SUMMER TRAINING PROJECT REPORT

On

STUDY OF CUSTOMER SATISFACTION AT HYUNDAI MOTORS LIMITED

Submitted in Partial Ful illment !r t"e A#ard ! t"e De$ree ! Ma%ter ! &u%ine%% Admini%trati!n

Under t"e Guidan'e ! ( Dr Abhijit Das

Submitted &)( Mohd. Irshad

ANA COLLEGE OF MANAGEMENT STUDIES* &AREILLY

AFFILIATED TO UP TECHNICAL UNI+ERSITY* LUC,NO-

STUDENT DECLARATION

This is to certify that I have completed the Project titled .Stud) ! Cu%t!mer Sati% a'ti!n at H)undai M!t!r% Ltd/0 under the guidance of Dr Abhijit Das in partial fulfillment of the requirement for the award of Degree of Master of usiness Administration at A!A "ollege of Management #tudies$ areilly. This is an original piece of wor% & I have not submitted it earlier elsewhere.

Date( Pla'e ( areilly

Si$nature Name R!ll N!/

( ( Mohd Irshad (

CERTIFICATE

This is to certify that the summer project titled .Stud) ! Cu%t!mer Sati% a'ti!n at HYUNDAI MOTORS LTD/0 is an academic wor% done by Mohd Irshad submitted in the partial fulfillment of the requirement for the award of the degree of Master of direction. To the best of my %nowledge and belief the data & information presented by him'her in the project has not been submitted earlier. usiness Administration$ under my guidance &

Si$nature Name ! t"e Fa'ult) De%i$nati!n

( ( ( Dr Abhijit Das Director

E1ECUTI+E SUMMARY
Automobiles have become an indispensable part of our lives$ an e(tension of The human body that provides us faster$ cheaper and more convenient mobility every passing day. ehind this betterment go the efforts of those in the industry$ in the form of improvement through technological research. The Indian automotive component industry is dominated by around )** players which account for more than +), of the production. -yundai Motor "o. was established as an independent "ompany in ./01.This project on -yundai tells us about the satisfaction level of consumers with The -yundai. 2irstly Introduction about The Automobile Industry has been e(plained in this project. As a joint venture between 3roup and -yundai Motor "orporation$ -yundai Motor 4imited 5T6M7 aims to play a major role in The development of The automotive industry and The creation of employment opportunities$ not only through its dealer networ%$ but also through ancillary industries. -yundai Motor 4imited firmly believes that The success of this venture depends on providing high quality products and services to all valued customers through The efforts of its team members. -yundai Motor 4imited$ along with its dedicated dealers and suppliers$ has adopted The 83rowing Together8 philosophy of its parent "ompany TM" to create long9 term business growth. In this way$ -yundai Motor 4imited aims to further contribute to progress in The Indian automotive industry$ reali:e greater employment opportunities for local citi:ens$ improve The quality of life of The team members and promote robust economic activity in India. The ne(t phase loo%s upon The research carried out for analy:ing The response towards -yundai. This has been done by conducting a survey. After conducting the survey it was observed that most of The -yundai owners were satisfied with their services and its maintenance. The designing and interiors are most li%ed by The customers but few people also want it to be more affordable.

TA&LE OF CONTENTS

C"a2ter 3 Intr!du'ti!n ab!ut T"e Indu%tr)

C"a2ter 4 Ab!ut T"e Or$ani5ati!n C"a2ter 6 Re%ear'" Met"!d!l!$) 0.. ;bjectives of The #tudy 0.< Methodology 0.0 4imitation of #tudy C"a2ter 7 Findin$% and Anal)%i% =.. 2indings from Primary Data C"a2ter 8 C!n'lu%i!n C"a2ter 9 Re'!mmendati!n% ANNE1URE Anne:ure I Anne:ure II &ibli!$ra2")
>uestionnaire Product Mi( of -yundai

CHAPTER 3

Intr!du'ti!n ab!ut t"e Indu%tr)

Intr!du'ti!n

The Indian automotive component industry is dominated by around )** players which account for more than +), of the production. The turnover of this industry has been growing at a mammoth <+.*), per annum from <**<9*0 onwards as illustrated in 2ig which clarifies its emergence as one of India?s fastest growing manufacturing sectors. During .//*s$ the auto components mar%et in India used to be dominated by supplies to the aftermar%et with only 0), e(ports sourced by global Tier . ;@Ms 5;riginal @quipment Manufacturers7. The industry made a sustained shift to the global Tier . mar%et and today$ the component manufacturers supply 1), of their e(ports to global Tier . ;@Ms and the remaining to the aftermar%et. This is largely due to the growing capability of The Indian component suppliers in understanding technical drawings$ conversance with global automotive standards$ economically attractive costs 5manufacturing costs are <),90*, lower than its western counterparts7$ fle(ibility in small batch production and growing information technology application for design$ development and simulation. esides The burgeoning demand of auto components from global majors$ the domestic automobile industry has been showing a spar%ling growth caused by increasing customer base and affordable loans. ased on this$ the turnover of The Indian auto component industry is e(pected to touch A#B .+.1 billion by <**/ and estimated to reach A#B =* billion by <*.=.

O;er;ie# ! Indian Aut!m!bile Indu%tr)

The liberali:ed policies of The Indian 3overnment paved towards steady evolution of India as a stable and mar%et driven economy with the real 3ross Domestic Product growth in e(cess of +,$ foreign e(change reserves crossing The B.)* billion mar%$ growing value of Indian Cupee compared to A# dollar and reducing inflation rate. .**, 2oreign Direct Investment$ absence of local content regulation$ manufacturing and imports free from licensing & approvals in The automobile sector coupled with customs tarifforauto components reducing to .<.), resulted in increased number of multinationals establishing Their bases in India and with e(port mar%ets loo%ing up$ The Indian automobile industry is poised for a phenomenal growth. The automobile production in the sub9continent has been growing steadily D .+.)0, per annum from <**<9*0 onwards with total vehicle production standing at a mammoth .$**$0.$</E nos. in <**)9*E.

