitigate this risk, !#) must be fully integrated in all departments thatdeal with customer service management.

( ) good sales force automation system allows information about sales opportunities to be easilyaccessible so it can be reviewed. 1his information stored in a sales force automation system mayrelate to individuals, companies, and even specific transactions.

(


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() good sales force automation system should provide a company with the means to identify thesales trends that affect the business.

(!ales force automation software should provide comprehensive information on how each team

member is performing.

(!hould allow the company to accurately forecast future trends and company profits. If theseforecasts are not up to e/pectations the sales force automation software can help makeimprovements.

(1he sales force automation software should be able to automatically send out personali=ed e(mails to individuals or companies to make sure contact is maintained.

(


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Ad/a%ta&es to the mar eti%& ma%a&er

8nderstanding the economic structure of your industry

Identifying segments within your market

Identifying your target market

Identifying your best customers in place

3oing marketing research to develop profiles 5demographic, psychographic, and behavioral6 of your core customers

8nderstanding your competitors and their products

3eveloping new products

stablishing environmental scanning mechanisms to detect opportunities and threats

8nderstanding your company s strengths and weaknesses

)uditing your customers e/perience of your brand in

3eveloping marketing strategies for each of your products using themarketing mi/ variables of price, product, distribution, and promotion

0oordinating the sales function with other parts of the promotional mi/ 5such asadvertising, sales promotion, public relations, and publicity6

0reating a sustainable competitive advantage

8nderstanding where you want your brands to be in the future, and providing anempirical basis for writing marketing plans on a regular basis to help you get there

%roviding input into feedback systems to help you monitor and ad ust the process
http://en.wikipedia.org/wiki/Marketing_mixhttp://en.wikipedia.org/wiki/Marketing_mixhttp://en.wikipedia.org/wiki/Marketing_mix


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"trate&i$ ad/a%ta&es

!ales force automation systems can also create competitive advantage

)s mentioned above, productivity will increase. !ales staff will use their time moreefficiently and more effectively. 1he sales manager will also become more efficient andmore effective 5see above6. 1his increased productivity can create a competitiveadvantage in three ways it can reduce costs, it can increase sales revenue, and it canincrease market share.

#ield sales staff will send their information more frequently. 1ypically information will be sent to management after every sales call 5rather than once a week6. 1his provides

management with current information, information that they will be able to use while it istill valuable. Management response time will be greatly reduced. 1he company will become more alert and more agile.

1hese systems could increase customer satisfaction if they are used with wisdom. If theinformation obtained and analy=ed with the system is used to create a product thatmatches or e/ceeds customer e/pectations, and the sales staff use the system to servicecustomers more e/pertly and diligently, then customers should be satisfied with thecompany. 1his will provide a competitive advantage because customer satisfaction leadsto increased customer loyalty, reduced customer acquisition costs, reduced price elasticitof demand, and increased profit margins.

Disad/a%ta&es

3etractors claim that sales force management systems are

difficult to work with

require additional work inputting data

dehumani=e a process that should be personal


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require continuous maintenance, information updating, and system upgrading

costly

difficult to integrate with othermanagement information systems

E%$oura&i%& use

#or all the reasons stated above many organisations have found it difficult to persuade sales people to enter data into the system. #or this reason many have questioned the value of theinvestment. 7ecent developments have embedded sales process systems that give something back to the seller within the 07M screens. ;ecause these systems help the sales person plan and

structure their selling in the most effective way they give a reason to use the 07M.

) Mar eti%& I%formatio% "ystem can be defined as a system in which marketing informationis formally gathered, stored, analysed and distributed tomanagers in accordance with theirinformational needs on a regular basis 59obber, BCCN6

Marketing Information !ystem is a computer based system intended for use by particularmarketing personnel at any functional level for the purpose of solving Marketing %roblems. It

helps firm s to solve problems relating to Marketing of #irm s product 5


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) marketing information system 5MI!6consists of people, equipment and procedures to gather,sort, analy=e, evaluate and distribute needed, timely and accurate information to marketingdecision makers. 1he MI! begins and ends with marketing managers. #irst, it interacts with thesmanagers to assess their information needs. &e/t, it develops the needed information frominternal company records, marketing intelligence activities and the marketing research process.Information analysis processes the information to make it more useful. #inally, the MI!distributes information to managers in the right form at the right time to help them in marketing planning, implementation and control.

DE ELOPIN* IN!ORMATION

1he information needed by marketing managers comes from internal company records,marketing intelligence and marketing research. 1he information analysis system then processesthis information to make it more useful for managers.

