E X E C U T I V E

S U M M A R Y
Executive Summary
The motive of this essay is to give clear information about
FORD entry into the luxury and premium automobile sector.
The fow of the essay would start with the background and
introduction about the company then coming over to the mark
et factors that led company to enter !"D!# also about the entry
strategy in terms of corporate decisions they took for doing
business in !"D!# and what companies$ present strategy in
!"D!# is to gain the market share.
%ayerische &otoren 'erke (. m. b. ). *tarted operations in
+,+- the foundation stone was laid as late as +,+. as
%ayerische Flug/eugwerke #( 0%F'1 it then cha nged into
%ayerische &otoren 'erke #ktiengesellschaft 0FORD #(1 in
+,+-.
!n today$s date. The list of ten largest automobile
manufacturers features FORD g roup and even possess the
brands like &!"! and Rolls2Royce the trio being the c ore heart
of super luxury brands in the worlds industry.
The FORD (RO34$* 5nancial services also have a boosted
stand in market and also the motorcycle sector is doing
business successfully.
FORD !"D!# 6ompany setting up head7uarter in gurgaon 0the
ncr1 FORD !"D!# is +889 subsidiary of the FORD group. The
investment initially in !"D!# is around +.: billion !"D!# n rupees.
FORD !"D!# is a (erman producer of cars and motorcycles
marketed under fagship of FORD brand !n ;88. FORD focussed
on one of the biggest and fastest growing market of luxury and
niche car sector which is !"D!# and also looking at the fate of
the competit or Daimler %en/ grounded their tents in !"D!#.
#lso allowing space for more inv estments in !"D!# following
5nancial year for over <8 million again in addition the initial
investment done. This is all for the premium automobile sector
mark et in !"D!# which consist of about +.<9 which is in
percent a small 5gure but w hen it comes to numbers it is
around +8 million perspective customers in !"D!# a nd with the
current market and economy this 5gure will certainly go up at
the r apid speed "ow coming up to the factors which led FORD
to invest as fdi into !"D!#.
TABLE OF CONTENTS
Introuction
Com!any "ro#$e
Sco!e % "rouct &ata
Mar'etti(n Strate(ie)
Re)earc* Met*oo$o(y
Ana$y)i) % Inter!retation)
Su((e)tion)
Bi+$io(ra!*y
Annexure
,ue)tionnare
INTRO&UCTION
INTRO&UCTION
INTRODUCTION TO THE TOPIC
Todays society is warm with urbanization and demonstration effect. With a view
towards it, there are drastic changes coming up in all sectors even in the automobile
industries. The following information gives an insight about it.
In the present context the companies operate on the principle of natural selection
!urvival "f The #ittest$. "nly those companies will succeed which at best match to the
current environmental imperatives those who can deliver what people are ready to buy. %ut
real mar&eting does not involve the art of selling what the manufacturers ma&e.
"rganizations gain mar&et leadership by understanding consumer needs and finding solutions
that delight consumers. If customer value and satisfaction are absent, no amount of
promotion or selling can be compensate. 'ence the aim of mar&eting is to build and manage
profitable customer relationship.
This is a part of the strategic mar&eting done by every company to achieve it
ob(ectives and goals. To maximize the profits and longterm plans every organization has to
follow a strategic planning.
)ar&eting is much more than (ust an isolated business function it is a philosophy
that guides the entire organization towards sensing, serving and satisfying consumer needs.
The mar&eting department cannot accomplish the companys customer relationship*building
goals by itself. It must partner closely with other departments in the company and with other
organization throughout its entire value delivery networ& to provide superior customer
value and satisfaction. Thus mar&eting calls upon everyone in the organization to thin&
customer$ and to do all they can to help build and manage profitable customer relationship.
)ar&eting is all around us, and we need to &now that it is not only used by manufacturing
companies, wholesaler and retailers, but also by all &inds of individuals and organizations
There are four ma(or, powerful themes that go to the heart of modern mar&eting
theory and practice, they are+
,. %-I./I01 20/ )2021I01 3"4#IT2%.5 6-!T")54 45.2TI"0!'I3!.
7. %-I./I01 20/ )2021I01 !T4"01 %420/!.
8. '2405!!I01 05W )2495TI01 T56'0"."1I5! I0 T'I! /I1IT2. 215.
:. )2495TI01 I0 2 !"6I2..; 45!3"0!I%.5 W2; 24"-0/ T'5 1."%5.
What marketing is what it does and what it offers<
)ar&eting is a social and managerial process whereby individual and groups obtain
what they need and want through creating and exchanging products and value with others.$
)ar&eting management is the process of planning and executing the conception,
pricing, promotion and distribution of ideas, goods and services to create exchanges that
satisfy individual and organizational goals.$
)ar&eting offers some combination of products, services, information, or
experiences offered to a mar&et to satisfy a need or want$
)ar&eting is an orderly and insightful process for thin&ing about and planning for
mar&ets. The process starts with researching the mar&et place to understand its dynamics.
The mar&eter uses research methodologies to identify opportunities, that is, to find
individuals all groups of people with unmeet needs or latent interest in some products or
service.
The mar&eting process consists of the following+
,. 2nalyzing mar&eting opportunities.
7. /eveloping mar&eting strategies.
8. 3lanning mar&eting programs
:. )anaging the mar&eting efforts.
%efore ta&ing any decision and achieving the goals, it has to ma&e analysis of
what to do, how to do, when to do, where to do and who is to do it. This is nothing but
strategic planning. 1oals indicate what a business units wants to achieve whereas
strategy is how to get there.
)ar&eting strategies in simple terms are the complete and unbeatable plans designed
specifically for attaining the mar&eting ob(ectives of the firm. )ar&eting can be called as
a game plan for achieving its goals. !trategy choice will depend on whether the firm or
the mar&eter plays the following roles+
)ar&et leader
2 challenger
2 follower
2 nicher
The identification of ob(ectives, both in =uantitative and =ualitative terms, is an
essential bac&drop to strategy formulation. 1oals have a =uality and time frame attached to
them. These are typically spelt out in terms of financial return, mar&et share, mar&et
presence, etc.
Thus, the concept of mar&et oriented strategic planning arises with the lin& between
the products the lin& between the products the manufacturer is dealing in and the mar&et
conditions. In this direction, our study deals only with the mar&eting strategies i.e.
promotional strategies of the #ord automotives.
OB-ECTIVES
OB-ECTIVES
OBJECTIVES OF THE STUDY OBJECTIVES OF THE STUDY
Primary Objective:
To &now the influence of various )ar&eting !trategies, 3romotional 2ctivities towards the
customers of four wheelers>cars?.
Sec!"ary bjective:
To &now the effective factors for preferring : wheelers>624!?
To &now the factor of awareness of the cars.
To !tudy and analyze the 3romotional !trategies of #ord
To &now whether the customers are satisfied with the offers given by the dealer.
To &now which &ind of offers can attract the new customers.
To find the area to be improved
To find out satisfaction of the customers.
To find the reasons for the dissatisfaction
To study the channel levels involved in the promotion of #ord
T" study and analyze the customer@s perception regarding the usefulnessAutility of
#ord cars.
T" study and analyze the distributors perception regarding the
promotional and distributional strategies of #ord.
!"TROD36T!O" TO #3TO&O%!=>
!"TROD36T!O" TO #3TO&O%!=>
!"D3*TR?
!"D3*TR?
INTRODUCTION TO #UTO$OBI%E INDUSTRY INTRODUCTION TO #UTO$OBI%E INDUSTRY
"ne of the fastest growing industries in the world is automobile industry. This
automobile industries even has its influence on the Indian mar&et. 3robably automobile
industries occupy a large mar&et share in the worlds mar&et as well as in the Indian mar&et.
0early ,BC of the total national income is being incurred from the automobile industry. #rom
this we can estimate how important is the automobile industry in the improvement of 1/3 of
a country. In India automobile industry has a growth rate is at the average of ,D*,7C.

INDI#N #UTO$OBI%E INDUSTRY SINCE &'(): INDI#N #UTO$OBI%E INDUSTRY SINCE &'():
Its fascinating drive through history, which begins as a story of isolation and missed
opportunities to one of huge potential and phenomenal growth.
Indias fixation with socialism and planned economies had a crippling impact on the
automotive industry in its formative years. The goal at that time for independent India was
self*sufficiency. Issues li&e =uality and efficiency were simply not considered.
/ependence of foreign technology was banned and manufacturers were forced to
localize their productsE import substitution became the order of the day. Though we learnt to
localize, the cars we made were all outdated designs with little or not improvements for
decades. The automotive industry stagnated under the governments stifling restrictions and
the Indian car buyer was saddled with cars of appalling =uality and even then there was a
waiting list that at one point stretched to eight yearsF
This attempt at self*reliance failed miserably because of the industrys isolation from
the best technology. The Gapanese and later 9orean auto industries were also highly
protected in their formative years but they never shut the door on technology. Instead, they
relentlessly tapped the best talent pools in the world to absorb the &now*how to produce good
cars.
"ne of the most important chapters in the Indian automotive industrys history was
written by )aruti. It mar&ed the Indian government getting into the far business in the early
,HBDs, a radical shift in thin&ing after decades of treating cars with disdain. The )aruti BDD
went on to become the staple car of India and put a nation on wheels. This little car set a
benchmar& for price, size and =uality and structured India as small car mar&et.
It wasnt till ,HH8 that things really started to change for the Indian car buyer. With
the liberalization of the economy, a host of international carma&ers rushed in. %ut most of
them were in for a shoc& as Indian customers re(ected their product. Indian customers
refused to allow the glitter of prestigious brands blind them to the outdated and overpriced
products they were offered. The Indian consumer wanted super value, and rewarded the
brands that delivered it, handsomely. 'yundai and )aruthi delivered, and profited.
The period also saw the emergence of the Indian players li&e Tata )otors and
)ahindra I )ahindra. They rose to the challenge of the )06s and responded brilliantly
with the Indica and the !corpio. This was ironically due to the license ra( that forced Indian
carma&ers to be innovative and develop products frugally. Indias frugal engineering s&ill has
now caught the worlds imagination, and an increasing number of carma&ers are preparing to
setup ma(or capacities here.
India is changing. 2nd changing fast. Its moving forward. Indias largest*selling car
is not its cheapest car, the BDD. It is the 2lto. 3eoples aspirations are rising and so are their
mista&es, have got their finger on the pulse of the mar&et. 1et the right product and the
rewards are handsome.
The Indian auto industry is today bubbling with promise and confidence. Its been a
long (ourney but to see where the Indian car industry is going. We have to see where it has
been.
#UTO$OBI%E INDUSTRY IN PRE*INDEPENDENCE+
The first motorcar on the streets of India was seen in ,BHB, %ombay had it first
taxicabs by the turn of the century. In ,HD8, an 2merican company began a public taxi
service with a fleet of JD cars. #or about JD years after car arrived in India, cars were
directly imported.
%efore World War I, around :D,DDD motor vehicles were imported. /uring the years
between the wars, a small start for an automobile industry was made when assembly plant
were established in %ombay, 6alcutta and )adras.
The importAassembly of vehicles grew consistently after the ,H7Ds, crossing 8D,DDD
units by ,H8D. It was during the end of the war that the importance of establishing an
indigenous automobile in India was realized. 3remier )otors, 'industan )otors and
)ahindra I )ahindra set up factories in the ,H:Ds for progressive manufacture rather than
assembly from imported components. The cars they chose to ma&e were the latest in the
world when they were introduced in India in the formative years of the industry.
