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One Up MOtOrs IndIa Pvt.Ltd.



Mr.Suneel Kumar Mr. Saurabh Maurya

Reader – I.I.M.S. M.B.A. – 3rd Sem

Bareilly (U.P.) Roll No.- 0801570083

InvertIs InstItute of management studIes



I wish to express our heartfelt appreciation to all, who had contributed to this project both

explicitly and implicitly. I am extremely thankful to One UP Motors dynamic and

enthusiastic team, Mr. Ajay Pal Singh, (CEO and Director Infrastructure & Service),

Mr.Kamlesh Prasad, Managing Director, Mrs. Shivalini Singh, Director (Sales &

Administration), Mr. Deepak Rastogi, Director (Finance), Mr. Paresh Prasad, Director

(organization), Mr. Rajesh Singh, (CGM). Mr. Mukesh Tyagi, G.M. and Mr. Saurabh

Mittal, Manager (Sales).

A special word of thanks to Ms. Bhavana Mehrotra, Human Resource Manager for

providing valuable advice and help in this project.

I have been constantly encouraged by Mr. Shantanu Shukla, Customer Care Manager,

One UP Motors and Mr. Shaileshwer Ghosh (Coordinator, MBA), I am at loss of words

to express the enriched knowledge base provided by them due to which I am able to relate

various H.R. concepts in practice and understand their viability.

I am immensely thankful to Mr. Sandeep Singh (Sr. Sales Executive), Mr. Saurabh(Sr.

Sales Executive), Mr. Amit Raj (Team Leader), who motivated me in this project.

I am greatly indebted to the staff of One UP Motors for proving us with necessary help,

assistance and healthy working environment in office.

Finally, Last but not the least, I want to thank the almighty God, Our Parents Teachers

and Friends as without their support this project might not have been completed.



This research is undertaken in order to partial fulfillment of our summer training report. It

helps in the integration of theoretical experience with practical industrial experience.

This project is based on industrial research as on norms specified by the organization.

The basic objective is the comparative study of the specified automobile market and

customer satisfaction related to it.

The report can be categorized into following segments-

General information




Comparative Product

Research methodology




This report will definitely prove an efficient tool for the organization to bring enforceable

changes in their organizational strateg





3 COMPANY PROFILE……………………………....11

4 PRODUCTS…………………………………………..37

5 ONE-UP PROFILE …………………………………..42



8 DATA ANALYSIS…………………………………….80

9 CONCLUSION…………………………………………93

10 RECOMMENDATION………………………………..94

11 LIMITATIONS…………………………………………96

12 BIBLIOGRAPHY……………………………………….97


To study the scope of ONE UP MOTORS . The study includes:

*Spreading brand awareness

*Increasing Customer Satisfaction

*Product differentiation

*To check the potential market for the potential customer for MARUTI showroom and

workshop and to plan strategies to penetrate the existing market

 The objective explained

 The main objectives in order to carry out the project were 3 fold

 To spread awareness about the one up motors and it’s plane and product specially

the mid segment cars among the all class of people.

 To know the requirement and level of satisfaction or non satisfaction among the


 To provide One UP motors showroom and workshop with the strategy to

penetrate the market and increase the potential of the Maruti products.


Automotive industry in India

An embryonic automotive industry started in India in the 1940s. However,

for the next 50 years, the growth of the industry was hobbled by the

Socialist policies and the bureaucratic hurdles of the license raj. Following,

the economic liberalization in India from 1991, and the gradual easing of

restrictions on industry, India has seen a dynamic 17% annual growth in

automobile production and 30% annual growth in exports of automotive

components and automobiles. India produces around 2 Million automobiles

currently. Total turnover of the Indian automobile industry is expected to

grow from USD 34 Billion in 2006 to USD 122 Billion in 2016. Tata Motors

has just launched Tata Nano, the cheapest car in the world at USD 2200.

Automotive industry

Industrial robots welding a car body in the white section

of a production line.

The automotive industry is the industry involved in the

design, development, manufacture, marketing, and sale of motor vehicles. In 2007, more

than 73 million motor vehicles, including cars and commercial vehicles were produced


In 2007, a total of 71.9 million new automobiles were sold worldwide: 22.9 million in

Europe, 21.4 million in Asia-Pacific, 19.4 million in North America, 4.4 million in Latin

America, 2.4 million in the Middle East and 1.4 million in Africa. The markets in North

America and Japan were stagnant, while those in South America and Asia grew strongly.

Of the major markets, Russia, Brazil and China saw the most rapid growth.

In 2008, with rapidly rising oil prices, industries such as the automotive industry, are

experiencing a combination of pricing pressures from raw material costs and changes in

consumer buying habits. The industry is also facing increasing external competition from

the public transport sector, as consumers re-evaluate their private vehicle usage.

World motor vehicle production

« previous year Top 20 motor vehicle producing countries 2008 next year »
Motor vehicle production (1000 units)
8000 9000
Country 1000 2000 3000 4000 5000 10000
Japan 11564
PR China 9345
United States 8705
Germany 6041
South Korea 3807
Brazil 3220
France 2569
Spain 2542
India 2315
Mexico 2191
Canada 2078
Russia 1790
UK 1650
Thailand 1394
Turkey 1147
Iran 1051
Italy 1024
Poland 951
Czech Rep. 946
Belgium 724
Reference: "Production Statistics". OICA. http://oica.net/category/production-statistics/.
Retrieved on 2009-06-24.


Ashok Leyland HMT Tractors Royal Enfield

Audi AG Honda Motors Co. Ltd. San Motors

Bajaj Auto Hyundai Motors Scooters India Ltd

BEML Indofarm Tractors Skoda Auto India

BMW Kinetic Motor Co. Ltd. Sonalika Tractors

Bentley Motors
Lamborghini Suzuki Motors

Chevrolet LML India Swaraj Mazda Ltd.

Mahindra & Mahindra

Daewoo Motors Tafe Tractors

Eicher Motors Maruti Suzuki India Ltd. Tata Motors

Escorts Ltd. Mercedes Benz Telcon

Fiat India Pvt Ltd Mitsubishi Motors Terex Vectra

Force Motor Monto Motors Toyota Kirloskar Motors

Ford Motors Nissan Motors TVS Motor Co.

General Motors Porsche Volvo

Hero Honda Reva Electric Co. Yamaha Motor

Hindustan Motors Rolls-Royce Motor

Maruti Suzuki is one of India's leading
Maruti Suzuki India Ltd
automobile manufacturers and the market

leader in the car segment, both in terms

of volume of vehicles sold and revenue

Type Public (BSE MARUTI, NSE
earned. Until recently, 18.28% of the MARUTI)

company was owned by the Indian Founded 1981[1]

government, and 54.2% by Suzuki of Headquarters Gurgaon, Haryana, India

Japan. The Indian government held an Key people

Shinzo Nakanishi,
initial public offering of 25% of the Managing Director&CEO

company in June 2003. As of May 10, Industry Automotive

2007, Govt. of India sold its complete Products Cars

share to Indian financial institutions. Revenue ▲US$3.5 billion (2009)

With this, Govt. of India no longer has Employees 6,903


stake in Maruti Udyog. Parent Suzuki

Maruti Udyog Limited (MUL) Website www.marutisuzuki.com

was established in February 1981, though the actual production commenced in 1983.

Through 2004, Maruti has produced over 5 Million vehicles. Marutis are sold in India

and various several other countries, depending upon export orders. Cars similar to

Marutis (but not manufactured by Maruti Udyog) are sold by Suzuki in Pakistan and other

South Asian countries.

The company annually exports more than 30,000 cars and has an extremely large

domestic market in India selling over 500,000 cars annually. Maruti 800, till 2004, was

the India's largest selling compact car ever since it was launched in 1983. More than a

million units of this car have been sold worldwide so far. Currently, Maruti Alto tops the

sales charts. Due to the large number of Maruti 800s sold in the Indian market, the term

"Maruti" is commonly used to refer to this compact car model. Till recently the term

"Maruti", in popular Indian culture, was associated to the Maruti 800 model.

Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan, has

been the leader of the Indian car market for over two decades.