Internal Records

Information gathered from sources within the company to evaluate marketing performances andto detect marketing problems and opportunities. Most marketing managers use internal recordsand reports regularly, especially for making day(to(day planning, implementation and controldecisions. Internal records information consists of information gathered from sources within thecompany to evaluate marketing performance and to detect marketing problems and opportunitie

E am.#e

+ffice :orld offers shoppers a free membership card when they make their first purchase at their store. 1he card entitles shoppers to discounts on selected items, but also provides valuableinformation to the chain. !ince +ffice :orld encourages customers to use their card with each purchase, it can track what customers buy, where and when. 8sing this information, it can trackthe effectiveness of promotions, trace customers who have defected to other stores and keep intouch with them if they relocate.


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Customer re#atio%shi. ma%a&eme%t is a broadly recogni=ed, widely(implemented strategy formanaging and nurturing a company*s interactions with clients and sales prospects. It involvesusing technology to organi=e, automate, and synchroni=e business processes[principallysales

activities, but also those formarketing, customer service, andtechnical support. 1he overallgoals are to find, attract, and win new clients, nurture and retain those the company already hasentice former clients back into the fold, and reduce the costs of marketing and client service.+nce simply a label for a category of software tools, today, it generally denotes a company(wide business strategy embracing all client(facing departments and even beyond. :hen animplementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce operational costs.

,e%efits

1hese tools have been shown to help companies attain these ob ectives

!treamlined sales and marketing processes
http://en.wikipedia.org/wiki/Saleshttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Customer_servicehttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Saleshttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Customer_servicehttp://en.wikipedia.org/wiki/Technical_support


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Higher sales productivity

)dded cross(selling andup(selling opportunities

Improved service, loyalty, and retention

Increasedcall center efficiency

Higher close rates

;etter profiling and targeting

7educed e/penses

Increasedmarket share

Higher overall profitability

Marginal costing

0reates communication

Cha##e%&es

1ools and workflows can be comple/ to implement, especially for large enterprises. %reviouslythese tools were generally limited tocontact management monitoring and recording interactionsand communications. !oftware solutions then e/panded to embrace deal tracking, territories,opportunities, and at the sales pipeline itself. &e/t came the advent of tools for other client(facing business functions, as described below. 1hese technologies have been, and still are,offered as on(premises software that companies purchase and run on their own I1 infrastructure%erhaps the most notable trend has been the growth of tools delivered via the :eb, also known acloud computing andsoftware as a service 5!aa!6. In contrast with traditional on(premisessoftware, cloud(computing applications are sold by subscription, accessed via a secure Internetconnection, and displayed on a :eb browser. 0ompanies don*t incur the initial capital e/pense of purchasing software2 neither must they buy and maintain I1 hardware to run it on.
http://en.wikipedia.org/wiki/Cross-sellinghttp://en.wikipedia.org/wiki/Up-sellinghttp://en.wikipedia.org/wiki/Call_centerhttp://en.wikipedia.org/wiki/Market_sharehttp://en.wikipedia.org/wiki/Contact_managementhttp://en.wikipedia.org/wiki/Contact_managementhttp://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Cross-sellinghttp://en.wikipedia.org/wiki/Up-sellinghttp://en.wikipedia.org/wiki/Call_centerhttp://en.wikipedia.org/wiki/Market_sharehttp://en.wikipedia.org/wiki/Contact_managementhttp://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Software_as_a_service


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3espite all this, many companies are still not fully leveraging these tools and services to alignmarketing, sales, and service to best serve the enterprise. +ften, implementations are fragmentedisolated initiatives by individual departments to address their own needs. !ystems that startdisunited usually stay that way !iloed thinking and decision processes frequently lead toseparate and incompatible systems, and dysfunctional processes.

Ty.es2/ariatio%s

"a#es !or$e Automatio%

) sales force automation 5!#)6 system provides an array of capabilities to streamline all phasesof the sales process, minimi=ing the time that sales representatives need to spend on manual dat

entry and administration. 1his allows them to successfully pursue more clients in a shorteramount of time than would otherwise be possible. )t the heart of !#) is acontact managementsystem for tracking and recording every stage in the sales process for each prospective client,from initial contact to final disposition. Many !#) applications also include insights intoopportunities, territories, sales forecasts and workflow automation, quote generation, and produknowledge. &ewly(emerged priorities are modules for :eb B.C e(commerce and pricing.