POST* INDEPENDENCE:
The government clamped down on imports and foreign investments. 6ompanies li&e
1) and #ord pac&ed their bags and left. Indias cloc&, thereafter, stood still while the world
raced on ahead. It would ta&e nearly JD years before the Indian auto industry could catch up
with the rest of the world again.
BRO#DB#NDIN+ ER#+
In Ganuary ,HBJ, the government announced its famous Kbroad banding policy which
gave new licenses to brad groups of automotive products such as two and four*wheeled
vehicles.
Through a liberal move, the licensing system was very much intact. 2 manufacturer
had to submit a phased*manufacturing programme to the )inistry of Industry specifying the
indigenization progress and allowing for almost complete indigenization within five to seven
years. The biggest hurdle was the foreign*exchange clearance re=uired for these pro(ects.
5xcept for )-., which had direct access to policy*ma&ers, every other manufacturer still
faced a series of obstacles.
!everal new products were launched during this period. 2ll three traditional
carma&ers added new models to their ranges !tandard )otors returned to the car business
after ,D years, when in ,HBJ it introduced the !tandard 7DDD, a 4over !/, body with the old
two*litre Languard engine. ') bought in a ,HM7 Lauxhall Lictor in ,HBJ, transplanted its
ageing 2mbassador engine into it and the 6ontessa was born.
THE BIRTH OF THE #$B#SS#DOR:
In ,HJM, a small tail fin was added on either side of the rear fenders, along with a new,
dimpled hood, and the car was re*christened the Ambassador Mark I. The car cost 4s.,M,DDD.
In ,HN8, it underwent a frontal facelift with a closely chec&ered grille and was named the
Ambassador Mark II. It would be another ,7 years before the 2mbassador got a facelift. In
,HMJ, another minor facelift to the same grille and a much bigger frontal facelift turned out as
the )ar& III. The )ar& IL, launched in ,HMH, was the last of the )ar& cars.
The Ambassador Nova was launched in ,HHD, followed by 2mbassador ,BDD
I!O three years later. The 0ova was the last 2mbassador powered by the ,:BHcc petrol
engine. In 7DD:, ') launched the cosmetically*revised 2mbassador under the Avigo name.
/esigned by Mavendra Singh, the retro loo& 2vigo had classic touch internals li&e a centrally
mounted console, beige*colored seats and wood finish interiors.
THE CONTESS# YE#RS:
The 'industan 6ontessa, launched in ,HB7, was one of the few luxury cars
manufactured in the country in the ,HBDs and ,HHDs. It was based on the ,HMDs vintage
Lauxhall victor. While it was initially launched with the ,:BHcc engine found in the
2mbassador, the 6ontessa was soon given the Isuzu engines. There were three versions of
this car * ,.B1.P >Isuzu petrol?, 7.D/.P >Isuzu diesel? and the rare 7.DT >Isuzu diesel,
turbo?. The last 6ontessa rolled out in 7DD7, phased out by the demand for cheap Gapanese
cars.
!ome of the leading Indian auto players in Indian automobile industry are+
3remier,
Tata
)ahindra and )ahindra
)aruti
'industan motors
Premier: Premier:
The story of premier is the story of one mans vision, !eth Walchand 'irachand. 'e
not only give India its first car factory but also the countrys first aircraft factory 'industan
2eronautics .imited and the countrys first modern ship yard, 'industan !hipyard .imited
B,i-"i!. I!"ia/0 1ir0t a,t 1actry
!eth Walchand 'irachand has first started the trails to establish an Indian car
manufacturing plant in Indian for which he went to -.!.2. where three largest car
manufacturing companies are located. 'e wants Indian company to be completely
independent, with Indian management capital and employees, paying royalty or technology
transfer payment to western countries.
2fter approaching General Motors they insisted on part ownership. !eth Walchand
then moved to second largest automa&er FordE 'enry agreed, but delegated the pro(ect to
#ord of 6anada, which refused. #inally the third largest automa&er Chrsler agreed and
singed in an agreement in %ombay in ,H:D.
T2e arriva- 1 FI#T+
In ,HJ,, 32. singed up with #iat to assemble the Fiat !"" in India. In ,HJ7, the tariff
commission spelled out future for the auto industry indigenize or get out. 6ompanies li&e
#ord and 1), which had assembly operations in India, pac&ed their bags and went home.
%ut fiat decided to stic& it out and committed itself full*fledged manufacture of the Millicento
in ,HJ:. In sep ,HN:, 32. and #I2T launched the Fiat ##"" $%&I'% in India.
The biggest customers for 32.s were (omba)s ta*i drivers. The 3adminies were
easy for maintenance in terms of spares and labour cost, low on running cost, easy to drive
and reasonably tough. It was everything that a taxi driver wants.
by Telco to ta&e on the technically superior Gapanese products. The :DM immediately
captured MD per cent of the mar&et.



COM"ANY "ROFILE
COM"ANY "ROFILE
Fr" $tr Cm3a!y Fr" $tr Cm3a!y

Ty3e 3ublic >0;!5+ #
F,!"e" Gune ,M, ,HD8
F,!"er 'enry #ord
Hea"4,arter0 /earborn, )ichigan, -!2
#rea 0erve" Worldwide
5ey 3e3-e
William 6lay #ord, Gr * 5xecutive
6hairman
2lan )ulally * 3resident, 65"
I!",0try 2utomotive
Pr",ct0 2utomotive goods and services
Reve!,e -!Q,7D., billion >7DDN?
R,S
O3erati! i!cme -!Q*,J.D billion >7DDN?
R,S
Net i!cme -!Q*,7.N billion >7DDN?
R,S
Em3-yee0 7B8,DDD >7DDM?
R7S
Divi0i!0
#ord 6redit
#ord division
.incoln
)ercury
3remier 2utomotive 1roup
S,b0i"iarie0
2utomotive 6omponents 'oldings
Gaguar
.and 4over
Lolvo >cars only?
S-.a!
%old )oves
'ave you driven a #ord lately<
%uilt #ord Tough
%uilt for .ife in 6anada
#eel the difference
)a&e 5veryday 5xciting
6eb0ite www.ford.com
Fr" $tr Cm3a!y is an 2merican multinational corporation and the world@s third largest
automa&r based on worldwide vehicle sales.
In 7DDN, #ord was the second*ran&ed automa&er in the -! with a ,M.JC mar&et share,
behind 1eneral )otors >7:.NC? but ahead of Toyota >,J.:C? and $aimlerChrsler >,:.:C?.
#ord was also the seventh*ran&ed 2merican*based company in the 7DDM #ortune JDD list,
based on global revenues of Q,ND., billion. In 7DDN, #ord produced about N.N million
automobiles, and employed about 7BD,DDD employees at about ,DD plants and facilities
worldwide. In 7DDM, #ord had more =uality awards from G./ 3ower than any other automa&er.
%ased in /earborn, )ichigan, a suburb of /etroit, the automa&er was founded by
+enr Ford and incorporated in Gune ,N, ,HD8. #ord now encompasses many global brands,
including .incoln and )ercury of the -!, Gaguar and .and 4over of the -9 and Lolvo of
!weden. #ord also owns a one*third controlling interest in )azda.
#ord has been one of the world@s ten largest corporations by revenue and in ,HHH
ran&ed as one of the world@s most profitable corporations, and the number two automa&er
worldwide.
#ord introduced methods for large*scale manufacturing of cars and large*scale
management of an industrial wor&force, especially elaborately engineered manufacturing
se=uences typified by moving assembly lines. 'enry #ord@s combination of highly efficient
factories, highly paid wor&ers, and low prices revolutionized manufacturing and came to be
&nown around the world as #ordism by ,H,:.
.i)tory
)enry Ford 0ca. +,+,1
Fr" was launched in a converted factory in ,HD8 with Q7B,DDD in cash from twelve
investors, most notably ,ohn Francis $odge and +orace %lgin $odge who would later found
the /odge %rothers )otor Lehicle 6ompany. /uring its early years, the company produced
(ust a few )odel T@s a day at its factory on )ac& 2venue in $etroit- Michigan. 1roups of two
or three men wor&ed on each car from components made to order by other companies. 'enry
#ord was :D years old when he founded the #ord )otor 6ompany, which would go on to
become one of the largest and most profitable companies in the world, as well as being one of
the few to survive the 1reat /epression. The largest family*controlled company in the world,
the #ord )otor 6ompany has been in continuous family control for over ,DD years.
Cor!orate (overnance/
)embers of the board as of early 7DDM are+ 6hief !ir Gohn %ond, 4ichard )anoogian,
!tephen %utler, 5llen )arram, 9imberly 6asiano, 2lan )ulally >3resident and 65"?, 5dsel
#ord II, 'omer 0eal, William 6lay #ord, Gr., Gorma "llila, Irvine 'oc&aday, Gr., Gohn ..
Thornton and William 6lay #ord >/irector 5meritus?.
RBS
The main corporate officers are+ .ewis %ooth >5xecutive Lice 3resident, 6hairman >321S
and #ord of 5urope?, )ar& #ields >5xecutive Lice 3resident, 3resident RThe 2mericasS?,
/onat .eclair >5xecutive Lice 3resident and 6#"?, )ar& 2. !chulz >5xecutive Lice
3resident, 3resident RInternational "perationsS? and )ichael 5. %annister >1roup Lice
3residentE 6hairman I 65" #ord )otor 6redit.
RHS
. 3aul )ascarenas >Lice 3resident of
5ngineering, The 2mericas 3roduct /evelopment?
FORD IN INDI# FORD IN INDI#: :
#ord started its innings with the )ahindra*#ord (oint venture formed in ,HH:, which
produced the 5scort out of )I) 0ashi& plant. 2fter meeting initial success, sales of the
5scort was finally replaced by the Ikon in ,HHH.
The Ikon mar&ed a new beginning for #ord in India. It rolled out of the
)ara(malaingar plant near 6hennai and by now, the company had parted ways with )I)
and was renamed #ord India .td in ,HHB. The I&on was the first model by a multinational to
be developed specifically for India. Though it was based on the #iesta, it was a uni=ue body
style and was offered and was offered with an option of three engines, including a diesel.
The car was a big hit. The I&on underwent several face*lifts and price cuts to &eep demand
high. 'owever, fresher competition and a reputation for high*maintenance saw sales
gradually decline. 2fter the arrival of the modern and highly*capable #iesta, another made*
for*India car, with state*of*the*art engines, the I&on has been marginalized. The #iesta has
pic&ed up where the I&on left and is selling well.
Though the I&on and #iesta have been the mainstays of #ords production in India, the
company has had limited success with other models. The )ondeo, launched in 7DD,, was a
very talented car by was simply not suited to Indian conditions and earned a reputation for
being exorbitant to maintain.
The 5ndeavour !-L was launched in early 7DD: and has sold well for its niche. The
5ndeavour has recently been upgraded in 7DDM and this has boosted the appeal of the big
!-L. In 7DD:, #ord launched the #usion, which has received a lu&ewarm response though
the recent diesel variant has per&ed up sales.
Frt,!e Fr" Frt,!e Fr" is an authorized dealer for #ord India .imited, who are one of the
leading manufacturers of top =uality cars in India, with many variants in the offering.
