INTRODUCTION

Peter F Drucker said Awareness is the first step in creating

customers, the lifeblood and purpose of any business. This process of
creating customer reuires identification of prospects and guidance of these
prospects through a well concei!ed sales cycle that fits your organisation.
"ustomer satisfaction is the key aspect in marketing campaign.
"ustomer satisfaction is applied by most organisations including
manufacturers, distributors, retailers, trade association and non profit
organisation. #t is also !ery important tool in sales promotion e$penses ratio
was %&' (&. )owe!er during few years, sales promotion e$penses are %& to
*+, of annual budget, in many customer ser!ice oriented companies. -ales
promotion through better sales ser!ice awareness is now more accepted by
the top management as an effecti!e tool. more business de!elopment
managers/ stress on customer ser!ice to get the bulk of customer trust and
confidence. This builds grand image of any product of the company.
0ther e$ternal factors that initiate the marketer to look into the
customers are increase in ser!ices, freuent use of promotion techniues by
competition and price oriented beha!iour of customers.
OBJECTIVE OF THE STUDY
1. To find out the satisfaction in the after sales ser!ice pro!ided by
Frontline Automobiles.
2. To know about the profile Frontline Automobiles
3. To get to know the company and brand image of 4eneral 5otors and
"he!rolet cars, with the customers.
1
(. To identify the influencing factor with reference to purchase of
"he!rolet cars in each category of respondents
+. To analy6e the loyalty status of customers.
%. To study the satisfaction le!el of the customers regarding the ser!ice
pro!ided in Frontline automobiles
*. To gi!e suggestion to the company to impro!e their ser!ices.
7. To suggest changes to impro!e the performance of "he!rolet "ar.
SCOPE FOR THE STUDY
The study co!ers
1. "ustomers who own "he!rolet "ars and their preferences regarding
the ser!ice pro!ided in Frontline.
2. The study intends to find out about the !arious reasons why people go
for ser!icing at Frontline.
3. The study is limited to the Automobile dealership with reference to
Frontline.
(. The strength and weakness of "he!rolet cars.
SAMPLE SIZE
+& customers of Frontline Automobile who own "he!rolet "ars are
selected on the basis of our con!enience.
2
METHODOLOGY
To carry out the study the information was collected through Primary
source and secondary source. Primary source include 8uestionnaire, sample
sur!ey etc. -ome information was also obtained from secondary source like
company reports and past records a!ailable in the company including
internet facilities.
-ources of Primary data
1. 8uestionnaire is the most common method of collecting primary data.
2. Personal inter!iew was conducted for few customers.
3. Telephonic con!ersation was also undertaken in some cases.
(. #nformal talk and obser!ation was also one of the sources of
collecting information.
-ources of -econdary data
#n this study data was collected from !arious sources. -ome
information is collected from internet, company/s reports, company/s
brochure and maga6ines.
LIMITATION OF THE STUDY
1. 9ack of time was a ma:or limitation and information could !ary from
time to time due to technical ad!ancement.
2. The number of respondents whom we can approach is !ery small due
to lack of time and other constraints.
3
3. ;espondents may not be representati!e of the population at large
because the sur!ey was conducted selecting the respondents at
random.
(. An in<depth conclusion cannot be drawn as customers mind is e!er
changing with the changes in economy and trends. Thus a limitation
of !ariation in customer likes and preferences are predominantly
resistant.
+. The findings and suggestions will not be applicable for a longer
period of time.
History of Cars
(
Age of classic cars
The decade 1=2+<3+ was notable not only for the appearances of
many new automobiles it also saw the building of many ultra large ones. The
years 1=2+<(2 are sited by the collectors of automobiles as the classic years,
a period that saw the rise of the lu$urious fast motor car to peak it seemed
unlikely to reach again.
The name in this field was ;olls ;oyce, founded in 1=&( most ;olls
;oyce, chassis were designed for limousine and large sedan body/s, but the
firm once made the comparati!ely light car>called the twenty? and it has
through its history produced fast models in addition to the regular line.
0ther motor car of this type included the )ispano<-ei6a of -pain and
France. @ugatti, delage, Delohoye, )otchkiss, Talbot and Aolsin of France,
the Dusseberg "adillac Packard and pierce<arrow of the Bnited -tates, the
)orch 5ay botch, and 5ercedes <@en6 of 4ermany, the @elgian 5iner!a
and the #talian #sotla Cfroschini.These were costly machines priced roughly
from D*+&& toD(&&&&. fast at =& to 1&3 miles >1(& to 21& kilometers? Per
hour and as comfortable as the state of the art would allow . and led in
lu$ury only by the pursue of the purchaser.
