“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
EXECUTIVE SUMMARY The project report was carried on to know the Marketing strategies followed by Bellad Motors and its competitors in customer point of view in selling the cars, provided by the company will help to enhance the company’s sales. To know the satisfaction level of existing consumers this will help to maintain loyalty of the costumer. The project report entitled “Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” provided by Bellad Motors (Maruti Suzuki) Unkal cross, Hubli. Is undertaken in partial fulfillment of requirement of MBA 4th semester in KLES’s Institute of Management Studies and Research, Hubli. Title of the project: “Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Objectives the study: 1) To study the major differences in promotional activity undertaken by Bellad motors and competitors. 2) Study of sales practices followed by Bellad motors and competitors. 3) To study the major Service level differences between Bellad motors and its competitors. 4) To know the customer retention strategies followed by Bellad motors and its competitors.
Statement of the problem Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” In Indian car industry, small car segments have played a very crucial and significant role due to its economy, efficiency and effectiveness. Due to invasion of foreign cars into Indian markets, the pace of competition has hiked. This has brought into market, number of Brands and their variants competing to with each other.All these factors have resulted in flux in the minds of the customers as to which brand to go for. In other words, Brand-switching is gaining the momentum. So to position the brand in the minds of the customers the company or dealer should keep the track of this shift in preferences. Hence the main purpose of this study is to find the “Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Purpose of study The purpose of the study is to know the Brand preference and to know the factors affecting and change in buying behavior of the customer. The marketing strategies can be designed in accordance with this change. It will be helpful for the managers to make decisions. Hence, this study should be conducted. Management will come to know the influential factors, why consumers preferring RNS motors to purchase a car and it will help to increase sales of cars, and they will come to know the consumer buying behavior, expectation and the drawback of the management. This study will help the management for making strategic decisions, and to know the company market share, and building a good brand.
LIMITATION:
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” The sample size of 100 customers may not reveal the exact result and same of the information provided by the respondents may be biased.
RESEARCH METHODOLOGY: Sample Size- 100 1) DATA COLLECTION METHODS USED: Primary and secondary data collected to carry out the research work. Primary data (Survey data): Information was collected directly from the customers by using the well structured pre tested questionnaire to know about the Marketing Strategies followed by Bellad Motors and its Competitors” Secondary dataIn this study Secondary Data is used for exploratory research and secondary data includes data collection of information from newspapers, magazine reviews and Internet information about car market as an overall and competitors in that sector. 2) MEASUREMENT TECHNIQUE: Questionnaire: Questionnaire is a formalized instrument for collecting information directly from the respondents. During this research questionnaire was used as measurement technique for getting information from the customers in the twin cities. 3) SPECIFICATIONS OF THE SAMPLE: a. Define the Population: Element: people interested in owning Cars and people who owned car. Extended to: Hubli-Dharwar city. b. Sampling Method: The sample is selected based on non- probability sampling method. c. Sample size: Sample size is 100 customers.
RESEARCH DESIGN Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors�
Define the Research problem
Estimate the value of information
Select the value of information
Select the Data Collection Method
Select the Measurement Technique
Select the Sample
Select the Analytical Approach
Evaluate the Ethics of the Research
Specify the Time & the Financial cost Benefit to Academics: It helps in the following ways1) The market for new cars in general and market in twin cities in particular. Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 2) Customers Decision Making Process for new cars. 3) Customer’s choices of brands in new car segment. 4) It will help in understanding, reviewing and suggesting improvements in creating a market for ‘Maruti Suzuki cars at Bellad motors’.
I. INDUSTRY PROFILE: I.
Brief History of Automobiles The automobile industry has changed the way people live and work. The
earliest of modern cars was manufactured in the year 1895. Shortly the first appearance of the car followed in India. As the century turned, three cars were imported in Mumbai (India). Within decade there were total of 1025 cars in the city. The dawn of automobile actually goes back to 4000 years when the first wheel was used for transportation in India. In the beginning of 15th century Portuguese arrived in China and the interaction of the two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power. By 1600s small steam-powered engine models was developed, but it took another century before a full-sized engine-powered vehicle was created. Brothers Charles and Frank Duryea introduced the actual horseless carriage in the year 1893. It was the first internal-combustion motor car of America, and it was followed by Henry Ford's first experimental car that same year. One of the highest-rated early luxury automobiles was the 1909 RollsRoyce Silver Ghost that featured a quiet 6-cylinder engine, leather interior, folding windscreens and hood, and an aluminum body. Chauffeurs usually drove it and emphasis was on comfort and style rather than speed. During the 1920s, the cars exhibited design refinements such as balloon tires, pressed-steel wheels, and four-wheel brakes. Graham Paige DC Phaeton of 1929 featured an 8-cylinder engine and an aluminum body. The 1937 Pontiac De Luxe sedan had roomy interior and rear-hinged back door that suited more to the needs of families. In 1930s, vehicles were less boxy and
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” more streamlined than their predecessors. The 1940s saw features like automatic transmission, sealed-beam headlights, and tubeless tires. The year 1957 brought powerful high-performance cars such as MercedesBenz 300SL. It was built on compact and stylized lines, and was capable of 230 kmh (144 mph). Modern cars are generally light, aerodynamically shaped, and compact.
II.GROWTH OF AUTOMOBILE INDUSTRY IN INDIA Following India's growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry. The Indian auto industry, worth US$ 34 billion in 2006, has grown at a CAGR of 14 per cent over the last five years with total sales of vehicles reaching around 9 million vehicles in 2005-06. That number is likely to see a significant boost, given that the first half of 2006-07 has already witnessed a staggering growth rate of 17.12 per cent. Domestic car sales for the April-September 2006 period stood at an impressive 4.86 million vehicles, including cars, two-wheelers and commercial vehicles. According to industry experts, if this trend continues, sales could touch 10 million by March 2007, clocking an annual growth rate of 20 per cent.
Status in India India is on every major global automobile player’s roadmap, and the reasons for the growth are: • •
India is the second largest two-wheeler market in the world Fourth largest commercial vehicle market in the world
•
11th largest passenger car market in the world
•
Expected to be the seventh largest by 2016
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Robust production India’s car production capacity is in for a US$ 2 billion boost. Auto majors have announced massive investment plans that will push the country’s car production past the psychological 2 million mark by the end of fiscal 2006-07, up 70 per cent from 1.4 million units now. Even at 2 million, India, which stood at No.11 among global car producing nations, will move two steps ahead, past UK (1.6 million) and Canada (1.35 million). It will be neck and neck with Brazil’s 2-million capacities at No.8. The automobile industry witnessed a growth of 19.35 percent in April-July 2006 when compared to April-July 2005, as is evident from this year’s production trends.
