Sunteți pe pagina 1din 66

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

EXECUTIVE SUMMARY
The project report was carried on to know the Marketing strategies followed by Bellad Motors and its competitors in customer point of view in selling the cars, provided by the company will help to enhance the companys sales. To know the satisfaction level of existing consumers this will help to maintain loyalty of the costumer. The project report entitled Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors provided by Bellad Motors (Maruti Suzuki) Unkal cross, Hubli. Is undertaken in partial fulfillment of requirement of MBA 4th semester in KLESs Institute of Management Studies and Research, Hubli. Title of the project: Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Objectives the study: 1) To study the major differences in promotional activity undertaken by Bellad motors and competitors. 2) Study of sales practices followed by Bellad motors and competitors. 3) To study the major Service level differences between Bellad motors and its competitors. 4) To know the customer retention strategies followed by Bellad motors and its competitors.

Statement of the problem


Babasabpatilfreepptmba.com Page 1

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors In Indian car industry, small car segments have played a very crucial and significant role due to its economy, efficiency and effectiveness. Due to invasion of foreign cars into Indian markets, the pace of competition has hiked. This has brought into market, number of Brands and their variants competing to with each other.All these factors have resulted in flux in the minds of the customers as to which brand to go for. In other words, Brand-switching is gaining the momentum. So to position the brand in the minds of the customers the company or dealer should keep the track of this shift in preferences. Hence the main purpose of this study is to find the Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Purpose of study
The purpose of the study is to know the Brand preference and to know the factors affecting and change in buying behavior of the customer. The marketing strategies can be designed in accordance with this change. It will be helpful for the managers to make decisions. Hence, this study should be conducted. Management will come to know the influential factors, why consumers preferring RNS motors to purchase a car and it will help to increase sales of cars, and they will come to know the consumer buying behavior, expectation and the drawback of the management. This study will help the management for making strategic decisions, and to know the company market share, and building a good brand.

LIMITATION:

Babasabpatilfreepptmba.com

Page 2

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors The sample size of 100 customers may not reveal the exact result and same of the information provided by the respondents may be biased.

RESEARCH METHODOLOGY:
Sample Size- 100 1) DATA COLLECTION METHODS USED: Primary and secondary data collected to carry out the research work. Primary data (Survey data): Information was collected directly from the customers by using the well structured pre tested questionnaire to know about the Marketing Strategies followed by Bellad Motors and its Competitors Secondary dataIn this study Secondary Data is used for exploratory research and secondary data includes data collection of information from newspapers, magazine reviews and Internet information about car market as an overall and competitors in that sector. 2) MEASUREMENT TECHNIQUE: Questionnaire: Questionnaire is a formalized instrument for collecting information directly from the respondents. During this research questionnaire was used as measurement technique for getting information from the customers in the twin cities. 3) SPECIFICATIONS OF THE SAMPLE: a. Define the Population: Element: people interested in owning Cars and people who owned car. Extended to: Hubli-Dharwar city. b. Sampling Method: The sample is selected based on non- probability sampling method. c. Sample size: Sample size is 100 customers.

RESEARCH DESIGN
Babasabpatilfreepptmba.com Page 3

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Define the Research problem

Estimate the value of information

Select the value of information

Select the Data Collection Method

Select the Measurement Technique

Select the Sample

Select the Analytical Approach

Evaluate the Ethics of the Research

Specify the Time & the Financial cost Benefit to Academics: It helps in the following ways1) 2) The market for new cars in general and market in twin cities in particular. Customers Decision Making Process for new cars. Page 4

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 3) 4) Customers choices of brands in new car segment. It will help in understanding, reviewing and suggesting improvements in

creating a market for Maruti Suzuki cars at Bellad motors.

I. INDUSTRY PROFILE: I.
Brief History of Automobiles The automobile industry has changed the way people live and work. The earliest of modern cars was manufactured in the year 1895. Shortly the first appearance of the car followed in India. As the century turned, three cars were imported in Mumbai (India). Within decade there were total of 1025 cars in the city. The dawn of automobile actually goes back to 4000 years when the first wheel was used for transportation in India. In the beginning of 15th century Portuguese arrived in China and the interaction of the two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power. By 1600s small steam-powered engine models was developed, but it took another century before a full-sized engine-powered vehicle was created. Brothers Charles and Frank Duryea introduced the actual horseless carriage in the year 1893. It was the first internal-combustion motor car of America, and it was followed by Henry Ford's first experimental car that same year. One of the highest-rated early luxury automobiles was the 1909 Rolls-Royce Silver Ghost that featured a quiet 6-cylinder engine, leather interior, folding windscreens and hood, and an aluminum body. Chauffeurs usually drove it and emphasis was on comfort and style rather than speed. During the 1920s, the cars exhibited design refinements such as balloon tires, pressed-steel wheels, and four-wheel brakes. Graham Paige DC Phaeton of 1929 featured an 8-cylinder engine and an aluminum body. The 1937 Pontiac De Luxe sedan had roomy interior and rear-hinged back door that suited more to the needs of families. In 1930s, vehicles were less boxy and more streamlined than their predecessors. The 1940s saw features like automatic transmission, sealed-beam headlights, and tubeless tires. Babasabpatilfreepptmba.com Page 5

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors The year 1957 brought powerful high-performance cars such as MercedesBenz 300SL. It was built on compact and stylized lines, and was capable of 230 kmh (144 mph). Modern cars are generally light, aerodynamically shaped, and compact.

II.GROWTH OF AUTOMOBILE INDUSTRY IN INDIA


Following India's growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry. The Indian auto industry, worth US$ 34 billion in 2006, has grown at a CAGR of 14 per cent over the last five years with total sales of vehicles reaching around 9 million vehicles in 2005-06. That number is likely to see a significant boost, given that the first half of 2006-07 has already witnessed a staggering growth rate of 17.12 per cent. Domestic car sales for the April-September 2006 period stood at an impressive 4.86 million vehicles, including cars, two-wheelers and commercial vehicles. According to industry experts, if this trend continues, sales could touch 10 million by March 2007, clocking an annual growth rate of 20 per cent.

Status in India India is on every major global automobile players roadmap, and the reasons for the growth are:

India is the second largest two-wheeler market in the world Fourth largest commercial vehicle market in the world 11th largest passenger car market in the world Expected to be the seventh largest by 2016

Robust production

Babasabpatilfreepptmba.com

Page 6

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Indias car production capacity is in for a US$ 2 billion boost. Auto majors have announced massive investment plans that will push the countrys car production past the psychological 2 million mark by the end of fiscal 2006-07, up 70 per cent from 1.4 million units now. Even at 2 million, India, which stood at No.11 among global car producing nations, will move two steps ahead, past UK (1.6 million) and Canada (1.35 million). It will be neck and neck with Brazils 2-million capacities at No.8. The automobile industry witnessed a growth of 19.35 percent in April-July 2006 when compared to April-July 2005, as is evident from this years production trends.