It’s manufacturing facilities are located at two facilities Gurgaon and Manesar south of

New Delhi. Maruti’s Gurgaon facility has an installed capacity of 350,000 units per

annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly

plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual

capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a

combined capability to produce over 700,000 units annually. More than half the cars sold

in India are Maruti cars. The company is a subsidiary of Suzuki Motor Corporation,

Japan, which owns 54.2 per cent of Maruti. The rest is owned by the public and financial

institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in


During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all,

over six million Maruti cars are on Indian roads since the first car was rolled out on

December 14, 1983.

Maruti Suzuki offers 10 models, ranging from the people’s car, Maruti 800, for less than

Rs 200,000 ($ 5000) ex-showroom to the premium sedan SX 4 and luxury SUV, Grand


Suzuki Motor Corporation, the parent company, is a global leader in mini and compact

cars for three decades. Suzuki’s technical superiority lies in its ability to pack power and

performance into a compact, lightweight engine that is clean and fuel efficient.

Maruti is clearly an “employer of choice” for automotive engineers and young managers

from across the country. Nearly 75,000 people are employed directly by Maruti and its


The company vouches for customer satisfaction. For its sincere efforts it has been rated

(by customers)first in customer satisfaction among all car makers in India for seven years

in a row in annual survey by J D Power Asia Pacific.

Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to

make a people’s car for middle class India. Over the years, the product range has

widened, ownership has changed hands and the customer has evolved. What remains

unchanged, then and now, is Maruti’s mission to motorise India.

In 2008 company has launched two new cars,1 st is the sedan model of Swift with name

Dzire and other one hatchback car A-star.

In 2009 company launched a new mid segment car Ritz.


Maruti Suzuki was incubated as a company to make the people’s car i.e. cars affordable

to masses. Maruti carries this spirit even today. It has shown exponential progress year

after year, bringing in new technology at affordable price. Today, Brand Maruti has

become “The Most Wanted” four wheeler brand in India.

1980’s This was a time when scooters had a waiting period, industrial production

was licensed, there were two models doing 40,000 volumes a year in the

name of car industry. The Indian manufacturing industry sees a new dawn.

1981 Maruti Udyog Ltd. Was incorporated under the provisions of the India

Companies Act, 1956. The Government of India selected Suzuki Motor

Corporation as the Joint Venture partner.

1982 The JV was signed between the Government of India and Suzuki Motor

Corporation. The company born out of JV was Maruti Udyog Limited.

1983 Maruti 800, India’s first affordable car was launched.

1984 Keeping in mind the business point of view Maruti Omni was launched. It

had great advantage as it was spacious, stylish and could carry people too.

1985 India’s first off road vehicle, Maruti Gypsy was launched.

1987 Exported first lot of 500 car’s to Hungry, that covered 65% of all vehicle


Early 1990’s The era of liberalization. A time Indian Industry had been waiting for long.

Manufacturing became very crucial to the growing economy.

1990 India’s first Sedan, the three-box car was launched.

1992 Suzuki Motor Corporation (SMC) increased its stake in Maruti to 50


1993 Maruti Zen (993 cc) was launched which was later exported in Europe and

elsewhere as Alto.

1994 Esteem 1.3L (1298 cc, 3 box car) launched.

Late 1990’s The late 90’s was a large buzz of activity for Maruti ,as it was market

leader in early 90’s but competition came in with the new products in the

market. The company responded to the situation and implemented various

initiatives to delight the customers. The results became evident in 2000

and further. Maruti is, until today, the undisputed winner of the JD Power

Award for Customer Satisfaction.

1997 Maruti Service Master (MSM) launched as model workshop in India;

achieved highest Customer Satisfaction Index (CSI).

1999 Baleno and Wagon R, traffic beat range of Maruti Suzuki was launched in

Delhi and Chennai.

2000 Maruti Alto launched. First Car Company in India to launch Call Center.

2001 Maruti Versa launched. Maruti True Value launched in Bangalore and


2002 Maruti Finance and Insurance launched.

2003 Maruti gets listed in BSE and NSE. New Zen launched, the first facelift by

Maruti engineers.

2004 A new Esteem launched, a second facelift by Maruti engineers.

2005 Swift launched; world’s first strategic model from Suzuki Motor

Corporation. 50 lakhs car rolled out in April 2005, which resulted in sales

growth to 15.8 percent.

2006 Launched “Dil Se”- a special program for Indians living abroad or NRI’s,

to facilitate them to gift Maruti cars online to friends and relatives at home.

Maruti launched Wagon R Duo with LPG.

2007 Swift diesel launched. SX4 luxury Sedan launched with the tag line ‘Men

Are Back’. Maruti launches Grand Vitara. The company changed name

as Maruti Suzuki India Ltd.

2008 In 2008 company has launched two new cars,1st is the sedan model of Swift

with the name Dzire and a hatchback car A-star.

2009 In 2009 company launched a new mid segment car Ritz.


Incorporated February 1981

Joint Venture
October 1982

54.2% Suzuki, Japan, balance with Other Financial

Equity Structure
Institution and Public

Sales (No of Cars)

Financial year 764, 842 including 53,024 exports.


Sales (Net of Excise)

INR 178603 Million , Yen 449 Billion ,
Financial year
$ 4.512 Billion *

Profit After Tax

Financial year INR 17308 Million


Employee Strength 7090 of Financial year 2008-09

Facilities Gurgaon: 3 vehicle assembly plants

Manesar: 1 vehicle assembly plant

Head Office in New Delhi, India

Regional offices: 16

Diesel Powertrain Plant Suzuki Powertrain India Limited (SPIL), Joint Venture

between Suzuki Motor Corporation 70% Equity the rest is

with Maruti Suzuki India Limited.

Global hub for Diesel engines and transmissions for

Suzuki worldwide.

Joint Venture 15 Joint Venture companies, including Suzuki Powertrain

India Limited for component supply.

Subsidiary Companies True Value: for sale and purchase of preowned cars

Maruti Insurance: for insurance of Maruti vehicles (four


Maruti Finance: for financing Maruti vehicles

Product Portfolio 13 models with around 100 variants including:

 Maruti 800

 Omni

 Alto

 WagonR

 Swift

 Zen Estilo

 Gypsy

 DZire

 Versa

 SX4

 Grand Vitara

 A-star

 Ritz

Proposed Investments INR 9000 Crores i.e. INR 90 Billion, Yen 257 Billion

till 2010 ( 1Yen = 0.35 Rs), $ 2.25 Billion (1 $ = Rs 40) *

Network Reach Sales 600 Outlets covering 393 cities

Financial year Service 2628 workshops covering 1220 cities

2007-08 Pre-owned Car Sales 266 dealers covering 166 cities



Pressure started mounting on Indira and Sanjay Gandhi to

share the details of the progress on the Maruti Project.

Since country's resources were made available by mother to

her son's pet project. A delegation of Indian technocrats

was assigned to hunt a collaborator for the project. Initial rounds Suzuki Swift

of discussion were held with the giants of the automobile industry in Japan including

Toyota, Nissan and Honda. Suzuki Motor Corporation was at that time a small player in

the four wheeler automobile sector and had major share in the two wheeler segment.

Suzuki's bid was considered negligible.

In the initial rounds of discussion the giants had their bosses present and in the

later rounds related to the technical discussions executives of these automobile giants

were present. Osamu Suzuki, Chairman and CEO of the company ensured that he was

present in all the rounds of discussion. Osamu in an article writes that it subtly massaged

their (Indian delegation) egos and also convinced them about the sincerity of Suzuki's bid.