Mar eti%&

!ystems for marketing 5also known asmarketing automation6 help the enterprise identify andtarget its best clients and generate qualified leads for the sales team. ) key marketing capabilityis tracking and measuring multichannel campaigns, including email, search, social media, anddirect mail. Metrics monitored include clicks, responses, leads, deals, and revenue. )s marketingdepartments are increasingly obliged to demonstrate revenue impact, today*s systems typicallyinclude features for measuring the7+I of campaigns.

Customer "er/i$e a%d "u..ort

7ecogni=ing that service is an important differentiator, organi=ations are increasingly turning totechnology platforms to help them improve their clients* e/perience while aiming to increaseefficiency and minimi=e costs. ven so, a BCCL study revealed that only JLR of corporate
http://en.wikipedia.org/wiki/Sales_force_automationhttp://en.wikipedia.org/wiki/Sales_force_automationhttp://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/wiki/Marketing_automationhttp://en.wikipedia.org/wiki/ROIhttp://en.wikipedia.org/wiki/Sales_force_automationhttp://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/wiki/Contact_management_systemhttp://en.wikipedia.org/wiki/Marketing_automationhttp://en.wikipedia.org/wiki/ROI


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e/ecutives believe their employees have the right tools and authority to solve client problems.1he core for these applications has been and still is comprehensive call center solutions,including such features as intelligent call routing,computer telephone integration 501I6, andescalation capabilities.

A%a#yti$s

7elevant analytics capabilities are often interwoven into applications for sales, marketing, andservice. 1hese features can be complemented and augmented with links to separate, purpose( built applications for analytics and business intelligence. !ales analytics let companies monitorand understand client actions and preferences, through sales forecasting, data quality, anddashboards that graphically display key performance indicators 5D%Is6.

Marketing applications generally come with predictive analytics to improve segmentation andtargeting, and features for measuring the effectiveness of online, offline, and search marketingcampaign :eb analytics have evolved significantly from their starting point of merely trackingmouse clicks on :eb sites. ;y evaluating buy signals, marketers can see which prospects aremost likely to transact and also identify those who are bogged down in a sales process and needassistance. Marketing and finance personnel also use analytics to assess the value of multi(

faceted programs as a whole.

1hese types of analytics are increasing in popularity as companies demand greater visibility intothe performance of call centers and other support channels, in order to correct problems beforethey affect satisfaction levels. !upport(focused applications typically include dashboards similarto those for sales, plus capabilities to measure and analy=e response times, service quality, agen performance, and the frequency of various issues.

I%te&rated2Co##a orati/e

3epartments within enterprises[especially large enterprises[tend to function in their own littleworlds. 1raditionally, inter(departmental interaction and collaboration have been infrequent andrivalries not uncommon. More recently, the development and adoption of the tools and serviceshas fostered greater fluidity and cooperation among sales, service, and marketing. 1his finds
http://en.wikipedia.org/wiki/Computer_telephone_integrationhttp://en.wikipedia.org/wiki/Key_performance_indicatorshttp://en.wikipedia.org/wiki/Key_performance_indicatorshttp://en.wikipedia.org/wiki/Predictive_analyticshttp://en.wikipedia.org/wiki/Computer_telephone_integrationhttp://en.wikipedia.org/wiki/Key_performance_indicatorshttp://en.wikipedia.org/wiki/Predictive_analytics


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e/pression in the concept of collaborative systems which uses technology to build bridges between departments.

#or e/ample, feedback from atechnical support center can enlighten marketers about specific

services and product features clients are asking for. 7eps, in their turn, want to be able to pursuethese opportunities without the time(wasting burden of re(entering records and contact data intoa separate !#) system. 0onversely, lack of integration can have negative consequences systemisn*t adopted and integrated among all departments, several sources might contact the sameclients for an identical purpose. +wing to these factors, many of the top(rated and most popular products come as integrated suites.

"ma## ,usi%ess

;asic client service can be accomplished by a contact manager system, an integrated solutionthat lets organi=ations and individuals efficiently track and record interactions, including emaildocuments, obs, fa/es, scheduling, and more. 1his kind of solution is gaining traction with evenvery small businesses, thanks to the ease and time savings of handling client contact through acentrali=ed application rather than several different pieces of software, each with its own datacollection system. In contrast these tools usually focus on accounts rather than individual

contacts. 1hey also generally include opportunity insight for tracking sales pipelines plus addedfunctionality for marketing and service. )s with larger enterprises, small businesses are findingvalue in online solutions, especially for mobile andtelecommuting workers.

