tvs motors

CHAPTER I

INTRODUCTION

1.1 INTRODUCTION

It gives me an immense pleasure to present you this entire project. The topic is “A

STUDY REPORT ON CUSTOMER SATISFACTION AND SERVICE ANALYSIS

OF TVS IN DELHI” the study is undergone at TVS.

The project report focuses on customer satisfaction and post sale services, of TVS

motors. A two wheeler showroom in DELHI.

1.2 OBJECTIVES OF STUDY

To know the customer satisfaction level towards services of TVS

To know the problems presently faced by the customers at TVS

To know the post sales service performance.

To know the new area of improvement.

Need for study

To understand the satisfaction level of the customer regarding the service provided by

TVS, to understand what are the customer requirement and improvement required by

them in service .

Management Problem:

Through this project, the sales and operation manager want to know the post sales

service performance and to analyze the satisfaction level by the feedback of the

customers. To know the quality of service and improvement to be made in the service

provided by TVS.

1

Research problem:

To find the problems faced by the customers and to know the new area of

improvement with the help of customer feedback.

Through this project, the sales and operation manager want to know the post sales

service performance and feedback of the consumers, Organization want to know the

quality of service and improvement to be made in the service provided by TVS

1.3 SCOPE OF STUDY:

The scope of the study is to study the customer buying behavior of the respondents in

New Delhi and attain the awareness level of the customers. The scope is that the

services of the dealer, advertising media as well as celebrity has made an effect on the

customer or not and how much.

This study also allows knowing the future prospects of the company and where it is at

present in the market.

1.4 COMPANY PROFILE:

TVS Group was established in 1911 by Shri. T.V. Sundaram lyenger. As one if

India’s largest industrial entities it epitomizes Trust, Value and Service.

TVS Motor Company Limited, the third largest two-wheeler manufacture. In India

and among the top ten in the world, with an annual turnover of over USD 650 million.

The year 1980 is one to be remembered for the Indian two-wheeler industry, with the

roll out of TVS 50, India’s first two-seater moped that ushered in an era of affordable

personal transportation. For the Indian Automobile sector, it was a break through to

be etched in history.

TVS Motor Company is the first two-wheeler manufacture in the world to be honored

with the hallmark of Japanese Quality –The Deming Prize for Total Quality

Management.

TVS Motor Company Limited is one of the largest two-wheeler manufactures and

also among the fastest growing companies in the country. It is the largest

manufacturer of sub 100cc (50cc, 60cc & 70cc category) 2-wheeler in the world.

2

It has the unique distinction of having sold nearly 4 million the highest ever in India.

It exports its range of products to 17 countries worldwide. Its unrelenting pursuit of

customer satisfaction in all aspects if manufacturing of 2-wheeler is reflected in over

6 million satisfied owners of mopeds, motorcycles and scooters. Its 4000 highly

motivated employees manufacture high quality vehicles from two manufacturing

plants in Hosur and Mysore, with a wide dealer network of around 410.

TVS Motor Company

Post Box No. 4 Harita, Hosur -  635 109 Ph: 04344-276780 Fax: 04344-276878

TVS Motor Company

Post Box No.1, Byathahalli Village, Kadakola Post, Mysore - 571 311

Ph: 0821-2596561 Fax: 0821-2596550 / 2596553

TVS Motor Company 

Village Bhatian, Bharatgarh Road, Teh. Nalagarh, Dist. Solan, 

Himachal Pradesh  - 174101, Ph : 01795-220492, 220493, Fax: 01795-220496.

Registered Office :

TVS Motor Company

Jayalakshmi Estates V Floor, 8, Haddows Road Chennai - 600006 

Ph: 044-28272233 Fax: 044-28257121

TVS motors is a part of Automobiles automobiles is one of the major automobile

dealers in DELHI, is located at 360, Dharwad road, which is spread into various

diversified, rum by two of the eminent families, Mirji family and Shah Family.

Though the people of Belgaum may know it just in the name of dealer of automobiles

but it has spread it net into various business units. So let me tell its profile right from

beginning of its inception if the foundation of the business it started with.

3

HISTORY

1920: the business stared with the landmark if mill and oil mill.

1950: one of partners being educated in the field of engineering with mechanical and

electrical stated with the business in automobiles.

1951: automobile came into light, know for dealers in automobile.

1954: automobiles got the dealership of MICO and PERKINGS ENGINES.

ENGINES.

1958: automobiles came the big screen by getting the dealership of Ashok Leyland

(heavy commercial vehicles) from hinduja groups. Along with the dealership of

Ashok Leyland, even stepped in the dealership of international tractors.

1959 –60: Strated with machine shop in the name of garage and industries.

1983 – 84: Got the dealership of two wheelers from TVS automobiles and strated with

dealership of TVS mopeds, later with motorbike-IND SUZUKI, and finally also with

dealership scooterettes… TVS scooty, Suzuki fiero, victor.

1992 - Gave up the dealership of Ashok Leyland (heavy commercial vehicles) of the

hinduja group and diverting towards TATA MOTORS. Where it had the various types

of vehicles to the customer, LCV-light commercial vehicle, HVC-Heavy commercial

vehicles, MUV-Multi Utility Vehicles, PCD-Passenger Car Division, since from the

year 1998.

Apart from the above-mentioned business diversified taken up by automobiles. It also

has the dealership of BOSCH, mico Blaupaunkt (Car stereo) also runs a pollution

check center approved by the government of Karnatak and RTO.

Head office of automobile if situated in Hubli where it again deals with TATA

vehicles (LCV, HCV, MUV, PCD). Apart from having the head office, automobiles

has it branch office at Ankola and Bijapur also…..

4

MISSION

TVS are committed to being a highly profitable, socially responsible, and leading

manufacturer of high value for money, environmentally friendly, lifetime personal

transportation products under the TVS brand, for customers predominantly in Asian

markets and to provide fulfilment and prosperity for employees, dealers and suppliers.

VISION

TVS Motor - Driven by the customer 

TVS Motor will be responsive to customer requirements consonant with its core

competence and profitability. TVS Motor will provide total customer satisfaction by

giving the customer the right product, at the right price, at the right time. 

TVS Motor - The Industry Leader 

TVS Motor will be one among the top two two-wheeler manufacturers in India and

one among the top five two-wheeler manufacturers in Asia. 

TVS Motor - Global overview 

TVS Motor will have profitable operations overseas especially in Asian markets,

capitalizing on the expertise developed in the areas of manufacturing, technology and

marketing. The thrust will be to achieve a significant share for international business

in the total turnover. 

TVS Motor - At the cutting edge 

TVS Motor will hone and sustain its cutting edge of technology by constant

benchmarking against international leaders. 

TVS Motor - Committed to Total Quality 

TVS Motor is committed to achieving a self-reviewing organization in perpetuity by

adopting TQM as a way of life. TVS Motor believes in the importance of the process.