Table: Automobile Trends in India During 2004-05 To 2005-06
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Automobile Production Trends Category
2004-05
2005-06 (In no.s)
M&HCVs
214807
219297
LCVs
138896
171781
Total CVs
353703
391078
Passenger Cars
960487
1045881
Utility Vehicles
182018
196371
MPVs
67371
66661
Total Passenger vehicles
1209876
1308913
Scooters
987498
1020013
Motorcycles
5193894
6201214
Mopeds
348437
379574
Total Two Wheelers
6529829
7600801
Three Wheelers
374445
434424
Grand Total
8467853
9735216
Source: Society of Indian Automobile Manufacturers (SIAM)
Domestic Sales Increased affluence, wider selection and the ready availability of car loans is driving the Indian car market through the roof. During the last five years (2000-05), the production of passenger cars in India increased by more than 100 per cent. India achieved the sales of 1.11 million vehicles last year (2005). Domestic sales have been growing at a clipping pace: •
Passenger car sales rose by 22.84 per cent during April-September 2006, compared to the corresponding period n 2005.
•
The cumulative growth of overall sales of passenger vehicles during AprilSeptember of 2006-07 was 20.73 percent.
•
Utility Vehicle (UVs) sales grew at 12.85 per cent during the same period.
•
Overall, the commercial vehicles segment grew at 36.96 per cent. Growth of Medium and Heavy Commercial Vehicles was 39.92 per cent. Light Commercial Vehicles also performed well with a growth of 32.86 percent.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Exports India is fast emerging as a manufacturing base for car exports. According to the Society of Indian Automobile Manufacturers (SIAM), a total of 89,338 vehicles were exported in September 2006, a 58.07 per cent jump as compared to the same month last year. While passenger vehicle exports grew at 13.15 per cent, two-wheelers and commercial vehicle exports grew at 27.80 per cent. Major Manufacturers of Automobiles in India •
Maruti Udyog Ltd.
•
General Motors India
•
Ford India Ltd.
•
Daewoo Motors India
•
Hero Motors
•
Hyundai Motor India Ltd.
•
Telco
Foreign players in India Calendar 2006 has seen the entry of many high-end brands into the country. The Indian automobile market will see at least 30 new launches, spanning everything from affordable hatchbacks to mid-size models to super luxury high-end cars and SUVs. •
Mercedes, BMW, Porsche, Audi, Bentley and Rolls Royce are already here. Now, the Italian marquee Lamborghini is also planning to enter the country. The Italian marquee plans to launch the Gallardo.
•
German luxury car maker Audi AG is preparing to drive into India a range of sporty, lifestyle cars like S8 and RS4 early next year. The year 2007 will also mark Audi's entry into merchandising in Indian car bazaar.
ECONOMIC IMPACT-
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to its deep forward and backward linkages with several key segments of the economy, automotive industry has a strong multiplier effect and is capable of being the driver of economic growth. A sound transportation system plays a pivotal role in the country's rapid economic and industrial development. The well-developed Indian automotive industry ably fulfils this catalytic role by producing a wide variety of vehicles: passenger cars, light, medium and heavy commercial vehicles, multi-utility vehicles such as jeeps, scooters, motorcycles, mopeds, three wheelers, tractors etc. The automotive sector is one of the core industries of the Indian economy, whose prospect is reflective of the economic resilience of the country. With 4% contribution to the GDP and nearly 5% of the total industrial output, the automotive sector has become a significant contributor to the exchequer. Continuous economic liberalization over the years by the government of India has resulted in making India as one of the prime business destination for many global automotive players. The automobile industry witnessed a growth of 19.35 percent in April July 2006 when compared to April July 2005. The Indian automobile Industry has a mix of large domestic private players such as Tata, Mahindra, Ashok Leyland, Bajaj, Hero Honda and major international players including GM, Ford, Daimler Chrysler, Toyota, Suzuki, Honda, Hyundai and Volvo.
ii. ORGANIZATION PROFILE MARUTI UDYOG LIMITED ORGANIZATION VISION: "The Leader in the Indian Automobile Industry, creating Customer Delight and Shareholder's Wealth; A pride of India." OUR CORE VALUES: 1. Customer Obsession 2. Fast, Flexible and First Mover 3. Innovations and Creativity Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� 4. Networking and Partnership 5. Openness and Learning Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was not only due to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A license and a Joint Venture agreement were signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
The objectives of MUL then were: 1. Modernization of the Indian Automobile Industry. 2. Production of fuel-efficient vehicles to conserve scarce resources. 3. Production of large number of motor vehicles which was necessary for economic growth. TECHNOLOGICAL ADVANTAGE: We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuel efficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car. Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� Our other innovation has been the introduction of Electronic Power Steering (EPS) in select models. This results in better and greater maneuverability. In other words, our cars have become more pleasurable to drive. PRDUCTION/ R & D: Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to make a car. More importantly, with an incredible range of 11 models available in 50 variants, there's a Maruti Suzuki made here to fit every car-buyer's budget.
Production Milestones 1 st vehicle produced, December 1983 1,00,000 vehicles produced by August, 1986 5,00,000 vehicles produced by June, 1990 10,00,000 vehicles produced by March, 1994 15,00,000 vehicles produced by April, 1996 20,00,000 vehicles produced by October, 1997 25,00,000 vehicles produced by March, 1999 30,00,000 vehicles produced by June, 2000 35,00,000 vehicles produced by December 2001 40,00,000 vehicles produced by April, 2003 45,00,000 vehicles produced by April, 2004
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” MILESTONES: 2006 •
The car of the Year Maruti SWIFT.