Among The automobiles$ < wheelers account for 1).11,$ cars about ...*/,$ 0 wheelers to the tune of =.00,$ tractors about <./),$ buses & truc%s constitute <../,$ Multi Atility Fehicles 5MAFs7 to The tune of ../E, and 4ight "ommercial Fehicles 54"Fs7 about ..1., of The total number of automobiles produced in the country. Presently$ India is the second largest mar%et after "hina for two & three wheelers. In tractors production$ India is one of the two largest manufacturers in the world along with "hina. The subcontinent stands as the =th largest producer of truc%s in the world. "oming to The passenger car segment$ the country is positioned ..th in car production in the world. The Indian passenger car mar%et is far from being saturated leaving ample opportunity for volume growth since the per capita car penetration per .*** is only 1 compared to )** in 3ermany. The production of cars in The country has

been growing at a mammoth <1.)+, per annum from <**<9 *0 onwards. In general$ cars are broadly classified as Mini$ "ompact$ Mid9#i:e$ @(ecutive & Premium varieties. There has been a steady rise in compact car production from 000$*** in <**<9*0 to 1.)$*** in <**)9 *E$ mid9si:e cars from .<<$*** to <*=$*** nos.$ e(ecutive cars from <*** to <0$*** nos. and premium variety cars from =*** in <**<9*0 to )*** nos. in <**)9*E. The mini car segment production reduced from .)*$*** in <**<9*0 to /+$*** nos. in <**)9*E. These statistics vividly reveal the increasing capacity of The Indian customer$ thus driving The passenger car demand rapidly up The price ladder. Analysts speculate car production in The sub9 continent to touch .)1)$*** in <**/ and <E)=$*** by <*.=. "ars and MAFs e(ports rose from 1<$*** in <**<9*0 to reach .1E$*** nos. in <**)9*E with growth D =+..)) per annum from <**<9*0 onwards. ;ut of The two wheelers produced in India$ motorcycles account for +..)/,$ scooters about .0.=<, and mopeds to the tune of =.//, of the total production. The production statistics which shows The growth of <wheelers D .E.)+, per annum from <**<9*0 onwards. ;ut of this$ motorcycles have e(hibited production growth D ././/, per annum$ scooters D E.1=, per annum & mopeds D <.E), per annum from <**<9*0 onwards. Two wheeler production units in India constitute of Gapanese ;@M# 5;riginal @quipment Manufacturers7 which include -ero -onda Motors$ -onda Motorcycle & scooter India 5P7 4td.$ Hamaha Motor India 5P7 4td. & #u:u%i Motorcycle India 5P7 4td. and Indian ;@Ms consisting of ajaj Auto 4td. $ T F # M o t o r "ompany 4td.$ 4M4 4td.$ 6inetic @ngineering 4td.$ Majestic Auto 4td.$ 6inetic Motor "ompany 4td. and Coyal @nfield of @icher 4td. ;ut of the aforementioned$ -ero -onda accounts for 0/.)),$ ajaj Auto about <E.+1,$ TF# Motors .1./+,$ -onda Motors 1./=,$ Hamaha Motors 0.<1,$ 4M4 ..=., and The remaining <./+, of The total < wheelers production in The country. The e(ports of two wheelers made a significant growth from a level of .+*$*** in <**<9*0 to reach ).0$*** nos. in <**)9*E. The latest estimates put up production of < wheelers to .0.E million by <**/. The production of Multi Atility Fehicles 5M"Fs7 has been showing spar%ling growth D <0.+=, per annum$ 4ight "ommercial Fehicles 54"Fs7 D 0).=/, and Medium & -eavy "ommercial Fehicles 5M & -"Fs7 D <1.00, per annum from <**<9*0 onwards in India. Industry analysts put up MAFs production to reach <*1$*** in <**/ and <11$*** in <*.=. "ommercial vehicle e(ports made a steady growth from a level of ..$*** in <**<9 *0 to =.$*** in <**)9*E. The manufacturing units for four wheelers in India constitute of Gapanese ;@Ms covering Maruti Adyog 4td.$ -yundai Motor 5P7 4td.$ -onda #iel cars India 4td. & #waraj Ma:da 4td.$ Indian ;@Ms consisting of Tata Motors 4td.$ Mahindra & Mahindra 4td.$ Asho% 4eyland 4td.$ 2orce Motors 4td.$ @icher M o t o r s 4 t d . & -industan Motors 4td.$ 6orean ;@M -yundai Motor India 4td.$ American ;@Ms which include 3eneral Motors India 5P7

4td. & 2ord India 5P7 4td. and @uropean ;@Ms consisting of #%oda Auto India 5P7 4td.$ Daimler "hrysler India 5P7 4td.$ Folvo India 5P7 4td.$ Tatra Truc%s India 4td. & 2iat India 5P7 4td. Presently$ Maruti Adyog accounted for 00.<=,$ Tata Motors <E..=,$ -yundia Motors.)..0,$ Mahindra & Mahindra 1.=1,$ Asho% 4eyland 0.1+,$ -yundai <.E.,$ -onda #iel "ars <.=*,$ 2orce Motors <.*+,$ 3eneral Motors ..1+,$ 2ord India ..)1,$ @icher Motors ..=., and oThe=rs <.0/, of The total production of four wheelers in India. The tractors production in the country has been ma%ing a steady growth D <).+*, and three wheelers D ./, per annum from <**<9*0 onwards. The Indian automobile industry is flooded with huge investments involving green field and brown field projects. -yundai plans to set up a 4"F plant at Pune$ India. -yundai would be investing A#B =.< billion for starting production of small cars & #u:u%i plans to invest A#B ..E billion in India. Isu:u Motor & !issan Motor belonging to -itachi 4td. ;f Gapan would begin manufacturing cars in India. Tata Motors is setting up its novel small car production facility near 6ol%ata. -yundai plans to ma%e India an e(port base for small cars. Telecon is investing about A#B )= million for production of earth moving vehicles'components at 6haragpur in India. Also$ -onda Motorcycles & scooters have ambitious plan for ma%ing this sub9continent a hub for two wheelers e(ports. All These forward towards further increase in demand for auto components.