People and projects will be evaluated both by their end results and the process

adopted. 

5

TVS Motor - The Human Factor 

TVS Motor believes that people make an organization and that its well-being is

dependent on the commitment and growth of its people. There will be a sustained

effort through systematic training and planning career growth to develop employees

talents and enhance job satisfaction. TVS Motor will create an enabling ambience

where the maximum self-actualisation of every employee is achieved. TVS Motor

will support and encourage the process of self-renewal in all its employees and

nurture their sense of self worth.

TVS Motor - Responsible Corporate Citizen

TVS Motor firmly believes in the integration of Safety, Health and Environmental

aspects with all business activities and ensure protection of employees and

environment including development of surrounding communities. TVS Motor strives

for long-term relationships of mutual trust and interdependence with its customers,

employees, dealers and suppliers.

PRODUCTS:

Two Wheelers in India was set up as a joint venture between TVS and Dunlop, UK in

1960. The company supplies wheels as Original Equipment to all major vehicle

manufacturers in the country. Wheels India is entering into collaboration with Titan,

the world leader in off-highway vehicle wheels relating to earthmoving, construction

and agricultural equipment. Manufacturing Plants are located at Chennai, Tamil

Nadu, Rampur, UP and Ranjangaon, Maharashtra. Wheels India has a workforce of

100.

Products and Service

Wheels for commercial vehicle, cars, jeeps, tractors construction equipment / earth

mover and defense vehicle, wire wheels for export and air suspension systems for

commercial vehicle.

6

Launched Models:

1. India’s first 2 seater 50cc Moped TVS 50, launched in Aug 1980.

2. First Indian Company to introduce 100cc Indo-Japanese motorcycles in Sept

1984.

3. Launched India’s first indigenous Scooterette (sub-100 cc variomatic

scooters), TVS Scooty in June 1994.

4. Introduced India’s first catalytic converter enabled motorcycle, the 110cc

Shogun in Dec 1996.

5. Launched India’s first 5-speed motorcycle, the Shaolin in Oct 1997.

6. Launched TVS Fiero, India’a first 150 cc, 4 stroke motorcycle, in April 2000.

7. Launched TVS Victor, 4-stroke 100 cc motorcycle, in august 2001; India’s

first fully indigenously designed and manufactured motorcycle.

8. Launched TVS Centra in January 2004, a world-class 4-stroke 100 cc

motorcycle with the revolutionary VT-I Engines for best-in-class mileage.

9. Launched TVS Star in Sept 2004, a 100 a motorcycle which is ideal for rough

terrain.

7

TVS Victor

4-Stroke, 125cc, performance motorcycle with VT-I technology.

TVS Apache: 4-Stroke, 150cc high performance motorcycle.

TVS Scooty: 4-Stroke, 90cc scooterette for the new generation.

8

TVS Centra: 4-Stroke, 150cc premium performance motorcycle.

TVS Star: 4-Stroke, 100cc value for money economy motorcycle for good mileage

and rugged terrain.

9

Ramesh Bilagi(RTO Co-coordinator )Shiva (Assistant)

Mechanics Mechanics

ORGANIZATION CHART

Chairman (Shashikant Mirji)

Managing Director (Ramesh Shah)

Director

Sheel Mirji Swapnil Shah TVS Sales TVS Service

10

Mr. Kennedy (Sales Manager)

Rakti Back (office executive)

Prasad (Sales Executive)

Bharat (Sales Executive )

Vinayak (Supervision)

Tousif (Supervisor)

Market share & position of the company in the industry.

After lying low for over a period of time, TVS Motor Company, the third largest two-

wheeler manufacturer in India, is confident of regaining its lost ground through a slew

of measures and products. The company is targeting a market share of 18% in the

current fiscal as against 15-16% last year, said Venu Srinivasan, chairman and

managing director, TVS Motor.

Addressing a select press briefing to announce the company’s Q1 results, Srinivasan

said, “Despite an overall recession, increasing input costs, lack of financing and other

bottlenecks, the company hopes to grow in the coming quarters and expects to end the

fiscal with a market share of 18%. “We believe the worst phase is over for us,” he

added.

Responding to queries, he said, “We see that the entry level motorcycles (100cc and

110cc) continue to dominate the market and will grow significantly over the years.

TVS will continue to focus on this segment with new products.” Currently, this

segment contributes over 70% to the overall sales, he added.

He said, “The industry will witness some turbulence in the quarters to come due to

expected shortfall in the monsoon across the country, an expected steel price hike,

overall recession and a possible interest rate hike.” But the company has geared up to

tackle all these problems in cooperation with dealers and suppliers/vendors.

“Ultimately, we expect to have a positive cash flow in our hands in the current fiscal,”

he added.

He said that 50% of sales come from small and medium towns and it is expected to

grow significantly. “In order to spruce up our sales and to tap the untapped potential

in these areas and other places, the company is looking at something on the finance

side. We want to do things in a more organised manner,” Srinivasan said. The

company is working on the modalities and hopes to announce them in this quarter.

However, he declined to give other details.

Following an encouraging response to its recently launched ‘Flame’, the company is

planning to increase the monthly production to 20,000 by September as against

12,000 now. It has sold over 40,000 Flames since its launch in April, he added.

11

Similarly, the company will spruce up production of Apache, (electric scooterettes),

mopeds and three-wheeler ‘TVS King’.

Chennai-based TVS Motor has been going through a difficult phase in the past few

years with loss of market share and no product launches, which has eroded

shareholder wealth.

The main reason for the loss in market share has been the company's absence from the

profitable executive segment, dominated by Hero, Honda and Bajaj. The company is

trying to set things right with the launch of Phoenix 125cc.

INDUSTRY PROFILE:

Overview

The Indian two-wheeler (2W) industry recorded sales volumes of 3.4 million units in

Q3, 2011-121, a growth of 11.0% (YoY) but flat (QoQ). Although the YoY volume

growth of the industry remained in double digits, the pace of growth during the last

quarter was at its lowest gear in the last three years. The deceleration in growth was

contributed mainly by the motorcycles segment which grew at a much lower rate of

9.2% (YoY) in Q3, 2011-12; even as the scooters segment continued to post 20%+

(YoY) expansion. Overall, ICRA expects the domestic 2W industry to report a

volume growth of ~13% in 2011-12 as we expect growth to fade further in Q4, 2011-

122 due to base effect.

In an environment where the northward movement of inflation, fuel prices and

interest rates has been the nemesis of the Indian automobile industry at large, the

2W industry has been the most resilient reflected in its healthy volume growth of

15.0% (YoY) in 9m, 2011-12. The growth has been supported by various structural

positives associated with the domestic 2W industry including favourable

demographic profile, moderate 2W penetration levels (in relation to several other

emerging markets), under developed public transport system, growing urbanization

and expected strong replacement demand, besides moderate share of financed

purchases. ICRA expects these strengths, coupled with the OEMs’ thrust on exports,

12

to aid the 2W industry to report a volume CAGR of 10-12% over the medium term

to reach a size of 21-23 million units (domestic + exports) by 2015-16.