2005 •
The fiftieth lakh car rolls out in April, 2005 Growth in overall sales by 15.8%
2004 •
New (non AlC) variant of Alto, Alto becomes India's new best selling car LPG variant
Of 'Omni Cargo', Versa 5-seater, a new variant Baleno LXI, a new variant Maruti Closed the financial year 2003-04 with an annual sale of 472122 Units, the highest ever since the company began operations 20 years ago
2003 •
New Suzuki Grand Vitara XL-7, Redesigned and all-new Zen
•
New upgraded WagonR
•
Enters into partnership with State Bank of India
•
Production of 4 millionth vehicle. Listed on BSE and NSE after a public
•
issue oversubscribed 10 times
2002 •
WagonR Pride
•
Esteem Diesel. All other variants upgraded
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
Maruti Insurance. Two new subsidiaries started: Maruti Insurance
•
Distributor Services and Maruti Insurance Brokers Limited
•
Alto Spin LXi, with electronic power steering
•
Special edition of Maruti 800, India's first colour-coordinated car
•
Maruti True value in Mumbai
•
Maruti Finance in Mumbai with 10 finance companies
•
Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 Percent
2001 •
Zen Lxi
•
Maruti True Value launched in Bangalore and Delhi
•
Maruti Versa, India's first luxury MPV
•
Alto Spin LXi, with electronic power steering
•
Alto Vxi
•
Customer information centers launched in Hyderabad, Bangalore and Chennai
•
Launch of versa
2000 •
First car company in India to launch a Call Center
•
New Alto
•
Altura, a luxury estate car
•
IDTR (Institute of Driving Training and Research) launched jointly with
•
the Delhi government to promote safe driving habits
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
1999 •
Maruti 800 EX ( 796cc, hatchback car)
•
Zen LX (993cc, hatchback car)
•
Zen VXi (993cc, hatchback car with power steering)
•
Omni XL ( 796cc, MUV, high roof)
•
Baleno (1600cc, 3 Box Car)
•
Wagon R
•
Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social initiatives
1998 •
Maruti launches website as part of CRM initiatives
•
Zen D (1527 cc diesel, hatchback car)
•
Zen VX & Zen VX Automatic
•
New (Omni & Omni E) (796cc, MUV)
•
Launch of website as part of CRM initiatives
1997 •
1998 Esteem (1299cc, 3 box car) LX, VX and AX
•
New Maruti 800 (796cc,hatchback Car) Standard and Deluxe
•
Produced the 2 millionth vehicle since the commencement of production
1996 •
Gypsy (E) (970cc, 4WD 8 seater)
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
Omni (E) (796cc, MUV, 8 seater)
•
Gypsy King (1298cc, 4WD, off road vehicle)
•
Zen Automatic (993cc, hatchback car)
•
Esteem 1.3L (1298 cc, 3 box Car)AX
•
Launch of 24-hour emergency on-road vehicle service
1995 •
Esteem 1.3L (1298 cc, 3 box car)VX
•
With the launch of second plant, installed capacity reached 200,000 units
1994 •
Esteem1.3L (1298cc, 3 box car) LX Produced the millionth vehicle since the commencement of production
1993 •
Zen (993cc, hatchback Car), which was later exported in Europe and elsewhere as the Alto
1992 •
SMC increases its stake
1991 •
Reaches cumulative indigenisation of 65 percent for all vehicles produced
1990 •
Maruti 1000(970cc, 3 box), India's first contemporary sedan
1988 •
Installed capacity increased to 100,000 units
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
1987 •
Exported first lot of 500 cars to Hungary
1986 •
Maruti 800 ( New Model-796cc, hatchback Car)
•
Maruti 800 ( New Model-796cc, hatchback Car)
1985 •
Launch of Maruti Gypsy (970cc, 4 WD off-road vehicle)
1984 •
Omni, a 796cc MUV
•
Installed capacity reached 40,000 units
1983 •
Maruti 800, a 796 cc hatchback, India's first affordable car.
•
Production was started under JV A
1982 •
License and JV agreement signed between Maruti Udyog Ltd. and SMC of Japan
1981 •
Maruti Udyog Ltd was incorporated under the provisions of the Indian
•
Companies Act, 1956
AWARDS 2006 •
JD Power SSI: 1st Rank, 3 years in a row 2004 – 2006
•
Tops TNS TCS Survey in key segments, 5 years in a row 2002 – 2006
•
Among Top 5 car companies in the Forbes list of the Worlds Most Reputed Companies – Nov 06
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
Features in Business Today’s annual list of “20 companies to look for in 2007” – Nov 06
•
The only automobile manufacturer to feature in Business Today’s list of “India’s Best 10 Marketers – Nov 06
•
Ranks 1st for Corporate Social Responsibility by TNS Automotive
2005 •
Ranks 1st among Automobile companies in the Corporate Image Monitor (CIM) Study 2005 conducted by AC Nielsen ORG-MARG
•
Receives a commendation from Ministry of Economy, Trade and Industry (MITI) of Japan – Sept 05
•
Number one in JD Power SSI for the second consecutive year
•
Number one in JD Power CSI for the sixth time in a row - the only car to win it so many times
•
M800, WagonR and Swift topped their segments in the TNS Total Customer Satisfaction Study.
•
Leadership in the JD Power Initial Quality Study - Alto number one in its segment for the 2nd time in a row, Esteem number one in its segment for the 3rd year in a row, Swift number one in the premium compact segment
•
WagonR and Esteem top their segments in the JD Power APEAL study
•
Ranks 1st in Auto sector for Corporate Reputation Strength (CSR) study – Feb 05
•
TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC ( 2nd time in a row)-Feb 05
•
First Indian car manufacturer to reach 5 million vehicles sales
•
Business World ranks Maruti among top five most respected companies in IndiaOct 04
•
Maruti ranked among top ten (Rank7) greenest companies in India by Business Today - Sep '04
2004 •
Maruti Suzuki was No.1 in Customer Satisfaction, No.1 in Sales
•
Satisfaction No.1 in Product Quality (Esteem and Alto) and No.1 in
•
Product Appeal (Esteem and Wagon R)
•
No.1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
•
Business World ranked us among the country's five most respected companies
•
Business World ranked us the country's most respected automobile company
•
Voted Manufacturer of the year by CNBC
•
Voted one of India's Greenest Companies by Business Today-AC
•
Nielson ORG-MARG
2003 •
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10
•
automotive brands in "Most Trusted Brand survey 2003"
•
J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem
•
Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
2003.
•
MUL tops in J D Power CSI (200 1) for 4th time in a row
2001 •
MUL tops in J D Power CSI (200 1) for 2nd time in a row: another
•
international first
2000 •
Maruti bags JD Power CSI – 1st rank; unique achievement by market
•
leader anywhere in the world
1999 •
MSM launched as model workshop in India; achieves highest CSI rating.