The most e$pensi!e standard automobile of there e$isting record was
the type (1 bugatti, produced in the 1=2&/s by Flothe bugatti, an #talian of
e$traordinary gift who builds car in France , most of them racing and sports
TEPF- F;05 1=&7 to1=3= . The type (1 bugatti also called la royale was
cataloged at a chassis price of +&&&&& francs >D2&&&&?. 0nly si$ of the cars
+
were build and one of them carrying a four passenger con!ertible sedan
body by a 4erman Gatch makes cost D(3&&&.
De!elopment before world war<1
The typical early automobile companies were small shops, hundreds
of which produced a few hand manufactured cars, and nearly all of them
abandoned the business soon after going into to it. The handful that sur!i!ed
into the era of large scale production had certain characteristics in common.
First they fell into one of the three well defined categories. they were makers
of bicycle, such as opel in 4ermany and 5orris in 4reat @ritain. @uilders of
the horses/ dran !ehicle, such as durmot in the Bnited -tates, or most
freuent of stationery gas engine >dailmen of 4ermany, 9anchester of
@ritain and olds of the Bnited -tates?.
#n the Bnited -tates, practically all of the producers were assemblers
who put together components and parts produced by separate firms. The
assembly techniue was also method of financing. #t was possible to begin
building motor !ehicles with a minimum in!estment of capital by buying
parts on credit and selling the finished cars for cash. the cash sale from
manufacturers to dealer has been integral in the marketing of motor !ehicles
in the Bnited -tates e!er since Furopean automoti!e firms of this period
tended to be more self contained.
The pioneer automobile manufacturer not only had to sol!e the
technical and financial problems of getting into production, but also had to
make a basic decision about what to produce. After the first success of the
gasoline engine, there were wide spread e$periments with steam and
%
electricity, for a brief period the electric automobile actually en:oyed the
greatest e$pectance because it was uite easy to operate, but the limitation
imposed by battery capacity pro!ed competiti!e fatal.
-team power, a more serious ri!al was added by the general adoption
of the so called flash boiler after 1=&&, a modification that pro!ided for a
rapid rising of steam. The steam car was easy to operate because it did not
elaborate transmission, on the other, high steam pressures were needed to
make the engine light enough to use in a road !ehicle, reuiring e$pensi!e
constructions and difficult maintenance. @y1=1& most manufacturers of
steam !ehicles had turned to gasoline power.The -tanley @rothers in the
Bnited -tates howe!er continued to manufacture steam automobiles until the
early 1=2&/s.
De!elopment after Gorld Gar ##
The effect of #talian ideas on the world/s automobile body designers
were profound when manufactures began to be resumed 1=(%. Fininfarina of
Turin was the best known of the coach makers who established the
characteristics #talian approach, grace lightness in the line substance, and
minimal use of decoration. Designs clearly deri!ati!es of those of #talian
origin appeared e!erywhere and the manufacturers in France, Fngland and
the Bnited -tates contracted for the ser!ices of #talian carro66erie >@ody
factories?.
The trend towards the automobile in the Bnited -tates clear, if not
obstructi!e after 1=32 was strongly accelerated by Gorld Gar ##. A leading
factor was the return from duty in Furope of ser!icemen who had pre!iously
*
not known of e$istence of the sheer !ariety of automobiles the world
afforded. The sports car designed for pleasure, not Transport, was
particularly new to young Americans. The characteristics of automobiles
such as the @ritish sports two seater 5.4.plus their a!ailability at a time of
short and domestic supply made them attracti!e and the importation of the
Furopean made models into the B.-.A increase rapidly.
#n Furope and Hapan, which because of ma:or producers in the 1=%&/s
the small car continued to dominate though the number of large automobiles
decreased .#n the Bnited -tates the market remained significantly influenced
by Furopean small car design and a new generation of really small cars
appeared.Ad!ent of cars in #ndia
From the singsong rhythm of the bullock cart to the :et<age, #ndia has
tra!eled a long way. An a!erage #ndian/s dream car may not be the design<
sa!!y )onda or the stately limousine, but he sure can dream, and afford, the
5aruti now.
#t was in 17=7 that the first motorcar rode down #ndia/s roads. From
then till the First Gorld Gar, about (,&&& cars were directly imported to
#ndia from foreign manufacturers. The growing demand for these cars
established the inherent reuirements of the #ndian market that these
merchants were uick to pounce upon.