Table : Trend in Sales Volumes of the Indian 2W Industry (Source: SIAM)

Chart: Trend in Quarterly Sales Volumes of Motorcycles (Domestic)

Chart: Trend in Market Share in Motorcycles Segment (Domestic)

13

Sales Volumes Analysis - Scooters

Barring Q1, 2011-12, the growth in scooter segment’s sales volumes has generally

outperformed that of the motorcycles segment, partly due to the former’s smaller

base. In Q3, 2011-12 too, the sales volumes of the domestic scooters segment at

~660,000 units recorded a growth of 21.6% (YoY), higher than the 9.2% growth in

motorcycle sales. With this, the share of the scooters segment in the total domestic

two-wheeler volumes increased to 19.4% in Q3, 2011-12 from 17.6% in 2010-11.

Market Share Trends

Overall, Honda Motorcycles continues to maintain its leadership position in the

scooters segment through its flagship brand Activa (besides Aviator and Dio)

enjoying a market share of 50.7% in Q3, 2011-12. While capacity shortfall at the

company’s plant at Manesar (Haryana) had restricted its volume growth in the recent

past, the company began commercial production at its new plant at Tapukara

(Rajasthan) in July 2011. This has allowed the company to consolidate its market

position over the last two quarters. However, Hero MotoCorp’s demonstrated success

in improving market share (through its sole brand Pleasure) coupled with new scooter

models proposed to be launched by Hero MotoCorp, TVS and Yamaha over the short

to medium could imply shrinkage of market share gap between the market leader and

others over time.

14

Short to Medium Term Outlook

ICRA expects the scooters segment to gradually increase its share in the domestic 2W

market from 17.6% in 2010-11 to ~21% by 2014-15. With this, the domestic scooters

market is estimated to nearly double in size by 2014-15. Thus, even as a multitude of

brands already dot the segment’s landscape and more are expected to follow, the

likely expansion in the pie should offer sufficient volumes for the industry to grow

profitably. For the new entrants, a faster gain in market share could hasten the

process of profitability improvement.

Hero MotoCorp

Trend in Financial Performance of Hero MotoCorp

Revenues: In Q3, 2011-12, Hero MotoCorp’s revenues at Rs. 5,983.6 Crore grew by

16.9% YoY and 3.4% QoQ, supported by 11.3% YoY and 2.9% QoQ increase in

sales volumes and 5.0% YoY and 0.5% QoQ increase in average realizations. Till

2010-11, exports accounted for 2.5% of the company’s sales volumes. Although

since the time Hero MotoCorp’s JV agreement with its erstwhile partner Honda

(Japan) ceded in Dec 2010, the company has been unable to scale up its exports much;

it is likely to get more aggressive on the exports front as and when its fourth

manufacturing plant gets established (for which the company is mulling a location

near one of the ports).

15

Operating Profit Margins (OPM): Hero MotoCorp’s OPM at 15.0% in Q3, 2011-12,

declined marginally by 15 basis points (bps) QoQ but increased by 454 bps YoY. The

YoY expansion in HMCL’s core EBITDA margins, however, was relatively lower at

194 bps YoY on exclusion of the estimated royalty payments made by HMCL to its

erstwhile partner Honda Motor Company (HMC, Japan) in Q3, 2010-11. Going

forward, HMCL’s ability to sustain the scale required to absorb the additional

expenses being incurred for creating a new corporate brand, introduction of new

models, building of R&D capability and exploring overseas markets will govern its

profitability.

Net Profits: Hero MotoCorp’s Q3, 2011-12 PAT at Rs. 613.0 Crore grew by 42.9%

YoY and 1.6% QoQ. Overall, the company’s revenues and PAT touched a record

high in Q3, 2011-12.

Bajaj Auto

Trend in Financial Performance of Bajaj Auto

Revenues: In Q3, 2011-12, Bajaj Auto’s revenues at Rs. 5,063.2 Crore grew by 21.2%

YoY but declined by 3.9% QoQ) led by continued strong exports growth in both the

2W as well the three-wheeler (3W) segments; increase in average realization due to

both price increase as well as favourable change in product mix; and favourable

currency movement on exports. The company management’s outlook on exports

16

(~32% of 2W volumes in Q3, 2011-12) remains robust with a target to achieve export

of 1.5 million units in 2011-12E, reflecting a growth of 25% over 2010-11.

Operating Profit Margins (OPM): Bajaj Auto’s OPM improved to 21.0% in Q3, 2011-

12, higher by 63 bps YoY and 89 bps QoQ. The improvement in margins was

supported by relatively higher realizations from exports, operating leverage benefits

and rationalization of spends on sales promotion. The DEPB benefits were

discontinued post September 2011; however, BAL has undertaken price increase on

export models (besides price increase on domestic models), which should allow the

company to sustain its margins going forward.

Net Profits: In Q3, 2011-12, while Bajaj Auto’s OPBITDA growth at 25.0% (YoY)

was robust, the company’s PAT at Rs. 795.2 Crore grew at a relatively lower rate of

19.2% (YoY). This was due to the exceptional MTM loss of Rs. 58.9 Crore

recorded by the company in Q3, 2011-12 related to the valuation of forward exchange

contracts. This is a notional loss and would get reversed on maturity of the underlying

contracts (assuming the company’s actual exports remain in line with its budgeted

estimates during the term of the contract).

Revenues: In Q3, 2011-12, TVS’ Net Sales at Rs. 1,762.2 Crore grew by 7.0% YoY

but declined by 11.5% QoQ. While the company’s total 2W volumes in Q3, 2011-12

17

grew by 0.9% YoY and total three-wheeler (3W) volumes declined by 11.0% YoY,

the revenue growth was much higher by virtue of favourable change in product mix.

Thus, notwithstanding the increase in proportion of low-ticket mopeds in TVS’s

domestic 2W sales volumes from 39% in Q3, 2010-11 to 41% in Q3, 2011-12, the

increase in proportion of >100cc scooter (Wego) and >125cc motorcycles (mainly

Apache RTR family) in its sales mix enabled it to improve its average realization

YoY.

Operating Profit Margins (OPM): TVS’ OPM at 6.5% in Q3, 2011-12 was 44 bps

higher YoY but 40 bps lower QoQ. While the company’s product mix in Q3, 2011-12

was in its favour on YoY basis, its relative deterioration on QoQ basis accordingly

translated into movement in OPM.