•
Central Board of Excise & Customs awards Maruti with "Samman
•
Patra", for contribution to exchequer and being an ideal tax assessee
1998 •
CII's Business Excellence Award
1996 •
Maruti wins INSSAN award for "Excellence in Suggestion Scheme" Awarded the Star Trading House status by Ministry of Commerce
1994-95 •
Engineering Exports Promotion Council's award for export performance
1994 •
Best Canteen award among Haryana Industries as part of employee welfare
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
1992-93 •
Engineering Exports Promotion Council's award for export performance
1991-92 •
Engineering Exports Promotion Council's award for export performance
CORPORATE SOCIAL WELFARE:
Welfare Camps Every year we organize blood donation camps along with Red Cross, in which employees donate blood. Eye check-up camps, family planning related camps and other health camps are also organized periodically.
Medical support & welfare The employees of Maruti have always donated generously to people affected by natural calamities. They contributed Rs.2 million to rehabilitate earthquake victims in Latur. We also run a creche for the children of construction workers, which provides food shelter and education for 85 children.
Education to underprivileged DPS Maruti Shiksha Kendra, an education programmed for the underprivileged, was Inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the children of below poverty line (BPL) families from the nearby villages of Gurgaon district. 120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj is providing books, writing material and uniforms, refreshment and transport facilities to these children.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Education Programmed for mothers 'Chetna', an education programmed for mothers - is an another endeavor to provide basic education to mothers of the students of DPS Maruti Kunj and surrounding villages. Majority of students at the school is first generation learners. Therefore, the concept of starting a movement of learning 'Chetna' for mothers has been promoted. The response has been encouraging and about 130 mothers are attending it regularly. ENVIRONMENT CONCERN
Our environment Policy: •
Prevent pollution.
•
Promote energy reduction and use of alternative energy.
•
Manage/ reduce those materials that put stress on environment.
•
Promote the three R's (Reduce, Reuse, Recycle).
•
Promote "Green" procurement.
•
Provide our employees with environmental education to Increase their awareness. Since the commencement of operations in 1981 we've been committed to the
protection of the environment and conservation of non-renewable .energy sources. Our proactive approach depends not only upon meeting the expectations of the regulatory authorities but achieving the high standards that we've set as a responsible corporate citizen.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” This philosophy of trying to make a difference to the environment penetrates through our employees to the process of manufacture and finally into our products.
Pollution Control Camps Our elaborate system of Free Pollution Check-Up Camps which run at regular intervals, is designed at making the cars already on the road operate more efficiently. It also inculcates awareness for environmental protection among the many car users of India.
Rain Water Harvesting To recharge the aquifer, measures were taken to harvest the rain water through soak pits, recharging shafts and water lagoons. These measures are capable of charging nearly 50% of the average annual rainfall at Maruti, into the Earth. MARUTI CULTURE: Our employees are our greatest strength and asset. It is this underlying philosthat has molded our workforce into a team with common goals and objectives. Our Employee-
Management relationship is therefore characterized by: •
Participative Management.
•
Teamwork & Kaizen.
•
Communication and information sharing
To implement this philosophy, we have taken several measures like a flat organizational structure. There are only three levels of responsibilities ranging from the Board Of Directors, Division Heads to Department Heads. Other visible features of this Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� philosophy are an open office, common uniforms (at all levels), and a common canteen for all. This structure ensures better communication and speedy decision-making processes. It also creates an environment that builds trust, transparency and a sense of belonging amongst employees.
iii. COMPANY PROFILE BELLAD MOTORS (PVT) LTD. BELLAD MOTORS (PVT) Ltd is a multi franchise automobile dealership based at Hubli servicing the North Karnataka. The Bellad Group with a standing of more than three decades in Automobile industry established their prestigious Maruti Dealership in the year 2006. Ideally located on Hubli Dharwad highway the dealership can boast of a spacious 4000 sq ft. and well-lit showroom with ample frontage. The showroom has the complete range of cars for display and test drive and professional and trained sales staff always eager to serve and delight our value customers. The service center with an area of 6000 sq ft has two post lifts, pneumatic tools, computerized wheel alignment and wheel balancing machines and a most modern paint booth, which can handle any make of car. The service personnel highly trained and professional with up to date knowledge owing to the groups policy of implementing continuous learning programs. A 24 hours emergency road service attached to the service division is always on call and is a confidence booster to our customer. Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� The parts center in an area of 2000 sq ft is well stocked and has a wide range of accessories to suit the varying needs of our customers. The dealership with its professional management looks forward to their growth by focusing on customer centric and value added offers to their customers. Bellad Motors (P) Ltd with their network of branches at Bagalkot and Karwar are striving hard to satisfy their customers.
ORGANIZATION CHART Managing Director
Babasabpatilfreepptmba.com Deputy General Manager M. W/S
Parts Manager
HRD Sales Manager
Account Manager
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
M.T.V
Team Leader
Sales Executive
Sales Executive
Team Leader
Sales Executive
Sales Executive
Team Leader
Sales Executive
Sales Executive
Sr. Sales Executive
Team Leader
Sales Executive
Sales Executive
Reception Data Entry
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors�
SALES DEPARTMENT Managing Director
Deputy General Manager
Sales Manager
Team Leader
Sales Executives
Team Leader
Sales Executives
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Team Leader Bagalkot
Sales Executives
Team Leader Karwar
Sales Executives
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors�
WORK STATION Managing Director
Deputy General Manager
Customer Care Manager
Works Manager
Assistant Customer Care Manager
Assistant Works Manager
Service Advisor
Floor Supervisor
Floor Supervisor
Technicians
Technicians
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
DEPARTMENT’S STUDY A) INVENTORY DEPARTMENT MAINTAINING GOOD INVENTORY REQUIRES: 1.
Parts Classification
2.
Scientific Demand Forecasting
3.
Correct stocking rules
4.
Ordering based on EOQ, not rule of Thumb
5.
Frequent ordering or fast moving parts
6.
Minimize / eliminate VOR purchase
7.
Proper record maintenance
8.
Proper storage of parts
9.
Regular physical stock checking
CAUSES OF BAD INVENTORY: 1.
Wrong parts ordering
2.
Improper storing of parts
3.
No scientific ordering
4.
Continuous stock ordering
FUNCTIONS OF SUGGESTED ORDER QUANTITY 1.
It shows the previous month transactions
2.
Present month required parts quality
3.
It shows the time taken for to place the order and getting the same order
4.