The )industan 5otors >)5? was set up in 1=(2 and in 1=((, Premier
7
Autobackmobile >PA9? was established to manufacture automobiles in
#ndia. )owe!er, it was PA9 who produced the first car in #ndia in 1=(%, as
)5 concentrated on auto components and could produce their first car only in
1=(=.
#t was left to another company, 5ahindra and 5ahindra >5I5? to
manufacture sturdier utility !ehicles, namely the American Heep.
#n the +&s, the 4o!ernment of #ndia granted appro!al to only * car
dealers to operate in #ndia < )5, AP#, A99, -5P#9, PA9, 5I5 and Telco.
The protectionist policies continued to remain in place. The %&s
witnessed the establishment of the two<three wheeler industry in #ndia and in
the *&s, things remained much the same.
-ince the 7&s, the #ndian car #ndustry has seen a ma:or resurgence
with the opening up of #ndian shores to foreign manufacturers and
collaborators.
The =&s ha!e become the melting point for the car industry in #ndia.
The consumer is king. )e is being constantly wooed by both the #ndian and
foreign manufacturers. Though sales had taken a dip in the first few months
of 1===, it is back to boom time. Jew models like 5aruti/s "lassic, Alto,
-tation Gagon, Ford/s #kon, the new look 5itsubishi 9ancer are all being
launched with an eye on.
=
#n these last years of the millennium, suffice it is to say that #ndian
cars will only grow from strength to strength
@irth of cars in #ndia
The birth of the car as we know it today occurred o!er a period of
years. #t was only in 177+ that the first real car rolled down on to the streets.
The earlier attempts though successful, were steam<powered road !ehicles.
The first self propelled car was built by Jicoar "ugnot in 1*%= which
could attain speed of up to %k.m.Kper hour. #n 1**1, he again designed
another steam<dri!en engine which ran so fast that it rammed into the wall,
recording the world first accident.
#n 17&*, Francois #saac de ;i!a6 designed the first internal
combustion engine. This was subseuently used by him to de!elop the
world/s first !ehicle to run on such an engine, one that used a mi$ture of
hydrogen and o$ygen to generate energy.
This spawned the birth of a number of designs based on the internal
combustion engine in the early nineteenth century with little or no degree of
commercial success. #n 17%& thereafter, Hoseph Ftienne built the first
successful two<stroke gas dri!en engine. #n 17%2 he again built an
e$perimental !ehicle dri!en by his gas engine, which ran at a speed of 3
k.ms. K )our. These cars became popular and by 17%+ could be freuently
aspired on the roads.
The ne$t leap forward occurred in 177+, when the stroke engine was
de!ised. 4ottileb Daimler and Jicolas 0tto worked together on the machine
1&
till they fell apart. Daimler created his own engines, which he used both for
cars and for the first four< wheel horseless carriage. #n the meanwhile,
unknown to them, Larl @en6, was in the process of creating his own
ad!anced tri<cycle, which pro!ed to be first true car. This car first saw the
light of the day in 177%.
The season of e$periments continued across the seas in Bnited -tates
where )enry Ford began work on horseless carriage in 17=&. )e went
se!eral steps forward and in 17=%, completed his first car, the uadricycle in
17=%. This was an automobile powered by two<cylinder gasoline engine. The
Ford motor company was launched in 1=&3 and in 1=&7 he catapulted his
!ehicle 5odel T Ford to the pinnacle of fame. "ontinuing with his
inno!ations, he produced his model on a mo!ing assembly line, thus
introducing the modern mass production techniue of the automobile
industry.
The car therefore comes from a long list of !enerated ancestors and its
lineage will hopefully grow longer as we progress.
#mportant figures in the history of cars
Jicolaus August 0tto
Jicolaus August 0tto in!ented the gas motor engine in 17*%.
4ottlieb Daimler
11
#n 177+, 4ottlieb Daimler in!ented a gas engine that allowed for a
re!olution in car design.
Larl @en6 >"arl @en6?
Larl @en6 was the 4erman mechanical engineer who designed and in
177+ built the world/s first practical automobile to be powered by an
internal<combustion engine.
Hohn 9ambert
America/s first gasoline<powered automobile was the 17=1 9ambert
car in!ented by Hohn G 9ambert.
Duryea @rothers
They founded America/s first company to manufacture and sell
gasoline<powered !ehicles.
)enry Ford
)enry Ford impro!ed the assembly line for automobile manufacturing
>5odel<T?, in!ented transmission mechanism, and populari6ed the gas<
powered automobile.
;udolf Diesel
;udolf Diesel in!ented the diesel<fueled internal combustion engine.