Aut! C!m2!nent% Pr!du'ti!n Ran$e In India

India is bestowed with e(cellent infrastructure for production of auto components. There are various national and multinational companies in the country that have put up state of art auto component

manufacturing facilities. The production range of auto components in India. 2or many of the auto components$ steel remains the dominant material due to its versatility providing a wide range of properties through the choice of appropriate combination of composition and processing. Along with The above$ long term availability of raw materials$ good recycling ability$ a relatively favourable price and The large e(perience based %nowledge favour steel as a choice for use in auto component manufacturing. The steel requirements in general for engine parts such as fan$ pulley$ piston pin & oil fan are met by low carbon steels$ medium carbon steels'alloy steels based on requisite mechanical properties are applied for cran%shafts$ connecting rods$ roc%er arm shafts e t c . Ihile low carbon'low carbon alloy case hardening steels are u s e d f o r moderately'severely stressed components. Transmission parts such as input shaft$ output shaft$ front a(le$ rear a(le$ %ic% down & reverse bands$ pinion shafts$ clutch discs & plates$ automatic transmission components etc. are made with medium carbon'alloy steels while The gears are made of low carbon'low carbon alloy case hardening steels. #uspension and steering parts such as %nuc%le ball studs$ arm sector shafts$ arm parts$ pitman & idler arms$ struts$ tie rod ends$ ball joint studs$ center lin% etc. are either made of medium carbon steel or alloy steel depending upon The conferred properties$ spring steels for suspension springs while low carbon case hardening steels are applied for components that require wear resistance. Farious low carbon'low carbon alloy steels are used for rivets$ bolts$ nuts & other fastener items. #teel required for chassis components are met with cold forming & wieldable low carbon'micro alloyed steel sheets'plates while deep drawing & e(tra deep drawing varieties of steel sheets are employed for body. #teels are shaped$ formed$ heat treated and'or machined into automotive components fulfilling The specific design criteria requiring critical set of properties li%e strength & toughness$ fatigue & fracture resistance$ wear resistance$ corrosion resistance etc. Technology of machining$ fabricating or forming of engineering components has undergone rapid changes with the advent of "omputer

Aided Manufacturing systems and robotics. "onsequently$ the auto component manufacturers require the highest degree of consistency in the quality of the steels both metallurgical and dimensional. Also$ the

changes in customer e(pectations for lighter$ more powerful & fuel efficient vehicles with greater degrees of reliability & safety will continuously drive The steel industry towards development and manufacturing of steel with closer band of metallurgical properties$ physical properties$ leaner alloy compositions$ higher strength to weight ratio etc. at The most competitive prices. Today$ automobile sector accounts for 1, of the total steel consumed in India. The spar%ling growth of the automotive component industry and the automobile industry in India translates into a tremendous potential and opportunity for domestic steel producers to cater to the needs of these industries where steel is the most vital input. India @merging as -ub for Auto "omponents Indian auto component industry is fast emerging as an attractive ;@M & Tier . supplier. The auto component e(ports from India rose from a mere A#B *.1E* billion in <**<9*0 to A#B ..+ billion in <**)9*E showing growth D =).E., per annum from <**<9*0 onwards. In <**)9*E$ about 0E, of the component e(ports headed for @urope$ <E, for America$ .E, for Asia$ .*, to Africa$ .*, to Middle @ast$ ..), to ;ceania and others account for *.), of the total e(ports. ased on The spar%ling growth in demand for auto components$ global auto majors and domestic giants have been investing heavily in India because of India?s competitive advantage. Accordingly$ the total investment in Indian auto component industry has been showing a tremendous growth D <<..<, per annum from <**<9*0 onwards. The investment is e(pected to rise further with huge strides. Among various investments pumping in India$ auto parts ma%er Cobert osch of 3ermany will investment A#B <*..= million in its Indian subsidiaries over two years with bul% of investment in Motor Industries "o. 4td.5MI";7. -itachi 4td. of Gapan is planning to start auto component manufacturing in India with its ; @ M s 9 I s u : u Motor & !issan Motor to begin manufacturing cars in India. 36! Driveline$ a wing of A6 based auto c o m p o n e n t manufacturer 36! plans to open a new manufacturing facility in India. Dubai based auto ancillary Parts International "ompany plans to invest about A#B 0.E million in India over three years which includes setting up a manufacturing facility to service e(ports to "I# & #AAC" countries. 2iat India has been ta%ing various measures to become a global sourcing hub for components by e(porting components worth A#B +.0 million last year to its operations in #outh Africa and plans to source components worth A#B <** million. -yundai already invested A#B ./1 million to supply transmission system$ gear bo(es$ a(les$ propeller shafts and aluminium pressure die casting products to global operations. Delphi is planning to source components such as piston rods$ steering system$ drive shafts$

catalytic converter$ stampings in power train$ sheet metal'stampings for chassis and electrical parts li%e wiring harnesses & armature motors worth A#B <)* million by <**1. 3eneral Motors which presently is sourcing components worth A#B E million from Indian suppliers intends to ship parts worth A#B . billion for its global production units by <*.* and The components include cran%shaft forgings$ radiator caps$ gear bo(es$ leaf springs$ wiring harnesses & cables. 2ord Motors plan to source components li%e steering columns$ alloy wheels$ cran%shafts$ e(haust parts$ complete engines for I6;! model$ radiators$ springs$ castings$ forgings$ leaf springs$ body panel$ horns$ dash board assembly$ starters$ alternators & door trims from The present level of A#B .)* million to around A#B E** million by <**/ from India. Fisteon which had already invested A#B )E million is sourcing components for e(terior$ instrument$ cluster assembly & bumpers$ A" system$ starters$ motors$ alternators and panel instrument assembly from India. Along with this$ over <* ;@Ms have set up International Purchasing ;ffices 5IP;s7 in India for components and the figure is e(pected to double by <*.*. "onsidering the above$ Indian auto component manufacturers are substantially increasing investments in production capacities$ establishing partnerships in India & abroad and have been investing in or acquiring companies overseas. In continuation with this$ global multi nationals are shifting automotive design centers into India with India evolving as an e(cellent automotive C & D base for prototyping$ testing$ validating and production of auto components caused by e(cellent IT s%ills & e(emplary automotive domain %nowledge.