It shows the safety stock
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” QUANTITY SUGGESTED FOR ORDERING BASED ON THE FOLLOWING FUNCTIONS FACTORS 1.
Forecast demand (DMD) for the month under consideration
2.
Supply rule table for the part (SRT)
Current stock availability for the part (AVBL) 3.
Pending purchase orders to be realized (PPO)
4.
Back orders for the part, if any (BOQ)(Pending customer order) SOQ = (DMD*SRT) – AVBL – PPO + BOQ
B) SERVICE DEPARTMENT WORKMEN
25
SUPERVISERS
04
HEAD OF THE DEPT
01
When customer enter the workshop with vehicle then his vehicle problem is entered in the job card The job cards are of three copies •
Customer copy
•
A/C copy
•
For technician
Three free services provided by the company. After the free services the cost of one paid service is Rs- 450
Following Reports are maintained by services section •
Customer complaints
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” •
Camps report
•
Free service reports
•
Test conducted report
•
Feed back report
•
Tools and equipment file.
Technology used in service For petrol carMPFI- Multi Point Fuel Injection For diesel carPre-Delivery Investigation (PDI) Section Functions of PDI 1. PDI is the co-ordination of sales and services 2. check the damages of the vehicle 3. Register the engine no 4. The main function of PDI is – over all checking of vehicle, external damages through check, paint, electrical connection.
Terms and conditions for the service
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� 1. The vehicle is driven and tested (including test drive outside the workshop) repaired and stored at the sole risk, responsibility and liability of the in case of damage due to an accident repairs will be carried out the insurance of the vehicle. 2. The customer indemnity Bellad Motors (P) Ltd (BMPL) against any risk liability responsibility for loss or damage to the vehicle and or life or property of all persons arising out of repairing / servicing / test driving of the vehicle when the vehicle is in BMPL custody and the customer confirms, to have obtained insurance of the vehicle together with accessories and other accompaniments. 3. The customer will not hold BMPL responsible / liable for any delay in delivery or in carrying out of repairs or procurement of spare parts for reasons beyond BMPL control. 4. The customer undertakes to delivery of the vehicle within 48 hours of advice regarding completion of the work. In the event of delay the customer has no objection to BMPL charging storage charges at Rs 250 per day along with the charges of repair spare parts etc. 5. The customer has no objection to BMPL levying estimation charges of Rs 500 or 10% of the total lab hours charge whichever is highest if the job is not entrusted to BMPL after obtaining the estimate and agree to pay the same in addition to storage charges referred to above. 6. Delivery to customer will not be given on credit.
7. Demand draft and pay order should be made in favour of Bellad Motors (P) Ltd payable at Hubli.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 8. No vehicle will be delivered without receipt. 9. Vehicle will not be delivered t customer after 6:30 pm. Needs Improvements 1. We will provide quality workshop 2. Daily training of manpower 3. Usage of proper tools and equipments 4. We will deliver the car at the promised time. 5. We will fix the problem on the first visit. 6. We will provide proper estimation of charges before start of jobs. 7. We will explain the charges taken and work carried out. 8. We will be helpful and have patience in listening to the needs of the customer. 9. We will not over estimate the repair time. 10.We will take of services and repair as per customer’s convenience. C)
SALES DEPARTMENT MD
=
Managing Director
DGM
=
Deputy General Manager
T.L
=
Team Leader
S.E
=
Sales Executive
M.T.V
=
Maruti True Value
The following chart explains the Sales Department. In that Sales Manager handles the sales promotion activities, Customer Care Executive handles the identifying the customer problems and solving. Branch Managers are district wise and their work is to take the information form the sales executives about the needs of vehicles and send the Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” same information to the Sales Manager and bring the vehicles from Sales Manager to Sales executives. Karnataka in Hubli Bellad Motors (P) Ltd. showroom is located on PB road at Unkal Cross. The workshop located at there itself, carries out after sales operations, free service, paid service and running repairs. Besides this the workshop also in to selling of pre-owned cars and Ranks First for the sale of pre-owned cars in India. The stockyards situated at attach to showroom carries the pre-delivery inspection of all the vehicles and Gets them ready for the sales. It has paved surface stocking area of about 50 to 100 Maruti vehicles. Quality Management System: Bellad Motors has a documented and established quality management system to ensure that The documentation structure of Bellad Motors can be represented in the following manner. 1. Quality manual 2. Quality system Procedures 3. Work instructions and checklist 4. Forms and cards 5. Reference Standards and External Manual
The quality manual describes the ISO 9001: 2000 standards adapted at Bellad Motors.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” The quality management system procedure manual BM/HBL/PM/O 1 contents the detail of how the processes in the organization are being conducted, control and recorded and meet the customer demands The work instructions and checklist contains how the specified activities are to be carried out. The forms and records support the activities carried out and controlled. All the external manuals and standards are controlled. Management Commitment: The management of Bellad is committed to quality management system through leadership and actions. The management shall provides the basic infrastructure and continually upgrade the work environment. The management is also committed to The quality policy and quality objective of organization. Ensures that the policy is understood, implemented and maintained at all the levels of the organization Ensure focus on the customer requirement throughout the organization. Ensure availability of necessary resources. Review the established quality management system periodically through the Management reviews.
Customer Focus at Sales: The Field executives visit the customers and explain the features of the vehicle to them Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Demonstration and test drives shall be given whenever required. The Performa invoice/price list terms and conditions will be given. The order booking forms duly collected from the customer and clarity with regard to the terms and conditions are explained and the copy id handed over to customer along with the receipt or payment made. Any amendment required by the customer, it should be recorded on the order booking Forms The delivery is insured as per the checklist duly explaining all the features mentioned In the checklist. Customer Focus at Service: a) The customer can book the vehicle for the servicing/repairs either through the telephone
or personally the front office.
b) The telephone operator shall enter the detail in ‘booking register’. c) The list of the vehicles shall be given to front office ~very morning to accept the vehicles for servicing for that date. d) The customer can bring their vehicle for servicing without booking. However such vehicle shall be accepted only after ensuring that there is enough capacity for the booked vehicles. e) On the bases of kilometers run by the vehicle and customer requirement, the customer shall explained about the type of the servicing/repairs and spare
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” parts required and to ensure that the service station has the required capacity to accept the vehicle. f) Before accepting the vehicle, a mutually acceptable delivery time and date is fixed with the customer. g) The customer's consent shall be taken on the estimated cost of the repair/service of the vehicle. h) All the details of the work required along with the date and time of the delivery and the established cost shall be recorded in the job order card before commencement of the work. i) Incase of any change in the terms any change in the services, the cost or the delivery time then the client shall be informed verbally over the phone and any change shall be recorded in the Job Order Card.