Net Profits: While TVS recorded OPBITDA growth of 14.6% YoY in Q3, 2011-12,

the company’s PAT growth at 1.4% YoY was much lower on account of higher tax

rate and lower ‘other income’. Also, the company’s PAT in Q3, 2011-12 declined by

26.1% on QoQ basis both due to negative revenue growth (QoQ) as well as decline in

OPM on QoQ basis.

18

CHAPTER-II

REVIEW OF LITERATURE

A considerable body of literature in a range of different disciplines exists on

consumption, consumer behaviour, and consumer decision-making process. Research

in economics, business, marketing, psychology and sociology domains studies

consumer behaviour from different theoretical premises: “for economists,

consumption is used to produce utility; for sociologists, it is a means of stratification;

for anthropologists – a matter of ritual and symbol; for psychologists – the means to

satisfy or express physiological and emotional needs; and for business, it is a way of

making money”(Fine 1997).

For more than a decade now, a range of studies that address environmentally sound

consumer behaviour, e.g. car use, waste sorting, minimisation and recycling practices,

have been conducted. However, few studies evaluated consumer acceptance of the

PSS concept – a consumption based on non-ownership of physical products, see, for

example, studies on car sharing schemes (Schrader 1999; Meijkamp 2000), ski rental

and washing services (Hirschl, Konrad et al. 2001).

One reason explaining the lack of studies in the area could be that, there are still not

many PSS schemes in place to serve as test grounds. Another reason could be

uniformity of research focus. Most of consumer research focused on adopter

categories, habits, attitudes and intentions, rather than on actually measuring the

satisfaction level with the service. The reason is probably that PSS ideas have been

promoted by researchers from the environmental management, marketing, design and

engineering fields, and to a lesser extent by sociologists, who hold the banner of

research in customer satisfaction.

The paramount goal of marketing is to understand the consumer and to influence

buying behaviour. One of the main perspectives of the consumer behaviour research

analyses buying behaviour from the so-called “information processing perspective"

(Holbrook and Hirschman 1982). According to the model, customer decision-making

process comprises a need-satisfying behaviour and a wide range of motivating and

influencing factors. The process can be depicted in the following steps (Engel,

Blackwell et al. 1995):

19

• Need recognition – realisation of the difference between desired situation and

the current situation that serves as a trigger for the entire consumption process.

• Search for information - search for data relevant for the purchasing decision,

both from internal sources (one's memory) and/or external sources.

• Pre-purchase alternative evaluation - assessment of available choices that can

fulfil the realised need by evaluating benefits they may deliver and reduction

of the number of options to the one (or several) preferred.

• Purchase - acquirement of the chosen option of product or service.

• Consumption - utilisation of the procured option.

• Post-purchase alternative re-evaluation - assessment of whether or not and to

what degree the consumption of the alternative produced satisfaction.

• Divestment - disposal of the unconsumed product or its remnants. Besides the

information processing perspective, marketing analyses consumer behaviour

by employing a psychologically grounded concept of attitudes (Balderjahn

1988; Ronis, Yates et al. 1989; Luzar and Cosse 1998). It is consumer

attitudes that are usually named as the major factor in shaping consumer

behaviour and a wealth of studies is available on the topic of how attitudes can

predict behaviour.

20

Customer satisfaction, a business term, is a measure of how products and

services supplied by a company meet or surpass customer expectation. It is seen as

a key performance indicator within business and is part of the four perspectives of

a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key

element of business strategy.

There is a substantial body of empirical literature that establishes the benefits of

customer satisfaction for firms.

BASICS

Basically, you might look at marketing as the wide range of activities involved

in making sure that you're continuing to meet the needs of your customers and are

getting value in return. Marketing analysis includes finding out what groups of

potential customers (or markets) exist, what groups of customers you prefer to serve

(target markets), what their needs are, what products or services you might develop to

21

meet their needs, how the customers might prefer to use the products and services,

what your competitors are doing, what pricing you should use and how you should

distribute products and services to your target markets. Various methods of market

research are used to find out information about markets, target markets and their

needs, competitors, etc. Marketing also includes ongoing promotions, which can

include advertising, public relations, sales and customer service.

WHAT IS THE CUSTOMER SATISFACTION MODEL? DESCRIPTION

The customer satisfaction model from N. Kano is a quality management and

marketing technique that can be used for measuring client happiness.

  Kano's model of customer satisfaction distinguishes six categories of

quality attributes, from which the first three actually influence customer

satisfaction:

1. Basic Factors. (Dissatisfiers. Must have.) - The minimum requirements

which will cause dissatisfaction if they are not fulfilled, but do not cause

customer satisfaction if they are fulfilled (or are exceeded). The customer

regards these as prerequisites and takes these for granted. Basic factors

establish a market entry 'threshold'.

2. Excitement Factors. (Satisfiers. Attractive.) - The factors that increase

customer satisfaction if delivered but do not cause dissatisfaction if they are

not delivered. These factors surprise the customer and generate 'delight'.

Using these factors, a company can really distinguish itself from its

competitors in a positive way.

3. Performance Factors. The factors that cause satisfaction if the performance

is high, and they cause dissatisfaction if the performance is low. Here, the

attribute performance-overall satisfaction is linear and symmetric. Typically

these factors are directly connected to customers' explicit needs and desires

and a company should try to be competitive here.

22

The additional three attributes which Kano mentions are:

4. Indifferent attributes. The customer does not care about this feature.

5. Questionable attributes. It is unclear whether this attribute is expected by

the customer.

6. Reverse attributes. The reverse of this product feature was expected by the

customer.

Origin of the customer satisfaction model. History

The approach towards analyzing customer satisfaction was first published in

an article by KANO, N. SERAKU, N., TAKAHASHI, F. & TSUJI, S. (1984)

Attractive quality and must-be quality, Hinshitsu (Quality, the Journal of Japanese

Society for Quality Control), 14, pp. 39-48.

 Usage of the customer satisfaction model. Applications

Besides the obvious quality management and marketing usage, Kurt Matzler,

Matthias Fuchs and Astrid Schubert wonder in their article "Employee

Satisfaction: Does Kano's Model Apply?" (Total Quality Management & Business

Excellence, November-December 2004) whether Kano's model on customer

satisfaction factors is also relevant to describe employee satisfaction. Since

employees can be perceived as internal customers. They reach the conclusion that

Kano's theory is indeed useable for internal customers analysis as well.

Steps in the customer satisfaction model. Process

Kano developed a questionnaire to identify the basic, performance and

excitement factors as well as the other three additional factors.

1. For each product feature a pair of questions is formulated to which the

customer can answer in one of five different ways.

2. The first question concerns the reaction of the customer if the product shows

that feature (functional question);

3. The second question concerns the reaction of the customer if the product

does NOT show this feature (dysfunctional question).