Table: Automobile Trends in India During 2004-05 To 2005-06

Automobile Production Trends Category Babasabpatilfreepptmba.com 2004-05 2005-06 (In no.s) Page 7

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors M&HCVs LCVs Total CVs Passenger Cars Utility Vehicles MPVs Total Passenger vehicles Scooters Motorcycles Mopeds Total Two Wheelers Three Wheelers Grand Total 214807 138896 353703 960487 182018 67371 1209876 987498 5193894 348437 6529829 374445 8467853 219297 171781 391078 1045881 196371 66661 1308913 1020013 6201214 379574 7600801 434424 9735216

Source: Society of Indian Automobile Manufacturers (SIAM)

Domestic Sales Increased affluence, wider selection and the ready availability of car loans is driving the Indian car market through the roof. During the last five years (2000-05), the production of passenger cars in India increased by more than 100 per cent. India achieved the sales of 1.11 million vehicles last year (2005). Domestic sales have been growing at a clipping pace:

Passenger car sales rose by 22.84 per cent during April-September 2006, compared to the corresponding period n 2005. The cumulative growth of overall sales of passenger vehicles during April-September of 2006-07 was 20.73 percent. Utility Vehicle (UVs) sales grew at 12.85 per cent during the same period. Overall, the commercial vehicles segment grew at 36.96 per cent. Growth of Medium and Heavy Commercial Vehicles was 39.92 per cent. Light Commercial Vehicles also performed well with a growth of 32.86 percent.

Exports Babasabpatilfreepptmba.com Page 8

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors India is fast emerging as a manufacturing base for car exports. According to the Society of Indian Automobile Manufacturers (SIAM), a total of 89,338 vehicles were exported in September 2006, a 58.07 per cent jump as compared to the same month last year. While passenger vehicle exports grew at 13.15 per cent, two-wheelers and commercial vehicle exports grew at 27.80 per cent. Major Manufacturers of Automobiles in India

Maruti Udyog Ltd. General Motors India Ford India Ltd. Daewoo Motors India Hero Motors Hyundai Motor India Ltd. Telco

Foreign players in India Calendar 2006 has seen the entry of many high-end brands into the country. The Indian automobile market will see at least 30 new launches, spanning everything from affordable hatchbacks to mid-size models to super luxury high-end cars and SUVs.

Mercedes, BMW, Porsche, Audi, Bentley and Rolls Royce are already here. Now, the Italian marquee Lamborghini is also planning to enter the country. The Italian marquee plans to launch the Gallardo.

German luxury car maker Audi AG is preparing to drive into India a range of sporty, lifestyle cars like S8 and RS4 early next year. The year 2007 will also mark Audi's entry into merchandising in Indian car bazaar.

ECONOMIC IMPACTOn the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to its deep forward and backward linkages with several key segments of the economy, Babasabpatilfreepptmba.com Page 9

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors automotive industry has a strong multiplier effect and is capable of being the driver of economic growth. A sound transportation system plays a pivotal role in the country's rapid economic and industrial development. The well-developed Indian automotive industry ably fulfils this catalytic role by producing a wide variety of vehicles: passenger cars, light, medium and heavy commercial vehicles, multi-utility vehicles such as jeeps, scooters, motorcycles, mopeds, three wheelers, tractors etc. The automotive sector is one of the core industries of the Indian economy, whose prospect is reflective of the economic resilience of the country. With 4% contribution to the GDP and nearly 5% of the total industrial output, the automotive sector has become a significant contributor to the exchequer. Continuous economic liberalization over the years by the government of India has resulted in making India as one of the prime business destination for many global automotive players. The automobile industry witnessed a growth of 19.35 percent in April July 2006 when compared to April July 2005. The Indian automobile Industry has a mix of large domestic private players such as Tata, Mahindra, Ashok Leyland, Bajaj, Hero Honda and major international players including GM, Ford, Daimler Chrysler, Toyota, Suzuki, Honda, Hyundai and Volvo.

ii. ORGANIZATION PROFILE


MARUTI UDYOG LIMITED
ORGANIZATION VISION: "The Leader in the Indian Automobile Industry, creating Customer Delight and Shareholder's Wealth; A pride of India." OUR CORE VALUES: 1. Customer Obsession 2. Fast, Flexible and First Mover 3. Innovations and Creativity 4. Networking and Partnership 5. Openness and Learning Babasabpatilfreepptmba.com Page 10

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was not only due to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A license and a Joint Venture agreement were signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.

The objectives of MUL then were: 1. Modernization of the Indian Automobile Industry.
2. Production of fuel-efficient vehicles to conserve scarce resources. 3. Production of large number of motor vehicles which was necessary for economic growth. TECHNOLOGICAL ADVANTAGE: We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuel efficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car. Our other innovation has been the introduction of Electronic Power Steering (EPS) in select models. This results in better and greater maneuverability. In other words, our cars have become more pleasurable to drive. Babasabpatilfreepptmba.com Page 11

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors PRDUCTION/ R & D: Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to make a car. More importantly, with an incredible range of 11 models available in 50 variants, there's a Maruti Suzuki made here to fit every car-buyer's budget.

Production Milestones 1 st vehicle produced, December 1983 1,00,000 vehicles produced by August, 1986 5,00,000 vehicles produced by June, 1990 10,00,000 vehicles produced by March, 1994 15,00,000 vehicles produced by April, 1996 20,00,000 vehicles produced by October, 1997 25,00,000 vehicles produced by March, 1999 30,00,000 vehicles produced by June, 2000 35,00,000 vehicles produced by December 2001 40,00,000 vehicles produced by April, 2003 45,00,000 vehicles produced by April, 2004

MILESTONES: 2006 The car of the Year Maruti SWIFT. Page 12

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

2005
The fiftieth lakh car rolls out in April, 2005 Growth in overall sales by 15.8%

2004
New (non AlC) variant of Alto, Alto becomes India's new best selling car LPG variant Of 'Omni Cargo', Versa 5-seater, a new variant Baleno LXI, a new variant Maruti Closed the financial year 2003-04 with an annual sale of 472122 Units, the highest ever since the company began operations 20 years ago

2003
New Suzuki Grand Vitara XL-7,

Redesigned and all-new Zen New upgraded WagonR Enters into partnership with State Bank of India Production of 4 millionth vehicle. Listed on BSE and NSE after a public issue oversubscribed 10 times

2002
WagonR Pride Esteem Diesel. All other variants upgraded Maruti Insurance. Two new subsidiaries started: Maruti Insurance Distributor Services and Maruti Insurance Brokers Limited Alto Spin LXi, with electronic power steering Page 13

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Special edition of Maruti 800, India's first colour-coordinated car Maruti True value in Mumbai Maruti Finance in Mumbai with 10 finance companies Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 Percent

2001
Zen Lxi Maruti True Value launched in Bangalore and Delhi Maruti Versa, India's first luxury MPV Alto Spin LXi, with electronic power steering Alto Vxi Customer information centers launched in Hyderabad, Bangalore and Chennai Launch of versa

2000
First car company in India to launch a Call Center New Alto Altura, a luxury estate car IDTR (Institute of Driving Training and Research) launched jointly with the Delhi government to promote safe driving habits

1999
Maruti 800 EX ( 796cc, hatchback car)

Babasabpatilfreepptmba.com

Page 14

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Zen LX (993cc, hatchback car) Zen VXi (993cc, hatchback car with power steering) Omni XL ( 796cc, MUV, high roof) Baleno (1600cc, 3 Box Car) Wagon R Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social

initiatives

1998
Maruti launches website as part of CRM initiatives Zen D (1527 cc diesel, hatchback car) Zen VX & Zen VX Automatic New (Omni & Omni E) (796cc, MUV) Launch of website as part of CRM initiatives

1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX New Maruti 800 (796cc,hatchback Car) Standard and Deluxe Produced the 2 millionth vehicle since the commencement of production