"harles Franklin Lettering
12
"harles Franklin Lettering in!ented the first automobile electrical
ignition system and the first practical engine<dri!en generator.
13

GM History A Bri!f History
The founding of 4eneral 5otors on -eptember 1%, 1=&7, drew little
attention. 5otorcar firms were appearing !irtually e!erywhere.
-uccess for the young automoti!e concern was not predestined. There
was no guarantee of a place in the market or assurance of any profit. 0f the
nearly 1,&&& companies that tried to build and sell motor !ehicles prior to
1=2*, less than 2&& continued in business long enough to e!en offer a
commercially suitable !ehicle.
5ost of the companies that comprised the young 4eneral 5otors
"ompany were weak, and their operations were uncoordinated. 5any were
1(
GENERAL MOTORS
Ty"!
Public >JE-F' 45
Fo#$%!% 1=&7
H!a%&#art!rs
Detroit, 5ichigan, B-A
manufacturing facilities in 3& B.-. states and 33 countries
'!y "!o"(!
;ick Gagoner, "hairman I "F0
;obert A. 9ut6, Aice "hairman
Frederick )enderson, "F0
I$%#stry Automoti!e
Pro%#)ts
Automobiles
Fngines
Financial -er!ices
R!*!$#! D2&*.3(= billion B-D >2&&%?
M2N
N!t i$)o+! D1.=*7 billion B-D >2&&%?
M3N
E+"(oy!!s 27(,&&& >2&&*?
M1N
,!-sit! www.gm.com
in debt. #t was not until the 1=2&s, when a new concept of management was
forged and a new concept of product emerged, that 45 really began to
prosper.
4eneral 5otors/ sales for its first full fiscal year ending -eptember 31,
1=&=, totaled 2+,&&& cars and trucks, 1= percent of total B.-. sales. Jet sales
totaled D2=,&3&,&&& and its payroll at the peak of the manufacturing season
numbered more than 1(,&&& mostly in 5ichigan. #n 1==+, 45 sold 7.3
million cars and trucks worldwide with net income of D%.= billion and
worldwide employment a!eraging *1(,&&& workers.
4eneral 5otors has 27( operations in 3+ states and 1+7 cities in the
Bnited -tates. #n addition 45 of "anada operates 21 locations, 45 de
5e$ico operates + locations, and 45 has assembly, manufacturing,
distribution or warehousing operations in (= other countries, including
euity interests in associated companies.
4eneral 5otors has operations in (1 countries outside Jorth America
and accounts for about 1* percent of the !ehicles sold in the worldOs
competiti!e markets. 45 operations outside Jorth American accounts for
o!er one<third of the corporationOs !ehicle sales. 45 products >of all types?
are sold in 1*& countries around the world.
GM History. /012/021
The nucleus of the fledgling G!$!ra( Motors was the @uick 5otor
"ar "ompany. #t was formed in 1=&2 by Da!id @uick in Detroit and later
1+
mo!ed to Flint, 5ichigan, where Gilliam "rapo Durant, Pking of the
carriage makers,P took control. Durant, who brashly predicted that Pa million
cars a year would someday be in demand,P o!ersaw @uick/s rise to become
the second largest and most influential automobile manufacturer in the
country. )e also began organi6ing a network of suppliers and producers.
Ghen G!$!ra( Motors "ompany was incorporated as a Jew Hersey
firm on -eptember 1%, 1=&7, Flint had a population of about 2+,&&& and four
streetcars. #t was more than three months before Flint
papers carried a single story about the new enterprise.
Farly members of the infant 45 family were @uick,
0ldsmobile, "adillac, 0akland >now Pontiac?, Fwing,
5aruette, Gelch, -cripps<@ooth, -heridan, and
Flmore, together with ;apid and ;eliance trucks. 45/s other B.-.
automoti!e di!ision, "he!rolet, became part of the corporation in 1=17.
0nly four of the car lines << @uick, 0ldsmobile, "adillac, and 0akland
<< continued making cars for more than a short time after their acuisition by
45. @y 1=2&, more than 3& companies had been acuired by G!$!ra(
Motors, by purchase of all or part of their stock. Two were forerunners of
ma:or 45 subsidiaries << the 5c9aughlin 5otor "ompany of "anada
>which later became G!$!ra( Motors of "anada 9imited? and the Fisher
@ody "ompany, in which 45 initially gained a %& percent interest.
Although legally a Jew Hersey "orporation, all of 45/s original
facilities were in 5ichigan, and 5r. Durant encouraged other firms to locate
their facilities in the state.
1%
@y 1=11, the idea of a 3!$!ra( staff organi6ation had gained more
than a toehold in the company, and a director of production was appointed.