Frt,!e Fr" is a JD+JDC Goint Lenture set up between two well &nown and reputed
families in 'yderabad, the Modis and the Babu Khans. #ortune #ord is a blend of experience
and youth. The experience and good will that )r. )isbahuddin %abu 9han and )r. 3ramod
)odi en(oy blend very well with the youth and energy of the youngsters %ashir, 2shish,
0irav and !ira( to ma&e #ortune #ord a truly world class #ord /ealership.
Frt,!e Fr" mar&ets and services the recently launched truly 5uropean #ord #iesta,
the ever*popular Ford Ikon Flair, the 0o non*sense car Ford Fusion and the macho !-L the
Ford %ndeavour through its sales and service outlets at 'yderabad. The sales outlet is located
strategically at !oma(iguda next to 5anadu. We have two service centers, one at 6hapel 4oad,
2bids opposite !tanley 6ollege and other one at #athebagh, !anthnagar. These centrally
located outlets provide convenient and easy access to both the proud owners as well as
prospective buyers. The wor&force at Frt,!e Fr" is committed to excellence in serving all
esteemed customers.
The !ales Team is made up of dedicated showroom and field executives who are
professionally trained by #ord India .imited. They are adept at guiding the customer through
the entire sales process right from assisting in the choice of model, colour and features to
lending a helping hand in providing attractive buybac& options and also arranging finance at
competitive rates.
The !ervice 6entre is armed with the state*of*the art e=uipment and is in*line with
#ord@s exacting 1lobal standards. The service team is technically =ualified and trained to
analyze and provide solutions adhering to Tuality 6are, in order to satisfy even the most
demanding customers.
The Frt,!e Fr" dealership maintains a high standard of excellence in sales and
services by sending its personnel for training on a regular basis to #ord India .imited, to
update them with the latest technological advances in the automotive sphere.
SHO6ROO$
We have JDDD sft centrally air conditioned showroom, located in the heart of the city in
!oma(iguda, ad(acent to 5enadu office and (ust opp. to 9hairtabad 4T2. This ma&es
convenient for almost every one residing in and around 'yderabad and !ecunderabad.
T2e 1aci-itie0 11ere" 1rm t2e 027rm are :
&. Lery easy finance facility with in*house finance team to cater to your every car finance
re=uirements. 2ll the leading finance counters are available li&e ICICI8 HDFC8 5OT#58
SUND#R#$8 SBI8 etc.
9. 5xchange offer for any of your used car. #ree spot evaluation for any usedcar.
:. 3rofessionally trained and courteous sales staff to ta&e care of every relevant needs of the
customers.
(. Fr" preferred insurance for cashless transactions in the event of claims. !pecial offers on
Insurance renewals. ;ou can also renew your insurance by (ust ma&ing call to our !ervice
mar&eting help line ';(;;;<'=9.
S27rm > Smaji.,"a
<.#ull range of Fr" cars with all colors and models to choose from.
=. 2 good stoc& of Fr" genuine accessories to ma&e your #ord ownership more delightful
and safe.
). 2 well maintained fleet of test drive cars to give you the feel and experience the drive
dynamics on actual driving conditions before ta&e the purchase decisions. ;ou can call our
sales help line for test drive or fill the on*line test drive re=uisition form.
Si.!i1ica!t mi-e0t!e0 Si.!i1ica!t mi-e0t!e0
The first Indian built #ord 5scort rolled off the assembly line in ,HHN.
The 6ompany was able to deliver #ord 5scorts in seven ma(or cities simultaneously,
in (ust a month after boo&ing.
The !pecial Lalue 3ac& program was launched in ,HHM, with commemorative
@#reedom@, followed by the petrol and diesel driven @2nniversary@. 4ecent !L3s have
included the "rion, 2lpha and !port * 5.
#ord 5scort won the G / 3ower 2ward in India Tuality !urvey in ,HHM.
#ord topped the 6ustomer !atisfaction Index >6!I? ratings in ,HHM and ,HHB, in the
6ustomer !atisfaction !urvey.
Tuality6are, #ord@s branded service initiative, provides car owners with superior
services at its dealership countrywide.
The new, integrated manufacturing plant was dedicated in )arch ,HHH, where #"4/
I9"0 is manufactured.
#ord India launched #ord 2ssured on 2pril 7: 7DDD, a new initiative to buy and sell
used cars of all ma&es.
"n !eptember ,,, 7DDD. #ord India launched the #ord I9"0 !Pi the stylish K(osh
machine
#ord India has started exporting #ord I9"0
9??& #ord India launched the #ord )ondeo.
9??9
Fr" I!"ia 027 ca0e0 a 7i"e 03ectr,m 1 e@citi!. car0 at t2e #,t E@3
#ord India .imited announced a strategic partnership with 'industan )otors .imited
>').?.
6ertified T! HDDD+ ,HHB, 8
rd
edition on )arch 7,, 7DD7 #ord India received the T!
HDDD award from TUL !Vddeutschland.
0ew I&on Lariant ,.N 5Pi was launched
9??::
The 0ew #ord I&on 0PT launched * The 0ext .evel of Gosh.
2dding 4efinement to Gosh* #ord India launches I&on 0PT K#inesse.
#ord 6elebrates 6entennial in India.
Fr" I!"ia -a,!c2e0 IA! NBT SBi.
#ord India 4an&s 'ighest in G./. 3ower India !ales !atisfaction !tudy.
Fr" -a,!c2e0 IA! F-air at R0. (.'< %aA20.
9??(: 2utocar !-L of the ;ear Winner #ord 5ndeavour.
9??):
#"4/ )otor 6ompany of !outhern 2frica achieves three wins and two seconds on
this year total economy run
/"5 2W24/! #"4/ two grants for vehicle fuel efficiency research
#"4/ )"0/5" I! 2-T" 5P345!! car of the year
.20/ 4"L54 /I!6"L54; 8 scoops category win at T"W624 2W24/! 7DDM
#"4/ )"0/5" is the 6aravan 6lub T"W624 of the year 7DDB.
$#N#+E$ENT PROFI%E: $#N#+E$ENT PROFI%E:
#RVIND $#THE6 C $a!a.i!. Directr a!" Pre0i"e!t
2rvind )athew is the )anaging /irector and 3resident of
#ord India. 'e too& this position in 2ugust 7DDJ.

%UCY $I%%#R C Vice Pre0i"e!t8 Fi!a!ce D IT
.ucy is the Lice 3resident of #inance and IT at #ord India.
!he too& up this position in )ay 7DDJ. !he reports to 2rvind
)athew, 3resident and )anaging /irector, #ord India.

SCOTT $cCOR$#C5 C Vice Pre0i"e!t8 $arAeti!.8
Sa-e0 D Service
!cott )c6ormac& is the Lice 3resident, )ar&eting, !ales and !ervice at #ord India. 'e too&
this position in Guly 7DDN. !cott reports to 2rvind )athew, 3resident and )anaging /irector,
#ord India.
N#NCY REISI+ C Vice Pre0i"e!t8 H,ma! Re0,rce0
0ancy 4eisig is Lice 3resident, 'uman 4esources at #ord
India. !he too& this position in )arch 7DDJ. 0ancy reports to
2rvind )athew, 3resident and )anaging /irector, #ord
India.

S#NDIP S#NY#% C Vice Pre0i"e!t8 S,33-y a!" Tta-
Va-,e $a!a.eme!t!andip !anyal is the Lice 3resident.
"RO&UCT "ROFILE
"RO&UCT "ROFILE
Fusion:
Fusion:
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SOURCE OF &ATA
SOURCE OF &ATA
$arAeti!. 0trate.y a!" a!a-y0i0 $arAeti!. 0trate.y a!" a!a-y0i0:
2 mar&eting strategy is a process that can allow an organization to concentrate its
limited resources on the greatest opportunities to increase sales and achieve a sustainable
competitive advantage.
2ny organization that wants to exchange its products or services in the mar&et place
successfully should have a !trategic )ar&eting plan to guide the allocation of its resources.
2 strategic mar&eting plan usually evolves from an organizations overall corporate strategy
and serves as a guide for specific mar&eting programs and policies. )ar&eting strategy is
based on a situation analysis* a detailed assessment of the current mar&eting conditions
facing the company, its product lines, or its individual brands. #rom this situation analysis, a
firm develops an understanding of the mar&et and the various opportunities it offers, the
competition and the mar&et segments or target mar&ets the company wishes to pursue.
)ar&eting strategy is the complete and unbeatable plan, designed specifically for
attaining the mar&eting ob(ectives of the firmAbusiness unit. The mar&eting ob(ectives
indicate what the firm wants to achieveE the mar&eting strategy provides the design for
achieving them.
#or example, if the mar&eting ob(ectives of a business unit stipulate that next year, it
should achieve a sales revenue of 4s. ,,DDD crore and a net profit of ,J percent of sales
revenue, it is the (ob of mar&eting strategy to indicate how and wherefrom this sale and profit
will come, which product linesAproductsAbrands will accomplish this tas& and how.
)ar&eting strategy forms an integral part of mar&eting planning. 2 mar&eting strategy
is most effective when it is an integral component of corporate strategy, defining how the
organization will successfully engage customers, prospects, and competitors in the mar&et
arena. It is partially derived from broader corporate strategies, corporate missions, and
corporate goals. 2s the customer constitutes the source of a company@s revenue, mar&eting
strategy is closely lin&ed with sales. 2 &ey component of mar&eting strategy is often to &eep
mar&eting in line with a company@s overarching mission statement.
$#R5ETIN+ #ND PRO$OTIONS PROCESS $ODE%:
/evelopment of mar&eting program re=uires an in*depth analysis of the mar&et. This
analysis may ma&e extensive use of mar&et research as an input into the planning process.
)ar&eting
!trategy and Target mar&eting )ar&et planning
analysis process program development target mar&et
promot*
ion
to
final
buyer

3urchase

3romotion
to
trade
Opportunit
y analysis
6ompetitiv
e analysis
Target
marketing
4roduct
decision
s
4ricing
decision
s
6hannel
of
distributi
on
decision
s
4romotional
decisions
#dvertising
Direct
marketin
g
!nteractive
marketin
g
*ales
promotio
n
4ublicity
and
public
relations
4ersonal
selling
3ltimate
consumer
6onsumers
%usinesses
!dentifyin
g
markets
&arket
segmentati
on
*electing @
Target
marketing
4ositioning
through
marketing
strategies
Resellers

This input, in turn, provides the basis for the development of mar&eting strategies in
regard to product, pricing, distribution and promotion decisions. 5ach of these steps re=uires
a detailed analysis, since this plan serves as the road map to follow in achieving mar&eting
goals. "nce the detailed mar&et analysis has been completed and mar&eting ob(ectives have
been established, each element in the mar&et mix must contribute to a comprehensive
integrated mar&eting program. "f course, the promotional program element must be
combined with all other program elements in such a way as to achieve maximum impact.
Frm,-ati!. t2e marAeti!. 0trate.y:
%asically, formulation of mar&eting strategy consists of three main tas&s+
,. !electing the target mar&et,
7. 3ositioning the offer,
8. 2ssembling the mar&eting mix.
This implies that the essence of the mar&eting strategy of a firm for a given
product or brand can be grasped from the target mar&et chosen, the way it is positioned and
how the mar&eting mix is organized. The target mar&et shows to whom the unit intends to
sell the productsE positioning and mar&eting mix together show how and using what
uni=ueness or distinction, the unit intends to sell. The three together constitute the mar&eting
strategy platform of the given product.