1996
Gypsy (E) (970cc, 4WD 8 seater) Omni (E) (796cc, MUV, 8 seater)

Babasabpatilfreepptmba.com

Page 15

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Gypsy King (1298cc, 4WD, off road vehicle) Zen Automatic (993cc, hatchback car) Esteem 1.3L (1298 cc, 3 box Car)AX Launch of 24-hour emergency on-road vehicle service

1995
Esteem 1.3L (1298 cc, 3 box car)VX With the launch of second plant, installed capacity reached 200,000 units

1994
Esteem1.3L (1298cc, 3 box car) LX Produced the millionth vehicle since the commencement of production

1993
Zen (993cc, hatchback Car), which was later exported in Europe and elsewhere

as the Alto

1992
SMC increases its stake

1991
Reaches cumulative indigenisation of 65 percent for all vehicles produced

1990
Maruti 1000(970cc, 3 box), India's first contemporary sedan

1988
Installed capacity increased to 100,000 units

1987
Babasabpatilfreepptmba.com Page 16

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Exported first lot of 500 cars to Hungary

1986
Maruti 800 ( New Model-796cc, hatchback Car) Maruti 800 ( New Model-796cc, hatchback Car)

1985
Launch of Maruti Gypsy (970cc, 4 WD off-road vehicle)

1984
Omni, a 796cc MUV Installed capacity reached 40,000 units

1983
Maruti 800, a 796 cc hatchback, India's first affordable car. Production was started under JV A

1982
License and JV agreement signed between Maruti Udyog Ltd. and SMC of Japan

1981
Maruti Udyog Ltd was incorporated under the provisions of the Indian Companies Act, 1956

AWARDS 2006 JD Power SSI: 1st Rank, 3 years in a row 2004 2006 Tops TNS TCS Survey in key segments, 5 years in a row 2002 2006 Among Top 5 car companies in the Forbes list of the Worlds Most Reputed

Companies Nov 06

Babasabpatilfreepptmba.com

Page 17

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 06 The only automobile manufacturer to feature in Business Todays list of Indias Best Features in Business Todays annual list of 20 companies to look for in 2007 Nov

10 Marketers Nov 06 Ranks 1st for Corporate Social Responsibility by TNS Automotive

2005
Ranks 1st among Automobile companies in the Corporate Image Monitor (CIM) Study 2005 conducted by AC Nielsen ORG-MARG Receives a commendation from Ministry of Economy, Trade and Industry (MITI) of Japan Sept 05 Number one in JD Power SSI for the second consecutive year Number one in JD Power CSI for the sixth time in a row - the only car to win it so many times M800, WagonR and Swift topped their segments in the TNS Total Customer Satisfaction Study. Leadership in the JD Power Initial Quality Study - Alto number one in its segment for the 2nd time in a row, Esteem number one in its segment for the 3rd year in a row, Swift number one in the premium compact segment WagonR and Esteem top their segments in the JD Power APEAL study Ranks 1st in Auto sector for Corporate Reputation Strength (CSR) study Feb 05 TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05

Babasabpatilfreepptmba.com

Page 18

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC ( 2nd time in a row)-Feb 05 First Indian car manufacturer to reach 5 million vehicles sales Business World ranks Maruti among top five most respected companies in India-Oct 04 Maruti ranked among top ten (Rank7) greenest companies in India by Business Today - Sep '04

2004
Maruti Suzuki was No.1 in Customer Satisfaction, No.1 in Sales Satisfaction No.1 in Product Quality (Esteem and Alto) and No.1 in Product Appeal (Esteem and Wagon R) No.1 in Total Customer Satisfaction (Maruti 800, Zen and Alto) Business World ranked us among the country's five most respected companies Business World ranked us the country's most respected automobile company Voted Manufacturer of the year by CNBC Voted one of India's Greenest Companies by Business Today-AC Nielson ORG-MARG

2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive brands in "Most Trusted Brand survey 2003" J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study Page 19

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 2003. MUL tops in J D Power CSI (200 1) for 4th time in a row

2001
MUL tops in J D Power CSI (200 1) for 2nd time in a row: another international first

2000
Maruti bags JD Power CSI 1st rank; unique achievement by market leader anywhere in the world

1999
MSM launched as model workshop in India; achieves highest CSI rating. Central Board of Excise & Customs awards Maruti with "Samman Patra", for contribution to exchequer and being an ideal tax assessee

1998
CII's Business Excellence Award

1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme" Awarded

the Star Trading House status by Ministry of Commerce

1994-95
Engineering Exports Promotion Council's award for export performance

1994
Best Canteen award among Haryana Industries as part of employee welfare Page 20

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

1992-93
Engineering Exports Promotion Council's award for export performance

1991-92
Engineering Exports Promotion Council's award for export performance

CORPORATE SOCIAL WELFARE:

Welfare Camps
Every year we organize blood donation camps along with Red Cross, in which employees donate blood. Eye check-up camps, family planning related camps and other health camps are also organized periodically.

Medical support & welfare


The employees of Maruti have always donated generously to people affected by natural calamities. They contributed Rs.2 million to rehabilitate earthquake victims in Latur. We also run a creche for the children of construction workers, which provides food shelter and education for 85 children.

Education to underprivileged
DPS Maruti Shiksha Kendra, an education programmed for the underprivileged, was Inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the children of below poverty line (BPL) families from the nearby villages of Gurgaon district. 120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj is providing books, writing material and uniforms, refreshment and transport facilities to these children.

Babasabpatilfreepptmba.com

Page 21

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Education Programmed for mothers


'Chetna', an education programmed for mothers - is an another endeavor to provide basic education to mothers of the students of DPS Maruti Kunj and surrounding villages. Majority of students at the school is first generation learners. Therefore, the concept of starting a movement of learning 'Chetna' for mothers has been promoted. The response has been encouraging and about 130 mothers are attending it regularly. ENVIRONMENT CONCERN

Our environment Policy:


Prevent pollution. Promote energy reduction and use of alternative energy. Manage/ reduce those materials that put stress on environment. Promote the three R's (Reduce, Reuse, Recycle). Promote "Green" procurement. Provide our employees with environmental education to Increase their awareness. Since the commencement of operations in 1981 we've been committed to the protection of the environment and conservation of non-renewable .energy sources. Our proactive approach depends not only upon meeting the expectations of the regulatory authorities but achieving the high standards that we've set as a responsible corporate citizen. This philosophy of trying to make a difference to the environment penetrates through our employees to the process of manufacture and finally into our products. Babasabpatilfreepptmba.com Page 22

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Pollution Control Camps


Our elaborate system of Free Pollution Check-Up Camps which run at regular intervals, is designed at making the cars already on the road operate more efficiently. It also inculcates awareness for environmental protection among the many car users of India.