The company began to Pcreate a 3!$!ra( staff of mechanical engineers,
gasoline engine engineers, designers, production e$perts and other e$perts
not attached to any particular factory, but whose ad!ice and ser!ices would
be a!ailable >to? ... the necessarily more limited staff of each indi!idual
factory.P
A testing laboratory also was established, as the annual report said, to
Pser!e as an additional protection against costly factory mistakes and gi!e
the purchaser of e!ery one of our machines an additional guarantee not
merely for his comfort, but to assure his safety.P
This notion of consulting, ad!ising, fact finding and testing is the
genesis of 45/s present comprehensi!e staff organi6ation. Today it co!ers
such fields as design, engineering, manufacturing, research, labor relations,
marketing and ad!ertising, personnel, purchasing, consumer relations and
ser!ice, en!ironmental and energy acti!ities, industry<go!ernment relations,
communications, finance and legal.
About the same time 45 was getting started in
5ichigan, an engineering de!elopment that was to
pro!e critical to 45/s subseuent leadership in
research was occurring in Dayton, 0hio << the
introduction of the electric self<starter. Designed by "harles F. P@ossP
Lettering at his Dayton Fngineering 9aboratories "ompany, it first appeared
on 1=12 "adillacs and, by doing away with the dangerous and unpredictable
hand crank, definitely populari6ed motoring. 5ore than any other
1*
de!elopment, the electric self<starter is credited with making motor cars
more accessible to a greater part of the population.
P@ossP Lettering later became the scientific mastermind of the
corporation, in charge of its unparalleled research and engineering programs.
)e :oined 45 in 1=2& when the Dayton ;esearch 9aboratories were merged
into 45 and mo!ed the ;esearch 9aboratories to Detroit in 1=2+. )e
remained with the corporation until his retirement Hune 2, 1=(*.
The G!$!ra( Motors "ompany officially became G!$!ra( Motors
"orporation on 0ctober 13, 1=1%, when incorporation papers were filed in
Delaware. @y August 1, 1=1*, the new corporation had acuired all the stock
of G!$!ra( Motors of Jew Hersey, which was formally dissol!ed two days
later.
Gith no pre!ious e$perience in manufacturing military hardware, the
young American automobile industry within 17 months completed a
turnaround from ci!ilian to war production. The result was an outpouring of
weaponry credited with the winning of the war, changing the face of Furope,
and gi!ing rise to the Bnited -tates as a world power.
@etween 1=1* and 1=1=, =& percent of 45/s truck production was
directed to the war effort. 45/s truck operations supplied the Army with a
!ariety of models. "adillac supplied Army staff cars along with A7 engines
for artillery tractors and trench mortar shells. @uick built 9iberty airplane
motors, tanks, trucks, ambulances and parts. "entral Products Di!ision was
formed to build a drop forge plant that was later taken o!er by "he!rolet.
and "entral Foundry at -aginaw was rushed to completion.
17
GM History. /02/ /041
#t was also in this same period that Alfred P. -loan, Hr., who went on to
guide 4eneral 5otors from 5ay 1&, 1=23, until April 2, 1=+%, first as
president and then chairman, first became associated with 5r. Durant. 5r.
-loan had built up a D+&,&&& in!estment in the )yatt ;oller @earing
"ompany of )arrison, Jew Hersey, to assets of about D3.+ million in 2(
years.
Ghen )yatt was brought into 4eneral 5otors through the Bnited
5otors "orporation for D13.+ million, 5r. -loan :oined the corporate
management.
Bnder his direction, 4eneral 5otors grew from a firm that accounted
for about 1& percent of new car sales in the Bnited -tates in 1=23 to become
the largest producer of cars and trucks in the world.
P@illyP Durant had created an enterprise that in 1=&7
consisted of :ust one truly successful auto manufacturer
>@uick? but it also contained the building blocks for the
future to become a multifaceted corporation. Durant/s
entrepreneurial creation was about to be directed by men with the abilities to
harness and organi6e its potential during an e$pansionary period of B.-.
industry. both the country and 4eneral 5otors were entering the era of
modern management.
1=
@y 1=2&, in the midst of a nationwide economic crisis, 45 was on the
!erge of financial collapse. The crisis marked the turning point in 4eneral
5otors/ history. Jew men were asked to assume leadership of the
corporation. A new concept of management was forged and a new concept of
product emerged. "oordinated policy control replaced the undirected efforts
of the pre!ious years.