C!n'lu%i!n%
Iith increased role of outsourcing in an integrated global economy and India being considered as a low cost automotive component producer possess a greater edge in the global mar%et aspiring to capture .*, share of the global mar%et which translates into an e(port target of A#B<* billion by <*.). Also$ by the current trends in the domestic automotive industry$ the indigenous demand for auto components is estimated to reach A#B<* billion in The ne(t .* years. This is e(pected to increase the demand for alloy steels providing a great opportunity for alloy steel producers in the country to capitulate on it.

CHAPTER 4 Ab!ut T"e Or$ani5ati!n

COMPANY PROFILE
3/3 A&OUT HYUNDAI MOTORS INDIA LIMITED

-yundai Motor India 4imited 5-MI47 is a wholly owned subsidiary of -yundai Motor "ompany 5-M"7$ #outh 6orea and is the largest passenger car e(porter and the second largest car manufacturer in India. -MI4 presently mar%ets E models of passenger cars across segments. The A< segment includes the #antro$ i.* and the i<*$ the A0 segment includes the Accent and the Ferna$ the A) segment includes the #onata Transform. -MI4Js fully integrated state9of9the9art manufacturing plant near "hennai boasts of the most advanced production$ quality and testing capabilities in the country. To cater to rising demand$ -MI4 commissioned its second plant in 2ebruary <**+$ which produces an additional 0**$*** units per annum$ raising -MI4Js total production capacity to E**$*** units per annum. In continuation with its commitment to providing Indian customers with cutting9edge global technology$ -MI4 has set up a modern multi9million dollar research and development facility in the cyber city of -yderabad. It aims to become a centre of e(cellence for automobile engineering and ensure quic% turnaround time to changing consumer needs. As -M"Js global e(port hub for compact cars$ -MI4 is the first automotive company in India to achieve the e(port of .* la%h cars in just over a decade. -MI4 currently e(ports cars to more than ..* countries across @A$ Africa$ Middle @ast$ 4atin America$ Asia and Australia. It has been the number one e(porter of passenger car of the country for the si(th year in a row. To support its growth and e(pansion plans$ -MI4 currently has a </* strong dealer networ% and )+* strong service points across India$ which will see further e(pansion in <*.*.

To support its growth and e(pansion plans$ -MI4 currently has a </* strong dealer networ% and )+* strong service points across India. 3/4 COMPANY<S HISTORY

The beginning of -yundai Motor "ompany dates to April ./=E when founder$ Gu9Hung "hung established -yundai Auto #ervice in #eoul$ #outh 6orea at The age of 0. years. The name -yundai was chosen for its meaning which in @nglish translates to Kmodern.L The -yundai logo is symbolic of The "ompany?s desire to e(pand. The oval shape represents The "ompany?s global e(pansion and The styli:ed 8-8 is symbolic of two people 5The "ompany and customer7 sha%ing hands. -yundai Motor India 4imited was formed in E May .//E by The -yundai Motor "ompany of 6orea. The first production plant was established in Irrungattu%otai near "hennai$ India. -MI4?s first car$ The -yundai #antro was launched in <0 #eptember .//+ and was a runaway success. Iithin a few months of its inception -MI4 became The second largest automobile manufacturer and The largest automobile e(porter in India. -yundai sells several models in India$ The most popular being The #antro Ming$ i.* and The i<*.;TheC models Include 3et: Prime$ Accent$ Ferna TCA!#2;CM$ Tucson$ and The #onata Transform. 3/6 COMPANY<S +ISION

The companyJs motto is 8Innovation for Customers8. The companyJs vision is five core strategiesN global orientation$ respect for human values$ customer satisfaction$ technology innovation$ and cultural creation. They have a desire to create an automobile culture of putting customer first via developing humanO centered and environmentOfriendly technological innovation. The companyJs striveJs to create a more affluent lifestyle for humanity$ and contribute to the harmony and co9prosperity with shareholders$ customers$ employees and other sta%eholders in The automobile industry. The spirit of creative challenge of the company has been a driving force in leading -MI4 to where it is today. It is the permanent %ey factor for -MI4 to actively respond to change in the companyJs the management system and see% creative and selfOinnovative system. The spirit of creative challenge$ creates profits$ The primary objective of a private enterprise. 2urthermore$ the companyJs ta%es responsibility for The environment and society and provide benefits to all sta%eholders including shareholders$ customers$ e(ecutives$ employees$ suppliers$ and communities.

C!r2!rate P"il!%!2")

Mana$ement P"il!%!2") Iith the spirit of creative challenge$ we will strive to create a more affluent lifestyle for humanity$ and contribute to the harmony and co9prosperity with shareholders$ customers$ employees and other sta%eholders in the automobile industry. The spirit of creative challenge has been a driving force in leading -M" to where it is today. It is the permanent %ey factor for -M" to actively respond to change in the management system and see% creative and selfOinnovative system. Iith the spirit of creative challenge$ we create profits$ the primary objective of a private enterprise. 2urthermore$ we ta%e responsibility for the environment and society we belong to$ and offer sustainable mobility in order to implement our corporate philosophy and provide benefits to all sta%eholders including shareholders$ customers$ e(ecutives$ employees$ suppliers$ and communities. +i%i!n Ie announced 8Innovation for "ustomers8 as our midOto longOterm vision with five core strategiesN global orientation$ respect for human values$ customer satisfaction$ technology innovation$ and cultural creation. Ie desire to create an automobile culture of putting customer first via developing humanOcentered and environmentOfriendly technological innovation.

Mana$ement P!li') ased on a respect for human dignity$ we ma%e efforts to meet the e(pectations of all sta%eholders including customers and business partners by building a constructive relationship amongst management$ labor$ e(ecutives and employees. Also$ we focus on communicating our corporate values both internally

and

e(ternally$

and

gaining

confidence

from

all

sta%eholders.