Rain Water Harvesting


To recharge the aquifer, measures were taken to harvest the rain water through soak pits, recharging shafts and water lagoons. These measures are capable of charging nearly 50% of the average annual rainfall at Maruti, into the Earth. MARUTI CULTURE: Our employees are our greatest strength and asset. It is this underlying philosthat has molded our workforce into a team with common goals and objectives. Our Employee-

Management relationship is therefore characterized by:


Participative Management. Teamwork & Kaizen. Communication and information sharing To implement this philosophy, we have taken several measures like a flat organizational structure. There are only three levels of responsibilities ranging from the Board Of Directors, Division Heads to Department Heads. Other visible features of this philosophy are an open office, common uniforms (at all levels), and a common canteen for all. This structure ensures better communication and speedy decision-making processes. It also creates an environment that builds trust, transparency and a sense of belonging amongst employees. Babasabpatilfreepptmba.com Page 23

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

iii. COMPANY PROFILE


BELLAD MOTORS (PVT) LTD.
BELLAD MOTORS (PVT) Ltd is a multi franchise automobile dealership based at Hubli servicing the North Karnataka. The Bellad Group with a standing of more than three decades in Automobile industry established their prestigious Maruti Dealership in the year 2006. Ideally located on Hubli Dharwad highway the dealership can boast of a spacious 4000 sq ft. and well-lit showroom with ample frontage. The showroom has the complete range of cars for display and test drive and professional and trained sales staff always eager to serve and delight our value customers. The service center with an area of 6000 sq ft has two post lifts, pneumatic tools, computerized wheel alignment and wheel balancing machines and a most modern paint booth, which can handle any make of car. The service personnel highly trained and professional with up to date knowledge owing to the groups policy of implementing continuous learning programs. A 24 hours emergency road service attached to the service division is always on call and is a confidence booster to our customer. The parts center in an area of 2000 sq ft is well stocked and has a wide range of accessories to suit the varying needs of our customers. The dealership with its professional management looks forward to their growth by focusing on customer centric and value added offers to their customers. Bellad Motors (P)

Babasabpatilfreepptmba.com

Page 24

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Ltd with their network of branches at Bagalkot and Karwar are striving hard to satisfy their customers.

ORGANIZATION CHART
Managing Director

Deputy General Manager

HRD

M. W/S

Parts Manager

Sales Manager

Account Manager M.T.V Page 25

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Team Leader

Team Leader

Team Leader

Team Leader

Sr. Sales Executive

Sales Executive

Sales Executive

Sales Executive

Sales Executive

Sales Executive

Sales Executive

Sales Executive Reception Data Entry

Sales Executive

Babasabpatilfreepptmba.com

Page 26

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

SALES DEPARTMENT
Managing Director

Deputy General Manager

Sales Manager

Team Leader

Team Leader

Team Leader Bagalkot

Team Leader Karwar

Sales Executives

Sales Executives

Sales Executives

Sales Executives

Babasabpatilfreepptmba.com

Page 27

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

WORK STATION
Managing Director

Deputy General Manager

Customer Care Manager

Works Manager

Assistant Customer Care Manager

Assistant Works Manager

Service Advisor

Floor Supervisor Technicians

Floor Supervisor Technicians

Babasabpatilfreepptmba.com

Page 28

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

DEPARTMENTS STUDY A) INVENTORY DEPARTMENT MAINTAINING GOOD INVENTORY REQUIRES: 1. 2. 3. 4. 5. 6. 7. 8. 9. Parts Classification Scientific Demand Forecasting Correct stocking rules Ordering based on EOQ, not rule of Thumb Frequent ordering or fast moving parts Minimize / eliminate VOR purchase Proper record maintenance Proper storage of parts Regular physical stock checking

CAUSES OF BAD INVENTORY: 1. 2. 3. 4. Wrong parts ordering Improper storing of parts No scientific ordering Continuous stock ordering

FUNCTIONS OF SUGGESTED ORDER QUANTITY 1. 2. 3. 4. It shows the previous month transactions Present month required parts quality It shows the time taken for to place the order and getting the same order It shows the safety stock Page 29

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors QUANTITY SUGGESTED FOR ORDERING BASED ON THE FOLLOWING FUNCTIONS FACTORS 1. 2. Forecast demand (DMD) for the month under consideration Supply rule table for the part (SRT)

Current stock availability for the part (AVBL) 3. 4. Pending purchase orders to be realized (PPO) Back orders for the part, if any (BOQ)(Pending customer order) SOQ = (DMD*SRT) AVBL PPO + BOQ B) SERVICE DEPARTMENT WORKMEN SUPERVISERS HEAD OF THE DEPT 25 04 01

When customer enter the workshop with vehicle then his vehicle problem is entered in the job card The job cards are of three copies Customer copy A/C copy For technician

Three free services provided by the company. After the free services the cost of one paid service is Rs- 450

Following Reports are maintained by services section Customer complaints Page 30

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Camps report Free service reports Test conducted report Feed back report Tools and equipment file.

Technology used in service For petrol carMPFI- Multi Point Fuel Injection For diesel carPre-Delivery Investigation (PDI) Section Functions of PDI 1. PDI is the co-ordination of sales and services 2. check the damages of the vehicle 3. Register the engine no 4. The main function of PDI is over all checking of vehicle, external damages through check, paint, electrical connection.

Terms and conditions for the service

Babasabpatilfreepptmba.com

Page 31

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 1. The vehicle is driven and tested (including test drive outside the workshop) repaired and stored at the sole risk, responsibility and liability of the in case of damage due to an accident repairs will be carried out the insurance of the vehicle. 2. The customer indemnity Bellad Motors (P) Ltd (BMPL) against any risk liability responsibility for loss or damage to the vehicle and or life or property of all persons arising out of repairing / servicing / test driving of the vehicle when the vehicle is in BMPL custody and the customer confirms, to have obtained insurance of the vehicle together with accessories and other accompaniments. 3. The customer will not hold BMPL responsible / liable for any delay in delivery or in carrying out of repairs or procurement of spare parts for reasons beyond BMPL control. 4. The customer undertakes to delivery of the vehicle within 48 hours of advice regarding completion of the work. In the event of delay the customer has no objection to BMPL charging storage charges at Rs 250 per day along with the charges of repair spare parts etc. 5. The customer has no objection to BMPL levying estimation charges of Rs 500 or 10% of the total lab hours charge whichever is highest if the job is not entrusted to BMPL after obtaining the estimate and agree to pay the same in addition to storage charges referred to above. 6. Delivery to customer will not be given on credit.

7. Demand draft and pay order should be made in favour of Bellad Motors (P) Ltd payable at Hubli.

Babasabpatilfreepptmba.com

Page 32

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 8. No vehicle will be delivered without receipt. 9. Vehicle will not be delivered t customer after 6:30 pm. Needs Improvements 1. We will provide quality workshop 2. Daily training of manpower 3. Usage of proper tools and equipments 4. We will deliver the car at the promised time. 5. We will fix the problem on the first visit. 6. We will provide proper estimation of charges before start of jobs. 7. We will explain the charges taken and work carried out. 8. We will be helpful and have patience in listening to the needs of the customer. 9. We will not over estimate the repair time. 10.We will take of services and repair as per customers convenience. C) SALES DEPARTMENT MD DGM T.L S.E M.T.V = = = = = Managing Director Deputy General Manager Team Leader Sales Executive Maruti True Value

The following chart explains the Sales Department. In that Sales Manager handles the sales promotion activities, Customer Care Executive handles the identifying the customer problems and solving. Branch Managers are district wise and their work is to take the information form the sales executives about the needs of vehicles and send the same Babasabpatilfreepptmba.com Page 33

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors information to the Sales Manager and bring the vehicles from Sales Manager to Sales executives. Karnataka in Hubli Bellad Motors (P) Ltd. showroom is located on PB road at Unkal Cross. The workshop located at there itself, carries out after sales operations, free service, paid service and running repairs. Besides this the workshop also in to selling of pre-owned cars and Ranks First for the sale of pre-owned cars in India. The stockyards situated at attach to showroom carries the pre-delivery inspection of all the vehicles and Gets them ready for the sales. It has paved surface stocking area of about 50 to 100 Maruti vehicles. Quality Management System: Bellad Motors has a documented and established quality management system to

ensure that manner. 1. Quality manual 2. Quality system Procedures 3. Work instructions and checklist 4. Forms and cards 5. Reference Standards and External Manual The documentation structure of Bellad Motors can be represented in the following

The quality manual describes the ISO 9001: 2000 standards adapted at Bellad Motors.