As its principal architect, 5r. -loan was credited with creating not
only an organi6ation which sa!ed 4eneral 5otors, but a new management
concept that was adopted by countless other businesses. Fundamentally, the
concept in!ol!es coordination of the enterprise under top management,
direction of policy through top<le!el committees and delegation of operating
responsibility throughout the organi6ation. Githin this framework,
management staffs conduct analysis, ad!ise policy committees and
coordinate administration.
4eneral 5otors thus became an organi6ation of organi6ations,
maintaining a balance between indi!idual and group management,
preser!ing the ad!antages of each.
5r. -loan/s idea was to establish Pdecentrali6ed operations and
responsibilities with coordinated control.P At the indi!idual le!el, his policy
was simple' P4i!e a man a clear<cut :ob and let him do it.P
The new product concept e!ol!ed from the staffs
that 45 had set up, leading to the recognition of the
!aried nature of the demand for motor !ehicles. 45/s
new approach << Pa car for e!ery purse and purposeP
2&
and continuing impro!ement of all its !ehicles. The policy led to different
kinds of !ehicles for different customers. People were buying more than :ust
basic transportation. They also wanted comfort, good looks, performance
that was better than :ust adeuate, and abo!e all, periodic impro!ement.
#n impro!ing its products, 45 de!eloped many automoti!e firsts
which helped aid its success. Prior to Gorld Gar ##, they included the first
all<steel one<piece roof, two<cycle diesel truck engines, independent front<
wheel suspension and automatic transmission.
GM History. /04/ /050
@y 1=(1, 45 accounted for (( percent of total B.-. sales, compared
with 12 percent in 1=21.
@efore America/s entry into the war against the A$is nations, 45
turned out weapons along with automobiles. After Hapan struck at Pearl
)arbor in 1=(1, the industrial skills that 45 de!eloped were applied with
great effecti!eness. "i!ilian automobile production was halted early in 1=(2
and the "orporation/s plants were completely turned o!er to the war effort.
45/s contributions during Gorld Gar ## dwarfed its efforts during
Gorld Gar #, offering a dramatic e$ample of the !ital importance of a nation
at war being able to call upon well<managed and e$perienced industrial
resources. From 1=(& to 1=(+, 45 deli!ered defense material !alued at
D12.3 billion.
21
The success of 45/s tremendous wartime role lay in its peacetime
managerial philosophy. Decentrali6ed, highly fle$ible local responsibility
made possible the almost o!ernight con!ersion from ci!ilian production to
building and supplying a war machine << a timetable of days and months
ne!er belie!ed possible by the enemy. 45/s contribution spanned !irtually
e!ery concei!able product from the tiniest ball bearing to massi!e tanks,
na!al ships, fighting planes, bombers, guns, cannons, and pro:ectiles. 45
alone turned out 13,&&& airplanes and one<fourth of all B.-. aircraft engines.
"ar<making resumed after the war, and postwar
e$pansion saw production soar. The cars of the Q+&s
were all<new, their styling capturing the pent<up
wartime desire for change. The decade of the Q+&s was
one of celebrations, sales records, anni!ersaries, and ingenious inno!ations
in styling and engineering. "adillac celebrated its +&th anni!ersary in 1=+2.
the following year in Hune, @uick built its *<millionth automobile. 45/s +&<
millionth automobile, a 1=++ "he!rolet @el Air, rolled off an assembly line
in Jo!ember 1=+(, and the "orporation celebrated its +&th anni!ersary in
1=+7 with a year<long 4olden 5ilestone celebration. "adillac built its two<
millionth car the same year << :ust eight years after reaching the one million
mark.
22
GM History. /061 /060
#n the early 1=*&s, 45 embarked on an unprecedented program to redesign
its entire lineup for better fuel economy. Geight and e$terior si6e would be
reduced. !ehicle interior room and comfort would be retained. Then<45
"hairman Thomas A. 5urphy called it Pthe most comprehensi!e, ambitious,
far<reaching, and costly program of its kind in the history of our industry.P
The first Pdownsi6edP cars were 45/s 1=**<model full<si6e autos <<
about a foot shorter and *&& pounds lighter than their predecessors. They
pro!ed an instant hit and were followed by redesigned 1=*7<model
intermediates, 1=*=<model personal lu$ury cars, 1=7&<model front<wheel
dri!e compacts, 1=71<model front<wheel dri!e subcompacts, 1=72<model
front wheel dri!e mid<si6e models, and the B.-. industry/s first compact
truck. 1=7+ saw the first front<wheel dri!e lu$ury cars roll off the production
line.
23
GM History. /071 /070
As the Q7&s began, 45 faced the challenges of moderni6ation.