Quality Policy: The management of Bellad Motors shall always remain committed to its objectives for quality for with the main thrust on meeting the customer expectation and requirements. The management's commitment to quality reflected in its quality policy. "We at Bellad Motors pledged to make quality a way of life through commitment to Continual improvement customer satisfaction and adhering to quality management System"
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” The management ensures that the policy is understood implemented and maintained at all levels of the organization and continual improvement in customer satisfaction. At present our quality objectives are We ensure that customer complaints do not exceed 8 per 10,000 vehicles. We ensure that repeat job do not exceed 2 % We ensure CSI of90% with minimum of 15% feed back cards. We ensure SSI of80% at sales with minimum of20% feedback cards. We ensure to conduct 3 free emission/service check camps per quarter. We ensure to launch I incentive scheme per month. We ensure to conduct 4 internal audits and 4 MRM's per financial year of quality Management system. QUALITY MANAGEMENT SYSTEM PLANNING The quality plan at Bellad Motors comprises the identification of the following. The various models of vehicles from Maruti Udyog Ltd sold and serviced at Bellad Motors. The various types of services done at Bellad Motors. The external manual acquired from Maruti Udyog Ltd to sell and service the vehicles.
The various models of vehicles from Maruti Udyog Ltd. Sold and serviced at Bellad Motors. Maruti-800 car Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Maruti omni Zen Estilo Alto Wagon-R Esteem Versa Baleno Vitara Swift
The various types of servicing done at Bellad Motors. Services-Free service and paid service. Running repair. Quick service repair. Break down service. The external manuals acquired from Maruti Udyog Ltd. To sell and service the Vehicles. Sales policy bulletin Marketing circulars Service manuals Service circulars Service bulletin Warranty bulletin Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Spares parts price catalogue Spares parts price list
Spare parts procedure manuals Spare parts bulletin Spare parts circulars Maruti service quality standards Customer care manual Service marketing manual.
Competence, Awareness and Training: a) Recruitment is done as per MUL norms of education and experience. b) There exists well-defined system to identify and provide training to all the personnel procedure No. BMPL/HBL/PR/12. c) Induction training and on job training shall be provided d) All concerned shall be trained on the latest sales/service/spares/bulletins/circulars from MUL. e) As per the MUL scheduled training programme Executives/Mechanics/Manager will be deputed for training. f) Training records shall maintain.
Identification and Trace ability: Identification: 1. New vehicle, which has completed pre-delivery inspection, shall be identified as PDI- OK on the windshield, MUL Invoice and job order card, PDI and stockyard register. Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� 2. Identification of vehicles at the service workshop shall be through vehicle model, Registration number and unique job order Nos. 3. Inspection and test status of service/repair of vehicles shall be identified through the job order card. 4. Completed job order card and the stamp of the final inspector shall identify Final OK vehicles. 5. Identification of spare parts shall be in the form of part Nos., as per Maruti guidelines. 6. Identification of new vehicles is by its colour, model, chassis and engine Nos., MUL Invoice, stockyard register.
Trace ability: 1. Trace ability shall be established though vehicle registration No. Job order number And the date of job order. 2. Trace ability of new vehicle at stockyard is established through chassis and engine No, Key no, and parking slot No.
Monitoring and Measurement: Customer Satisfaction: 1. Feedback received from the customer on their perception and service experience Customer satisfaction measure (percentage) is generated using software supplied by Maruti Udyog Ltd. 2. Results of customer satisfaction measure are discussed in the management review Meetings and counter measure for the continual improvement is initiated.
Internal Audit:
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” There is a well-defined procedure No.: BMPL/HBL/04 to conduct internal audit and examine the implementation of Quality Management System.
Monitoring and Measurement of Processes: 1. Pre-sales process is monitored and measured by the number of enquires and the Closure of sales. 2. Sales process is monitored customer personal docket checklist, commitment and Delivery, SSI%. 3. In service, repeat jobs, customer complaints, feedback card %, CSI%, PSF%, and final Inspection is monitored. 4. Statistical graphs are used to indicate the measures.
IMPROVEMENT Continual Improvement Bellad Motors, Hubli shall continually improve the effectiveness of the Quality management System through commitment to Quality policy, Quality objectives as well as use of audit results, management review meeting decisions, analysis of data, corrective and preventive actions.
Corrective Action: There is a documented system procedure No. BM/HBL/PR/06 to implement corrective action on all the non-conformities arising from: Customer complaints Repeat Jobs System Non Compliances Post Service Follow Ups
Post Sales Follow ups Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” CSI negative feedback SSI negative feedback Road test Final inspection Internal Audit findings Supervision by supervisor\ Work Managers External Audits.
Preventive Action There is a documented System Procedure No.BM/HBL/PR/07 to identify potential NonConformities like recurring Non-Conformities determined from Repeat job, Final Inspection, washing Quality as well as for potential Non-Conformities determined during MRM, Meetings and Audits and Analysis of Customer Feedback.
ANALYSIS AND INTERPRETATION Keeping in view of the objectives, the data so collected from various sources and were analyzed with the help of appropriate techniques. The results of the study are presented in this chapter under the following headings.
1. The major differences in promotional activity undertaken by Bellad motors and competitors. 2. Different methods of sales practices followed by Bellad motors and competitors. 3. Major Service level differences between Bellad motors and its competitors. 4. Customer retention strategies followed by Bellad motors and its competitors.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� The major differences in promotional activity undertaken by Bellad motors and competitors.
Table 1, Awareness about promotional activities of the dealers Count
if yes where have you purchased the car?