In the initial days Suzuki took all steps to ensure the government about its sincerity on the

project. Suzuki in return received a lot of help from the government in such matters as

import clearances for manufacturing equipment (against the wishes of the Indian machine

tool industry then and its own socialistic ideology), land purchase at government prices

for setting up the factory Gurgaon and reduced or removal of excise tariffs. This helped

Suzuki conscientiously nurse Maruti through its infancy to become one of its flagship



Relationship between the Government of India, under the

United Front (India) coalition and Suzuki Motor

Corporation over the joint venture was a point of heated

debate in the Indian media till Suzuki Motor Corporation

gained the controlling stake. This highly profitable joint venture that had a near

monopolistic trade in the Indian automobile market and the nature of the partnership built

up till then was the underlying reason for most issues. The success of the joint venture led

Suzuki to increase its equity from 26% to 40% in 1987, and further to 50% in 1992. In

1982 both the venture partners had entered into an agreement to nominate their candidate

for the post of Managing Director and every Managing Director will have tenure of five


Initially R.C.Bhargava, was the managing director of the company since the inception of

the joint venture. Till today he is regarded as instrumental for the success of Maruti

Udoyog. Joining in 1982 he held several key positions in the company before heading the

company as Managing Director. Currently he is on the Board of Directors. After

completing his five year tenure, Mr. Bhargava later assumed the office of Part-Time

Chairman. The Government nominated Mr. S.S.L.N. Bhaskarudu as the Manging

Director on August 27, 1997. Mr. Bhaskarudu had joined Maruti in 1983 after spending

21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General

Manager. Later in 1987 he was promoted as Chief General Manager, 1998 as Director,

Productions and Projects, 1989 Director, Materials and in 1993 as Joint Managing


The Suzuki Motor corporation didn't attend the Annual General Meeting of the Board

with the reason of it being called on a short notice. Later Suzuki Motor Corporation went

on record to state that Mr. Bhaskarudu was "incompetent" and wanted some one else.

However, the Ministry of Industries, Government of India refuted the charges. Media

stated from the Maruti sources that Bhaskarudu was interested to indigenise most of

components for the models including gear boxes especially for Maruti 800. Suzuki also

felt that Bhaskarudu was a proxy for the Government and would not let it increase its

stake in the venture. If Maruti would have been able to indigenise gear boxes then Maruti

would have been able to manufacture all the models without the technical assistance from

Suzuki. Till today the issue of localization of gear boxes is highlighted in the press.

The relation strained when Suzuki Motor Corporation moved to Delhi High Court to

bring a stay order against the appointment of Mr. Bhaskarudu. The issue was resolved in

an out-of-court settlement and both the parties agreed that R S S L N Bhaskarudu would

serve up to December 31, 1999, and from January 1, 2000, Jagdish Khattar, Executive

Director of Maruti Udyog Limited would assume charges as the Managing Director.

Many politicians believed, and had stated in parliament that the Suzuki Motor

Corporation is unwilling to localize manufacturing and reduce imports. This remains true,

even today the gear boxes are still imported from Japan and are assembled at the Gurgaon

facility.At present time Mr.Sinzo Nakanishi is CEO &M.D. of company.




Maruti is one of the companies in India which has unparalleled service network. To

ensure the vehicles sold by them are serviced properly Maruti has 2628 listed Authorized

service stations and 30 Express Service Stations on 30 highways across India.

Service is a major revenue generator of the company. Most of the service stations are

managed on franchise basis, where Maruti trains the local staff. Other automobile

companies have not been able to match this benchmark set by Maruti. The Express

Service stations help many stranded vehicles on the highways by sending across their

repair man to the vehicle.


Launched in 2002 Maruti provides vehicle insurance to its customers with the help of the

National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram.

The service was set up the company with the inception of two subsidiaries Maruti

Insurance Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited.

This service started as a benefit or value addition to customers and was able to ramp up

easily. By December 2005 they were able to sell more than two million insurance policies

since its inception.


To promote its bottom line growth, Maruti launched Maruti Finance in January 2002.

Prior to the start of this service Maruti had started two joint ventures Citicorp Maruti and

Maruti Countrywide with Citi Group and GE Countrywide respectively to assist its client

in securing loan. Maruti tied up with ABN Amro Bank, HDFC Bank, ICICI Limited,

Kotak Mahindra, Standard Chartered Bank, and Sundaram to start this venture including

its strategic partners in car finance. Again the company entered into a strategic

partnership with SBI in March 2003. Since March 2003, Maruti has sold over 12,000

vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently available in 166

cities across India.

"Maruti Finance marks the coming together of the biggest players in the car finance

business. They are the benchmarks in quality and efficiency. Combined with Maruti

volumes and networked dealerships, this will enable Maruti Finance to offer superior

service and competitive rates in the marketplace".

Jagdish Khattar, Managing director of Maruti Udyog Limited in a press conference

announcing the launch of Maruti Finance on January 7, 2002.

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and

Maruti Udyog Limited its primary business stated by the company is "hire-purchase

financing of Maruti vehicles". Citi Finance India Limited is a wholly owned subsidiary of

Citibank Overseas Investment Corporation, Delaware, which in turn is a 100% wholly

owned subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the stake and

Maruti Udyog holds the remaining 26%. GE Capital, HDFC and Maruti Udyog Limited

came together in 1995 to form Maruti Countrywide. Maruti claims that its finance

program offers most competitive interest rates to its customers, which are lower by 0.25%

to 0.5% from the market rates.


Maruti True Value is a service offered by Maruti Udyog to its customers. It is a market

place for used Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with

the help of this service in India.


N2N is the short form of End to End Fleet Management and provides lease and fleet

management solution to corporates. Its impressive list of clients who have signed up of

this service include Gas Authority of India Ltd, DuPont, Reckitt Benckiser, Sona

Steering, Doordarshan, Singer India, National Stock Exchange and Transworld. This fleet

management service includes end-to-end solutions across the vehicle's life, which

includes Leasing, Maintenance, Convenience services and Remarketing.


Many of the auto component companies other than Maruti Udyog started to offer

components and accessories that were compatible. This caused a serious threat and loss of

revenue to Maruti. Maruti started a new initiative under the brand name Maruti Genuine

Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog

lamps, stereo systems, seat covers and other car care products. These products are sold

through dealer outlets and authorized service stations throughout India.


As part of its corporate social responsibility Maruti Udyog

launched the Maruti Driving School in Delhi. Later the

services were extended to other cities of India as well. These

schools are modelled on international standards, where learners go through classroom and

practical sessions. Many international practices like road behaviour and attitudes are also

taught in these schools. Before driving actual vehicles participants are trained on


"We are very concerned about mounting deaths on Indian roads. These can be brought

down if government, industry and the voluntary sector work together in an integrated

manner. But we felt that Maruti should first do something in this regard and hence this

initiative of Maruti Driving Schools."

Jagdish Khattar, at the launch ceremony of Maruti Driving School, Bangalore


Maruti Suzuki has helped India emerge as the fourth

largest exporter of automobiles in Asia. Shown here is

Maruti Gypsy in Malta.

Maruti Exports Limited is the subsidiary of Maruti Udyog Limited with its major focus

on exports and it does not operate in the domestic Indian market. The first commercial

consignment of 480 cars were sent to Hungary. By sending a consignment of 571 cars to

the same country Maruti crossed the benchmark of 300,000 cars. Since its inception

export was one of the aspects government was keen to encourage. Every political party

expected Maruti to earn foreign currency.

Angola, Benin, Djibouti, Ethiopia, Europe, Kenya, Morocco, Sri Lanka, Uganda, Chile,

Guatemala, Costa Rica and El Salvador are some of the markets served by Maruti



 Tata Motors

 Hyundai

 Ford


 General Motors

 Honda


For most of its history, Maruti Udyog had relatively

few problems with its labour force. Its emphasis of a

Japanese work culture and the modern manufacturing

process, first instituted in Japan in the 1970s, was

accepted by the workforce of the company without any

difficulty. But with the change in management in 1997, when it became predominantly

government controlled for a while, and the conflict between the United Front Government

and Suzuki may have been the cause of unrest among employees. A major row broke out

in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite

strike, demanding among other things, revision of the incentive scheme offered and

implementation of a pension scheme. Employees struck work for six hours in October

2000, irked over the suspension of nine employees, going on a six-hour tools-down strike

at its Gurgaon plant, demanding revision of the incentive-linked pay and threatened to

fast to death if the suspended employees were not reinstated. About this time, the NDA

government, following a disinvestments policy, proposed to sell part of its stake in Maruti

in a public offering. The Staff union opposed this sell-off plan on the grounds that the

company will lose a major business advantage of being subsidised by the Government.