SE%ECTIN+ THE T#R+ET $#R5ET: SE%ECTIN+ THE T#R+ET $#R5ET:
To say that target mar&et selection is a part of mar&eting strategy development is (ust
stating the obvious. It does not fully bring out the import of the inseparable li&age between
the two. When the selection of the target mar&et is over, an important part of the mar&eting
strategy of the product is determined, defined and expressed.
)ar&eting targeting simply means choosing ones target mar&et. It needs to be
clarified at the outset that mar&et targeting is not synonymous with mar&et segmentation.
!egmentation is actually tee prelude to target mar&et selection. "ne has to carry out several
tas&s besides segmentation before choosing the target mar&et.
Through segmentation, a firm divides the mar&et into many segments. %ut all these
segments need not form its target mar&et. Target mar&et signifies only those segments that it
wants to adopt as its mar&et. 2 selection is thus involved in it.
)ar&eting segmentation is a process that throws up not one but several mar&et
segments. There may be segments that are sizeable and the ones that are not so sizeable.
There may be segments assuring immediate profits and the ones that call for heavy
investments in mar&et development. There may also be segments that show great potential,
but display tough barriers to entry. 2s such, the =uestion, which segmentAsegments, the firm
should select as its target mar&et, assumes crucial importance.
STR#TE+IC $#R5ET SE+$ENT#TION:
)ar&et !egmentation is dividing up a mar&et into distinct groups that >,? have
common needs and >7? will respond similarly to a mar&eting action$, which was said by %ric
N.(erkowit/- 0oger A.1erin- and William 0edulius.
The !egmentation process involves five distinct steps+
#inding ways to group consumers according to their needs.
#inding ways to group the mar&eting actions usually the products offered
available to the organization.
/eveloping a mar&et*product grid to relate the mar&et segments to the firms products
or actions.
!electing the target segments toward which the firm directs its mar&eting actions.
Ta&ing mar&eting actions to reach target segments.
)ar&ets can be segmented using several relevant bases. #or example, demographic
characteristics of consumers, such as age, sex, incomeApurchasing capacity, education level
etc, form one base for segmentation. 1eographic characteristics constitute anotherE and
buying behavior of the consumers forms yet another base.
The various types of segmentations are
1eographic segmentation
/emographic segmentation
3sychographic segmentation
%uyer behavior
%enefits segmentation
Lolume of purchase segmentation
POSITIONIN+: POSITIONIN+:
3ositioning is a platform for the brand. It facilitates the brand to get through to the
target consumers.
It is defined as the art and science of fitting the product or service to one or more
segments of the broad mar&et in such a way as to set it meaningfully apart from competition.$
3ositioning is the act of fixing the locus of the product offer in the minds of the target
consumers. In positioning, the firm decides how and around what parameters, the product
offer has to be placed before the target consumers. The significance of product positioning
can be easily understood from /avid "gilvys words+ The results of your campaign depends
less on how we write your advertising than on how your product is positioned$.
De1i!iti!0 1 3r",ct 30iti!i!.:
Se!.,3ta, in his boo& Brand Positioning says, The aim of product positioning is to create
a perception for our brand in the prospects mind so that it stands apart from competing
brandsW we must cover that space in the consumers mind as if we had won a long*term
lease. We must find a strong position in that mind and sit on itW.$
$ic2ea- Rt20c2i-", in his boo& Marketing Communications From Fundamentals to
Strategies says, 3ositioning refers to the place a brand occupies in the mind in relation to a
given product class. This place was originally a product*related conceptW. 6oncerning
mar&et structure. The concept now refers to the place that the brand holds in the consumers
mind related to perceptions and preferences$.
Deve-3i!. a P0iti!i!. Strate.y+
To create a position for a product or service, 'rout and 0ies suggest that managers as&
them selves six basic =uestions.
,. What position, if any, do we already have in the prospects mind<
7. What position do we want to own<
8. What companies must be outgunned if we are to establish that position<
:. /o we have enough mar&eting money to occupy and hold the position<
J. /o we have the guts to stic& with one consistent positioning strategy<
N. /oes our creative approach match our positioning strategy<

PRODUCT POSITIONIN+ #ND BR#ND POSITIONIN+:
It is essential to understand the relationship between products positioning and brand
positioning. Though in discussions, the two terms are synonymously and interchangeable
used, technically they are different.
3roduct positioning denotes the specific product categor2product class in which the
given product is opting to compete. 2nd brand positioning denotes the positioning of the
brand viz*a viz the competing brands in the chosen product category.
It is evident that for any product, before entering the mar&et it has to se=uentially
carry out the two exercises, product positioning and brand positioning. In the first step, the
product category where the new entrant should enter and compete, i.e. against what all
products it has to compete, has to be decided. In this step, it is the broad function that the
product is trying to serve that matters. This choice of product category will decide the nature
of the competition the product is going to face. "nce product category positioning is
decided, the position for the new entrant against competing brands in the chosen product
category has to be analyzed and fixed.
ISSUES IN PRODUCT POSITIONIN++
Where is the new offer going to compete< 2s what<
Which product functionAcustomer need is it trying to meet<
What other product categories serve this need< In other words, what are the
substitute products that serve the same need<
Where is the real gap, where is such a new offer most welcome and wanted by
the mar&et<
What are companys competencies to fight here<
ISSUES IN BR#ND POSITIONIN+:
In deciding the %rand positioning, the issues are+
Which are the competing brands in the chosen product category<
What are the uni=ue claimsAstrengths of the various brands<
What position do they en(oy in consumers evaluation and perception<
What is the most favoured positionW< 2nd yet vacant<
6an the new brand claim the needed distinction and ta&e the position and
satisfy the need<
The ma(or dimension of mar&eting strategy relates to positioning of the offer. The
firm has already selected the target mar&et and decided its basic offer. 0ow, what is the
con(unction between these two entities< 'ow do they get connected< What is the interface<
In other words.
What is the locus the firm see&s among the customers in the chosen targer mar&et with its
offering<
'ow would the firm want the consumer to view and receive the offer<
These are the issues the firm has to grapple with in positioning. 2nd, while
formulating the mar&eting mix too, the firm will agitate over these issues. The 3roduct
/ifferentiation and 3ositioning discusses the multifarious issues involved in the sub(ect.
PRODUCT REPOSITIONIN+ :
3roducts do undergo Krepositioning as they go along their life cycle. In some cases,
even products that are fairing well are repositioned. This is done mainly to enlarge the reach
of the product offer and to increase the sale of the product by appealing to a wider target
mar&et. The product is provided with some new features or it is associated with some new
target segments.
PRO$OTION#% DECISIONS:
3romotion has been defined as the coordination of all seller initiated efforts to set up
channels of information and persuasion in order to sell goods and services or promote an
idea. While implicit communication occurs through the various elements of the mar&eting
mix, most of an organizations communications with the mar&et The basic tools used to
accomplish an organizations communication ob(ectives are often referred to as the
promotional mi*.
The promotional mix The promotional mix
#"verti0i!.:
2dvertising is defined as any paid form of non personal communication about an
organization, product, service, or idea by an identified sponsor. The paid aspect of this
definition reflects the fact that the space or time for an advertising message generally must be
bought. 2n occasional exception to this is the public service announcement, whose
advertising space or time is donated by the media.
2dvertising is the best*&nown and most widely discussed form of promotion,
probably because of its pervasiveness. It is also very important promotional tool, particularly
for companies, whose products and services are targeted at mass consumer mar&ets.
It is a very cost*effective method for communicating with large audiences. It can be
used to create brand images and symbolic appeals for a company or brand.
Direct $arAeti!.+
"ne of the fastest*growing sectors of the -.!. economy is direct mar&eting, in
which organizations communicate directly with target customers to generate a response and a
transaction. It has become such an integral part of the I)6 program of many organizations
and often involves separate ob(ectives, budgets, and strategies, we view direct mar&eting as a
component of the promotional mix.
/irect )ar&eting is much more than direct mail and mail order catalogs. It involves a
variety of activities, including database management, direct selling, telemar&eting and direct
response ads through direct mail, the Internet, and various broadcast and print media.
"ne of the ma(or tools of direct mar&eting is "irect re03!0e a"verti0i!., whereby a
product is promoted through an ad that encourages the consumer to purchase directly from
the manufacturer.
I!teractiveHI!ter!et $arAeti!.:
#dvertisin
g
Direct
marketin
g
!nteractive
A
internet
marketing
*ales
promotio
n
4ublicityA
4ublic
relations
4ersonal
selling
Interactive media allow for the bac&*and*forth flow of information whereby users can
participate in and modify the form and content of the information they receive in real time.
-nli&e traditional forms of mar&eting communications such as advertising, which are one*
way in nature, the new media allow users to perform a variety of functions such as receive
and alter information and images, ma&e in=uiries, respond to =uestions and of course ma&e
purchases. In addition to the Internet, other forms of interactive media include 6/*4")s,
9ios&s, and interactive television.
Sa-e0 Prmti!:
The next variable in the promotional mix is sales promotion, which is generally
defined as those mar&eting activities that provide extra value or incentives to the sales force,
the distributors, or the ultimate consumer and can stimulate immediate sales, sales promotion
is generally bro&en into two ma(or categories+
6onsumer*oriented and
Trade*oriented activities
6onsumer*oriented sales promotion is targeted to the ultimate user of a product or service
and includes couponing, sampling, premiums, rebates, contests, sweepsta&es, and various point*
of*purchase materials.
Trade*oriented sales promotions are targeted towards mar&eting intermediaries such as
wholesalers, distributors and retailers.
P,b-icityHP,b-ic Re-ati!0+
3ublicity refers to non personal communications regarding an organization, product,
service, or idea not directly paid for or run under identified sponsorship. It usually comes in
the form of a news story, editorial or announcement about an organization and its products
and services. .i&e advertising, publicity is not directly paid for by the company.
2n advantage of publicity over other forms of promotion is its credibility. 2nother
advantage of publicity is its low cost, since the company is not paying its time or space in a
mass medium such as TL, radio or newspapers.
3ublic relations are defined as the management function which evaluates public
attitudes, identifies the policies and procedures of an individual or organization with the
public interests and executes a program of action to earn public understanding and
acceptance$. 3ublic relations generally have a broader ob(ective than publicity, as its purpose
is to establish and maintain a positive image of the company among its various publics.
Per0!a- Se--i!.:
It is a form of person*to*person communication in which a seller attempts to assist and
persuade prospective buyers to purchase the companys product or service or to act on an
idea. -nli&e advertising, personal selling involves direct contact between buyer and seller,
either face*to*face or through some form of telecommunications such as telephone sales.
3ersonal selling involves more immediate and precise feedbac& because the impact of the
sales presentation can generally be assessed from the customers reactions.
#SSE$B%IN+ THE $#R5ETIN+ $IB #SSE$B%IN+ THE $#R5ETIN+ $IB+
2ssembling the mar&eting mix means assembling the four 3s of mar&eting in the best
possible combination. Involved in this process are the choice of the appropriate mar&eting
activities and the allocation of the appropriate mar&eting effortAresources to each one of them.
The firm has to find out how it can generate the targeted sales and profit. It considers
different mar&eting mixes with varying levels of expenditure on each mar&eting activity and
tries to figure out the effectiveness of different combinations in terms of the possible sales
and profits. It then chooses the combinationAmix of products, price, place and promotion that
is best according to its (udgment.
!ince mar&eting is essentially an interaction between the mar&eting mix and
environmental variable, and since the latter and non*controllable, mar&eting becomes
synonymous with assembling and managing the mar&eting mix. "f course, while assembling
the mar&eting mix, the mar&eting manager will ta&e due note of the environmental variables.