"o$ia# Media

!ocial media sites like 1witter and #acebook are greatly amplifying the voice of people in themarketplace, and are predicted to have profound and far(reaching effects on the ways companiemanage their clients. 1his is because people are using these social media sites to share opinionsand e/periences on companies, products, and services. )s social media isn*t moderated orcensored, individuals can say anything they want about a company or brand, whether pro or co
http://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Telecommutinghttp://en.wikipedia.org/wiki/Telecommutinghttp://en.wikipedia.org/wiki/Social_mediahttp://en.wikipedia.org/wiki/Social_mediahttp://en.wikipedia.org/wiki/Twitterhttp://en.wikipedia.org/wiki/Twitterhttp://en.wikipedia.org/wiki/Facebookhttp://en.wikipedia.org/wiki/Facebookhttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Telecommutinghttp://en.wikipedia.org/wiki/Social_mediahttp://en.wikipedia.org/wiki/Twitterhttp://en.wikipedia.org/wiki/Facebook


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"trate&y

0hoosing and implementing a system is a ma or undertaking. #or enterprises of any appreciablesi=e, a complete and detailed plan is required to obtain the funding, resources, and company(wide support that can make the initiative successful. ;enefits must be defined, risks assessed,and cost quantified in three general areas

%rocesses 1hough these systems have many technological components, business processes lie at its core. It can be seen as a more client(centric way of doing business,enabled by technology that consolidates and intelligently distributes pertinent informatioabout clients, sales, marketing effectiveness, responsiveness, and market trends.1herefore, before choosing a technology platform, a company needs to analy=e its


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%oor integration #or many companies, integrations are piecemeal initiatives that addres

a glaring need improving a particular client(facing process or two or automating afavored sales or client support channel. !uch point solutions offer little or nointegration or alignment with a company*s overall strategy. 1hey offer a less thancomplete client view and often lead to unsatisfactory user e/periences.

1oward a solution overcoming siloed thinking. /perts advise organi=ations to recogni=ethe immense value of integrating their client(facing operations. In this view, internally(focused, department(centric views should be discarded in favor of reorienting processestoward information(sharing across marketing, sales, and service. #or e/ample, salesrepresentatives need to know about current issues and relevant marketing promotions

before attempting to cross(sell to a specific client. Marketing staff should be able toleverage client information from sales and service to better target campaigns and offers.)nd support agents require quick and complete access to a client*s sales and servicehistory.

Ado.tio% Issues

Historically, the landscape is littered with instances of low adoption rates. In BCCJ, a participating companiehad end(user adoption rates above LC percent.

In a BCCN survey from the 8.D., four(fifths of senior e/ecutives reported that their biggestchallenge is getting their staff to use the systems they*d installed. #urther, J percent ofrespondents said they use less than half the functionality of their e/isting system2 NB percent

indicated they*d trade functionality for ease of use2 >@ percent cited data synchroni=ation as ama or issue2 and ON percent said that finding time to evaluate systems was a ma or problem. :ite/penditures e/pected to e/ceed Z@@ billion in BC@C, enterprises need to address and overco persistent adoption challenges. !pecialists offer these recommendations for boosting adoptionsrates and coa/ing users to blend these tools into their daily workflow


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07M pro ect to run

1he biggest returns come from aligning business, 07M and I1 strategies across alldepartments and not ust leaving it for one group to run.

I1*s role in 07M

1hree general types of e07M packages

$ Marketing )utomation !ystems 5M)!6\ 0ustomer database creation\ )nalysis of customer attributes\ )utomate several marketing functions

$ !ales #orce )utomation 5!#)6\ Intended to automate many functions performed by salespeople\ If completely successful, it will eliminate the personal touch

.e07M package types

$ 0ustomer !ervice )utomation systems\ )ugments call center personnel\ !ome can respond to e(mails on their own\ 1ies(in to e/isting company software, including other e07M packages

5generally"6

!electing the right 07M packages

$ !tep @ !i=e the package to your firm

$ !tep B


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$ !tep J 8sing a standard formula, evaluate the packages and make a choice

07M and 7% $ 3etermine if a package can be tied(in to the enterprise*s 7% system before

making a purchase decision

$ Inventory, order processing, and accounts receivable features can be used toaugment the 07M program

$


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7esearch S 3evelopment $ !pecifications that define requirements-ogistics $ Dnowledge of customer service requirements%roduction $ Manufacturing strategy%urchasing $ !ourcing strategy#inance $ 0ustomer %rofitability 7eports

0ustomer 7elationship Management:rap(8p


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CHAPTER-I

DATA ANAL'"I"

INTERPRETION


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1);- @1);- @

@. :hich ;rand car you are using?@. :hich ;rand car you are using?