;esponding to customer/s continuing demands for more fuel efficient
!ehicles at reasonable prices, the company launched an unprecedented D(&
billion, fi!e<year capital spending program to open the way for dramatic
technological progress throughout G!$!ra( Motors. #ncluded were new auto
assembly plants in 0rion Township, 5ichigan, Gent6!ille, 5issouri and
DetroitK)amtramck, 5ichigan, as well as a new Fort Gayne, #ndiana truck
assembly center.
#n addition, !irtually all of 45/s car lines were redesigned from body
and frame, rear wheel dri!e, to integral body, front<wheel dri!e designs in
order to reduce weight and impro!e fuel economy.
#n 1=71, G!$!ra( Motors Acceptance "orporation and Motors
#nsurance "orporation, the "orporation/s finance and insurance operations,
mo!ed their headuarters from Jew Eork to Detroit.
9ater that year, a ma:or realignment of 45/s worldwide truck and bus
operations occurred. As a result, the truck and bus group took on complete
responsibility for the design, engineering, manufacturing, sales and ser!ice
of all G!$!ra( Motors trucks, buses and !ans in Jorth America and
2(
throughout the world in an effort to impro!e efficiency and to enhance 45/s
competiti!e position.
#n 1=72, G!$!ra( Motors entered into :oint !entures with two
Hapanese companies. The "orporation purchased D2&& million of con!ertible
debentures from its Hapanese affiliate, #su6u Motors 9imited, to assist in
financing the de!elopment of a new subcompact !ehicle to be produced in
Hapan and sold worldwide. And, in Huly, 45 entered into an agreement with
Hapan/s Fu:itsu Fanuc 9imited to design, manufacture, and sell robotic
systems. 45F ;obotics "orporation. -hortly after its formation, the Troy,
5ichigan, based company took steps to design and build a new
manufacturing and headuarters facility in ;ochester )ills, 5ichigan.
A ma:or pro:ect in!ol!ing 45/s @uick 5otor Di!ision was
announced in Hanuary 1=73. This effort in!ol!ed a complete re!amping of
the car assembly operations in Flint to produce all<new front<wheel<dri!e
automobiles for the 1=7% model year. ;eferred to a P@uick "ity,P the
concept also in!ol!es supplier firms and ultimately created nearly +,&&& :obs
in the integrated comple$.
#n 1=7(, 45 restructured its entire Jorth American
Passenger "ar 0perations into two integrated car
groups functioning as self<continued business units.
The long<standing Fisher @ody and 45 Assembly Di!isions were melded
into the new groups. The two groups << "he!rolet<Pontiac<45 of "anada
>"<P<"? and @uick<0ldsmobile<"adillac >@<0<"? had complete
responsibility for engineering, manufacturing, assembly, and marketing for
their products. 45 "hairman ;oger @. -mith described the concept of self<
2+
contained business units as Pmaking the ma$imum use of e!ery resource,
including e!ery one of our people.P
A new frontier in the B.-. automobile industry was forged in February
1=7(, when 45 and Hapan/s Toyota 5otor "ompany formed a :oint !enture
to produce a new small car in Fremont, "alifornia, under the name of Jew
Bnited 5otor 5anufacturing, #ncorporated >JB55#?. The :oint effort put
its first automobile on the market Hune 13, 1=7+, with the introduction of the
"he!rolet Jo!a.
#n a merger completed 0ctober 17, 1=7(, the automaker acuired
Flectronic Data -ystems of Dallas, Te$as. 0perating as an independent
consolidated subsidiary, FD-, as a world leader in the computer ser!ices
industry, benefits 45 by more effecti!e control of computer ser!ices
throughout 45. #n addition to FD-, 45 acuired minority interests in
se!eral smaller, high<tech companies in the !ision robotics and artificial
intelligence fields. The goal' to further impro!e its technological capabilities
in these sophisticated fields.
#n 1=7+, 45 announced the addition of a new automoti!e operating
unit < -aturn < to its passenger car di!isions, thus adding a si$th nameplate to
45. -aturn "orporation is headuartered in Troy, 5ichigan. The cars are
produced in a highly integrated plant at -pring )ill, Tennessee, 3& miles
south of Jash!ille. -aturn uses start<to<finish inno!ation to produce a family
of subcompacts to compete with Hapanese imports while achie!ing an
unprecedented union<management partnership in the de!elopment and
manufacture of the -aturn pro:ect.
2%
#n mid<1=7+, 45 di!ersified and e$panded its knowledge in Qstate of
the art/ aerospace technology when it purchased )ughes Aircraft "ompany,
Fl -egundo, "alifornia, for D+ billion in cash and securities.