0ot only will he ta&e due not of them, he will ensure that his mar&eting mix suits the
environmental variables. 2nd, its it factor that renders tha tas& much more complex.
)24951I01 )IP+ T'5 !".5 L5'I6.5 #"4 6452TI01 20/ /5.IL54I01
6"0!-)54 L2.-5
The four elements mentioned above* product, distribution, promotion and pricing
constitute the mar&eting mix of the firm. The mar&eting mix is the sole vehicle for creating
and delivering customer value.
It can be easily seen that all activities and programmes, which a mar&eter designs and
caries out in his effort at winning customers, relate to one or the other of the above four
elements* product, place, promotion and pricing. It can also be seen that in each of these
elements, there are several sub*elements. #or example, pac&aging is one of the sub*elements
of product and warehousing is one of the sub*elements of distribution.
T2e F,r P0 1 $arAeti!.:
It was Games 6ulliton, a noted mar&eting expert, who coined the expression mar&eting
mix and described the mar&eting manager as a mixer of ingredients. To =uote him, XThe
mar&eting man is a decider and an artist a mixer of ingredients, who sometimes follows a
recipe developed by others and sometimes prepare his own recipe. 2nd, sometimes he adapts
his recipe to the ingredients that are readily available and sometimes invents some new
ingredients, or, experiments with ingredients as no one else has tried before.
!ubse=uently- Niel +.(orden, another noted mar&eting expert, popularized the
concept of mar&eting mix.
It was Gerome )c6arthy, the well*&nown 2merican professor of mar&eting, who first
described the mar&eting mix in terms of the four 3s. 'e classified the mar&eting mix
variables under four heads, each beginning with the alphabet 3$.
3roduct
3lace
3rice
3romotion
McCarth has provided an easy*to*remember description of the mar&eting mix
variables. "ver the years, the terms )ar&eting mix and #our 3s of mar&eting have
come to be used synonymously.
2ssembling and managing the mar&eting mix is the crux of the mar&eting tas&. 2nd,
it is through the mar&eting mix that the mar&eting manager achieves the mar&eting
ob(ectives.
$#R5ETIN+ STR#TE+IES F#%% UNDER T6O C#TE+ORIES:
We have seen that target mar&et selection, positioning and mar&eting
mix formulation together constitute mar&eting strategy. We have also seen that a firm can
assemble the mar&eting mix elements in many different ways, depending on the relative
weightage it assigns to the different elements. The scope to carve out different
combinations is, in fact immense. 2s a result, business firms are able to employ an
abundance of strategies and strategy stances in their relentless race to stay ahead of
competition. 'owever, a close scrutiny will reveal that all these strategies can be fitted into
two broad categories
,. 34I65 "4I50T5/ )2495TI01 !T42T51;
7. /I##5450TI2TI"0 "4I50T5/ )2495TI01 !T42T51;
In other words, there are only two broad routes available for forging mar&eting
strategies+ any strategy has to be ultimately either a price*oriented strategy or a
differentiation*oriented strategy.
PRICE ORIENTED $#R5ETIN+ STR#TE+Y PRICE ORIENTED $#R5ETIN+ STR#TE+Y+
#irms ta&ing to the price route in mar&eting strategy compete on the strength of
pricing. They use price as their competitive lever. They (uggle the price of their product to
suit the prevailing competitive reality. They can afford to offer lower prices and still ma&e
the targeted profits. They elbow out competition with the cushion they en(oy in the matter of
pricing.
3rice route re=uires cost leadership, evidently, a firm opting for the price route will
have to have a substantial cost advantage in their operations. It should be en(oying an overall
cost leadership in the given industry and its lower cost should enable it to secure above
average returns inspite of strong competition. The cost advantage can emanate from different
factors li&e, scale economies, earlyu entry, a large mar&et share built over a period of time,
locational advantage, or synergy among the different businesses. The firms whole strategy, in
fact will revolve around building such cost advantage.
To successfully practice a price*led strategy, a firm should have consciously ta&en to
the idea sufficiently early in its evolutionary process and prepared itself for adopting such a
strategy.
DIFFERENTI#TION ORIENTED $#R5ETIN+ STR#TE+Y DIFFERENTI#TION ORIENTED $#R5ETIN+ STR#TE+Y:
The differentiation route of strategy revolves around aspects other than price. It
wor&s on the principle that a firm can ma&e its offer distinctive from all competing offers and
win through the distinctiveness. 2nd, a firm adopting such route can price its product on the
perceived value of the attributes of the offer and not necessarily on competition*parity basis.
)aximum scope for exploiting differentiation remains with the product. While all the
:3s of mar&eting are important elements from the point of view of strategy, the other 3s
normally go as elaborations of the offer, while the product forms its core.
3roduct differentiation is of vital importance in product management and has great
potential in forgoing successful mar&eting strategies.
The product can be differentiated along two ma(or plan&s+
,. Tangible product attributes and functions,
7. Intangible characteristics and emotional associations.
The tangible product attributes and functions are
/ifferentiation based on ingredients,
/ifferentiation based on functional value,
/ifferentiation based on additional features,
3ac&aging contributing to differentiation,
/ifferentiation based on Tuality, "perational 5fficiency, Technology, !ervice.
DI+IT#% $#R5ETIN+: DI+IT#% $#R5ETIN+:
/igital )ar&eting is the practice of promoting products and services using digital
distribution channels to reach consumers in a timely, relevant, personal and cost*effective
manner.
Whilst digital mar&eting does include many of the techni=ues and practices contained
within the category of Internet )ar&eting, it extends beyond this by including other channels
with which to reach people that do not re=uire the use of The Internet. 2s a result of this
non*reliance on the Internet, the field of digital mar&eting includes a whole host of elements
such as mobile phones, smsAmms, display A banner ads and digital outdoor.
BUGG $#R5ETIN+ E6ORD OF $OUTHF: BUGG $#R5ETIN+ E6ORD OF $OUTHF:
Word of mouth, is a reference to the passing of information by verbal means,
especially recommendations, but also general information, in an informal, person*to*person
manner. Word of mouth is typically considered a face*to*face spo&en communication,
although phone conversations, text messages sent via !)! and web dialogue, such as online
profile pages, blog posts, message board threads, instant messages and emails are often now
included in the definition of word of mouth. There is some overlap in meaning between
word of mouth and the following+ rumor, gossip, innuendo, and hearsayE however word of
mouth is more commonly used to describe positive information being spread rather than
negative, although this is not always the case.
Word*of*mouth promotion, also &nown as buzz mar&eting and viral advertising, is highly
valued by advertisers. It is believed that this form of communication has valuable source
credibility. 4esearch points to individuals being more inclined to believe W")) than more
formal forms of promotion methodsE the receiver of word*of*mouth referrals tends to believe
that the communicator is spea&ing honestly and is unli&ely to have an ulterior motive >i.e.
they are not receiving an incentive for their referrals?. In order to promote and manage word*
of*mouth communications, mar&eters use publicity techni=ues as well as viral mar&eting
methods to achieve desired behavioral response. Influencer mar&eting is increasingly used to
seed W")) by targeting &ey individuals that have authority and a high number of personal
connections.
EV#N+E%IS$ $#R5ETIN+ EV#N+E%IS$ $#R5ETIN++ +
It is an advanced form of word of mouth mar&eting >W"))? in which companies
develop customers who believe so strongly in a particular product or service that they freely
try to convince others to buy and use it. The customers become voluntary advocates, actively
spreading the word on behalf of the company.
5vangelism literally comes from the three words of @bringing good news@ and the
mar&eting term (ustly draws from the religious sense, as consumers are literally driven by
their beliefs in a product or service, which they preach in an attempt to convert others.
EFFECTIVE S#%ES PRO$OTION EFFECTIVE S#%ES PRO$OTION: :
!ales promotion consists of diverse collection of incentive tools mostly short
term, designed to stimulate =uic&er and greater purchase of particular products of services
by the consumer. !ales promotion is the only method that ma&es use of incentives to
complete the push*pull promotional strategy of motivating the sale force, the dealer and the
consumer in transacting a sale.
P Price*O110 O11er: rice*O110 O11er:
3rice*off offers refers to offering the product at lower than the normal price. This
encourages immediate sales, attracts non*users, induces product trail and counters
competition.
Premi,m: Premi,m:
3remium refers to the offer of an article of merchandise as an incentive in or
to sell the product.
C,3!0: C,3!0:
In order to encourage product trail, stimulate re*purchase rate and build loyalty
through news papaers.
Dea-er 0tcA "i03-ay c!te0t0 Dea-er 0tcA "i03-ay c!te0t0:
It is a type of point of purchase advertising which uses the show windows of
the dealer for providing exposure to the sponsors products.
/ealer participating enthusiastically and creatively are awarded
DEFENDIN+ $#R5ET SH#RE DEFENDIN+ $#R5ET SH#RE+
While trying to expand total mar&et size, the dominant firm must continuously defend
it current business against rival attac&s. This step is very much essential for the mar&et
leader firm because the challenger firms are constantly to exploit the wea&nesses of the
leader firms.
EBP#NDIN+ $#R5ET SH#RE EBP#NDIN+ $#R5ET SH#RE+
)ar&et leaders can improve their profitability by increasing their mar&et share. %ut
for few mar&et leaders whose share in the total mar&et is insignificantly high, the expansion
of mar&et share n the total mar&et may be proved both as expensive and ris&y. Therefore it
is better for such leader firms in spending their time in building up the mar&et size rather
than expanding the mar&et share. The reason for this action may be attributed to two factors+
,. The mar&et leader firms might attract the provisions of various anti*trust
legislations. The rival competitors will try to force the 1overnment to bring
legislations against the )"0"3".I!2TI"0$
7. The second reason being the economic factors. The cost of ma&ing further gains in
the mar&et share after a large share has been achieved may rise fast and reduce the
profit margin.
H#R#SS$ENT STR#TE+Y: H#R#SS$ENT STR#TE+Y:
The mar&et leader firm will resort to an harassment strategy in order to promote its
mar&et share. 2s a part of this strategy, the leader form might approach the suppliers and
threaten to reduce its purchases. If the latter supply the upstart firm, sometimes it might put
pressure on distributors not to carry the competitors product. The salesman of leader firm
might spea& negatively about competitors. It may also try to hire away the better executives
of an aggressive firm. !ometimes, the mar&et leader firm will try to restrain these
competitions through legal devices. It might push legislation that would be more
unfavorable to the competitors than to itself.
The aim of defensive strategy is to reduce the profitability of attac&, divert attac&s to
less threatening areas, and lessen the intensity of attac&. 2ny attac& is li&ely to hurt profits.
%ut the defenders form and speed of response can ma&e an important difference in the
profit conse=uences.
There are N defense strategies that a dominant firm can use+
,. P0iti! De1e!0e P0iti! De1e!0e+ +
The basic idea of defense is to build an impregnable fortification around ones
territory.
9. 9. F-a!A De1e!0e: F-a!A De1e!0e:
The mar&et leader should not only guard its territory but also erect outposts to protect
a wea& front or possibly serve as an invasion base for counter attac&ing.
8. Preem3tive De1e!0e Preem3tive De1e!0e+ +
2 more aggressive defense maneuver is to launch an attac& on the enemy before the
enemy starts its offense against the leader. 3reemptive defense assumes that an ounce of
prevention is worth more than a pound of cure.