Mid9and 4ong9term #trategies. Ie developed five midOand longOterm strategiesN global management$ higher brand values$ business innovation$ environmental management$ and strengthening product competitiveness. @specially$ we selected environmental management as one of our strategies to meet the needs of our sta%eholders and the society we belong to. Ie also intend to promote sustainability development and preservation of the environment.

+ISION AND MISSION

At a time when India was awa%ening to the call of freedom$ M32 was ta%ing a revolutionary step that would help hasten the country?s development. Today$ the M32 Developments portfolio spans the entire spectrum of small$ medium and large9scale equipment finance as well as big tic%et leasing$ vehicle financing$ Automobiles dealerships$ factoring services$ consumer finance$ and infrastructural development. The M32 Developments brings international e(pertise$ cutting9edge technology and global scale of operations to deliver .** percent satisfaction to its customers$ clients and employees. The M32 Developments vision is to be recogni:ed asN The preferred provider of services and integrated solutions in all its areas of operation A diverse team of talented professionals with e(pertise in selected segments An employer of choice$ fostering a culture that values Dedication$ Cespect and "ontinuous Improvement

MAR,ETING
Ihat is mar%etingP There are many different definitions of mar%eting. "onsider some of The following alternative definitionsN KThe achievement of corporate goals through meeting and e(ceeding customer needs better than The competitionL KThe management process that identifies$ anticipates and supplies customer requirements efficiently and profitablyL KMar%eting may be defined as a set of human activities directed at facilitating and consummating e(changesL Ihich definition is rightP In short$ They all are. They all try to embody The essence of mar%etingN Q Mar%eting is about meeting The needs and wants of customersR

Q Mar%eting is a business9wide function O it is not something that operates alone from other business activitiesR Q Mar%eting is about understanding customers and finding ways to provide products or services which customers demand To help put things into conte(t$ you may find it helpful to often refer to The following diagram which summarises The %ey elements of mar%eting and Their relationshipsN

MAR,ETING CONCEPT AND ORIENTATION

It is a fundamental idea of mar%eting that organisations survive and prosper through meeting the needs and wants of customers. This important perspective is commonly %nown as the mar%eting concept. The mar%eting concept is about matching a "ompany?s capabilities with customer wants. This matching process ta%es place in what is called the mar%eting environment. usinesses do not underta%e mar%eting activities alone. All These factors have to be ta%en into account as a business tries to match its capabilities with The needs and wants of its target customers. An organisation that adopts The mar%eting concept accepts The needs of potential customers as The basis for its operations. #uccess is dependent on satisfying customer needs. Ihat are customer needs and wantsP A need is a basic requirement that an individual wishes to satisfy. "ustomer needs are$ Therefore$ very broad. "ustomer needs are broad$ customer wants are usually quite narrow. A want is a desire for a specific product or service to satisfy The underlying need. "onsider this e(ampleN "onsumers need to eat when they are hungry. Ihat they want to eat and in what %ind of environment will vary enormously. 2or some$ eating at McDonalds satisfies the need to meet hunger. 2or others a microwave ready9meal meets the need. #ome consumers are never satisfied unless Their food comes served with a bottle of fine "hardonnay. "onsumer wants are shaped by social and cultural forces$ The media and mar%eting activities of businesses. This leads onto another important concept 9 that of customer demandN "onsumer demand is a want for a specific product supported by an ability and willingness to pay for it. 2or e(ample$ many consumers around the globe want a Mercedes. ut relatively few are able and willing to buy one. usinesses therefore have not only to ma%e products that consumers want$ but They also have to ma%e Them affordable to a sufficient number to create profitable demand. usinesses do not create customer needs or The social status in which customer needs are influenced. It is not McDonalds that ma%es people hungry. -owever$ businesses do try to influence demand by designing products and services that are QAttractive QIor%well QAreaffordable Q Are available usinesses also try to communicate The relevant features of Their products through advertising and other mar%eting promotion.

MAR,ETING MI1

The mar%eting mi( is generally accepted as The use and specification of The four Ps describing The strategic position of a product in The mar%etplace. ;ne version of The origins of The mar%eting mi( starts in ./=+ when Games "ulliton said that a mar%eting decision should be a result of something similar to a recipe. This version continued in ./)0 when !eil orden$ in his American Mar%eting Association presidential address$ too% The recipe idea one step further and coined The term ?Mar%eting9Mi(?. A prominent mar%eter$ @. Gerome Mc"arthy$ proposed a = P classification in ./E*$ which would see wide popularity. The four Ps concept is e(plained in most mar%eting te(tboo%s and classes.

DEFINITION
Although some mar%eters have added other Ps$ such as personnel and pac%aging$ the fundamentals of mar%eting typically identifies the four Ps of The mar%eting mi( as referring toN Pr!du't 9An object or a service that is mass produced or manufactured on a large scale with a specific volume of units. A typical e(ample of a mass produced service is the hotel industry. A less obvious but ubiquitous mass produced service is a computer operating system. Typical e(amples of a mass produced objects are the motor car and the disposable ra:or. Pri'e O The price is the amount a customer pays for the product. It is determined by a number of factors including mar%et share$ competition$ material costs$ product identity and the customer?s perceived value of the product. The business may increase or decrease the price of product if other stores have the same product. Pla'e O Place represents the location where a product can be purchased. It is often referred to as The distribution channel. It can include any physical store as well as virtual stores on The Internet. Pr!m!ti!n O Promotion represents all of The communications that a mar%eter may use in The mar%etplace. Promotion has four distinct elements 9 advertising$ public relations$ word of mouth and point of sale. A certain amount of crossover occurs when promotion uses The four principal elements together$ which is common in film promotion. Advertising covers any communication that is paid for$ from television and cinema commercials$ radio and Internet adverts through print media and billboards. ;ne of The most notable means of promotion today is The Promotional Product$ as in useful items distributed to targeted audiences with no obligation attached. This category has grown each year for The past decade

while most other forms have suffered. It is The only form of advertising that targets all five senses and has The recipient than%ing The giver. Public relations are where The communication is not directly paid for and includes press releases$ sponsorship deals$ e(hibitions$ conferences$ seminars or trade fairs and events. Iord of mouth is any apparently informal communication about The product by ordinary individuals$ satisfied customers or people specifically engaged to create word of mouth momentum. #ales staff often plays an important role in word of mouth and Public Celations. mar%eting mi( is The primary responsibility of mar%eting. roadly defined$ optimi:ing The y offering The product with The right

combination of The four Ps mar%eters can improve Their results and mar%eting effectiveness. Ma%ing small changes in The mar%eting mi( is typically considered to be a tactical change. Ma%ing large changes in any of The four Ps can be considered strategic. 2or e(ample$ a large change in The price$ say from B./.** to B0/.** would be considered a strategic change in The position of The product. -owever a change of B.0. to B.0*.// would be considered a tactical change$ potentially related to a promotional offer.