The standoff with the management continued to December with a proposal by the

management to end the two-month long agitation rejected with a demand for

reinstatement of 92 dismissed workers, with four MUL employees going on a fast-unto-

death. In December the company's shareholders met in New Delhi in an AGM that lasted

30 minutes. At the same time around 1500 plant workers from the MUL's Gurgaon

facility were agitating outside the company's corporate office demanding commencement

of production linked incentives, a better pension scheme and other benefits. management

has refused to pass on the benefits citing increased competition and lower margins.




2000: No.1 in customer satisfaction in J.D. Power survey

2001: No.1 in customer satisfaction in J.D. Power survey

2002: No.1 in customer satisfaction in J.D. Power survey

2003: No.1 in customer satisfaction in J.D. Power survey

Mr.Jagdish Khattar, MD was conferred the “Manager entrepreneur of the year

2003” award by the world famous consultant Ernst & Young

2004: No.1 in Sales Satisfaction Index in J.D. Power Survey

2005: JD Power IQS results for the year 2005:

 Alto has ranked No.1 in the compact segment- second time in a row
 Esteem showed repeat performance& got rank no.1 for third succesive year in
entry midsize segment.
 Swift comes at the top in the Premium Compact Segment (New Segment)


 Maruti was rated among the top 3 Corporate Image Monitor (CIM)study 2005,
conducted by A C Neilson ORG-MARG
 The TNS Total Customer Satisfaction declared Maruti800, Wagon R & Swift on
top in their segments


 Maruti tops J.D. Power CSI survey for a record seventh times in a row


 M800(entry compact), Zen (1rank) & Wagon R (2 rank)(Premium compact) &

Swift (upper premium compact), Esteem (Entry mid size) score top ranks in TNS
total customer satisfaction survey 2005. Baleno secured third position in midsize
car category.

TNS study 2006:

 Bharat petroleum & Maruti Udyog Rank Highest for Corporate Social
 JD Power Asia Pacific have announced the results of the initial quality studt (IQS)
for the year 2006

 Compact Segment: Maruti retains TOP rank with Zen (previus model) followed by
santro, Alto & Wagon

2007: Govt of India awarded Suzuki the coveted Padma Bhushan (January)

India’s Leading Business Daily, the Economic Times & Avaya Global connect limited
have awarded maruti “Avaya global connect-customer’s responsiveness awards
2006” in the automotive category.

Maruti Udyog Ltd was conferred “Auto Monitor-Car Manufacturer of the Year”

Prestigius Golden Peacock Award for excellence in the field of Environment

Management in Automobile Sector.(June)

At the first “All India best Kaizen Competetion” organized by CII on Maruti gets the first

Maruti sood first for JD Power Customer satisfaction Award 8th time in a row.

CSR adopts3 villages in Manesar.

NDTV announced:

Car manufacturer of the year.

Mr.Jagdish Khattar(former MD) received the “next gen automotive man of the year”


Auto Monitor Awards for 2007

Maruti Suzuki was awarded “ Manufacturer of the year ”: (Passenger Car category)

Young Acheivers, a new category this year-Rajesh singh ghogu n Saurabh singh were
awarded for designing concept A-star.(march)

Excellent Partner army by army award on its diamond jubilee celebration in automobile
category for car supply under CSD scheme.(may)

Maruti Suzuki has yet again been adjudged a Business Superbrand.(may)

MSIL celebrates silver jubilee (december)

MSIL launches National Road Safety System (december)

M-800 crosses 25lakhs mark


A-star bags, Zigwheels “CAR of the year award”

A-star rated best car of the year-Autocar UTVi

Manufacturer of the year(CNBC TV18 awards)

MSIL adopts whistle blower policy

Swift smiles:3,00,000 milestones

Maruti Suzuki won the golden peacock award


1800 1800 180 (Toll-Free)

Company URL : http://www.marutiudyog.com/



1. Maruti 800: Launched 1983. Largest selling car in India, until 2004.

2. Maruti Omni: Launched 1984.

3. Maruti Gypsy: Launched 1985.

4. Maruti Wagon-R: Launched 1999 Modified 2006

5. Maruti Alto: Launched 2000. Currently the largest selling car in India

6. Maruti Grand Vitara: Launched 2003

7. Maruti Grand Vitara XL-7

8. Maruti Versa (2003-)

9. Maruti Zen Estilo (2005-)

10. Maruti Suzuki Swift (2006- )

11. Maruti Swift Diesel (2007- )

12. Maruti Suzuki SX4 (May 2007- )

13. Maruti Grand Vitara Sports Utility Vehicle Launched in (July 2007- )

14. Maruti DZiRE Sedan Version of swift launched in (March 2008- )

15. Maruti Suzuki A-Star (2008)

16. Maruti Suzuki Ritz (2009)



Maruti 800 Omni Maruti Alto

 Maruti 800 STD BS III  5 seater Maruti Omni  Alto

 Maruti 800 AC BS III  8 seater Maruti Omni  Alto Lx
 Maruti 800 Duo  LPG Maruti Omni  Alto Lxi

Maruti Zen Estilo Wagon R Versa

 Maruti Zen Estilo Lx  WagonR Lx  5 seater

 Maruti Zen Estilo Lxi  WagonR Lxi  8 seater ( DX & DX2)
 Maruti Zen Estilo Vxi  WagonR Vxi
 WagonR Ax
 WagonR Duo

Maruti Esteem Baleno Swift

 Maruti Esteem Lx  Baleno Sedan VXi  Swift LXi

 Maruti Esteem Lxi  Baleno Sedan LXi  Swift VXi
 Maruti Esteem Vxi  Swift ZXi
 Swift Diesel'Ldi'
 Swift Diesel 'Vdi'

Maruti Gypsy Maruti SX4 Suzuki A-Star

Hard top  Maruti SX4 Vxi  LXi

Soft top  Maruti SX4 Zxi  VXi
 ZXi
Grand Vitara Swift DZire Suzuki Ritz


Omni Ambulance Omni Cargo


Maruti Escudo Maruti Kazshi



The Suzuki Ritz is a city car

introduced in model year 2008 with

name Splash and jointly developed

Manufacture Suzuki

between Suzuki Motor Corporation Production 2008

and Opel — which will also market Assembly Esztergom, Hungary

their version as the Agila. It debuted as Predecessor Suzuki Wagon R+ (Europe)

Class City car

a concept car at the 2006 Paris Auto
Body style(s) 5-door hatchback
Show and the production model
Layout FF layout
debuted at the 2007 Frankfurt Auto
Engine(s) 1.0L I3
Show. The Ritz is slotted below the 1.2L I4
1.3L Diesel I4

Swift in the lineup, and uses a Transmission(s) 5-speed manual

4-speed automatic
shortened wheelbase version of its
Wheelbase 2360 mm (92.9 in)
Length 3715 mm (146.3 in)
The car was launched with two petrol
Width 1680 (mm)

engines, a 3 cylinder 1.0 litre and 4 Height 1620 (mm)

cylinder 1.2 litre, and a 4 cylinder Related Opel Agila

version of Fiat's Multijet diesel engine. Unlike its predecessor, the Wagon-R, the Splash

has five seats as standard.


Available Models Starting Price

Maruti Suzuki 800 Rs. 1,91,689

Maruti Suzuki Omni Rs. 2,20,154

Maruti Suzuki Alto Rs. 2,31,759

Maruti Suzuki Zen Estilo Rs. 3,12,859

Maruti Suzuki Wagon R Rs. 3,22,213

Maruti Suzuki Wagon R Duo Rs. 3,39,403

Maruti Suzuki Versa Rs. 3,86,796

Maruti Suzuki Swift Rs. 4,19,050

Maruti Suzuki Swift Dzire Rs. 4,78,178

Maruti Suzuki Gypsy Rs. 5,39,639

Maruti Suzuki SX4 Rs. 6,63,769

Maruti Suzuki Grand Vitara Rs. 14,05,000

Maruti Suzuki A-Star Rs. 3,83,336

Maruti Suzuki Ritz Rs. 4,01,912


One Up Motors India Pvt. Ltd. an automobile dealership was established about two years

back, with an aim to provide services and products of high quality and enrich the lives of

the people associated with it.