23

4. By combining the answers all attributes can be classified into the six factors.

Customer Expectations

Customer is defined as anyone who receives that which is produced by the

individual or organization that has value. Customer expectations are continuously

increasing. Brand loyalty is a thing of the past. Customers seek out products and

producers that are best able to satisfy their requirements. A product does not need to

be rated highest by customers on all dimensions, only on those they think are

important.

Customer-driven strategy for improvement – any management activity should

eventually lead to increased customer satisfaction...

The Canon Production System (CPS) is about:

1. Environmentally-conscious manufacturing and logistics

2. Quality-oriented methods

3. Lower costs

4. Shorter deadlines

5. ... All aim for maximum customer satisfaction...

24

CUSTOMER LOYALTY

"It takes a lot less money to increase your retention of current customers than

to find new ones-but I know I don't give it as much effort as I should because it does

take a lot of energy and effort!"

Strategize And Plan For Loyalty!

Do we even have a specific plan for building customer loyalty?

We bet ourselves haven't given it as much thought as we should- because to

tell the truth we need to give it more effort also.

If we currently retain 70 percent of our customers and we start a program to

improve that to 80 percent, we'll add an additional 10 percent to our growth rate.

Particularly because of the high cost of landing new customers versus the high

profitability of a loyal customer base, you might want to reflect upon your current

business strategy.

25

These four factors will greatly affect your ability to build a loyal customer

base:

1. Products that are highly differentiated from those of the competition.

2. Higher-end products where price is not the primary buying factor.

3. Products with a high service component.

4. Multiple products for the same customer.

Market To Your Own Customers!

Giving a lot of thought to your marketing programs aimed at current customers is one

aspect of building customer loyalty.

When you buy a new car, many dealers will within minutes try to sell you an

extended warranty, an alarm system, and maybe rustproofing. It's often a very easy

sale and costs the dealer almost nothing to make. Are there additional products or

services you can sell your customers?

Three years ago my house was painted, and it's now due for another coat. Why

hasn't the painter called or at least sent a card? It would be a lot less expensive than

getting new customers through his newspaper ad, and since I was happy with his work

I won't get four competing bids this time. Keep all the information you can on your

customers and don't hesitate to ask for the next sale.

Use Complaints To Build Business!

When customers aren't happy with your business they usually won't complain to you -

instead, they'll probably complain to just about everyone else they know - and take

their business to your competition next time. That's why an increasing number of

businesses are making follow-up calls or mailing satisfaction questionnaires after the

sale is made. They find that if they promptly follow up and resolve a customer's

complaint, the customer might be even more likely to do business than the average

customer who didn't have a complaint.

In many business situations, the customer will have many more interactions

after the sale with technical, service, or customer support people than they did with

26

the sales people. So if you're serious about retaining customers or getting referrals,

these interactions are the ones that are really going to matter. They really should be

handled with the same attention and focus that sales calls get because in a way they

are sales calls for repeat business.

ER COMPLAINS

Why Tackle Customer Complaints?

Companies find that effectively handling customers with problems is critical to their

reputations as well as their bottom lines. When customers complain and they are

satisfied with the way their complaint is handled, they are more likely to purchase

another product or service from the same company. Companies that resolve

complaints on the first contact increase customer satisfaction and product loyalty,

improve employee satisfaction, and reduce costs. Companies even encourage

complaints. Most dissatisfied customers do not complain. By making it easy for

customers to complain, more customers will come to you with their problems, giving

you greater opportunity to correct your service delivery or production processes.

Customers who get their problems satisfactorily and quickly solved tell their friends

and neighbors, and they are not easily won over by the competition.

There is a bottom-line concern for government as well. As noted above, complaints

can be costly. Repeated hand-offs increase costs and waste precious resources. When

complaints are not promptly resolved, frustrated customers seek redress in different

agencies or at different parts or levels of the same agency, resulting in duplicate effort

and compounding costs.

Just as costs compound when there is a poor complaint system, trust also erodes as

citizens become frustrated with a non-responsive bureaucracy. Indeed, there has been

a cumulative erosion of public confidence in government. Thirty years ago, 70 percent

of Americans trusted the federal government to do the right thing most of the time. In

1993, only 17 percent of Americans said that they trusted the government.(2) There

are many factors contributing to this decline in trust and confidence, particularly the

huge volume of regulations that did not make sense to the public and the high cost of

government. However, we learned from our benchmarking partners that an effective

27

approach to resolving complaints is invaluable in winning the trust and loyalty of our

customers--the public.

There are costs associated with a poor complaint system and there are benefits

associated with a good one. Studies have shown that handling customer complaints

well can be a critical part of a turnaround strategy. If a complaint is handled well, it

sustains and strengthens customer loyalty and the company's image as a leader. It also

tells the customer that the company cares and can improve because of their contact. In

government agencies, it promotes public confidence in government services.

Customer complaints also represent valuable information about recurrent problems.

They can point the way to understanding the root causes of customer problems and

help an organization target core processes that need improvement. If acted upon to

improve core processes, customer complaints can be a source of information that can

reduce costs as well as improve services.

Customer Complaints Create Profit

Customer complaints are like medicine. Nobody likes them, but they make us better.

Actually, they are probably more like preventative medicine because they provide

advanced warning about problems. Financial statements, in contrast, provide a

historical perspective. By the time problems manifest in the financial statements,

forget the medicine. It’s time for emergency surgery.

  Studies from the Technical Assistance Research Program* in Arlington, VA

suggest that the root cause of customer complaints can be traced back to one of three

areas: individual employees, the company, or the customer, with 80% of complaints

traceable to the last two categories. By listening carefully, we can identify

opportunities for training employees, improving products and services, and educating

customers.

Individual Employees

Business is becoming increasingly complex and fast-paced.  Customer service

professionals have to know their product or service, their company information, the

technology that supports it, and how to communicate all of this to savvy, demanding

28

customers.  Even a small gap in knowledge or skill could cause huge repercussions in

terms of lost business.

When I first started my seminar business, I received a few complaints about my

individual skills as a speaker.  Some customers complained that they didn’t like my

Philadelphia accent, my hairstyle, the way I moved around the room, or the pace of

my delivery.  After I cried for a few hours, I decided to invest in voice lessons, an

image consultant, and a video camera.  These have been some of the best investments

I have ever made.  I never want to get in the way of my own success.  Companies

should not let their employees’ lack of knowledge or skill get in the way of their

success.

The Company

More often, the culprit is the actual product or service we provide.  There may be an

inherent flaw in the design.  There could be a glitch in the distribution channel that

causes dissatisfaction.  Even if everything is perfect, marketing pieces, advertising

campaigns, and salespeople could inflate value and create customer expectations that

are impossible to satisfy. 