MAR,ET RESEARCH
Mar%et research is for discovering what people want$ need$ or believe. It can also involve discovering how They act. ;nce that research is complete it can be used to determine how to mar%et your specific product. MC9Anywhere is a very good platform for mar%et research and analysis. 2or starting up a business There are a few things that are importantN Mar=et in !rmati!n Mar%et information is ma%ing %nown The prices of The different commodities in The mar%et$ The supply and The demand. Information about The mar%ets can be obtained in several different varieties and formats. @(amples of mar%et information questions areN Iho are The customersP Ihere are They located and how can They be contactedP Ihat quantity and quality do They wantP Ihen is The best time to sellP MAR,ET SEGMENTATION

Mar%et segmentation is The division of The mar%et or population into subgroups with similar motivations. Iidely used bases for segmenting include geographic differences$ personality differences$ demographic differences$ use of product differences$ and psychographic differences. Mar=et trend% The upward or downward movements of a mar%et$ during a period of time. The mar%et si:e is more difficult to estimate if you are starting with something completely new. In this case$ you will have to derive The figures from The number of potential customers or customer segments. ut besides information about The target mar%et you also need information about your competitor$ your customers$ products etc. A few techniques areN "ustomer analysis Product research Advertising research Cis% analysis "hoice Modeling "ompetitor analysis

CHAPTER 6 Re%ear'" Met"!d!l!$)

6/3 O&JECTI+ES OF THE STUDY

.. To %now the feedbac% of customers regarding the services which are being provided by the company.

<. To understand the importance of client relationship.

0. To understand customer satisfaction regarding the products offered by the company.

=. To find out the problems faced by customer.

). To %now the customer satisfaction towards the after sales service offers by M32 -yundai.

6/4 METHODOLOGY
Re%ear'" can be defined to be search for %nowledge or any systematic investigation to establish facts. The primary purpose for applied research is discovering interpreting and The development of methods and systems for The advancement of human %nowledge on a wide variety of scientific matters of our world and The universe. Cesearch Methodology can be defined asN The analysis of the principles of methods$ rules$ and postulates employed by a disciplineR The systematic study of methods that are$ can be$ or have been applied within a discipline or A particular procedure or set of procedures.

6/4/3 P!2ulati!n
The main emphasis of the study was on the customers of M32 -yundai in !ew Delhi.

6/4/4 Sam2le De%i$n

Mar%eting research can classify in one of three categoriesN @(ploratory research Descriptive research "ausal research These classifications are made according to the objective of the research. In some cases the research will fall into one of these categories$ but in other cases different phases of the same research project will fall into different categories. E:2l!rat!r) re%ear'" has the goal of formulating problems more precisely$ clarifying concepts$ gathering e(planations$ gaining insight$ eliminating impractical ideas$ and forming hypotheses. @(ploratory research can be performed using a literature search$ surveying certain people about their e(periences$ focus groups$ and case studies. Ihen surveying people$ e(ploratory research studies would not try to acquire a representative sample$ but rather$ see% to interview those who are %nowledgeable and who might be able to provide insight concerning the relationship among variables. "ase studies can include contrasting situations or benchmar%ing against an organi:ation %nown for its e(cellence. @(ploratory research may develop hypotheses$ but it does not see% to test them. @(ploratory research is characteri:ed by its fle(ibility. > De%'ri2ti;e re%ear'" is more rigid than e(ploratory research and see%s to describe users of a product$ determine the proportion of the population that uses a product$ or predict future demand for a product. As opposed to e(ploratory research$ descriptive research should define questions$ people surveyed$ and the method of analysis prior to beginning data collection. In other words$ the who$ what$ where$ when$ why$

and how aspects of the research should be defined. #uch preparation allows one the opportunity to ma%e any required changes before the costly process of data collection has begun. There are two basic types of descriptive researchN longitudinal studies and cross9sectional studies. 4ongitudinal studies are time series analyses that ma%e repeated measurements of the same individuals$ thus allowing one to monitor behavior such as brand9switching. -owever$ longitudinal studies are not necessarily representative since many people may refuse to participate because of the commitment required. "ross9sectional studies sample the population to ma%e measurements at a specific point in time. A special type of cross9sectional analysis is a cohort analysis$ which trac%s an aggregate of individuals who e(perience the same event within the same time interval over time. "ohort analyses are useful for long9term forecasting of product demand. > Cau%al re%ear'" see%s to find cause and effect relationships between variables. It accomplishes this goal through laboratory and field e(periments. The research associated to my project is E1PLORATORY RESEARCH.

6/4/6 Sam2le Si5e

-ow many people should be surveyedP 4arge samples give more reliable results than small samples. -owever$ it is not necessary to sample the entire target population or even a substantial portion to achieve reliable results. #amples of less than . percent of a population can often provide good reliability given a credible sampling procedure. A 'u%t!mer?ba%ed %ur;e) #a% '!ndu'ted in #"i'" 3@@ 2e!2le #ere a%=ed t! ill t"e Aue%ti!nnaire/

6/4/7 S!ur'e% ! In !rmati!n

Primary #ources #econdary #ources

Primar) Re%!ur'e% Primary source$ 5also called original source7$ is a term used in a number of disciplines to describe source material that is closest to the person$ information$ period$ or idea being studied.

Se'!ndar) S!ur'e% In library and information science$ historiography and other areas of scholarship$ a secondary source is a document or recording that relates or discusses information originally presented elsewhere. A secondary source contrasts with a primary source$ which is an original source of the information being discussed. #econdary sources involve generali:ation$ analysis$ synthesis$ interpretation$ or evaluation of the original information.