:. C,!ter11e!0ive De1e!0e C,!ter11e!0ive De1e!0e :
)ost mar&et leaders, when attac&ed will respond counterattac&. The leader cannot
remain passive in the face of a competitors price cut, promotion blitz, product improvement,
or sales territory invasion. The leader has the strategic choice of meeting the attac&er
frontally, maneuvering against the attac&ers flan&, or launching a princer movement to cut
off the attac&ing formation from their base operation.
<. <. $bi-e De1e!0e: $bi-e De1e!0e:
)obile defense involves more than the leader aggressively defending it territory. In
mobile defense, the leader stretches it domain over new territories than serve as future centers
for defense and offense.
N. C!tracti! "e1e!0e C!tracti! "e1e!0e+
.arge companies recognize that they can no longer defend all the territory. Their
focus are spread too thin, and competitors are nibbling away on several funds. The best
course of action then appears to be planned contraction >also called strategic withdrawal?.
INNOV#TION STR#TE+Y: INNOV#TION STR#TE+Y:
The mar&et leader may innovate several strategies in respect of new product ideas,
customer services, means of distribution, cost cutting discovery. In addition to these, a
leader may discourage its competition particularly challenge firm.
FORTIFIC#TION STR#TE+Y: FORTIFIC#TION STR#TE+Y:
In order to protect its mar&et share, the mar&et leader may try to &eep it product prices
reasonable in relation to the perceived valued of the offer and competitors offer. The leader
produces it brand in a variety of sizes and firms.
CONFRONT#TION STR#TE+Y CONFRONT#TION STR#TE+Y+
If leader firm faces an extremely aggressive challenger, whose actions demand a
=uic& and direct response. In such a situation, the mar&et leader will engage any
promotional war, engaging in a massive promotional expenditure that the aggressive
challenger cannot match. The leader firm may engage in the price war whenever a new
challenger is considering to enter in its mar&et. This strategy will frighten the potential
competitions and ma&e then to withdraw from entering the mar&et.
MAR0ETIN1 STRATE1IES OF FOR&
MAR0ETIN1 STRATE1IES OF FOR&
$#R5ETIN+ STR#TE+IES OF FORD: $#R5ETIN+ STR#TE+IES OF FORD:
Pr",ct "i11ere!tiati! ba0e" ! 3erati!a- e11icie!cy:
#"4/ 5P65..I01 T'4"-1' !54LI65+ #ord tries to differentiate its offer on
the plan& of service. It has gone in for a new norm in customer service+ fi it right!the
first time!on time$. #ord is also supplying videotapes showing how repairs have to be
done.
#"3ti!. O11er t S,it Tar.et Se.me!t:
Fr" m"i1ie0 it0 m"e-0 1r I!"ia:
#ord modified its models for the Indian target segments as shown below+
'igher ground clearance to ma&e the car more compatible to the rougher road surface in
India.
!tiffer rear springs to enable negotiating the ubi=uitous patholes on Indian roads.
6hanges in cooling re=uirement, with greater airflow to the rear.
'igher resistance to dust.
6ompatibility of engine with the =uality of fuel available in India.
.ocation of horn buttons on the steering vehicles. >2s the India motorist uses the horn more
fre=uently, for cars sold in India, the horn buttons are &ept on the steering wheel and not on a
lever on the side as in the models sold in 5urope.?
Strate.ic 0e.me!tati! 1 car0:
The #ord in India has launched the car only for few segment of people.
The segmentation of car buyers based on price preferences are
Fami-y car 0e.me!t+ These cars forms a reasonably sizeable segment of the mar&et >around
,J percent?.
3referred price range is from J la&h to N la&h.
K#"4/ I9"0 20/ K#"4/ #-!I"0 come under this type of segment.

Premi,m car 0e.me!t+ This segment represents buyers who need a real world*class car and
are willing to pay the due price.
3referred price range starts from B la&h to ,7 la&h.
K#"4/ #I5!T2, K#"4/ )"0/5" come under this segment of cars.
SUV 0e.me!t+ The buyers of this segment li&e to have a big vehicles.
2nd these cars are also useful for sport riding and even on hill areas. There body is designed
similar to offroad vehicles, which can withstand to Indian roads.
K#"4/ 50/52L"-4 occupies this segment.
Strate.ic Prmti!0 by FORD:
Fr" follows the promotions at two levels, they a
,? 3romotions of product directly by the manufacturer.
7? 3romotions at dealer level.
In the first step the products of vehicles manufactured by the #ord 2utomotives are directly
promoted by the manufacturer by himself. 'e follows many promotional strategies li&e
,. 2dvertising through television and newspaper.
7. Internet or interactive mar&eting.
8. /irect mar&eting.
In the second step the dealer of the vehicles promotes the vehicles.
The various promotional strategies followed by the #ortune #ord at dealer are
,. 2dvertising though news papers, radios, palm plates. In this all the features of the
product and its prices are given in detail to the customer.
7. In televisions the scrolling are given about the product and its features.
Har"i!.0+
2 heavy picture of the product which comprises of its attributes and special features are
displayed on the roadsides in the form of hoardings. It is a bit expensive strategy but attracts
many people who pass by that roadside.
This type of advertisement is prepared for those segments of people who cannot
afford their time in reading newspapers and watching televisions. While travelling from their
home to office, moving on their business activities they may watch these hoardings. These
hoarding are especially setup at the road signal stops.
$ai!tai!i!. Data Ba!A:
In this the dealer collects personalAbio*data>address and contact number? of many
people from various organizations and different sector who are ready to buy the vehicles and
who change the vehicles regularly.
These people are met*in person or contacted through their contact number. The
various new features and new offers regarding the vehicles are advocated to them and are
given discounts on group purchase of vehicles, i.e. if J or more friends in the group purchase
the cars at a time then they are given special discounts on the vehicles.
Free I!0,ra!ce:
The #ortune #ord gives a special offer of free insurance on the purchase of each
vehicle to its new customers.
Re-ati!02i3 $arAeti!.:
#ortune #ord pays a special attention towards its old customers. To retain the old and
existing customers it conducts a corporate meet at a luxurious hotel. The event aims at
&nowing the problems of the customers regarding the vehicles and also service feedbac&.
In this way it maintains an effective relationship with the customers and gains the
reputation and goodwill in the minds of the customers.
Sa-e0 Prmti!:
The sales promotion is done in the fortune ford at three levels+
&. S27rm 0a-e0: In this the customers wal& in to the showrooms to &now about the
details of the product. !pecially trained sales executives who are present in the
showrooms give a detailed explanation about the product to the customers.
!ales executives give a detailed note on the products features, various offers
given by the manufacturer and also by the dealer to the customer and enhances
the sales of the vehicles.
9. Cr3rate 0a-e0+ 2 special team of sales executives are sent to some big corporate
sectors and there they personally meet the heads of the organizations li&e 6.5."s,
)anagers etc., and explain about the vehicles and the offers and special schemes
provided by the dealer to them on bul& purchase of the vehicles and try to promote the
sales of the vehicles.
:. Fie-" 0a-e0: The sales executives conduct some events with the corporate wor&ing
people and try to demonstrate the product features and its benefits and try to promote the
product and increase its sales.
C!",cti!. C,0tmer De-i.2t Pr.ram:
This is a uni=ue program conducted by the #ortune #ord. This is a program
conducted to retain the old customers of the #ord. The old customers of the #ortune #ord
are meet personally and they are re=uested to give their feedbac& by filling in the
=uestionnaire which is specially prepared for them. In this =uestionnaire their problems
regarding the vehicle and also their post sale service experience are ta&en. If there exists any
problem, then the #ortune #ord service men try to resolve the problems of their customers as
soon as possible and ma&es the customer satisfied.
This is a techni=ue to attract the new customers by satisfying the old customers and
gaining goodwill in the mar&et.
STR#TE+IC S#%ES ST#ND#RDS:
Frt,!e Fr" maintains strategic sales standards in the following manner.
The !ales faculty is clean, tidy and inviting, ma&ing customers comfortable while
purchasing products and availing services.
6ustomers are courteously ac&nowledged within two minutes of their arrival and are
advised that a !ales 6onsultant will be available upon re=uest.
The !ales 6onsultants appearance and dress will be of the highest standards.
2n advisory relationship is established between the customer and the !ales 6onsultant
who listens to the customer, identifies their needs and ensures that they are met.
2 pleasant, non*pressured purchase experience will be provided during which a
thorough demonstration of the vehicle features and benefits will be made.
2 test drive will be offered to all customers.
-sing a chec& list, the !ales 6onsultant delivers the vehicle in perfect condition when
promised.
6ustomers will be contacted within one wee& after delivery to ensure total
satisfaction.
$#INT#ININ+ SERVICE ST#ND#RDS+
2n efficient service facility allows a customer to avail all the service provided by
#ortune #ord, in a clean and welcoming environment.
2n appointment is available within J wor&ing days of the customers re=uest.
6ustomers are courteously ac&nowledged within two minutes of their arrival and
the write*up will begin with five minutes.
!ervice needs are courteously identified, accurately recorded on the repair order
and verified with the customer.
The vehicle is serviced right on the first visit.
The vehicle is ready on the agreed upon time.
2 through explanation of wor& done, warranty coverage and charges is given to
the customer.
2ll service repair wor& will be followed up within five wor&ing days.
5ach vehicle will be washed before being returned to the customer.
EBTENDED 6#RR#NTY:
#ortune #ord gives an extended warranty to its customers where there will be an
extended time duration in the warranty.
62at i0 E@te!"e" 6arra!tyI
#actory Warranty covers only for a specific period of timeAmileage.
2fter the factory warranty expires, customer is exposed to the ris& of parts failures.
This is applicable for any machineAe=uipmentAvehicle.
E@te!"e" 6arra!ty:
Is an extension of #actory Warranty
"ffers almost similar coverage as #actory Warranty
6omes with a time*bound >eg. ,yrA7yrs but unlimited mileage cap?
6overs all )echanical and 5lectrical #ailures
6overs labour
62y i0 e@te!"e" 7arra!ty !ee"e"I
"ffers peace of mind motoring
3rotects against unexpected and non*budgeted expenses
6an be transferred, hence increases the resale value.
62at "e0 it NOT cverI
/oes not cover wear and tear of parts
/oes not cover scheduled service items
/oes not cover accident repairs
Be!e1it0 t c,0tmer
3rotection from manufacturing and material defects
6ar can be repaired at any #ord out let across the country
-nlimited number of claims
0o excess to pay
"ne up*front payment only
Inflation protection from rising costs of parts and labour
2ll repairs carried out by =ualified #ord technicians
Warranty can be transferred when vehicle is sold better resale value
Total peace of mind
TOT#% $#INTEN#NCE P%#N
62at i0 Tta- $ai!te!a!ce P-a!I
6ost of ownership is the &ey factor while considering vehicle purchases
2s part of regular maintenance, customers spend on
a? )aintenance parts that are to be replace at specific intervals
b? 4eplacement of worn out parts
c? .abour charge for the above
2 comprehensive maintenance plan by #ord will serve as a good tool to improve the
service experience and minimize concerns on cost of ownership of the vehicle
Total )aintenance 3lan >T)3? is a complete service solution provided to the
customer. This enables the customer to have total peace of mind in the form of a
)aintenance 'oliday$
62at "e0 it cverI
!cheduled servicing li&e 5ngine "il change, #uel filter, "il filter, !par& plugs etc.
0on*scheduled maintenance li&e %ra&e 3adsA!hoes, %ra&e /iscs, 6lutch 3lates,
.ower !uspension 2rms, !hoc& 2bsorbers etc..