Babasabpatilfreepptmba.com

Page 34

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors The quality management system procedure manual BM/HBL/PM/O 1 contents the

detail of how the processes in the organization are being conducted, control and recorded and meet the customer demands The work instructions and checklist contains how the specified activities are to be

carried out. The forms and records support the activities carried out and controlled. All the external manuals and standards are controlled.

Management Commitment: The management of Bellad is committed to quality management system through leadership and actions. The management shall provides the basic infrastructure and continually upgrade the work environment. The management is also committed to The quality policy and quality objective of organization. Ensures that the policy is understood, implemented and maintained at all the levels

of the organization Ensure focus on the customer requirement throughout the organization. Ensure availability of necessary resources. Review the established quality management system periodically through the Management reviews.

Customer Focus at Sales: them Babasabpatilfreepptmba.com Page 35 The Field executives visit the customers and explain the features of the vehicle to

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Demonstration and test drives shall be given whenever required. The Performa invoice/price list terms and conditions will be given. The order booking forms duly collected from the customer and clarity with regard to

the terms and conditions are explained and the copy id handed over to customer along with the receipt or payment made. Any amendment required by the customer, it should be recorded on the order

booking Forms The delivery is insured as per the checklist duly explaining all the features mentioned In the checklist. Customer Focus at Service: a) The customer can book the vehicle for the servicing/repairs either through the or personally the front office.

telephone b) c)

The telephone operator shall enter the detail in booking register. The list of the vehicles shall be given to front office ~very morning to accept the

vehicles for servicing for that date. d) The customer can bring their vehicle for servicing without booking. However such

vehicle shall be accepted only after ensuring that there is enough capacity for the booked vehicles. e) On the bases of kilometers run by the vehicle and customer requirement, the

customer shall explained about the type of the servicing/repairs and spare parts required and to ensure that the service station has the required capacity to accept the vehicle. Babasabpatilfreepptmba.com Page 36

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors f) Before accepting the vehicle, a mutually acceptable delivery time and date is fixed

with the customer. g) The customer's consent shall be taken on the estimated cost of the repair/service of

the vehicle. h) All the details of the work required along with the date and time of the delivery and

the established cost shall be recorded in the job order card before commencement of the work. i) Incase of any change in the terms any change in the services, the cost or the any

delivery time then the client shall be informed verbally over the phone and change shall be recorded in the Job Order Card.

Quality Policy: The management of Bellad Motors shall always remain committed to its objectives for quality for with the main thrust on meeting the customer expectation and requirements. policy. "We at Bellad Motors pledged to make quality a way of life through commitment to Continual improvement customer satisfaction and adhering to quality management System" The management ensures that the policy is understood implemented and maintained at all levels of the organization and continual improvement in customer satisfaction. At present our quality objectives are Babasabpatilfreepptmba.com Page 37 The management's commitment to quality reflected in its quality

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors We ensure that customer complaints do not exceed 8 per 10,000

vehicles. We ensure that repeat job do not exceed 2 % We ensure CSI of90% with minimum of 15% feed back cards. We ensure SSI of80% at sales with minimum of20% feedback cards. We ensure to conduct 3 free emission/service check camps per quarter. We ensure to launch I incentive scheme per month. We ensure to conduct 4 internal audits and 4 MRM's per financial year of quality Management system. QUALITY MANAGEMENT SYSTEM PLANNING The quality plan at Bellad Motors comprises the identification of the following. The various models of vehicles from Maruti Udyog Ltd sold and serviced at Bellad Motors. The various types of services done at Bellad Motors. The external manual acquired from Maruti Udyog Ltd to sell and service the

vehicles.

The various models of vehicles from Maruti Udyog Ltd. Sold and serviced at Bellad Motors. Maruti-800 car Maruti omni Zen Estilo
Babasabpatilfreepptmba.com Page 38

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Alto Wagon-R Esteem Versa Baleno Vitara Swift

The various types of servicing done at Bellad Motors. Services-Free service and paid service. Running repair. Quick service repair. Break down service. The external manuals acquired from Maruti Udyog Ltd. To sell and service the Vehicles. Sales policy bulletin Marketing circulars Service manuals Service circulars Service bulletin Warranty bulletin Spares parts price catalogue Page 39

Babasabpatilfreepptmba.com

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Spares parts price list

Spare parts procedure manuals


Spare parts bulletin Spare parts circulars Maruti service quality standards Customer care manual Service marketing manual.

Competence, Awareness and Training:


a) Recruitment is done as per MUL norms of education and experience. b) There exists well-defined system to identify and provide training to all the personnel

procedure No. BMPL/HBL/PR/12. c) d) Induction training and on job training shall be provided All concerned shall be trained on the latest sales/service/spares/bulletins/circulars

from MUL. e) As per the MUL scheduled training programme Executives/Mechanics/Manager will

be deputed for training. f) Training records shall maintain.

Identification and Trace ability: Identification:


1. New vehicle, which has completed pre-delivery inspection, shall be identified as

PDI- OK on the windshield, MUL Invoice and job order card, PDI and stockyard register.

Babasabpatilfreepptmba.com

Page 40

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 2. Identification of vehicles at the service workshop shall be through vehicle model,

Registration number and unique job order Nos. 3. Inspection and test status of service/repair of vehicles shall be identified through the

job order card. 4. Completed job order card and the stamp of the final inspector shall identify Final

OK vehicles. 5. Identification of spare parts shall be in the form of part Nos., as per Maruti

guidelines. 6. Identification of new vehicles is by its colour, model, chassis and engine Nos., MUL

Invoice, stockyard register.

Trace ability:
1. Trace ability shall be established though vehicle registration No. Job order number And the date of job order. 2. Trace ability of new vehicle at stockyard is established through chassis and engine No, Key no, and parking slot No.

Monitoring and Measurement: Customer Satisfaction:


1. Feedback received from the customer on their perception and service experience Customer satisfaction measure (percentage) is generated using software supplied by Maruti Udyog Ltd. 2. Results of customer satisfaction measure are discussed in the management review Meetings and counter measure for the continual improvement is initiated.

Internal Audit:

Babasabpatilfreepptmba.com

Page 41

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors There is a well-defined procedure No.: BMPL/HBL/04 to conduct internal audit and examine the implementation of Quality Management System.

Monitoring and Measurement of Processes:


1. Pre-sales process is monitored and measured by the number of enquires and the Closure of sales. 2. Sales process is monitored customer personal docket checklist, commitment and Delivery, SSI%. 3. In service, repeat jobs, customer complaints, feedback card %, CSI%, PSF%, and final Inspection is monitored. 4. Statistical graphs are used to indicate the measures.

IMPROVEMENT Continual Improvement


Bellad Motors, Hubli shall continually improve the effectiveness of the Quality management System through commitment to Quality policy, Quality objectives as well as use of audit results, management review meeting decisions, analysis of data, corrective and preventive actions.