6/4/8 Data C!lle'ti!n T!!l

Primar) S!ur'e% >uestionnaire O To analy:e buying behavior and in order to gain an insight into the buyer need9 satisfaction level$ a questionnaire was formulated and administered among 10 people.

6/6 LIMITATIONS OF THE STUDY

The sample si:e is limited to .** of respondent. ecause the information collected from the customers by meeting them at their wor%ing places$ company service centers$ the information e(tracted would not be sufficient from the respondents. The opinion now about -yundai may not be the same after some days because of new entrants. The study is conducted for a period of < months. Measurement of customer satisfaction is a comple( subject$ which uses non9objectives method$ which is unreliable.

CHAPTER 7 Findin$% and Anal)%i%

I/ ANALYSIS OF HYUNDAI CAR O-NERS ON THE &ASIS OF AGE GROUP/

A$e Gr!u2 Apto <) Hears <E90) Hears 0E9=) years =E9E* E* and above T!tal
30 25 20 15 10 5 0 Respondents 10 25 20 30

Re%2!ndent% .* <) 0* <* .) 3@@

15

Upto 25 Years 26-35 Years 36-45 years 46-60 60 and above

ANALYSIS(
The ma(imum buyers of -yundai cars as per the survey shows that the customers from the age group of <)90) and 0E9=).The people from age group below <) and above E* are less buyers of the vehicle

II HANDLING OF BUERIES AT THE TIME OF DILE+ERY

14% 86%

YES NO

ANALYSIS(
Most of the customers$ about +E,$ were satisfied with the handling of the queries while .=, were dissatisfied with them.

III/ INTERIOR OF THE CAR CLEAN AND UNDAMAGED AT TIME OF DELI+ERY/

13%

YES NO

87%

ANALYSIS(
+1, of the customers found car clean and undamaged at the time of delivery while .0, found the car to be dirty or damaged.

I+/ FAST* EASY AND CLEARLY E1PLAINED PAPER-OR,/

NO 40%

YES 60%

ANALYSIS(
E*, of the customers surveyed found the paperwor% to be fast easy and clearly e(plained while =*, found the paperwor% as delayed and difficult.

+/ ON TIME CAR DELI+ERY -ITHALL COMMITMENTS FULFILLED*

100 80 60 40 20 0

85

15

YES

NO

ANALYSIS(
+), people received the car on time with all commitments fulfilled while .), did not get the car on time.

+I/ ,NO-LEDGE AND &EHA+IOUR OF SALES CONSULTANT

E#E$$EN% 15%

& ' 7%

!ER "E 25%

"OO' 53%

ANALYSIS(
Ihile .), customers thought that the %nowledge and behavior of the sales consultant was e(cellent only 1, thought they were bad. )0, considered them good while <), rated them as average.

+II/ E1PLANATION OF CAR FEATURES* -ARRANTY AND SER+ICE SCHEDULE/

60 50 40 30 20 10 0 & ' !ER "E "OO' E(#E$$EN% 8 22 15 52

ANALYSIS(
<<, customers thought that the car features warranty and service schedule was e(cellently e(plained while +, customers with dissatisfied. )<, considered them good while .), rated them as average.

+III/ NE- CAR DELI+ERY E1PERIENCE/

24% 6%

15%

& ' !ER "E "OO' E(#E$$EN% 55%

ANALYSIS(
)), customers thought that the new car delivery e(perience is good while E, rated them as bad.

I1/ POST SALES FOLLO- UP DONE REGULARLY/

!ER "E E(#E$$EN% 10% & ' 4%

"OO' 66%

ANALYSIS(
EE, customers thought that the post sales follow up is good while =, rated them as bad.

1/ RESPONSE TO COMPLAINTS BUIC,LY/

70 60 50 40 30 20 10 0 5 & ' !ER "E 13

65

17

"OO'

E(#E$$EN%

ANALYSIS(
E), customers thought that the response to customers complaints are good while ), rated them as bad.

1I/ O+ERALL E1PIRIENCE AT HYUNDAI

& ' 5% E(#E$$EN% 32%

!ER "E 8%

"OO' 55%

ANALYSIS(
)), customers thought that the over all e(perience at -yundai is good while ), rated them as bad.

S-OT ANALYSIS Stren$t"%(

"onvenient place. "hange of genuine spare parts. 4arge space >uality service. etter after sales service.

Attending complaints promptly. Maintaining customer relationship. More sales promotional activities.

-ea=ne%%e%(
Thin mechanic force Iea% competitive strategies. 4ac% of latest technology -igh maintenance cost. Delay in service

O22!rtunitie%(
@stablished brand name. Increased purchasing power of Indian "onsumer.

 3rowing demand 4aunch of new products li%e i90* in the pipeline.

T"reat%(
Increased competition. 4oss in mar%et share. 4ac% of latest mar%et information.

CHAPTER 8 C!n'lu%i!n

CONCLUSION
2rom the findings and analysis it is clear that -yundai "ar is highly preferred when compared to the other brands of car in the same segment. Iith the analysis through the survey conducted for a period of < months in Delhi on the consumer satisfaction of Mgf -yundai "ar Dealer$ the findings and analysis shows that +*, of the consumers are happy with the dealer and also sales service and rest <*, of them says that they are dissatisfied. #ince each customer is li%e an asset for an organi:ation the company should try to improve in the area of dissatisfaction. Ie %now that getting new customer is double the cost of retaining the old customer so the company should focus on retaining the old customers whom a in the future purchase the product or recommend others to purchase the product. Thus they help directly or indirectly for the product sale. "hange is the only thin% to retain and attract the customers so the company should identify the needs and dry to fulfill them.

CHAPTER 9 Re'!mmendati!n%

RECOMMENDATIONS
Mgf -yundai should adopt defensive mar%eting strategy because as being one of the largest car dealer in delhi mar%et. -yundai must adapt new technology and train their employees. -yundai should adopt an offensive mar%eting strategy for attracting customers. etter relationship with customers India is ..th largest passenger car mar%et in the world. India is the second9biggest mar%et for small cars after Gapan. It accounts for E* percent of the domestic mar%et. Mgf hyundai must ban% upon this aspect.