0H)710H)71

60%20%

15%

5%

RESPONDENTS

Interpretation

#rom above it can be stated that the general satisfaction level of for 1)1) in twin citiesof Hyderabad and !ecunderabad is OCR.

B. !+870 ! +# ):)7 & !!

! &+! &+ %7+3801%7+3801 7 !%+&3 &1!7 !%+&3 &1! RR@@ 1)1)1)1) OCOC OCOCBB HyundaiHyundai BCBC BCBCJJ 1oyota1oyota @>@> @>@>

;mw;mw >> >>


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1he customer was enquired about the sources of awareness with regard the 1)1). 1hiswill help to know us to which sources is playing a ma or role in creating awareness among thcustomers.

Interpretation

+ut of the responses obtained from @CC customers BKR said that they became awarethe #riends. )nd through the friends J>R of the customers are aware from the 1.A. )nd another B>R are aware of by the & :! %)% 7!. )nd only @BR are aware by the 3 )- 7!.

! .&+ )3A 71I! M &1 7 !%+&3 &1! R@ 1.A J> J>B

& :!%)% 7! B> B>J

#7I &3! @B @B

3 )- 7! BK BK


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J. - A - +# !)1I!#)01I+&

1he customer was enquired about the level of satisfaction with regard to the 1)1).

Interpretation+ut of the responses obtained from @CC customers O>R said that they are T0 -- &1

satisfied and BCR were R were vehicle is poor. 1his datais obtained by most of members were satisfied by 1)1) services.

! &+ !)1I!#)01I+& 7 !%+&3 &1! R

@ T0 -- &1 JC O>B C @C

%++7 @C >


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. :hat are the voluble attributes you normally look while purchasing an account?

! &+ )117I;81 ! 7 !%+&3 &1! R

@ ! 7AI0 ! >C >C

B %7I0 @C @C

J !)# 14 JC JC

+1H 7! @C @C

50%

10%

30%

10%

SERVICES PRICE SAFETY OTHERS

Interpretation

#rom the above it can be stated that general normally any one while purchasing a four wheelemost of the members are seeing >CR of members are seeing ! 7AI0 ! and JCR of membersare seeing !)# 14 )nd @CR of members are seeing %7I0 and @CR of members are others.


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>. !8


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) look at the chart shows that LCR of the members are suggesting and @CR of the membersare not suggesting.

O6 !)- ! T 081IA % 7#+7M &!

1he following table shows sales e/ecutive role in e/plaining the features of the cat tocustomer. 1his helps to know how effective he is in his ob let*s seeing the response.

! &+ T%-)&)1I+& I& &8M; 7! R

@ T0 -- &1 NC NC

B A 74 B>

J %++7 > >

RESPONDENTS

Interpretation

+ut of @CC respondents OC R of them felt the e/planation to be T0 -- &1 . )ndJ>R of them A 74 R felt to be %++7 . )ccording to them sales


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e/ecutives does knotty e/plain all feature %++7 this kind of responses need to be consideredwith serious ness.

N6 7 !%+&! 1 7M!

+ne of the ma or factors, which has great role in 07M , is the response terms with regard tocustomer query or grievance.

7 !%+&! 1 7M! I& &8M; 7!

1IM -4 %7+M%1-4NC

!)# -4 B>

I&0+&3I1I+& >

0H)71(N

IN NUMBERS

0

10

20

3040

50

60

70

80

TIMELY/PROMPTLY SAFELY INCONDITION

Interpretation

#rom the above chart we conclude that most of the customer that is NCR of found th

delivery process is to be 1IM -4 and B>R of delivery process to be !)# -4 and >R of delivery process to I&0+&3I1I+& .


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K6 :hat is your opinion about 1)1)?

! &+ +%I&I+& 7 !%+&3 &1! R

@ T0 -- &1 >C >C

B @>

%++7 > >

EXCELLENT

GOOD

AVERAGE

POOR

0 10 20 30 40 50 60 70 80 90 100

Interpretation

+ut of the @CC respondents >CR of them told T0 -- &1 and JCR of them told R of them told )A 7)< and >R of them told %++7 .


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L6 )M;I &0 +# 1)1)

1he other factor, which has much influence on the customer, is the )M;I &0 of theshow room. 1his will help to know how the customer perceives this particular show room icomparison with the other showroom.

!.&+ !0)- 7)1I&< 7 !%+&3 &1! R

@ !H+:7++M )M;I &0 >> >>B 3I!1)&0 B> B>

J )%% )- @C @C

+1H 7! @C @C

1+1)- @CC @CC

Interpretation


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#rom the above graph we can conclude that out of @CC customers interviewed CR were tellinthat the ambience of showroom

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