 Recently, I was providing a service that involved a series of facilitated sessions.  I

allowed the customer to choose the dates of our sessions.  Even though there were

very few sessions, they occurred over a long period of time and the customer

complained that the project took too long to complete.  I made reparations to the client

and decided to restructure the service and the pricing so that in the future I would

control the timing of sessions.  Now sessions always happen over a shorter period of

time and the service has a higher value and is more profitable.  I have fixed the

delivery process of my service.

 The Customer

As many of us have always suspected, customers actually cause most of the problems

they complain about.  It’s not our fault.  It’s not our employees’ fault.  It’s the

customer’s fault.  Yet even here there is profit to be mined.  Customer education and

innovation are the possible solutions.

29

 I always send out a preprogram questionnaire to customers in order to tailor their

seminars.  If customers have email, I send the questionnaire via email.  Recently, I

had a customer who did not know how to return the email questionnaire to me with

responses filled in.  I sent back brief instructions on how to work the email, which

could be classified here as customer education. 

 Afterwards, I started wondering if there could be a better, easier, cleaner way to

collect information, in other words, innovate.  From that complaint, I decided to

create hidden web pages on my website, customized to each customer with their

company logo and questionnaire.  Customers just click a link from an email, type their

responses into a form on the web page that appears, and hit a submit button.  This

approach is much simpler and more impressive.  I do this with all of my customers

now and advertise it in my marketing.

 Summary

Customer complaints are never easy to hear.  If we shift from being defensive to

opportunistic, complaints can be our best friend.  If we do not listen, rest assured, the

financial statement will communicate the news eventually.

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

30

has recently been developed. Work done by Berry, 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 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 survey 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.

CUSTOMER SATISFACTION IN 7 STEPS

It's a well known fact that no business can exist without customers. In the

business of Website design, it's important to work closely with your customers to

make sure the site or system you create for them is as close to their requirements

as you can manage. Because it's critical that you form a close working

relationship with your client, customer service is of vital importance. What

follows are a selection of tips that will make your clients feel valued, wanted and

loved.

31

1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with a customer.

If you're not used to this sort of thing it can be a pretty nerve-wracking

experience. Rest assured, though, it does get easier over time. It's important to

meet your customers face to face at least once or even twice during the course of a

project.

My experience has shown that a client finds it easier to relate to and work with

someone they've actually met in person, rather than a voice on the phone or

someone typing into an email or messenger program. When you do meet them, be

calm, confident and above all, take time to ask them what they need. I believe that

if a potential client spends over half the meeting doing the talking, you're well on

your way to a sale.

2. Respond to Messages Promptly & Keep Your Clients Informed

This goes without saying really. We all know how annoying it is to wait days for a

response to an email or phone call. It might not always be practical to deal with all

customers' queries within the space of a few hours, but at least email or call them

back and let them know you've received their message and you'll contact them

about it as soon as possible. Even if you're not able to solve a problem right away,

let the customer know you're working on it.

3. Be Friendly and Approachable

A fellow SitePointer once told me that you can hear a smile through the phone.

This is very true. It's very important to be friendly, courteous and to make your

clients feel like you're their friend and you're there to help them out. There will be

times when you want to beat your clients over the head repeatedly with a blunt

object - it happens to all of us. It's vital that you keep a clear head, respond to your

clients' wishes as best you can, and at all times remain polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined

customer service policy is going to save you a lot of time and effort in the long

run. If a customer has a problem, what should they do? If the first option doesn't

32

work, then what? Should they contact different people for billing and technical

enquiries? If they're not satisfied with any aspect of your customer service, who

should they tell?

There's nothing more annoying for a client than being passed from person to

person, or not knowing who to turn to. Making sure they know exactly what to do

at each stage of their enquiry should be of utmost importance. So make sure your

customer service policy is present on your site -- and anywhere else it may be

useful.

5. Attention to Detail (also known as 'The Little Niceties')

Have you ever received a Happy Birthday email or card from a company you

were a client of? Have you ever had a personalised sign-up confirmation email for

a service that you could tell was typed from scratch? These little niceties can be

time consuming and aren't always cost effective, but remember to do them.

Even if it's as small as sending a Happy Holidays email to all your customers, it's

something. It shows you care; it shows there are real people on the other end of

that screen or telephone; and most importantly, it makes the customer feel

welcomed, wanted and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out

Sometimes this is easier said than done! However, achieving this supreme level of

understanding with your clients will do wonders for your working relationship.

Take this as an example: you're working on the front-end for your client's exciting

new ecommerce Endeavour. You have all the images, originals and files backed

up on your desktop computer and the site is going really well. During a meeting

with your client he/she happens to mention a hard-copy brochure their internal

marketing people are developing. As if by magic, a couple of weeks later a CD-

ROM arrives on their doorstep complete with high resolution versions of all the

images you've used on the site. A note accompanies it which reads:

"Hi, you mentioned a hard-copy brochure you were working on and I wanted to

provide you with large-scale copies of the graphics I've used on the site. Hopefully

you'll be able to make use of some in your brochure."

33

Your client is heartily impressed, and remarks to his colleagues and friends how

very helpful and considerate his Web designers are. Meanwhile, in your office,

you lay back in your chair drinking your 7th cup of coffee that morning, safe in

the knowledge this happy customer will send several referrals your way.

7. Honour Your Promises

It's possible this is the most important point in this article. The simple message:

when you promise something, deliver. The most common example here is project

delivery dates.

Clients don't like to be disappointed. Sometimes, something may not get done, or

you might miss a deadline through no fault of your own. Projects can be late,

technology can fail and sub-contractors don't always deliver on time. In this case a

quick apology and assurance it'll be ready ASAP wouldn't go amiss.

Customer service, like any aspect of business, is a practiced art that takes time and

effort to master. All you need to do to achieve this is to stop and switch roles with the

customer. What would you want from your business if you were the client? How

would you want to be treated? Treat your customers like your friends and they'll

always come back.

34

CHAPTER-III

RESEARCH METHODOLOGY

METHODOLOGY

The objective of the present study can be accomplished by conducting a systematic

market research. Market research is the systematic design, collection, analysis and

reporting of data and findings that are relevant to different marketing situations facing

the company. The marketing research process that will be adopted in the present study

will consist of the following stages:

Research Instruments:

The research instruments generally used to collect the primary data are Questionnaires

and Mechanical instruments.

Questionnaires:

Questionnaires are formal set of questions prepared to collect the required

information. This is one of the most effective and popular techniques used in surveys.

However, we had to be careful when drawing up questionnaires. Before deciding on

the questions, it was important to understand the exact nature of information required

and who should be interviewed. The knowledge level of target respondents was kept

in mind, while drawing of questions. The major junk of the customer was basically

from urban background. The questionnaires were designed in English.

Sampling:

The sample is a subset of a unit of a population, collected as a representation of it.

The proper sample design is essential in marketing research. The sample has to be

collected in such a way, that it represents the population. The sample was taken from

all the segments of the customers.