ANNE1URES
Anne:ure I C Bue%ti!nnaire
Name N SSSSSSSSSSSSSSSSSSSSSSSSSS Addre%% N SSSSSSSSSSSSSSSSS........................... C!nta't Number N SSSSSSSSSSSSSSSSSSS....... A$e( SSSSSSSSSSSSSSSSSSSSSSSSSSS BUESTIONS 3/ -ere all )!ur Auerie% "andled durin$ t"e deli;er)D 4/ -ere t"e interi!r% ! t"e 'ar 'lean and undama$ed at t"e time ! deli;er)D 6/ -a% t"e 2a2er #!r= a%t ea%) and 'learl) e:2lainedD 7/ -a% t"e 'ar deli;ered !n time #it" all t"e '!mmitment% ul illedD BUESTIONS 8/ H!# #a% t"e =n!#led$e and be"a;i!r ! %ale% '!n%ultantD 9/ -ere t"e 'ar eature%* #arrant) and %er;i'e &AD A+ERAGE GOOD E1CELLENT YES NO

%'"edule 2r!2erl) e:2lained t! )!uD E/ H!# #a% t"e Fne# 'ar deli;er) 'erem!n)< e:2erien'eD G/ -ere t"e 2!%t %ale% !ll!# u2 d!ne re$ularl)D H/ -a% t"e re%2!n%e t! )!ur '!m2laint% Aui'=* i an)DD

T"an= )!u %! mu'" !r )!ur time and %u22!rt/

Anne:ure II Pr!du't Mi: ! H)undai SANTRO

E:?S"!#r!!m Pri'e% !r &AREILLY M!del E:?S"!#r!!m Pri'e% IR%/J <1=$.+E

#antro !onA'" 5#olid7

#antro !onA'" 5Metallic7 #antro 34 5#olid7 #antro 34 5Metallic7 #antro 34# 5#olid7 #antro 34# 5Metallic7 #antro 34# Audio 5#olid7 #antro 34# Audio 5Metallic7

<11$E++ 0=*$+1. 0==$0E) 0E.$==/ 0E=$/=) 0E/$<</ 01<$1<E

I 3@

E:?S"!#r!!m Pri'e% !r &AREILLY M!del E: %"!#r!!m 2ri'e% IR%J

i 3@ 3/3 IRDE

D94ite 5#olid7 @ra 5Metallic7 Magna 5#olid7 i3@ 3/4L ,a22a Magna 5#olid7 #port: 34#5Metallic7 Magna AT5#olid7 Asta AT I# 34#5Metallic7

0=1$E=) 0+1$<*) 0/+$*+)

=..$/.= ==0$<=* =)+$<.1 )E.$)+.

I 4@

E:?S"!#r!!m Pri'e% !r &AREILLY M!del IPetr!lJ i<* @ra 5 # IF7 i<* Magna 5 # IF7 E: %"!#r!!m 2ri'e IR%J =)0$/0= =/0$/0)

i<* #port: ;ption 5 # IF7 i<* #port: 5 # IF7 i<* Asta 5 # IF7 i<* ..<4 Asta 5;7 w' #unroof 5 # IF7 i<* ..=4 Asta AT 5 # IF7 i<* ..=4 @ra 5 # IF7 i<* ..=4 Magna 5 # IF7 i<* ..=4 #port: ;ption 5 # IF7 i<* ..=4 #port: 5 # IF7 i<* ..= Asta 5 # IF7

).+$/*= )00$/0= )1)$=0/ E<*$0/= 1)*$=*/ )1)$.** E.)$*// E=*$.*< E))$.** E/1$.*0

ACCENT

E:?S"!#r!!m Pri'e% !r &AREILLY M!del Accent @M@"ATIF@ Accent @M@"ATIF@ 9 4P3 E:?S"!#r!!m =//$/** )0E$E// Pri'e% IR%/J

+ERNA

E:?S"!#r!!m Pri'e% !r &AREILLY M!del E:?S"!#r!!m Pri'e IR%/J E)1$0E= E1)$+*= 1).$+E/ 1+/$0)* +*1$+/. +)+$E<1 /<0$*.0

Ferna ..E FTFT 5 # IF7 Ferna ..E FTFT IIT- AADI; 5 # IF7 Ferna ..E #M FTFT 5 # IF7 Ferna ..) "CDi F3T 5 # IF7

Ferna ..) "CDi F3T IIT- AADI; 5 # IF7 Ferna ..) #M "CDi F3T 5 # IF7 Ferna ..) #M "CDi F3T AT 5 # IF7

SONATA

E:?S"!#r!!m Pri'e% !r &AREILLY M!del E:?S"!#r!!m #onata <.= MT 24 with E Air ag #onata "CDi 5MT7 Iith E Air ag #onata "CDi 5AT7 Iith E Air ag Pri'e% IR%/J .$=E0$=1+ .$E.<$0** .$1.0$//=

&I&LIOGRAPHY

&ibli!$ra2")

3J &!!=%
6othari$ ".C. Cesearch Methodology$ 0rd edition$ .//1$ Fi%as Publishing -ouse Pvt. 4td.$ !ew Delhi. 6otler$ Philip Mar%eting Management$ .0th edition$ <**/$ Dorling 6indersley 5India7 Pvt. 4td.$ #outh Asia. Farshney & 3uptaR Mar%eting Management$ #ultan "hand & #ons$ <**). 3upta$ #.4.$ Mar%eting Cesearch$ @(cel oo%s$ <**=. 6otler & ArmstrongR Principles of Mar%eting Management$ Prentice hall India$ <**0. Aa%erR Mar%eting Cesearch$ Gohn Iilley & #ons$ <**..

4J Ne#%2a2er%
Times of India$ *='*)'.0$ !ew Delhi Times of India$ *E'*E'.0$ !ew Delhi

6J -eb%ite%
httpN''www.nytimes.com httpN''money.cnn. httpN''www.automobile.com