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors
Total
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Do you aware about the promotional activityunder taken by that dealer? Yes No 22 6 17 2 3 3 2 2 6 2 31 4 81 19
Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 40
30
20
10
Do you aware about t Yes
0
No Bellad motors
Hyundai motors
Manickbag TATA Motor
GM
Shoda Toyota RNS Motors
78% respondents are aware about the promotion activity undertaken by Bellad Motors. 89% respondents are aware about the promotion activity undertaken by Manickbag TATA Motors 88% respondents are aware about the promotion activity undertaken by RNS Motors. Table 2, Awareness level of the advertisements of the dealers
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Count Hve you seen the advertisement of that dealer? Yes No 25 3 13 6 6 4 6 2 26 9 80 20
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
Total 28 19 6 4 8 35 100
30
20
10
Hve you seen the adv Yes 0
No Bellad motors
Hyundai motors
Manickbag TATA Motor
GM
Shoda Toyota RNS Motors
89% respondents have seen the advertisement of Bellad Motors 68% respondents have seen the advertisement of Manickbag TATA Motors. 74% respondents have seen the advertisement of RNS Motors
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Table 3, Interaction of the respondents with their dealer’s representatives Count
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
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Did you intract with representatives of that dealer? Yes No 24 4 9 10 6 4 8 25 10 76 24
Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 30
20
10
Did you intract with Yes 0
No Bellad motors
Hyundai motors
Manickbag TATA Motor
Shoda Toyota GM
RNS Motors
85% respondents are interacted with representatives of Bellad Motors. 71% respondents are interacted with representatives of RNS Motors.
Table 4, Different agencies involved in selling the car the study area
Valid
Frequency Bellad motors 28 Manickbag TATA Motors 19 Hyundai motors 6 GM 4 Shoda Toyota 8 RNS Motors 35 Total 100
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Percent 28.0 19.0 6.0 4.0 8.0 35.0 100.0
Valid Percent 28.0 19.0 6.0 4.0 8.0 35.0 100.0
Cumulative Percent 28.0 47.0 53.0 57.0 65.0 100.0
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Bellad motors RNS Motors
Manickbag TATA Motor
Shoda Toyota GM
Hyundai motors
Out of 100 respondents I got 35% respondents from RNS Motors, 28% from Bellad Motors followed by 19% from Manickbag TATA motors. RNS Motors have more market share (more than 37%) than others and is followed by Bellad Motors and Manickbag TATA Motors.
Table 5, How customers come to know about the existing dealers Count
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
How did you come to know about the existing brand? Personal selling Advertising Media Referance 16 6 1 5 6 9 4 3 3 2 2 4 1 3 13 14 3 5 41 32 8 19
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Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 20
How did you come to Personal selling
10
Count
Advertising Media Referance
0
rs to o M a ot S N oy R T da ho S s or or ot ot M M i m TA G a A nd T yu ag H kb rs ic o an ot M m d la el B
if yes where have you purchased the car?
57% of the Bellad Motors customers are come to know through personal selling and 21% from advertising. 50% of the RNS customers are comr to know through advertising and 46% from personal selling. 47% of the Manickbag customers are come to through advertising and 27% through personal selling. Table 6, Promotional activities which motivate the customers to bye the cars at particular dealer
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Count Which promotional activity made you motivate to buy the car at particular dealer? Exchange Discount/ Trade show mela offers Bellad motors 4 16 6 Manickbag TATA Motors 5 6 8 Hyundai motors 3 3 GM 2 2 Shoda Toyota 2 3 1 RNS Motors 2 10 21 13 40 41
Total
Total 26 19 6 4 6 33 94
30
20
Which promotional ac Trade show
Count
10
Exchange mela 0
Discount/offers s or ot M a S ot N oy R T da ho S s or or ot ot M M G i m TA a nd TA g yu a H kb s ic or an ot M m d la el B
if yes where have you purchased the car?
Exchange mela (57%) is performing one of the best promotional activities at Bellad Motors, which is motivating the customers to buy the car, and on the contrary RNS Motors is giving good discounts and offers (60%).
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors�
Table 7, Ability of the sales persons to answer all queries of the customers when they interact with them Count
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
Ability of sales person to answer all your queries satisfactory Highly satisfactory Satisfactory Just okay Unsatisfactory 4 10 8 6 2 6 5 1 3 3 2 2 3 3 2 2 9 11 3 13 30 30 12
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Total 28 14 6 4 8 25 85
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 12 10
Ability of sales per
8 Highly satisfactory
6
Satisfactory
Count
4
Just okay
2 0
Unsatisfactory s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m
M
d lla Be
if yes where have you purchased the car?
36% customers of Bellad Motors are satisfied and 29% are just satisfied with ability of sales person to solve their queries. 44% customers of RNS are just satisfied and 36% are satisfied with ability of sales person to solve their queries. 43% customers of TATA Motors are satisfied and 35.5% are just satisfied with ability of sales person to solve their queries. Table 8: factors influence on the customers to continue the service of the existing provider
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” Count
Total
What are the main factors influence you to continue the service of the existing providert? Good customer relationship Service Brand Bellad motors 16 7 5 Manickbag TATA Motors 8 7 4 Hyundai motors 3 3 GM 2 2 Shoda Toyota 5 1 2 RNS Motors 11 21 3 45 41 14
Total 28 19 6 4 8 35 100
30
What are the main fa
20
Good customer relati onship
Count
10
Service 0
Brand s or ot M ta S yo N R To a od Sh s or or ot ot M M G i m TA a nd TA yu ag H kb s ic r an oto M m d lla Be
if yes where have you purchased the car?
Because of good customer relationship (57%) maintained by Bellad Motors, that is influencing the customers to continue the existing service. Because of good service (60%) and (31%) good customer relationship maintained by RNS that is influencing the customers to continue the existing service. Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors�
Table 9, Satisfaction level of the customers towards service provided by dealers
Count
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
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Are you satisfied with service provided by your dealer? Yes No 3.00 23 4 1 17 2 6 4 6 2 29 6 85 14 1
Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 40 30
Are you satisfied wi
20
Count
Yes 10
No
0
3.00 d la
s or ot M ta S N yo R To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s an otor m
M
l Be
if yes where have you purchased the car? Both Bellad Motors and RNS are giving good service to the customers because 82% of both the customers are said that they are satisfied with service provided by that dealer.
Table 10, Satisfaction level of the customers towards service provided by dealers at pre purchase stage Count Satisfaction level at pre prchase
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors
Highly satisfactory 1 2
Total
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3 6
Satisfactory 18 5 6 4 5 16 54
Just okay 3 12
3 11 29
Unsatisfactory 6
5 11
Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 20
Satisfaction level a Highly satisfactory
10
Count
Satisfactory Just okay 0
Unsatisfactory s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m
M
d lla Be
if yes where have you purchased the car?