Corrective Action:
There is a documented system procedure No. BM/HBL/PR/06 to implement corrective action on all the non-conformities arising from: Customer complaints Repeat Jobs System Non Compliances Post Service Follow Ups

Babasabpatilfreepptmba.com

Page 42

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Post Sales Follow ups


CSI negative feedback SSI negative feedback Road test Final inspection Internal Audit findings Supervision by supervisor\ Work Managers External Audits.

Preventive Action
There is a documented System Procedure No.BM/HBL/PR/07 to identify potential NonConformities like recurring Non-Conformities determined from Repeat job, Final Inspection, washing Quality as well as for potential Non-Conformities determined during MRM, Meetings and Audits and Analysis of Customer Feedback.

ANALYSIS AND INTERPRETATION


Keeping in view of the objectives, the data so collected from various sources and were analyzed with the help of appropriate techniques. The results of the study are presented in this chapter under the following headings.

1. The major differences in promotional activity undertaken by Bellad motors and competitors. 2. Different methods of sales practices followed by Bellad motors and competitors. 3. Major Service level differences between Bellad motors and its competitors. Babasabpatilfreepptmba.com Page 43

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 4. Customer retention strategies followed by Bellad motors and its competitors. The major differences in promotional activity undertaken by Bellad motors and competitors.

Table 1, Awareness about promotional activities of the dealers


Co unt Do yo u aware abo ut the pro motio nal activityunder taken by that dealer? Yes No Bellad moto rs 22 6 Manickbag TATA Moto rs 17 2 Hyundai mo tors 3 3 GM 2 2 Shoda Toyota 6 2 RNS Mo tors 31 4 81 19

if yes where have you purchased the car?

Total

To tal 28 19 6 4 8 35 10 0

Babasabpatilfreepptmba.com

Page 44

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
40

30

20

10

Do you aware about t


Yes

0 Bellad motors Hyundai motors GM Shoda Toyota RNS Motors Manickbag TATA Motor

No

78% respondents are aware about the promotion activity undertaken by Bellad Motors. 89% respondents are aware about the promotion activity undertaken by Manickbag TATA Motors 88% respondents are aware about the promotion activity undertaken by RNS Motors. Table 2, Awareness level of the advertisements of the dealers

Count Hve yo u seen the advertisement o f that dealer? Yes No Bellad moto rs 25 3 Manickbag TATA Moto rs 13 6 Hyundai mo tors 6 GM 4 Sho da To yota 6 2 RNS Mo tors 26 9 80 20

Total

To tal 28 19 6 4 8 35 10 0

Babasabpatilfreepptmba.com

Page 45

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
30

20

10

Hve you seen the adv


Yes 0 Bellad motors Hyundai motors GM Shoda Toyota RNS Motors Manickbag TATA Motor No

89% respondents have seen the advertisement of Bellad Motors 68% respondents have seen the advertisement of Manickbag TATA Motors. 74% respondents have seen the advertisement of RNS Motors

Table 3, Interaction of the respondents with their dealers representatives

Babasabpatilfreepptmba.com

Page 46

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
Count Did yo u intract with representatives of that dealer? Yes No Bellad moto rs 24 4 Manickbag TATA Moto rs 9 10 Hyundai mo tors 6 GM 4 Sho da To yota 8 RNS Mo tors 25 10 76 24

Total

To tal 28 19 6 4 8 35 10 0

30

20

10

Did you intract with


Yes 0 Bellad motors Hyundai motors GM Shoda Toyota RNS Motors Manickbag TATA Motor No

85% respondents are interacted with representatives of Bellad Motors. 71% respondents are interacted with representatives of RNS Motors.

Table 4, Different agencies involved in selling the car the study area Babasabpatilfreepptmba.com Page 47

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Valid

Frequency Bellad mo to rs 28 Manickbag TATA Mo to rs 19 Hyundai mo to rs 6 GM 4 Sho da To yo ta 8 RNS Mo to rs 35 Total 10 0

Percent 28.0 19.0 6.0 4.0 8.0 35.0 10 0 .0

Valid Percent 28.0 19.0 6.0 4.0 8.0 35.0 10 0 .0

Cumulative Percent 28.0 47 .0 53.0 57 .0 65.0 100.0

Bellad motors RNS Motors

Shoda Toyota GM

Manickbag TATA Motor

Hyundai motors

Out of 100 respondents I got 35% respondents from RNS Motors, 28% from Bellad Motors followed by 19% from Manickbag TATA motors. RNS Motors have more market share (more than 37%) than others and is followed by Bellad Motors and Manickbag TATA Motors.

Table 5, How customers come to know about the existing dealers

Babasabpatilfreepptmba.com

Page 48

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
Co unt How did you come to know about the exis ting brand? Perso nal selling Advertising Media Referance Bellad mo to rs 16 6 1 5 Manickbag TATA Mo tors 6 9 4 Hyundai moto rs 3 3 GM 2 2 Sho da To yo ta 4 1 3 RNS Mo to rs 13 14 3 5 41 32 8 19

Total

To tal 28 19 6 4 8 35 10 0

20

How did you come to


10 Personal selling Advertising

Count

Media 0 Referance
rs to o M a ot S N oy R T da ho S s or or ot ot M M m A G T ai A nd T yu ag H kb rs ic o an ot M m d la el B

if yes where have you purchased the car?

Babasabpatilfreepptmba.com

Page 49

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 57% of the Bellad Motors customers are come to know through personal selling and 21% from advertising. 50% of the RNS customers are comr to know through advertising and 46% from personal selling. 47% of the Manickbag customers are come to through advertising and 27% through personal selling. Table 6, Promotional activities which motivate the customers to bye the cars at particular dealer
Count Which pro mo tional activity made yo u motivate to buy the car at particular dealer? Exchange Disco unt/ Trade show mela o ffers Bellad moto rs 4 16 6 Manickbag TATA Motors 5 6 8 Hyundai motors 3 3 GM 2 2 Sho da To yota 2 3 1 RNS Mo tors 2 10 21 13 40 41

Total

To tal 26 19 6 4 6 33 94

Babasabpatilfreepptmba.com

Page 50

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
30

20

Which promotional ac
Trade show Exchange mela

10

Count

Discount/offers
s or ot M a S ot N oy R T da ho S s or or ot ot M M m G TA ai nd TA yu ag H kb s ic or an ot M m d la el B

if yes where have you purchased the car?

Exchange mela (57%) is performing one of the best promotional activities at Bellad Motors, which is motivating the customers to buy the car, and on the contrary RNS Motors is giving good discounts and offers (60%).

Table 7, Ability of the sales persons to answer all queries of the customers when they interact with them Babasabpatilfreepptmba.com Page 51

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
Co unt Ability o f s ales perso n to answer all yo ur queries satis facto ry Highly s atis facto ry Satisfactory Just o kay Uns atis facto ry Bellad mo to rs 4 10 8 6 Manickbag TATA Mo to rs 2 6 5 1 Hyundai mo to rs 3 3 GM 2 2 Sho da To yo ta 3 3 2 RNS Mo to rs 2 9 11 3 13 30 30 12

Total

To tal 28 14 6 4 8 25 85

12 10 8 6 4 Highly satisfactory Satisfactory Just okay Unsatisfactory


d lla Be s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m M

Ability of sales per

Count

2 0

if yes where have you purchased the car?

36% customers of Bellad Motors are satisfied and 29% are just satisfied with ability of sales person to solve their queries. 44% customers of RNS are just satisfied and 36% are satisfied with ability of sales person to solve their queries. 43% customers of TATA Motors are satisfied and 35.5% are just satisfied with ability of sales person to solve their queries.