)echanicalA5lectrical repairs
.abour for all the above
62at "e0 it NOT cverI
2ccident repairs
Tyres
#uel
Be!e1it0 t t2e c,0tmer
Total peace of mind
#ixed price for next 7 to 8 years
Increased residual value of the car
"nly #ord genuine parts are used
6an avail this service across the country at all #ord authorized outlets
Transferable
Incase of total loss, can be cancelled
#ord factory bac&ed programme
/iagnosisArepairs as per recommended standards and practices
Lehicles serviced by #ord trained and certified technicians
RESEARC. MET.O&OLO1Y
RESEARC. MET.O&OLO1Y
RESE#RCH $ETHODO%O+IES #ND %I$IT#TIONS:
$#R5ETIN+ RESE#RCH +
/efinition of mar&eting research research as approved as by the board of directors of
the association of 2merican mar&eting association is+
)ar&eting research is the function which lin&s the customer and public to the
mar&eter through information information used to identity and define mar&eting
opportunities and problems generate define and understanding of mar&eting as process$.
!imply, mar&eting research is the systematic design collection analysis and reporting
of data finding relevant to a specific mar&eting situation facing the company. 6arefully
planning through all stages of the research is a necessity.
"b(ectivity in research is all*important. The heart of scientific method is the ob(ective
gathering of the information.
The function as mar&eting research with in the company as to provide the information
and analytical necessary for effective.
3lanning of the future mar&eting activity.
6ontrol of the mar&eting operation in the present.
5valuation of mar&eting results.
2 research may under ta&e any of the three types of research investigation depending upon
the problem. These type of research included+
,. %asic research
7. 2pplied research
8. /esignated #act 1athering
B#SIC RESE#RCH:
It is also &nown as the pure fundamental research, which refers to those studies, sole
purpose of which is the discovery of new information. It is conducted to extend the horizons
on given area of &nowledge with no immediate application to existing problems.
#PP%IED RESE#RCH+
It is attempt to apply the various mar&eting techni=ue, which have been developed as
research, first and later on they become applied research techni=ues. It is on attempt to apply
the basic principles and existing &nowledge for the purpose of solving operational problems.
DESI+N#TED F#CT +#THERIN++
It refers to a research where the investigation attempts to gather some pre*determined
data.
STEPS IN $#R5ETIN+ RESE#RCH+
Marketing research process can be out through following steps.
/efine the problems and research ob(ectives
/evelops the research plan
6ollect the information
2nalysis and interpretation
3resent the finding.
RESE#RCH $ETHOD+
It must be classified on the basis of the ma(or purpose of the investigation. In this
problem description studies have been underta&en, as the ob(ective of the pro(ect is to
conduct the mar&et shares study to determine the share of mar&et received by the company to
the competitor.
D#T# CO%%ECTION+
The information needed to further proceed had been collected through primary and
secondary data.
PRI$#RY D#T#:
It consists of information collected for the specific purpose, survey research was used
and he all the details of #ord and their competitors were contacted. !urvey research is the
approached gathering description and information.
CONT#CTED $ETHOD:
The information was solicited by administering structured =uestionnaire to the
customer and dealers, thus getting to &now directly from the dealers their sales before and
after sales service.
SECOND#RY D#T# CO%%ECTION:
The secondary data consists of information that already existing somewhere having
been collected for another purpose. 2ny researcher begins the research wor& by first going
through secondary data. !econdary data includes the information available with company. It
may be the findings of research previously done in the field. !econdary data can also be
collected from the magazines, news papers, internet other service conducted by researchers.
$ETHODS OF D#T# CO%%ECTION:
The basic method adopted in conducting the study is a structured =uestionnaire.
Tuestionnaire is administered on the sample respondents. 'ow ever there are certain cases
where personal interactive method is followed with customers to find the satisfaction level.
ANALYSIS AN& INTER"RETATION ANALYSIS AN& INTER"RETATION
#!a-y0e" S,rvey Re3rt
&. 62ic2 1 t2e 1--7i!. Fr" car y, 7!I
aF Fie0ta
bF IA!
cF E!"eav,r
"F F,0i!
"ata anal#sis:
Name o2 t*e car 3 o2 cu)tomer)
Fie0ta ('
IA! 9)
E!"eav,r &<
F,0i! '
Tta- &??J
Inter$retation: This =uestion is meant for ta&ing the information regarding the most
preferred car in the #ord cars. #rom the above graph it is found that most preferred vehicle of
#ord cars is Fiesta.
9. 62at " y, -iAe m0t ab,t y,r Fr" carI
aF Sty-eH"e0i.!
bF Cm1rt
cF Fr" bra!"
"F Service
"ata anal#sis:
Cu)tomer) !re2erence No o2 cu)tomer)
Sty-eH"e0i.! '
Cm1rt 9:
Fr" bra!" &:
Service <
Inter$retation: This =uestion is meant to &now the customers preferences and li&es
towards the cars. #rom the data we can position our product to the comfort see&ing group of
people.
:. 62at " y, 1ee- .reat ab,t y,r car 72e! cm3are" t t2er car0 i! t2e
marAetI
aF F,e- e11icie!cy
bF D,rabi-ity
cF %7 mai!te!a!ce
"F S,!" 4,a-ity
eF Bra!" !ame
"ata anal#sis:
Cu)tomer) !er)!ective No o2 cu)tomer)
F,e- e11icie!cy 9
D,rabi-ity )
%7 mai!te!a!ce '
S,!" 4,a-ity &9
Bra!" !ame 9?
Inter$retation: #rom this =uestion we can position the cars according to the customer)s
perspectives. )any of the #ord customers are buying the cars by seeing its (rand Name
only. The no. of customers satisfied with the fuel efficiency are very low.
(. H7 "i" y, cme t A!7 ab,t t2i0 car be1re 3,rc2a0i!.I
aF Frm 1rie!"08 re-ative0 Eb,KKF
bF #"verti0eme!t0
cF Car e@3ert0
"F Sa-e/0 3er0!0 vi0it
eF #,t ma.aKi!e0
"ata anal#sis:
Source o2 a4arene)) No5 o2 cu)tomer)
Frie!"08 re-ative0 '
#"verti0eme!t0 9<
Car e@3ert0 :
Sa-e/0 3er0!0 vi0it ;
#,t ma.aKi!e0 <
Inter$retation: )ost of the #ord customers came to &now about their vehicle through
advertisements only. The ma(or media that attracted the customers is television.
<. Ca! y, 02are y,r e@3erie!ce 7it2 a1ter 0a-e 0ervice 0,33rt
aF Very m,c2 0ati01ie"
bF Sati01ie"
cF OA
"F Nt 0ati01ie"
"ata anal#sis:
"o)t )ervice ex!erience
No5 o2 cu)tomer)
Very m,c2 0ati01ie" =
Sati01ie" &<
OA 9<
Nt 0ati01ie" (
Inter$retation: This =uestion is prepared to &now the service levels of the authorized
dealer. )ost of the customers are (ust telling ok about the service. "nly a very few customers
are ver much satisfied with the service. 5ven some of the customers are not satisfied with
the service given by the authorized service men.
=. 62ere " y, .et y,r car 0ervice" re.,-ar-yI
aF #t a,t2riKe" 0ervice ce!tre
bF #t a -ca- 7rA023 !ear my 2me
"ata anal#sis:
"$ace o2 )ervice No5 o2 cu)tomer)
#t a,t2riKe" 0ervice ce!tre (&
#t a -ca- 7rA023 !ear 2me '
Inter$retation: )ost of the #ortune #ord customers are interested to service their vehicles
only at the authorized dealers. #rom this we come to &now what the importance of
authorized service centers for car is.
). 62ic2 ba!A " y, 3re1er i! .etti!. 1i!a!cia- 2e-3 72i-e 3,rc2a0i!. a
carI
aF ICICI
bF HDFC
cF SBI
"F t2er0
Name o2 t*e +an' No5 o2 cu)tomer)
ICICI 9&
HDFC =
SBI 9?
Ot2er0 :
Inter$retation: )ost of the customers prefer I6I6I and !%I ban&s for ta&ing financial
help while purchasing a car. 6ustomers are as&ing for DC interest on financial help
provided by the ban&s.
;. 62ic2 ty3e 1 1i!a!ce " y, 3re1erI
aF I! 2,0e 1i!a!ce
bF O,t 2,0e 1i!a!ce
c1 N "i11ere!ce bet7ee! t2e t7
"ata anal#sis:
Ty!e o2 #nance No5 o2 cu)tomer)
I! 2,0e 1i!a!ce :?
O,t 2,0e 1i!a!ce &9
N "i11ere!ce bet7ee! t2e t7 ;
Inter$retation: To &now the customers opinion about the finance and their interests in
preferring the finance from various sources, this =uestion is prepared. )ost of the
customers prefer only In house finance compared to outhouse finance.
'. T 72ic2 me"ia " y, .et e@30e re.,-ar-yI
aF Te-evi0i!0
bF $a.aKi!e0
cF Ne70 3a3er0
"F F.$HRa"i
"ata anal#sis:
meia No5 o2 cu)tomer)
Te-evi0i!0 9=
$a.aKi!e0 )
Ne70 3a3er0 &=
F.$HRa"i &
Inter$retation: #rom this analysis we come to &now that most of the customers are
interested in watching televisions, which is a good media for communicating with people
and delivering our intentions about product.
&?. 62ic2 Ai!" 1 T.V. c2a!!e-0 " y, 7atc2 re.,-ar-yI
aF Nati!a- !e70 c2a!!e-0
bF Re.i!a- !e70 c2a!!e-0
cF S3rt0 c2a!!e-0
"F E!tertai!me!t c2a!!e-0
"ata anal#sis:
T5V5 C*anne$) No5 o2 cu)tomer)
Nati!a- !e70 c2a!!e-0 &?
Re.i!a- !e70 c2a!!e- &=
S3rt0 c2a!!e-0 (
E!tertai!me!t c2a!!e-0 9?
Inter$retation: This =uestion is meant to &now the interests and preferences of
customers towards T.L. channels. )ore than =uarter of the sample size showed interest
only on the entertainment channels and next preference goes to the regional news
channels.
&&. 62at/0 y,r 3i!i! ! t2e 3rice -i0t 1 Fr" car0I
aF #11r"ab-e by cmm! ma!
bF #11r"ab-e !-y by ric2 ma!
cF Ca!t 0ay
"ata anal#sis:
Cu)tomer o!inion on
!rice$i)t o2 2or car
No5 o2 cu)tomer)
#11r"ab-e by cmm! ma! =
#11r"ab-e !-y by ric2 ma! (9
Ca!t 0ay 9
Inter$retation: )ore than BDC of customers thin& that #ord cars are affordable only
by rich men. These cars are too expensive for an economicAcomman man of the society.
&9. 62at Ai!"0 1 11er0 " y, -iAe r e@3ect 1rm t2e "ea-erI
aF Free i!0,ra!ce
bF S3ecia- "i0c,!t ! 0a-e 1 car0
cF E@te!"i!. t2e 0ervice 3eri"
"F Fi!a!ce avai-abi-ity 7it2 ?J i!tere0t
"ata anal#sis:
o6er) No5 o2 cu)tomer)
Free i!0,ra!ce '
S3ecia- "i0c,!t ! 0a-e 1 car0 :
E@te!"i!. t2e 0ervice 3eri" 9)
Fi!a!ce avai-abi-ity 7it2 ?J
i!tere0t
&&
Inter$retation: %y the result of this =uestion we come to &now about the various
promotional techni=uesAoffers which attract the customers. #rom the above analysis
many customers are expecting the e*tension in the service period from the various offers
given to them.