64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service. 47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service. Table 11, Satisfaction level of the customers towards service provided by dealers at post purchase stage Count
Bellad motors Manickbag TATA Motors Hyundai motors GM Shoda Toyota RNS Motors Total
Satisfaction level at post purchase Highly satisfactory Satisfactory Just okay Unsatisfactory 5 12 9 2 4 10 4 1 6 2 2 3 2 3 5 12 17 1 19 44 33 4
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Total 28 19 6 4 8 35 100
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 20
Satisfaction level a Highly satisfactory
10
Count
Satisfactory Just okay 0
Unsatisfactory s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m
M
d lla Be
if yes where have you purchased the car?
43% customers of Bellad Motors are satisfied and 32% are just satisfied with post purchase service given by Bellad Motors service. 32% customers of RNS Motors are satisfied and 46% are just satisfied with post purchase service given by Bellad Motors service
FINDINGS OF THE STUDY Out of 100 respondents I got 35% respondents from RNS Motors, 28% from Bellad Motors followed by 19% from Manickbag TATA motors. RNS Motors have more market share (more than 37%) is followed by Bellad Motors and Manickbag TATA Motors. 57% of the Bellad Motors customers are come to know through personal selling and 21% from advertising.50% of the RNS customers are come to know through advertising and 46% from personal selling.47% of the Manickbag customers are come to through advertising and 27% through personal selling. Exchange mela (57%) is performing one of the best promotional activities at Bellad Motors, which is motivating the customers to buy the car, and on the contrary RNS Motors is giving good discounts and offers (60%). 36% customers of Bellad Motors are satisfied and 29% are just satisfied with ability of sales person to solve their queries.44% customers of RNS are just Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” satisfied and 36% are satisfied with ability of sales person to solve their queries.43% customers of TATA Motors are 43% are satisfied and 35.5% are just satisfied with ability of sales person to solve their queries. Because of good customer relationship (57%) maintained by Bellad Motors, that is influencing the customers to continue the existing service.Because of good service (60%) and (31%) good customer relationship maintained by RNS that is influencing the customers to continue the existing service. Both Bellad Motors and RNS are giving good service to the customers because 82% of both the customers are said that they are satisfied with service provided by that dealer. 64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service. 47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service. 43% customers of Bellad Motors are satisfied and 32% are just satisfied with post purchase service given by Bellad Motors service. 32% customers of RNS Motors are satisfied and 46% are just satisfied with post purchase service given by Bellad Motors service
Policy implications: 1. Newspaper advertisements is very effective so enhance news paper advertisements and provide good service for existing customers which can help to increase positive word of mouth. 2. In service station recruit the well-experienced staff that will enhance efficiency and performance of staff and improve the quality of service. 3. Most influential factors are exchange mela, brand, service, extra offer and discounts and price variations between the dealers. Hence conduct more exchange melas to enhance the sales and allow cash discounts on cash payments and provide offers in the form of 1-year free insurance, free accessories, increased number of free services, and technical support & guidelines.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” 4. Provide all committed offers at the time of delivery of the car, which can reduce the cognitive dissonance of the customer. 5. Instead of spending heavily for prospective customers, satisfy the existing customers, which will increase positive word of mouth, and enhance the sales by their recommendations. To reach the excellent stage of performance it has to overcome from commitment problem, service station problem, quality spares and accessories and should recruit the experienced service staff.
CONCLUSION: Winning the hearts and minds of today’s sophisticated vehicle buyers will require collaboration, commitment and communication on the part of both manufacturers and dealers. This study provides an overview of consumers’ automotive buying behavior—how they shop, why they buy, what keeps them coming back. The findings make it clear that automotive manufacturer and dealers must focus on better collaboration, stronger commitment to developing a long-term relationship with the customer, and increased communication throughout the vehicle lifecycle if they hope to improve customer loyalty as well as business performance.
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors”
Questionnaire Name: ___________________________________________________________ Adress: __________________________________________________________ Income (annual): ___________________________________________________ Contact no: _______________________________________________________ Kindly fill in the following details 1) Do you own a car? a)Yes [ ] b) No [ ] 2) If yes from where have you purchased the ‘car’? a) Bellad Motors [ ] b) Manickbag TATA Motors [ ] c) Hyundai Motors [ ] d) GM [ ] e) Shoda Toyota [ ] f) Ford motors [ ] 3) How did you come to know about the existing brand? a. Personal selling [ ] Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” b. Advertising [ ] c. Media [ ] d. Reference [ ] 4) Do you aware about the promotional activity under taken by that dealer? a) Yes [ ] b) No [ ] 5) Which promotional activity made you motivate to buy the car at particular dealer? a. Trade show [ ] b. Exchange Mela [ ] c. Discount / Offers [ ] 6) Which one of the following factors influences your purchasing decisions the most? a. Price [ ] b. Aesthetic [ ] c. Brand [ ] d. Promotional activity [ ] e. Service [ ] f. Others…. 7) Have you seen the advertisement of that dealer? a) Yes [ ] b) No [ ] 8) Did you interact with representatives of that dealer? a) Yes [ ] b) No [ ] 9) Ability of sales person to answer all your queries satisfactory.
Highly satisfactory
Unsatisfactory
Just okay
Satisfactory
Highly satisfactory
10) What are main factors influence you to continue the service of the existing provider? a. Good customer relationship [ ] b. Service [ ] c. Brand [ ] d. Others… 11) Rank the parameters that you consider at the time of selection? a. Service [ ] b. Price [ ] Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors” c. Offer [ ] d. Brand [ ] e. Others…. [1 as highest and 5 as lowest] 12) Are you satisfied with the service provided by your dealer? a. Yes [ ] b) No [ ]
13) Satisfaction level at pre purchase stage
Highly satisfactory
Unsatisfactory
Just okay
Satisfactory
Highly satisfactory
Satisfactory
Highly satisfactory
14) Satisfaction level at post-purchase stage
Highly satisfactory
Unsatisfactory
Just okay
15) Any suggestion to improve overall performance of that dealer……………………….. ……………………………………………………………………………………………… ………………………………………………………………………………………………
Thank you for your valuable time
Babasabpatilfreepptmba.com
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BIBLOGRAPHY REFERANCE BOOKS: Babasabpatilfreepptmba.com
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“Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors� Marketing research
: Tull and Hawkins
Marketing research
: A.Parasuraman, Dhruv Grewal and R.Krishnan.
Magazines
: Auto :Overdrive
INTERNET WEBSITES : www.marutiudyog.com www.autos.com
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