Babasabpatilfreepptmba.com

Page 52

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Table 8: factors influence on the customers to continue the service of the existing provider

Count What are the main factors influence yo u to co ntinue the service o f the existing pro vidert? Go o d customer relatio nship Service Brand Bellad mo to rs 16 7 5 Manickbag TATA Moto rs 8 7 4 Hyundai moto rs 3 3 GM 2 2 Shoda To yo ta 5 1 2 RNS Moto rs 11 21 3 45 41 14

Total

To tal 28 19 6 4 8 35 100

30

20

W a a th m infa h t re e a
G odcu m re ti o sto er la

10

o hip ns S ic erv e

Count

B d ran
s or ot M ta S yo N R To a od Sh s or or ot ot M M m G ai TA nd TA yu ag H kb s ic r an oto M m d lla Be

if ye w e h v yo p rch s d th ca s h re a e u u a e e r?

Babasabpatilfreepptmba.com

Page 53

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Because of good customer relationship (57%) maintained by Bellad Motors, that is influencing the customers to continue the existing service. Because of good service (60%) and (31%) good customer relationship maintained by RNS that is influencing the customers to continue the existing service.

Table 9, Satisfaction level of the customers towards service provided by dealers

Co unt Are yo u s atis fied with service pro vided by yo ur dealer? Yes No 3.00 23 4 1 17 2 6 4 6 2 29 6 85 14 1

Bellad mo to rs Manickbag TATA Mo to rs Hyundai mo to rs GM Sho da To yo ta RNS Mo to rs Total

To tal 28 19 6 4 8 35 10 0

Babasabpatilfreepptmba.com

Page 54

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
40 30 20

Are you satisfied wi


Yes

Count

10 0
l Be

No 3.00
s or ot M ta S N yo R To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s an otor m M d la

if yes where have you purchased the car?


Both Bellad Motors and RNS are giving good service to the customers because 82% of both the customers are said that they are satisfied with service provided by that dealer.

Table 10, Satisfaction level of the customers towards service provided by dealers at pre purchase stage
Co unt Satisfactio n level at pre prchase Highly satis facto ry Satisfacto ry Just o kay Unsatisfacto ry Bellad mo to rs 1 18 3 6 Manickbag TATA Mo to rs 2 5 12 Hyundai mo tors 6 GM 4 Sho da To yo ta 5 3 RNS Mo to rs 3 16 11 5 6 54 29 11

Total

To tal 28 19 6 4 8 35 10 0

Babasabpatilfreepptmba.com

Page 55

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
20

Satisfaction level a
10 Highly satisfactory Satisfactory

Count

Just okay 0
d lla Be M

Unsatisfactory
s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m

if yes where have you purchased the car?

64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service. 47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service. Table 11, Satisfaction level of the customers towards service provided by dealers at post purchase stage
Co unt Satisfactio n level at po st purchas e Highly satis facto ry Satisfacto ry Just o kay Unsatisfacto ry Bellad mo to rs 5 12 9 2 Manickbag TATA Mo to rs 4 10 4 1 Hyundai mo tors 6 GM 2 2 Sho da To yo ta 3 2 3 RNS Mo to rs 5 12 17 1 19 44 33 4

Total

To tal 28 19 6 4 8 35 10 0

Babasabpatilfreepptmba.com

Page 56

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
20

Satisfaction level a
10 Highly satisfactory Satisfactory

Count

Just okay 0
d lla Be M

Unsatisfactory
s or ot M ta S yo RN To a od Sh s or or ot ot M M m G ai TA nd TA yu H ag kb ic s or an ot m

if yes where have you purchased the car?

43% customers of Bellad Motors are satisfied and 32% are just satisfied with post purchase service given by Bellad Motors service. 32% customers of RNS Motors are satisfied and 46% are just satisfied with post purchase service given by Bellad Motors service

FINDINGS OF THE STUDY


Out of 100 respondents I got 35% respondents from RNS Motors, 28% from Bellad Motors followed by 19% from Manickbag TATA motors. RNS Motors have more market share (more than 37%) is followed by Bellad Motors and Manickbag TATA Motors. 57% of the Bellad Motors customers are come to know through personal selling and 21% from advertising.50% of the RNS customers are come to know through advertising and 46% from personal selling.47% of the Manickbag customers are come to through advertising and 27% through personal selling. Exchange mela (57%) is performing one of the best promotional activities at Bellad Motors, which is motivating the customers to buy the car, and on the contrary RNS Motors is giving good discounts and offers (60%).

Babasabpatilfreepptmba.com

Page 57

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 36% customers of Bellad Motors are satisfied and 29% are just satisfied with ability of sales person to solve their queries.44% customers of RNS are just satisfied and 36% are satisfied with ability of sales person to solve their queries.43% customers of TATA Motors are 43% are satisfied and 35.5% are just satisfied with ability of sales person to solve their queries. Because of good customer relationship (57%) maintained by Bellad Motors, that is influencing the customers to continue the existing service.Because of good service (60%) and (31%) good customer relationship maintained by RNS that is influencing the customers to continue the existing service. Both Bellad Motors and RNS are giving good service to the customers because 82% of both the customers are said that they are satisfied with service provided by that dealer. 64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service. 47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service. 43% customers of Bellad Motors are satisfied and 32% are just satisfied with post purchase service given by Bellad Motors service. 32% customers of RNS Motors are satisfied and 46% are just satisfied with post purchase service given by Bellad Motors service

Policy implications:
1. Newspaper advertisements is very effective so enhance news paper advertisements and provide good service for existing customers which can help to increase positive word of mouth. 2. In service station recruit the well-experienced staff that will enhance efficiency and performance of staff and improve the quality of service. 3. Most influential factors are exchange mela, brand, service, extra offer and discounts and price variations between the dealers. Hence conduct more exchange melas to enhance the sales and allow cash discounts on cash payments and provide offers in the form of 1-year free insurance, free accessories, increased number of free services, and technical support & guidelines. Babasabpatilfreepptmba.com Page 58

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors 4. Provide all committed offers at the time of delivery of the car, which can reduce the cognitive dissonance of the customer. 5. Instead of spending heavily for prospective customers, satisfy the existing customers, which will increase positive word of mouth, and enhance the sales by their recommendations. To reach the excellent stage of performance it has to overcome from commitment problem, service station problem, quality spares and accessories and should recruit the experienced service staff.

CONCLUSION:
Winning the hearts and minds of todays sophisticated vehicle buyers will require collaboration, commitment and communication on the part of both manufacturers and dealers. This study provides an overview of consumers automotive buying behaviorhow they shop, why they buy, what keeps them coming back. The findings make it clear that automotive manufacturer and dealers must focus on better collaboration, stronger commitment to developing a long-term relationship with the customer, and increased communication throughout the vehicle lifecycle if they hope to improve customer loyalty as well as business performance.