Located in Sringar Nagar, Alambagh, Lucknow, One Up Motors is authorized dealer of

Maruti Suzuki India, India’s most successful four-wheeler manufacturer. One Up Motors

is built spaciously, with an area of 355.00 sq. mt. Give enough space to display all its

latest models to its honorable customers. Well equipped with latest technology and

skilled manpower, One Up Motors provides a quench to the thirst of the customers.

One Up Motors also has a workshop, which is located in Transport Nagar and is spread in

an area of 1483.65 sq. mt. The large capacity allows it to cater to wide range of servicing

and maintenance services to more vehicles so that it provide complete satisfaction to the

customer by timely performance and delivery.

At one up motors, an efficient team of highly experienced personnel do their best to

understand the need of a customer and then suggest the models best suited to him. Special

attention is given to the models that are popular choices.

It is the place where the hunger of having a four-wheeler is fully satisfied. So, hurry! One

Up Motors with style and substance will steal your heart away!


Our mission is to have economic growth and

improve general quality of life. We are

already using our resources in this direction.

We aim to keep providing services and

products of high quality and enrich the lives of people associated with us


Our vision is a society devoid of all possible

ills. Our vision is not to have economic

disparities. We strive for a world where

technology forges ahead, where life is

respected without compromising ideals of humanity.


 trusted relationship with all customers

 Customer satisfaction through

 Providing quality service effectively and efficiently

 Smile ,it enhances your face value “is a service quality stressed on

 Periodic customer service audits

 Maximization of customer satisfaction

 Successes through team work integrity and people


We courage our people to take measured risks to deliver to improved results for all our



We believe in putting customer at the heart of the our businesses we spend time listening

to our customer to understand who they are and they operate to anticipate their needs.


We know that employee can always see a better way of doing things, and encourage them

to contribute their ideas.


It’s our people who set us above organization through a unique ability to build


One Up Motors is on fast lane of growth with the management team, which has years and

loads of experience in Automobile Sector. From the top to the middle management, One

UP Motors has a dynamic and enthusiastic team.

Mr. Kamlesh Prasad, is the Managing Director of One Up Motors. He is a person of

varied talents. Due to his unmatched qualities he

manages efficiently each department of the


Mr. Ajay Pal Singh, is the Chief Executive Officer

(CEO) and Director of Infrastructure and Service.

His rich experience in the automobile field has earned him the post of CEO in the

organization. His experience counts on the Budgeting, Goal and Target Setting,

Monitoring and Managing Dealership Performance and Corporate Affairs. He also looks

after the sales service, infrastructure and workshop activities.

Mrs. Shivalini Singh, as a Director of Sales and Administration, has to look after various

departments. Her primary roles are to look after Institutional Sales, Consumer Sales,

Promotion & Publicity, Marketing and Sales (Conversion of Customers), Upgrading

existing customers Liaison with Insurance and Auto Retail Finance, True-Value and

handling Administrative Activities.

Mr. Deepak Rastogi, as a Director of Finance, looks after Financial matters, Banking and

Accounts Section.Mr. Paresh Prasad, as being Director of the organization, looks after the

activities of all the departments.

Mr. Mukesh Tyagi, as a General Manager. He organizes meetings and moves information

forward to other Directors and team members.

Miss Bhavana Mehrotra, being as a Human Resource Manager, has a very crucial role to

play. Her basic function is to look after Employment, Compensation, Management, HR

Development and Human Relations. As HR manager she tries to integrate human assets

in best possible manner in the service of the organization.


The key to success of One Up Motors, is the strong team of efficient and motivated

people. For the smooth functioning, One Up Motors Motors, has distributed its work

under various departments.

Finance Department:

Director of Finance heads this department. Two

Junior Accountants assist Senior Accountant, who

looks after all financial transactions. This

department takes care of the salary of employees,

car finance, office expenses and other financial schemes about four wheelers.

Delivery Department:

Delivery Incharge of this department takes care of the delivery of four wheelers and its

parts. A Delivery Executive is also appointed to keep the record of the delivered goods.

Customer Care Department:

One Up Motors, takes care of its valued customers. For this purpose it has a Customer

Care Department. Customer Care Manager keeps a track of customers and passes on

information about new advancements to Customer Care Executive. Role of Customer

Care Executive is to keep record about customers, new models, insurance and financial

schemes and other benefits. All the data is provided to Tele Caller, who gives information

to customers by calling them at regular intervals of time.

Accessories Department:

Workshop of One Up Motors has Accessories Department that has spare parts of the four-

wheeler. Accessories Incharge maintains record of the accessories. Work of Accessories

Executive is to keep a record of the parts that are to be replaced in a four- wheeler. To do

the repairing work, there are about two to three Fitters under the Accessories Incharge.

Insurance Department:

Insurance Department looks after the new insurance plans that provide benefits to the

customers. Insurance Incharge maintains record about new insurance schemes as well as

the old ones. Insurance Executive, who works for the renewal of existing insurance plan,

assists him. This department also informs customers about the expiration of the insurance

of their four- wheeler.

Human Resource Department:

Human Resource Manager (HRM) heads this department. Key function of this

department is to look after the needs of the employees, customers and maintain competent

work force to achieve the goal of the organization in an effective and efficient manner.

The two Human Resource Executives help to develop the potential of employees fully

and motivate them to sharpen and improve their skills.


One Up Motors Pvt.Ltd.

52-C, Sringar Nagar, Alambag, Lucknow.

Phone No: 0522-2246400, Mo: 9918001111, 9918101111

Email: wee@oneupmotors.com



The over all evaluation of the company’s strength, weakness, opportunity and, threats is

called swot analysis


 Goodwill of the one-up motors

 Quality products

 Quality service

 Geographical coverage

 Infrastructure

 It is located in posh area


 Insufficient sales team

 Employees are not

 So experienced

 Most of the people are aware about one-up moterspartially or just by there name

 Advertisement


The customer of KTL and TS are fed up with the long question, so it is the opportunity

for one-up motors

Lucknow market is a growing market and ONE UP MOTER is also new, and its product

us one of its greatest strength so it has gat huge opportunity to grape market specially in

area like alambagh


Day by day new showrooms are coming in the market having new ideas

It has got threats from competitors like Ktl, Ts , Bright motors ,Anand motors


The following point should be kept in mind:

* Spread awareness about MARUTI and services to the customers

* Gain trust among the customers

* Strengthen goodwill

* More customer oriented schemes

* Add some attractive facilities

* Make the product and services more flexible


SOS’s stands for sales operations standards. These are basically a set of requirements in

terms of infrastructures and work flow process by met at the dealership adhering to SOS

we have a much higher chance ensuring customer satisfaction and hence retaintion and

satisfied customers is a boon for us. SOS is based on 12 chapters.

1. Sales operation standards

2. Purpose of SOS.

3. Complete dealership environment.

4. Presale process.

5. Sales process.

6. Post sale followup.

7. Feedback from system.

8. Customer complaint handelling system.

9. Review of customer care activities.

10. Customer for life

11. Showroom ambience.

12. Customer meets.

Sales Operation Standard (S.O.S.)

There are basically a set of requirements in terms of infrastrue and work flow process that

should be met oat the dealership. By adhering to SOS ,we have a much heigher chance of

ensuring customer satisfaction and hence retention.A satisfied customer is a boon for us

since he / she can result in additional revenue for us through word of mouth publicity and

also through repeat visits of our showroom and workshop.

Purpose of Sales Operation Standards

Two main elements directly impact customer satisfaction after the purchase of a car.

1. Satifaction with dealer’s performance.

2. Vehicle delivery.

A satisfied customer is the most valuable asset for any organization since it is this

satisfaction which will decide the customer’s future intention of the (3R)

Recommendation , Revisit and Repurchase three very important tools which help us in

increasing our business.

Therefore satisfying customers 100% of the time should be an obsession for all of us. We

can achieve this objective by ensuring that the sales operation standard are in place all the


There are three broad processes at a showroom.

 Pre-Sales

 Sales

 After Sales

Pre-Sales Process: Right time to make an impact.

The pre-sales process is very important because if a customer has a satisfying experience

during this process , it greatly eventually purchasing a car from your showroom.