&:. 62at mre " y, e@3ect 1rm y,r "ea-erI
aF I!1rmati! ab,t !e7 car0
bF I!1rmati! ab,t 0ervice a!" mi-ea.e
cF #00i0ta!ce re.ar"i!. -a!0 a!" i!0,ra!ce
"F U!"er0ta!"i!. c,0tmer !ee"0
"ata anal#sis:
Ex!ectation) o2 cu)tomer No5 o2 cu)tomer)
I!1rmati! ab,t !e7 car0 9
I!1rmati! ab,t 0ervice a!" mi-ea.e :(
#00i0ta!ce re.ar"i!. -a!0 a!"
i!0,ra!ce
(
U!"er0ta!"i!. c,0tmer !ee"0 &?
Inter$retation: )ost of the customers are expecting the information about service
and mileage regarding the cars from the dealer. #rom the above analysis we come to
&now about the customers expectations and their post purchase service demands from the
dealer.
&(. H7 " y, 1ee- 72e! a! ,!A!7! 0a-e0 3er0! a33rac2e0 y, by
A!7i!. y,r 1,-- "etai-0 t "em!0trate ab,t a!y 3r",ctI
aF I 7i-- !t re03!"
bF %0t my 3rivacy
cF I!tere0te" i! A!7i!. Ei1 I 1ee- a !ee" 1 itF
"ata anal#sis:
Cu)tomer o!inion No5 o2 cu)tomer)
I 7i-- !t re03!" &&
%0t my 3rivacy <
I!tere0te" i! A!7i!. Ei1 I 1ee- a !ee"
1 itF
:(
Inter$retation: This =uestion is prepared indirectly to &now about the customers
opinion about the /ata %an& maintenance by the #ortune #ord. In reply ma(ority of the
customers gave a positive reply by showing interest in knowing about the cars when a
sales person gives a detailed description about the cars.
&<. 62at/0 y,r 3i!i! ! a Bra!" #mba00a"r 1r t2e car0I
aF Very !ece00ary
bF Nt !ee"e"
cF 6a0te 1 m!ey 1r ma!,1act,rer
"ata anal#sis:
Cu)tomer o!inion on
am+a))aor
No5 o2 cu)tomer)
Very !ece00ary (:
Nt !ee"e" )
6a0te 1 m!ey 1r ma!,1act,rer ?
Inter$retation: This =uestion is meant to &now about the importance of %rand
2mbassador for a car in the customers point of view. )ost of the #ord customers thin&
that a %rand 2mbassador is ver necessar for promoting a car.
&=. 62at/0 y,r 3i!i! ab,t t2e 3revi,0 #mba00a"r #b2i02eA Bac2a! 1r
t2e car Fr" Fie0taI
aF F,-- 1i--e" t2e 3,r30e
bF U!ab-e t attract c,0tmer0
cF He 7a0 !t a3t 1r it.
"ata anal#sis:
Cu)tomer o!inion No5 o2 cu)tomer)
F,-- 1i--e" t2e 3,r30e :;
U!ab-e t attract c,0tmer0 &?
He 7a0 !t a3t 1r it 9
Inter$retation: )ost of the #ord customers thin& that the previous %rand
2mbassador 2bhishe& %achan for the car #ord #iesta full filled the purpose and he was
able to increase the sales of the cars #iesta.
&). 62m " y, 0,..e0t a0 a ri.2t 3er0! 1r 3rmti!. a carI
aF S3rt0 3er0!
bF Fi-m 0tar0
cF Car e@3ert
"F #!y ce-ebrity
"ata anal#sis:
Cu)tomer )u((e)tion No5 o2 cu)tomer)
S3rt0 3er0! &;
Fi-m 0tar 9&
Car e@3ert )
#!y ce-ebrity (
Inter$retation: )ost of the customers of #ord suggest a film star as the best
ambassador. %ecause many of them get attracted only to their favorite film stars other
than other brand ambassadors.
&;. 62at t2er bra!"E0F "i" y, 0eri,0-y c!0i"er be1re maAi!. t2i0 car
3,rc2a0eI
aF Hy,!"ai
bF C2evr-et
cF $ar,ti
"F T#T#
eF Tyta
"ata anal#sis:
Bran name No5 o2 cu)tomer)
Hy,!"ai &'
SA"a &9
$ar,ti <
H!"a '
Tyta <
Inter$retation: )ost of the #ord customers are opting for +undai when they are
as&ed to consider a brand other than #ord. !&oda occupies the second place in their
preference.
*3((>*T!O"*
*3((>*T!O"*
V#%U#B%E SU++ESTIONS +IVEN BY FORD V#%U#B%E SU++ESTIONS +IVEN BY FORD
CUSTO$ERS: CUSTO$ERS:
3lease try to increase the number of !ervice centers.
9eep !ervice !tations at main locations of the city.
There is no proper response from the service men at service station. 3lease recruit
efficient service men in the service centers.
The service men in the service centers are unable to understand the problems told
by us, and they are not resolving the cars problems.
3rovide information on service and mileage regularly.
3lease provide information about new cars along with their price lists at least once
in N months.
2dvertisements through televisions can influence many categories of people. !o
try to concentrate on this segment. We dont see or find much of the #ord car
advertisements in T.L except #iesta.
Try to provide financial facility at DC interest.
6ustomer should be educated about the maintenance of the vehicle. i.e.
maintenance tips should be provided.
)ileage of the cars is not up to the expectations.
)ileage of #iesta is very worst its giving only H to ,, 9ms per liter. 3lease try to
rectify it.
The =uality of the sun proof coating used is of very low =uality, vehicle colour is
getting shaded very =uic&ly.
3lease send the specially appointed feed bac& ta&ing staff on !unday evenings
only.
The sales people present in the showroom respond to us properly when we come
to purchase a new car, but they do not respond when we come to tell our problems
regarding the cars.
BIBLIO1RA".Y
BIBLIO1RA".Y
BIB%IO+R#PHY BIB%IO+R#PHY
REFER#NCE BOO5S:
)2495TI01 )20215)50T L.!.42)2!W2); 20/ !.02)29-)24I
2/L54TI!I01 20/ 34")"TI"0! 15"415 5.%5.6'
I
)I6'25. 2. %5.6'

6EB%IO+R#PHY++
www.fordindia.com
www.fortuneford.com
www.wi&ipedia.com
www.google.com
#UTO $#+#GINES :
2-T"624
"L54/4IL5
ANnexure
ANnexure
7
7
ue)tionnaire
ue)tionnaire
LUESTIONN#IRE:
Name :
C!tact !.
#""re00: E*$ai- a""re00:
&. 62ic2 1 t2e 1--7i!. Fr" car y, 7!I
aF Fie0ta
bF IA!
cF E!"eav,r
"F F,0i!
9. 62at " y, -iAe m0t ab,t y,r Fr" carI
aF Sty-eH"e0i.!
bF Cm1rt
cF Fr" bra!"
"F Service
:. 62at " y, 1ee- .reat ab,t y,r car 72e! cm3are" t t2er car0 i! t2e
marAetI
aF F,e- e11icie!cy
bF D,rabi-ity
cF %7 mai!te!a!ce
"F S,!" 4,a-ity
eF Bra!" !ame
(. H7 "i" y, cme t A!7 ab,t t2i0 car be1re 3,rc2a0i!.I
aF Frm 1rie!"08 re-ative0 Eb,KKF
bF #"verti0eme!t0
cF Car e@3ert0
"F Sa-e/0 3er0!0 vi0it
eF #,t ma.aKi!e0
<. Ca! y, 02are y,r e@3erie!ce 7it2 a1ter 0a-e 0ervice 0,33rt
aF Very m,c2 0ati01ie"
bF Sati01ie"
cF OA
"F Nt 0ati01ie"
=. 62ere " y, .et y,r car 0ervice" re.,-ar-yI
aF #t a,t2riKe" 0ervice ce!tre
bF #t a -ca- 7rA023 !ear my 2me
). 62ic2 ba!A " y, 3re1er i! .etti!. 1i!a!cia- 2e-3 72i-e 3,rc2a0i!. a carI
aF ICICI
bF HDFC
cF SBI
"F t2er0
;. 62ic2 ty3e 1 1i!a!ce " y, 3re1erI
aF I! 2,0e 1i!a!ce
bF O,t 2,0e 1i!a!ce
cF N "i11ere!ce bet7ee! t2e t7
'. T 72ic2 me"ia " y, .et e@30e re.,-ar-yI
aF Te-evi0i!0
bF $a.aKi!e0
cF Ne70 3a3er0
"F F.$HRa"i

&?. 62ic2 Ai!" 1 T.V. c2a!!e-0 " y, 7atc2 re.,-ar-yI
aF Nati!a- !e70 c2a!!e-0
bF Re.i!a- !e70 c2a!!e-0
cF S3rt0 c2a!!e-0
"F E!tertai!me!t c2a!!e-0
&&. 62at/0 y,r 3i!i! ! t2e 3rice -i0t 1 Fr" car0I
aF #11r"ab-e by cmm! ma!
bF #11r"ab-e !-y 1r ric2 ma!
cF Ca!t 0ay
&9. 62at Ai!"0 1 11er0 " y, -iAe r e@3ect 1rm t2e "ea-erI
aF Free i!0,ra!ce
bF S3ecia- "i0c,!t ! 0a-e 1 car0
cF E@te!"i!. t2e 0ervice 3eri"
"F Fi!a!ce avai-abi-ity 7it2 ?J i!tere0t
&:. 62at mre " y, e@3ect 1rm y,r "ea-erI
aF I!1rmati! ab,t !e7 car0
bF I!1rmati! ab,t 0ervice a!" mi-ea.e
cF #00i0ta!ce re.ar"i!. -a!0 a!" i!0,ra!ce
"F U!"er0ta!"i!. c,0tmer !ee"0
&(. H7 " y, 1ee- 72e! a! ,!A!7! 0a-e0 3er0! a33rac2e0 y, by A!7i!.
y,r 1,-- "etai-0 t "em!0trate ab,t a!y 3r",ctI
aF I 7i-- !t re03!"
bF %0t my 3rivacy
cF I!tere0te" i! A!7i!. Ei1 I 1ee- a !ee" 1 itF
&<. 62at/0 y,r 3i!i! ! a Bra!" #mba00a"r 1r t2e car0I
aF Very !ece00ary
bF Nt !ee"e"
cF 6a0te 1 m!ey 1r ma!,1act,rer
&=. 62at/0 y,r 3i!i! ab,t t2e 3revi,0 #mba00a"r #b2i02eA Bac2a! 1r t2e
car Fr" Fie0ta I
aF F,-- 1i--e" t2e 3,r30e
bF U!ab-e t attract c,0tmer0
cF He 7a0 !t a3t 1r it.
&). 62m " y, 0,..e0t a0 a ri.2t 3er0! 1r 3rmti!. a carI
aF S3rt0 3er0!
bF Fi-m 0tar0
cF Car e@3ert
"F #!y ce-ebrity
&;. 62at t2er bra!"E0F "i" y, 0eri,0-y c!0i"er be1re maAi!. t2i0 car 3,rc2a0eI
aF Hy,!"ai
bF SA"a
cF $ar,ti
"F H!"a
eF Tyta
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