Babasabpatilfreepptmba.com

Page 59

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Questionnaire
Name: ___________________________________________________________ Adress: __________________________________________________________ Income (annual): ___________________________________________________ Contact no: _______________________________________________________ Kindly fill in the following details
1) Do you own a car? a)Yes [ ] b) No [ ] 2) If yes from where have you purchased the car? a) Bellad Motors [ ] b) Manickbag TATA Motors [ ] c) Hyundai Motors [ ] d) GM [ ] e) Shoda Toyota [ ] f) Ford motors [ ] 3) How did you come to know about the existing brand? a. Personal selling [ ] Babasabpatilfreepptmba.com Page 60

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors b. Advertising [ ] c. Media [ ] d. Reference [ ] 4) Do you aware about the promotional activity under taken by that dealer? a) Yes [ ] b) No [ ] 5) Which promotional activity made you motivate to buy the car at particular dealer? a. Trade show [ ] b. Exchange Mela [ ] c. Discount / Offers [ ] 6) Which one of the following factors influences your purchasing decisions the most? a. Price [ ] b. Aesthetic [ ] c. Brand [ ] d. Promotional activity [ ] e. Service [ ] f. Others. 7) Have you seen the advertisement of that dealer? a) Yes [ ] b) No [ ] 8) Did you interact with representatives of that dealer? a) Yes [ ] b) No [ ] 9) Ability of sales person to answer all your queries satisfactory.

Highly satisfactory

Unsatisfactory

Just okay

Satisfactory

Highly satisfactory

10) What are main factors influence you to continue the service of the existing provider? a. Good customer relationship [ ] b. Service [ ] c. Brand [ ] d. Others 11) Rank the parameters that you consider at the time of selection? a. Service [ ] b. Price [ ] c. Offer [ ] Babasabpatilfreepptmba.com Page 61

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors d. Brand [ ] e. Others. [1 as highest and 5 as lowest] 12) Are you satisfied with the service provided by your dealer? a. Yes [ ] b) No [ ]

13) Satisfaction level at pre purchase stage

Highly satisfactory

Unsatisfactory

Just okay

Satisfactory

Highly satisfactory

14) Satisfaction level at post-purchase stage

Highly satisfactory

Unsatisfactory

Just okay

Satisfactory

Highly satisfactory

15) Any suggestion to improve overall performance of that dealer..

Thank you for your valuable time

Babasabpatilfreepptmba.com

Page 62

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors

Coding Sheet
Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 1 1 6 1 6 6 6 1 1 2 2 1 5 1 6 2 3 5 2 2 6 1 4 2 6 2 5 6 6 1 6 2 1 6 5 1 6 6 3 6 2 4 1 4 2 1 1 1 1 1 1 2 4 1 1 1 2 2 2 3 1 2 2 2 1 2 4 4 1 1 1 1 1 2 4 1 1 1 2 2 2 3 1 1 1 1 1 1 1 1 1 1 1 1 3 2 2 2 3 2 3 2 2 3 1 4 4 3 2 3 3 4 4 3 3 3 3 4 4 3 3 5 1 3 3 5 1 3 3 1 2 1 2 4 4 3 3 3 3 4 4 3 3 5 1 3 3 1 1 1 1 1 1 2 1 2 1 2 1 2 2 1 1 1 1 1 1 2 1 1 1 1 2 2 1 2 1 2 1 2 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 2 2 2 3 3 2 4 3 2 2 4 4 1 2 1 1 2 1 1 2 1 3 2 1 2 3 3 1 2 1 1 2 1 2 1 2 2 3 2 2 1 2 1 3 2 1 2 3 3 1 2 1 1 2 1 1 1 1 1 1 1 1 1 2 1 1 1 2 2 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 2 2 1 2 1 1 1 1 2 2 2 3 2 2 3 2 4 3 2 1 3 3 2 4 1 2 3 3 2 2 2 2 3 2 3 2 3 2 4 3 2 1 3 3 2 4 1 2 3 3 2 2 2 3 2 2 3 2 2 3 2 4 3 3 2 3 1 2 3 2 3 3 2 2 2 2 3 2 3 2 2 3 2 4 3 3 2 3 1 2 3 2

2 ##

2 ###

2 ## 2 ## 1 1 1 2 1 1 1 2 1 2 1 1 2 1 1 1 1 1 1 1 3 3 3 2 3 2 3 2 2 3 3 3 1 1 2 3 2 2 3 1

2 ### 2 ### 1 1 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 1 3 3 2 3 3 2 3 2 3 3 2 4 3 2 2 4 4 1

2 ###

2 ###

2 ## 2 ## 1 1 1 2 1 1 3 3 3 2 3 2

2 ### 2 ### 1 1 3 3

2 ###

Babasabpatilfreepptmba.com

Page 63

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 1 6 6 1 2 2 1 6 2 2 2 1 5 1 4 6 6 3 6 2 6 1 6 6 6 1 6 1 3 1 6 1 6 3 1 5 1 4 6 6 2 2 1 1 4 2 6 2 5 2 2 2 1 4 2 1 4 3 2 1 4 1 4 1 4 2 2 2 3 1 2 2 2 2 1 1 1 3 3 2 1 4 4 3 1 4 1 4 2 2 1 2 2 2 1 2 4 4 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 2 1 3 2 2 2 1 3 2 2 2 1 2 3 2 1 2 3 3 2 3 2 3 2 2 1 3 2 3 2 3 3 1 2 2 3 3 2 1 2 3 3 2 3 2 2 3 3 3 1 1 5 1 3 4 3 5 4 3 3 4 3 4 1 4 4 4 3 5 1 3 3 5 1 3 5 3 5 1 3 5 5 5 1 1 5 1 4 4 4 3 5 3 5 1 3 3 1 2 1 2 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 2 2 1 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 1 2 3 3 4 1 2 1 1 3 4 3 1 4 1 2 1 2 1 2 3 1 2 3 1 3 2 3 1 2 1 1 1 2 1 1 2 1 2 1 2 1 2 3 1 3 2 1 2 1 1 2 2 1 1 1 2 1 1 2 1 2 2 3 2 2 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 3 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 2 1 2 2 2 3 2 2 3 2 3 3 3 3 2 2 4 2 4 1 2 3 3 2 2 2 2 2 2 2 4 2 2 4 3 3 2 2 2 4 2 4 1 3 2 2 2 2 3 2 3 2 3 3 2 3 1 1 2 1 2 1 1 2 1 1 3 1 3 1 2 3 2 3 3 2 1 4 2 1 4 2 2 2 3 3 2 1 1 3 1 3 1 2 3 3 2 2 2 2 3 2

2 ##

2 ### 2 ### 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 1 3 3 2 3 3 1 2 2 1 2 2 2 4 3 3 2 4 1 2 1

2 ###

2 ### 2 ### 2 ### 1 1 1 1 2 1 2 1 2 3 3 2 3 2 3 3

Babasabpatilfreepptmba.com

Page 64

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors
1 1 1 1 1 1 1 1 6 6 3 1 5 1 6 1 1 1 3 1 4 1 4 1 1 1 1 1 1 1 1 1 2 3 3 3 2 1 3 2 4 4 5 1 4 4 4 4 2 1 1 1 1 1 1 1 2 ### 1 1 2 1 1 1 1 2 2 4 1 2 3 2 2 1 2 2 1 1 2 1 1 1 1 1 1 1 1 1 3 2 2 2 2 4 2 2 3 2 2 1 1 3 2 2

BIBLOGRAPHY
REFERANCE BOOKS: Babasabpatilfreepptmba.com Page 65

Comparative study of Marketing Strategies followed by Bellad Motors and its Competitors Marketing research Marketing research Magazines : Tull and Hawkins : A.Parasuraman, Dhruv Grewal and R.Krishnan. : Auto :Overdrive

INTERNET WEBSITES : www.marutiudyog.com www.autos.com

Babasabpatilfreepptmba.com

Page 66