This would from the base of the customer’s Initial Sales Experience.One must not forget

that at this stage the customer is still indecisive as to which car to buy and from where to


Sources of inquiry-

 Telephonic Inquiry

 Exchange of old vechicle

 Events

 Walk in inquiries

 Any time Maruti inquiries (18001800180)

 Customer meet

 Referals

 Through Maruti Suzuki’s website or dealer’s website

Huge costs are incurred in generating enquiries hence it is essential that we capture all

possible enquiries’ monitor their status continuously so as to be in regular touch with the

prospect and don’t allow him to drift to competition.

Why do need enquiry tracking system

Enquiries are very important. They are the result of enomous efforts done by Maruti

Suzuki and dealers in the form of

 Investment done by the dealers at showrooms.

 Advertisements given by Maruti Suzuki / dealers.

 Sales promotion schemes / offers given by Maruti Suzuki / dealers.

 Events / activities done by Maruti Suzuki / dealers.

Enquiry Tracking Board:

Apart from the enquiry tracking card,there should be an enquiry tracking board in

C.E.O. / Outlet head’s room.The format of the information, which is to be

mentioned on this board ,is given below.

This is an important tool to monitor the performance of the entire sales teamon a

daily basis.

For example-

Numbars of enquiries pending at the begining of the month.

Date Natural Generated Test Bookings Vehicles Closed Pending

Enquiries Enquiries Drives (C) Delivered Cases Cases

(A) (B) Given (D)

1 Jan 09 5 4 5 3 3 4 117

2 Jan 09 4 7 11 4 3 7 115

3 Jan 09

4 Jan 09

5 Jan 09

No. of enquiries pending at the end of the month.

Telephonic Enquiry

Always ewmember :

Eagerness – to serve the customer

Speed - to reach the customer

Smile - while dealing with a customer

Are the three key words to success.

No. of Pending enquiries should be calculated.

(A)- On the first day of the month

pending enquiries =X +A+B-C-D

(B)- On rest of the days of the month –

Pending enquiries = pending enquiries from the previous day +A+B-C-D

Product Demonstration:

Importance- The product Demonstration ( ststic & test drive ) is the 1 st

opportunity that you have to explain the product to the prospective customer.

A ‘quality demo’ is the most important selling tool of the salesperson.

There is a model ‘SPACER’ to customise the product on need analysis.

 S – Safety / Sequrity

 P – Performance

 A – Appereance / Aesthetics

 C – Comfort / Convenience

 E – Economy

 R – Realiability

The salesperson must follow the golden rule of ‘FAB’ while making the product


Features – Explain the features of the model from which various advantages

/benefits can bederived.

Advantage – Derived from the features should be made clear vis-à-vis

competitors products.

Benefits – Translated through the advantages of that feature should be well

communicated to the customer for positive perception.

Test Drive:

How to manage test drives

Customer Salesperson Interaction / Explanation Sales person calls up

the test drive manager
and request for a
test drive

Takes the customer Demo instructor Test drive manager informs

for a test drive drives the T.D. the demo instructor to
car to the take the test drive car
salesperson to the sales person

Sales Process:

Sales process comprises of all the activities from the moment,a customer books the

vehicle with the dealership and till the time he departs from the dealership, after taking

the delivery of the vehicle . It can be broadly devided in to two distinct sub processes.

 Pre delivery process

 Delivery process

Each of these is further devided in to several activities as shown in the pictorial below.

From pre- sales process

Enquiry Tracking

Order Booking Pre-delivery process

Finance Process

Delivery Management

Delivery Explanation

Delivery Ceremony Delivery Process

Vehicle Delivery

To post- sales follow-up

Order Process:

Finance process / Paperwork

In order to sanction a car loan;The financer requires the following documents.

1. Income proof – Salery slip, form 16,last 3 years income tax return (any one).

2. Bank statement – 6 months bank statement,cradit card statement (any one).

3. Address proof – Passport,voter ID, telephone bill,electricity bill (any one).

4. Signature varification – Photo ID card,PAN card,D.L.,voter ID card (any one).

Delivery Management:

D – Deside date and time of delivery with the customer and the stockyard incharge in


E – Ensure the vehicle is as per order – correct model, colour, accessories etc.

S – Status of the vehicle, keep track.

I – Inform the customer to delivery time.

R – Ready the paper work, decorations for delivery ceremony.

E – Everything should be ready 30 minutes before delivrey time.

Delivery Controller;

Delivery controller is basically a single point interface for delivery planning and delivery

coordinator, all the commitments for the vehicle delivery should be made after consulting

the delivery controller. Once a salesperson commits particular delivery schedule to a

customer (after due consultation with the delivery controller) the delivery controller

needs to coordinate with various departments and ensure that the vehicle is ready for

delivery as per the commited time. In case of any unforeseen delays at any stage.The

delivery controller should inform about the same to the salesperson,so that the customer

can be informed well in time and new delivery schedule intimated to the customer.


There are instances when customers want to take delivery of their car only on a particular

(auspicious) day/timeperiod during the day.

The Delivery Day:

Delivery ceremony – Vehicle delivery is a very special occasion in the customer’s life. It

is very important that the handing over of the vehicle is done ceremoniously. With great

care and given a special importance.This sharing of joy and celebration strengthen the

bond between the customer and the dealership.

Presentation Of Car:

Delivery Of The Car:

Post -Sales Follow-Up(P.S.F.):

PSF should be done in order to get a first hand feedback from the customer about the

experience that they had during the sales & delivery process.

(Post-sales feedback to bobtained within 72 hours).

15 Day P.S.F.Call:

IN case a customer had a complaint during 1st PSF, then please don’t make the 2nd PSF

call until the complaint has been resolved and the customer is satisfied . It is very

annoying for the customer to get another follow op phone call from the dealership when

his/ her first feedback has not acted upon.

20 Day Visit P.S.F. Visit:

To establish another touch point with the customer, a visit should be made 20 days after

the vehicle is delivered.

Feedback Fofm System:

The feedback form System is a very important tool to obtain customer’s feedback on the

experience that the customer had during the purchase of his/her car.

Customer Complaint Handling System:

Complaints are an opporttunity for us to strengthen our relationship with the customers

and even enhance their confidence in us. Futhermore, they represent an opportunity to

improve things so that the same problem can be avoided in future.

Golden Rule:

 Never run away from complaints- This only serves to worsen the customer’s


 Receiving the complaints- Receive the complaining customer willingly and in a

positive manner. Do not reject the complaints or argue.

 Effective listening

 Understanding the complaints- Try to think from the customer’s point of view

and focus on their needs.

 Always present the right picture to the customer- Let the customer know if you

can not answer the complaint immediately. Don’t reply in an ambiguous way.

Consumer forum/Legal notices

Email Cusomer’s complaint Letter

Internal feedback received by the dealer P.S.F.

Direct Telephone

Maruti Suzuki India Limited

Steps to be followed after receiving a customer complaint

C.C.M. should give a number to all complaints received & record the same in the

customer complaint control register.

C.C.M. shouldget in touch with the customer over phone & express regret on the

inconvenience faced by the customer.

Take immediate action to apology to the customer. A format of which is given as

The C.C.M.along with the concerned D.S.E. should visit the customer handover the letter

and take satisfaction note from the customer.

And a copy of the letter & the satisfaction not to M.S.I.L. and also file a copy of the same

in the customer complaints register / file (for complaints received from Maruti Suzuki).

Discuss all customer complaints in weekly meeting of G.M. (sales) on S.S.I. with the

entire showroom staff. Neccessary counter measures should be take to ensure that such

complaints are not repeated in future.

Review of customer care activities-

Morning meetings-

All sales staff and managers should attend the morning meetings.

 Job evaluation of previous day.

 Discuss any complex issue which arose on previous day.

 Job schedule for the day.

 Announce mails and schemes(if any).

 Stock status.

 Negetive P.S.F. feedback, negative internal feedback forms and customer

complaints from Maruti Suzuki.

Daily monitoring-

 C.C.M. should prepare the daily report as per the format given.

 A copy of the same should besent to dealer C.E.O.,G.M. (sales), and Maruti

Suzuki on daily basis.