35

Sample Size:

The size of the sample is an important element in the research process as it has a

direct affect on the result of the research. As a size of sample increases, accuracy and

reliability of the research results also increases. However, the cost of the research also

increases. Therefore, we need to make a trade off between the accuracy and cost of

research. Type of project was another important aspect of deciding the sample size.

During this project we touched 100 customers in Delhi region

The marketing research process that will be adopted in the present study will consist

of following stages:

* Defining the problem and the research objective:

The research objective states what information is needed to solve the problem. The

objective of the research is to derive the opinion of the users and opinion of the

potential customers.

* Developing the research plan:

Once the problem is identified, the next step is to prepare a plan for getting the

information needed for the research. The present study will adopt the exploratory

approach wherein there is a need to gather large amount of information before making

a conclusion. If required, the descriptive and casual approaches may also be used.

* Collection and Sources of data:

Market research requires two kinds of data, i.e., Primary data and Secondary data.

Being a firm in service industry, data gathering will involve usage of both primary

and secondary data though there will be an extensive usage of primary data. Well-

structured questionnaires will be prepared for both the existing and the potential

customers. There will be personal interview surveys mostly in-home (door-to-door)

surveys. The questionnaires will contain both open-ended and close-ended questions.

Secondary data will be collected from various journals, books and web sites.

36

* Analyze the collected information:

This involves converting raw data into useful information. It involves tabulation of

data, using statistical measures on them for developing and calculating the averages.

* Report research findings:

This phase will mark the culmination of the marketing research effort. The report with

the research findings is a formal written document.

37

CHAPTER-IV

DATA REDUCTION, PRESENTATION & ANALYSIS

1. TVS two wheeler model

Table 4.1

No. of Respondents Respondents in %

scooty 48 48%

victor 38 38%

Fiero 8 8%

Starcity 2 2%

Centra 4 4%

Figure 4.1

According to the survey it is found that most of the respondents have scooty (48%)

and victor(38%)and few of respondents have fiero ,starcity and centra

38

0

10

20

30

40

50

1 2 3 4 5 6

Series1Series2

2. Did the salesperson spend sufficient time with you and explain everything about the

vehicle?

Table 4.2

No of respondents respondents in %

yes 72 72%

no 28 28%

Figure 4.2

Most of the respondents(72%) are satisfied with the service of the salesman and least

number of respondents(28%) are not satisfied.

39

No of respondents

yesno

3. Was the vehicle delivered on promised time?

Table 4.3

No of respondents respondents in %

yes 85 85%

no 15 15%

Figure 4.3

To most of the respondents (85%) the vehicle is delivered on promised time. Only to

few of the respondents(15%) vehicle is not delivered on promised time

40

No of respondents

yesno

4. Were you offered a test drive during your visit to our showroom?

Table 4.4

No of respondents respondentsin %

yes 60 60%

no 40 40%

Figure 4.4

60% of the respondents were offered test drive and 40% of Respondents were not

offered the test drive

41

No of respondents

yesno

5. How do you feel about TVS two wheeler vehicles?

Table 4.5

No. of Respondents Respondents in %

a]excellent 22 22%

b]good 30 30%

c]moderate 18 18%

satisfactory 24 24%

unsatisfactory 6 6%

Figure 4.5

According to the survey 30% of the respondents feel good and 24%Of respondents

feel satisfactory and 22% of the respondents feel excellent 18% of respondents feel

moderate and 6% of respondents feel unsatisfactory

42

No. of Respondents

a]excellentb]goodc]moderatesatisfactoryunsatisfactory

6. State the level of satisfaction for the service provided by TVS showroom?

Table 4.6

no of respondents respondents in %

completely satisfied 8 8%

satisfied 34 34%

dissatisfied 18 18%

not at all satisfied 14 14%

niether satisfied nor dissatisfied 26 26%

Figure 4.6

Most of the respondents(34%) are satisfied and 26% of respondents Are niether

satisfied nor satisfied 18% of respondents are dissatisfied14%of respondents are not at

all satisfied and 8% respondents are fully satisfied

43

no of respondentscompletely satisfied

satisfied

dissatisfied

not at all satisfied

niether satisfied nordissatisfied

7. Whether brand name plays important role in purchase of TVS two wheeler?

Table 4.7

no of respondents respondents in %

yes 40 40%

no 60 60%

Figure 4.7

Most of the respondents(60%) feel brandname is important 40% of the respondents

feel brandname is not important

44

no of respondents

yesno

8. What are the reasons to purchase TVS vehicles?

Table 4.8

no of respondents respondents in %

mileage 80 80%

low maintanance 60 60%

brandname 30 30%

price 75 75%

Wide range of products 20 20%

Figure 4.8

Most of the respondents feel mileage(80%) price(75%)and low maintenance (60%)

and 30% of respondents feel brandname is important 20% of respondents feel wide

range of respondents is important

45

no of respondentsmileage

low maintanance

brandname

price

Wide range ofproducts

9. When did you owned TVS vehicles?

Table 4.9

no of respondents respondents in %

6month 18 18%

1-2years 32 32%

3years 38 38%

3-5years 12 12%

Figure 4.9

38% respondents purchased Vehicles before 3 years 32% of Respondents purchased

before 1- 2 years 18% of respondents Purchased before 6 months and 12% of

respondents purchased before 3 – 5 years

46

no of respondents

6month1-2years3years3-5years

10. What are the improvements in service that you need from TVS Motors?

Table 4.10

no of respondents respondents in %

service in time 32 32%

reliable service 18 18%

availability of spares 7 7%

well trained mechanics 8 8%

less labour charge 35 35%

Figure 4.10

Most of the respondents are need of less labour charges (35%)And Service in time

(32%) and 18% of respondents need reliable Service and few of the respondents need

well trained mechanics (8%) And availability of Spares (7%)

47

no of respondents

service in time

reliable service

availability ofspareswell trainedmechanicsless labour charge

11. What are the different problems that you face at the time of service of your

vehicle?

Table 4.11

no of respondents no of respondents in %

High Price of Spare parts 36 36%

Not easily available 17 17%

Delay in service 39 39%

Low quality of spare

parts

7 7%

no of respondents

High Price ofSpareparts

Not easilyavaliable

Dealy in service

Low quality ofspareparts

Figure 4.11

Most of the respondents face the problem of delay in service (39%)And high price of

spare parts (36%) some of the respondents face problem of not easily availability of

spares (17%) and low quality Of spare parts (7%)

48

12. How do you rate the service performance of TVS.

Table 4.12

no of respondents no of respondents in %

Very Good 16 16%

Good 42 42%

Average 33 33%

Bad 9 9%

Very Bad 0 0%

Figure 4.12

Most of respondents rate the service performance as good (42%) And Average (33%)

some of the respondents rate as very good (16%) And bad (9%)

49

no of respondents

Very Good

Good

Average

Bad

Very Bad

CHAPTER-V

DATA INTERPRETATION

According to the survey it is found that most of the respondents have scooty(48%)

and victor(38%)and few of respondents have fi ero ,starcity and centra

Most of the respondents(72%) are satisfied with the service of the salesman and least

number of respondents(28%) are not satisfied.