 Benefit of daily monitoring is that the problems can be discussed with sales team

immediately with out loss of time and hence avoid repitition of similer mistakes.

Weekly review meeting on customer care-

The dealer C.E.O./ G.M.(sales) should review the customer care activities on weekly

basis with customer care team.

Dealer S.S.I. review meet (monthly)-

 Dealer C.E.O. along with G.M.(sales) should chair the monthly S.S.I. review

 The entire showroom staff should be present at the review.

 C.C.M. should maintain a record of the meetings.

 An action plan should be made and the C.C.M. should regularly monitor the same.
In case of non-complaince it should reported to G.M.(sales).

Customers for life-

Post-delivery contact.

Becoming the customer’s car advisor for life.

Never loose touch with the customer.

Showroom Ambiance-

Hours of operation

Outside the showroom

Inside the showroom


Car delivery area

Selling area

Customer lounge

Delivery area

Sustomer Meets-

Organising customer meets helps in improving S.S.I., helps in introducing the

workshop staff to the customer and also helps in getting referrals.

Plan a customer meet in first 20 days of the month.

Before the customer meet-

 Date and timing

 Venue

Customer who have purchased a car from the dealership within the last 1-2 month

sdould be invited for the meet.

Inviting Customer For The Meet-

 An invitation letter should be sent to all the customers, 10 days before.

 Call up 5 days before the meet and confirm the participation of the customer.

During The Customer Meet-


Interactive session


One person from the dealership should beassigned the task of noting down the

feedback / suggestion.

Getting the feedback / referral from filled customer folder-

Customer who attend the meet should be given a folder / booklet that should contain

various information mentioned in the presentations.

Post Customer meet-

 Action on feedback received.

 Tracking referrals given by customer

 Customer meet anatysis


Some important flow chart help in research


Research is defined as human activity based on intellectual application in the investigation of

matter. The primary aim for applied research is discovering, interpreting, and the development

of methods and systems for the advancement of human knowledge on a wide variety of

scientific matters of our world and the universe. Research can use the scientific method, but

need not do so.


Basic research (also called fundamental or pure research) has as its primary objective the

advancement of knowledge and the theoretical understanding of the relations among variables

(see statistics). It is exploratory and often driven by the researcher’s curiosity, interest, and

intuition. It is conducted without any practical end in mind, although it may have unexpected

results pointing to practical applications. The terms “basic” or “fundamental” indicate that,

through theory generation, basic research provides the foundation for further, sometimes

applied research. As there is no guarantee of short-term practical gain, researchers may find it

difficult to obtain funding for basic research. Research is a subset of invention.

Examples of questions asked in basic research:

 Does string theory provide physics with a grand unification theory?

 Which aspects of genomes explain organism complexity?

 Is it possible to prove or disprove Goldbach's conjecture? (i.e., that every even integer

greater than 2 can be written as the sum of two, not necessarily distinct primes)

Traditionally, basic research was considered as an activity that preceded applied research,

which in turn preceded development into practical applications. Recently, these distinctions

have become much less clear-cut, and it is sometimes the case that all stages will intermix.

This is particularly the case in fields such as biotechnology and electronics, where

fundamental discoveries may be made alongside work intended to develop new products, and

in areas where public and private sector partners collaborate in order to develop greater insight

into key areas of interest. For this reason, some now prefer the term frontier research.


The goal of the research process is to produce new knowledge, which takes three main forms

(although, as previously discussed, the boundaries between them may be fuzzy):

 Exploratory research, which structures and identifies new problems

 Constructive research, which develops solutions to a problem

 Empirical research, which tests the feasibility of a solution using empirical evidence

Research can also fall into two distinct types:

 Primary research

 Secondary research

Research methods used by scholars include:

 Action research

 Cartography

 Case study

 Classification

 Citation Analysis

 Consumer ethnocentrism and CETSCALE

 Content or Textual Analysis

 Delphi method

 Ethnography

 Experience and intuition

 Experiments

 Interviews

 Mathematical models

 Participant observation

 Q methodology

 Questionnaires

 Simulation

 Statistical analysis

 Statistical surveys

Research is often conducted using the hourglass model.[1] The hourglass model starts with a

broad spectrum for research, focusing in on the required information through the methodology

of the project (like the neck of the hourglass), then expands the research in the form of

discussion and results.


Secondary data are data collected for some purpose other than the problem at hand. Primary

data, on the other hand, are originated by the researcher for the specific purpose of addressing

the research problem. Secondary data include information made available by business and

government sources, commercial marketing research firms, and computerized databases.

Secondary data are an economical and quick source of background information. Analysis of

available secondary data is an essential step in the problem definition process: primary data

should not be collected until the available secondary data have been fully analyzed.

Qualitative Research

Information, industry experts, and secondary data may not be sufficient to define the research

problem. Sometimes qualitative research must be undertaken to gain a qualitative

understanding of the problem and its underlying factors. Qualitative research is unstructured,

exploratory in nature, based on small samples, and may utilize popular qualitative techniques

such as focus groups (group interviews), word association (asking respondents to indicate

their first responses to stimulus words), and depth interviews (one-on-one interviews which

probe the respondents' thoughts in detail). Other exploratory research techniques, such as pilot

surveys with small samples of respondents, may also be undertaken.

Measuring customer satisfaction

Organizations are increasingly interested in retaining existing customers while targeting

non-customers; measuring customer satisfaction provides an indication of how successful the

organization is at providing products and/or services to the marketplace.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of

the state of satisfaction will vary from person to person and product/service to

product/service. The state of satisfaction depends on a number of both psychological and

physical variables which correlate with satisfaction behaviors such as return and recommend

rate. The level of satisfaction can also vary depending on other options the customer may

have and other products against which the customer can compare the organization's products.

Because satisfaction is basically a psychological state, care should be taken in the effort of

quantitative measurement, although a large quantity of research in this area has recently been

developed. Work done by Berry (Bart Allen) and Brodeur between 1990 and 1998 defined

ten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in 2002

and known as the ten domains of satisfaction.

These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of

Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors,

Commitment to the Customer and Innovation. These factors are emphasized for continuous

improvement and organizational change measurement and are most often utilized to develop

the architecture for satisfaction measurement as an integrated model. Work done by

Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for

the measurement of customer satisfaction with a service by using the gap between the

customer's expectation of performance and their perceived experience of performance.

This provides the measurer with a satisfaction "gap" which is objective and quantitative in

nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory

of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different

measures (perception and expectation of performance) into a single measurement of

performance according to expectation. According to Garbrand, customer satisfaction equals

perception of performance divided by expectation of performance.

The usual measures of customer satisfaction involve a with a set of statements using a Likert

Technique or scale. The customer is asked to evaluate each statement and in term of their

perception and expectation of performance of the organization being measured.


The University of Michigan's American Customer Satisfaction Index (ACSI) is a scientific

standard of customer satisfaction. Academic research has shown that the national ACSI score

is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor

of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, research

has shown that ACSI data predicts stock market performance, both for market indices and for

individually traded companies. Increasing ACSI scores has been shown to predict loyalty,

word-of-mouth recommendations, and purchase behavior. The ACSI measures customer

satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors.

In addition to quarterly reports, the ACSI methodology can be applied to private sector

companies and government agencies in order to improve loyalty and purchase intent. Two

companies have been licensed to apply the methodology of the ACSI for both the private and

public sector: CFI Group, Inc. applies the methodology of the ACSI offline, and

Foresee Results applies the ACSI to websites and other online initiatives

The Kano model is a theory of product development and customer satisfaction developed in

the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories:

Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some

insight into the product attributes which are perceived to be important to customers. Kano also

produced a methodology for mapping consumer responses to questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been incorporated into

customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer)

to indicate the gap between customer expectations and experience.

J.D. Power and Associates provides another measure of customer satisfaction, known for its

top-box approach and automotive industry rankings. J.D. Power and Associates' marketing

research consists primarily of consumer surveys and is publicly known for the value of its

product awards.

Other research and consulting firms have customer satisfaction solutions as well. These

include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages

of Excellence framework and which helps define a company’s status against eight critically

identified dimensions.

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of customer

satisfaction. The International Customer Service Institute (TICSI) has released The

International Customer Service Standard (TICSS). TICSS enables organizations to focus their

attention on delivering excellence in the management of customer service, whilst at the same

time providing recognition of success through a 3rd Party registration scheme.

TICSS focuses an organization’s attention on delivering increased customer satisfaction by

helping the organization through a Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,

Product/Services, as well as performance measurement. The implementation of a customer

service standard should lead to higher levels of customer satisfaction, which in turn

influences customer retention and customer loyalty.


• MSIL PSF complaints.

• SSI Feed back card complaints.

• Complaints send by letter to Maruti.

• Complaint send on Maruti Web Sight.

• Internal PSF.

• Direct Visit by customer to RO/HO.


Post sales follow-up is done in order to get a first hand feed back from customer about the

experience that they had during the sales and delivery process.

Besides this some executives from MARUTI SUZUKI follow the customer and ask about

experience with car and if the customer is having any problem or complaint , he or she can

report to that executive.

In P.S.F. most of the customer told that their experience was very good .But there are some

complaint also.

TOTAL SALES (Jan 09-June 09)

250 236
200 188 190




Jan Feb Mar Apr May June
09 09 09 09 09 09


Complaints Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09 Total

Commitments 1 7 7 7 4 7 33

Delay Delivery 6 13 24 16 15 12 86

Accessories 8 3 3 4 3 5 26

Registration 2 0 2 1 1 0 6

Technical 7 6 4 8 6 7 38

Behaviour 1 5 2 7 11 5 31

Over all 1 1 1 2 2 1 70


Other 15 6 12 12 12 13 8

Total 41 41 55 57 54 50 297


60 57
55 54
41 41

Complaints 30



Jan Feb Mar Apr May June
09 09 09 09 09 09




1 – Not got that that much discount on desired model or colour

2 – Car not delivered at fix time.

3 – Not got desired colour.

4 – D.S.E. promised to give more discount ,accessories as gift but not give.

(Jan 09-June 09)
7 7 7 7
5 4
2 1

Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09

1- D.S.E.s should not offer more to the customer (gifts,cash discounts,accessories) that the
dealership can`t provide them. D.S.E. should promice about the things about which they are
2 - If the D.S.E. promised the customer for anything , he or she should fulfill the promise to
satisfy the customer.


1 – Desired model is not available (Dzire,Swift,SX4).

2 – Desired colour is not available.

3 – Time consumed in fitment of accessories.

4 – Paper work delayed.



15 13


Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09

1 – Every employee should try to complete the work at time so that we can make the delivery
at right time.
2 – If there is lot of work (fitting accessories) then we should inform the customer that the
process will take extra time and try to complete the work as soon as possible.
3 – In some cases (Swift, Dzire & SX4) customers need to book the car because these cars not
easily available in yard.
So the D.S.E. should inform the customer about the problem and tell that it can take extra time
to deliver the car.
We can concentrate on other complaints because some times the cause of delay delivery is
from the company.


1 – Accessories not available.

2 – Accessories department gets consignment of accessories once in a week and sometimes


finishes before next consignment arrives (specially five basics).


6 5
5 4
Complaints 4 3 3 3

Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09


1 – Accessories should be order in advanced because if the stock finish customer has to wait
for a week.


1 – Registration work is late due to holiday or Sunday.

2 – Papers are not complete.


2 2

1.5 Jan 09
1 1 Feb 09
Complaints 1 Mar 09
Apr 09
May 09
0 0
0 June 09


It is not a big problem the reason is in P.S.F. we have to contact the customer within 72 hours
of delivery and R.C. work takes some times.


1 – Central locking not work properly.

2 – Technical problem because accessories not fit well.

3 - In some cases customer can`t operate the things properly and it creates technical problem.


8 7 7
7 6 6
5 4
Complaints 4

Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09


We should provide full information to customer on technical point of view so that they can

easily operate all the functions of car.


1 – Customer complaints that D.S.E. didn`t pay proper attention to them.

2 – Senior staff also didn`t give response well.

3 – D.S.E.`s way of talking was not good.

4- Every customer have different point of view .He takes everything in different way.

One thing one customer dislikes the other one can like.


12 11


8 7

6 5 5

2 1


Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09

Every employee should behave decently and they do but every customer has different mind
.Some time they don`t like behaviour of others .we are not selling only a product but
providing them services also.And it will make a life long relationship between dealership and


1 – Customer didn`t like atmosphere of showroom.

2 – They didn`t get proper attention.

3 – They didn`t get full information about vehicle.

4 – They had to wait a lot for the delivery of vehicle.



2 2
1.2 1 1 1 1
Complaints 1
Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09

Every customer arrives at showroom with different mood and it is possible that one thing a
customer likes the other one dislikes.
As for as the products (Cars) are concerned there is choice and big range of cars. From which
the customer can choose desired one.
And as for as services of the showroom are concerned to make the services more effective we
should concentrate the customer who`s over all experience was not good. And find out the
problems . By shorting out the problems we can try to satisfy all the customers .

1 – Customer fased problem in account section.

2 – The paper work was very slow.

3 – They didn`t get gifts (as per scheme).

4 – There were no photo session at the time of delivery ceremony.

5 – They didn`t get photographs of delivery ceremony.

No one is assigned for photo session, the employee who is free can do photo session but some
times no one is free to do this.


16 15

14 13
12 12 12



Jan 09 Feb 09 Mar 09 Apr 09 May 09 June 09

From booking the car to delivery of car every task completes in a systematic way step by step.
If one task will delay the whole system will affect. We should increase the efficiency of

employees so that every work could complete at right time.

As for as the problem of photo session is concerned, one employee should be assign for this


Now a days when companies are coming with new technology and attractive features. Every

auto mobile company (4 wheeler) is ready with the fleet of cars for every segment.

How can we differentiate ourselves from other companies as well as other distributors from


The only way of proving better ourself from others ,is to differentiate from others. And

customer satisfaction is the field in which we can prove ourself and can do better than others.

Customer Satisfaction is very important tool to maintain and increase the Brand Equity . If

we make satisfy a customer then he will attach with us for a long time . And in that time the

customer will create revenue for us by purchasing a new product or services from us.

On the other hand he or she will do publicity of our dealership or workshop by telling others

about us.

In this way customer satisfaction can help a lot in enhancing Brand Equity.So to increase the

customer satisfaction we should provide them something extra



 Increase the efficiency of employees

 The ONE UP MOTORS lay more emphasis on advertisement, as only 40 our of 100

people know about the company very well

 The advertisement of the company should be more frequent and should be based on

heritage appeal

 A specialized customer care unit/executive need to be placed to handle all

discrepancies relating to customers of various sections

 There should be centralized telephonic system to receive all calls at one place and

transferring them further as this will help in maintaining the record of leads and

grievances at the same time.

 All documents should be kept in proper security and in proper sequence. Since all

documentation should be brought down to bare necessary.

We can start a new scheme.


We can start anniversary scheme for customers in which we can use lucky draw system. We

sell 6-7 cars on an average in a day . we can pick a date of last year`s as it is same today.

And if there were 7 cars sold that day . From those 7 cars we can select a car by lucky draw.

And the person who will be the lucky winner we can arrange free service voucher for him as a

gift or we can send some gifts or a cake to that customer`s home as a celebration gift.

In this way our bond with customers will be more strong.


 Time was very limited for collecting sufficient data from the respondents.

 Most of the data was collected from the primary sources but secondary data is also

used as and when required.

 Best efforts have been made to bring out the unbiased results but their may be some

biased ness on the part of respondents.

 The results of this research are applicable only for One Up Moters, Result may vary

for other dealerships.


i. http://www.carwale.com

ii. http://www.marutisuzuki.com

iii. http://www.wickypedia.com

iv. http://www.drivein.com


1. Malhotra, Naresha K. (2002), Basic Marketing Research: A Decision-Making

Approach, Upper

Saddle River, NJ: Prentice Hall, ISBN 0133768562 9780133768565 0130090484


2. Glazer, Rashi (October), "Marketing in an Information-Intensive Environment:


Implications of Knowledge as an Asset", Upper Saddle River, NJ: Journal of

Marketing, p. 1 - 19