To most of the respondents (85%) the vehicle is delivered on promised time. Only to

few of the respondents(15%) vehicle is not delivered on promised time

60% of the respondents were offered test drive and 40% of Respondents were not

offered the test drive

According to the survey 30% of the respondents feel good and 24% Of respondents

feel satisfactory and 22% of the respondents feel excellent 18% of respondents feel

moderate and 6% of respondents feel unsatisfactory

Most of the respondents(34%) are satisfied and 26% of respondents Are niether

satisfied nor satisfied 18% of respondents are dissatisfied 14%of respondents are not

at all satisfied and 8% respondents are fully satisfied

Most of the respondents(60%) feel brandname is important 40% of the respondents

feel brandname is not important

Most of the respondents feel mileage(80%) price(75%)and low maintanance(60%)

and 30% of respondents feel brandname is important 20% of respondents feel

widerange of respondents is important

38% respondents purchased Vehicles before 3 years 32% of Respondents purchased

before 1- 2 years 18% of respondents Purchased before 6 months and 12% of

respondents purchased before 3 – 5 years

50

Most of the respondents are need of less labour charges (35%)And Service in time

(32%) and 18% of respondents need reliable Service and few of the respondents need

well trained mechanics (8%) And availability of Spares (7%)

Most of the respondents face the problem of delay in service (39%)And high price of

spare parts (36%) some of the respondents face problem of not easily availability of

spares (17%) and low quality Of spare parts (7%)

Most of respondents rate the service performance as good (42%) And Average (33%)

some of the respondents rate as very good (16%) And bad (9%)

Most of the respondents are need of increase in number of service stations to reach

maximum number customers.

Most of the respondents have complaint about delay in availability of spare parts and

high price.

51

CHAPTER-VI

SUMMARY & CONCLUSIONS

6.1 Results of the Study:

1.  Most of the respondents are satisfied with the services of TVS motors

2. Less labour charge and service in time and increase in number of service

station they are three major parameters in demand.

3. The sale of scooty and victor are high as compared to other vehicles.

4. Most of the respondents feel good about TVS two-wheeler vehicles.

6.2 Limitations:

The main source of data is primary data

100 samples does not reflect the opinion of customers as whole

Time limit was another limitation and there may be possibility of committing a

general error

6.3 Suggestions, Scope for further Study & Conclusion:

To fulfill the needs of the respondents TVS should set new branches in the Delhi to

reach the maximum number of customers.

According to the survey most of the respondents are in the need of the improvement

in providing service in time and less labour charge TVS should take action by

recruiting well trained service staff and implement machineries to provide service in

time.

To know the problems faced by the customers at the time of post sale service should

conduct free check up camps and collect the feedback of customers at the time of

service

52

BIBLIOGRAPHY

Books

Tull & Hawkins, Tull D S, Hawkins D I, Marketing Research: Measurement And

Method 6Th Ed., Prentice Hall Of India.

Leon. G. Schiffman & Kanuk, “Consumer Behavior”, 8th Ed, Pearson education.

Philip Kotler, “Marketing Management”, 11th Ed, Pearson education, Inc.

Donald. R. Cooper & Pamela. S.Schindler, “Marketing Research”, The McGraw-Hill

Publishing company

Websites

www.tvsmotors.com

www.tvsvictor.com

www.google.com

53

QUESTIONNAIRE

1] TVS two wheeler model

2] Did the salesperson spend sufficient time with you and explain everything

about the vehicle ?

Yes No

3] Was the vehicle delivered on promised time?

Yes No

4] Were you offered a test drive during your visit to our showroom?

Yes No

5] How do you feel about TVS two wheeler vehicle?

a] Excellent b] good c] Moderate

d] satisfactory e] unsatisfactory

6] State the level of satisfaction for the service provided by TVS?

a] Completely satisfied b]satisfied c] Dissatisfied

d] Not at all satisfied e] Neither satisfied nor dissatisfied

7] Whether brand name plays important role in purchased of TVS two

wheeler?

Yes No

8] What are the reasons to purchase TVS vehicles?

a] mileage b] low maintenance c] Price

d] Wide range of products e] Brandname

54

9] When did you owned TVS vehicle

a) 6 month b) 1-2 years

c) 3 years d] 3-5 years

10] Do you suggest any improvement in TVS?

11] What are improvements in service that you demand from TVS?

a] Service in time b] reliable service

c] well trained mechanics d] less labor charge

12] What are the different problems that you face at the time of service of

your vehicle?

a] High price spare parts b] Not easily available

c] Delay in service d] Low quality of spare parts

13] How do you rate the service performance of TVS?

a] Very Good b] Good c] Average

d] Bad e] Very bad

55

14] Do u have any complaint, problem regarding availability of spares parts

& other services?

15] Name and Address:

56

LIST OF TABLE

Table

No.

Title Page No.

4.1 TVS two wheeler model 42

4.2 Did the salesperson spend sufficient time with you and

explain everything about the vehicle?

43

4.3 Was the vehicle delivered on promised time? 44

4.4 Were you offered a test drive during your visit to our

showroom?

45

4.5 How do you feel about TVS two wheeler vehicles? 46

4.6 State the level of satisfaction for the service provided by TVS

showroom?

47

4.7 Whether brand name plays important role in purchase of TVS

two wheeler?

48

4.8 What are the reasons to purchase TVS vehicles? 49

4.9 When did you owned TVS vehicles? 50

4.10 What are the improvements in service that you need from

TVS Motors?

51

4.11 What are the different problems that you face at the time of

service of your vehicle?

52

4.12 How do you rate the service performance of TVS. 53

57

LIST OF FIGURES

Figure

No.

Title Page No.

4.1 TVS two wheeler model 42

4.2 Did the salesperson spend sufficient time with you and

explain everything about the vehicle?

43

4.3 Was the vehicle delivered on promised time? 44

4.4 Were you offered a test drive during your visit to our

showroom?

45

4.5 How do you feel about TVS two wheeler vehicles? 46

4.6 State the level of satisfaction for the service provided by TVS

showroom?

47

4.7 Whether brand name plays important role in purchase of TVS

two wheeler?

48

4.8 What are the reasons to purchase TVS vehicles? 49

4.9 When did you owned TVS vehicles? 50

4.10 What are the improvements in service that you need from

TVS Motors?

51

4.11 What are the different problems that you face at the time of

service of your vehicle?

52

4.12 How do you rate the service performance of TVS. 53

58