From a strategic standpoint, this acuisition accelerated the rate of
application of electronics into 45/s automoti!e products as well as pro!ided
45 with access to world class systems engineering resources. G!$!ra(
Motors "hairman ;oger @. -mith said the acuisition of )ughes, along
with FD-, ga!e 45 Pthe basic building blocks we need to go forward. To be
able to ha!e a lock on the intelligence and research that )ughes has to help
us with our future is :ust tremendous.P 45 combined its Delco Flectronics
Di!ision, A" -park Plug Di!ision/s instrument and display systems business
unit, and Delco -ystems 0perations with )ughes to operate independently
as a new subsidiary, 45 )ughes Flectronics "orporation >45)F?.
#n 1=7%, G!$!ra( Motors continued to lead industrial organi6ations
worldwide. During one of the automobile industry/s most competiti!e years
e!er, 45 achie!ed record sales and re!enues of D1&2.7 billion. 45 faced
many challenges in 1=7% and continued to do so into the 21st "entury as it
confronted the challenges of foreign competition and a global economy.
To accomplish this, 45 took a tough stand on cost reduction. The
year 1=7% saw plant closings, significant reduction of salaried employees
worldwide, the phasing out of noncompetiti!e or obsolete component
manufacturing operations, and the o!erall reduction of operating e$penses.
These cost<reduction efforts, in con:unction with the opening of si$ new
plants in fi!e years and tremendous in!estments in retooling and
moderni6ing 12 other facilities, were designed to enhance stockholder !alue
2*
and make G!$!ra( Motors a high<uality, cost<competiti!e company ready
for the challenges of the 21st "entury.
The results of 45/s efforts began to payoff in 1=7*. 45 introduced
the "he!rolet "orisca and @eretta, the Pontiac @onne!ille, the ultra lu$ury
"adillac Allante the 45"K"he!y full<si6e pickup trucks, and 0ldsmobile
began production of the 8uad ( engine at the Delta Township Plant. The
company also offered a new si$<year, %&,&&&<mile powertrain warranty, with
si$ year, 1&&,&&&<mile corrosion protection, showing 45/s commitment to
produce high uality cars and trucks.
#n 1=7*, G!$!ra( Motors earned net income of D3.% billion on sales
and re!enues of D1&1.7 billion. During the same year, 45/s net income
record reflected earnings at each of its three subsidiaries << G!$!ra( Motors
Acceptance "orporation >45A"?, Flectronic Data -ystems >FD-? and 45
)ughes Flectronics >45)F?.
Also in 1=7*, 45/s -unraycer, a solar powered car designed and built
by !arious units of 45 won the inaugural transcontinental Gorld -olar
"hallenge race in Australia, outdistancing its nearest competitor by more
than %&& miles. The flawless performance o!er the si$<day trek was further
e!idence of 45/s ability to respond to the changing world of the automobile
industry.
45/s commitment to uality was !ery e!ident in 1=7*. 45
e$ecuti!es and BAG leaders formed the 8uality Jetwork, a :oint effort for
strategic de!elopment of high uality, customer !alued products. Also, 45
established the Targets for F$cellence program. This new supplier
27
de!elopmentKassessment program was formed to ensure continuous
impro!ement for its suppliers. #ts aim was to e!aluate and assist suppliers in
fi!e key areas' uality, costs, deli!ery, management and technology.
#n 0ctober 1=7*, G!$!ra( Motors "orporation and the Bnited
Automobile Gorkers >BAG? signed a historic three<year labor agreement
that underscored a new spirit of teamwork and human partnership between
management and labor. The agreement, reached without a work stoppage or
strike deadline, featured unprecedented :ob security pro!isions and the
establishment of :oint study committees at 45 plants around the country.
The on<going focus of these local :oint committees is to re!iew operational
competiti!eness and to find ways to impro!e uality and efficiency and
thereby attract new work.
45 began 1=77 with the largest single showing of 45 technology in
8istory at the PTeamwork and Technology' For Today and TomorrowP
e$hibit at the Galdorf<Astoria )otel in Jew Eork "ity. The show ser!ed as a
report to the nation on how 45 was multiplying the power of its people and
technology to continue into the 21st "entury as the number one producer of
cars and trucks in the world.
Also in 1=77, 45 introduced its newly redesigned mid<si6e cars, the
@uick ;egal, 0ldsmobile "utlass -upreme, and the Pontiac 4rand Pri$.
45 earned record net income of D(.= billion in 1=77 on sales and
re!enues of D11&.2 billion.
2=
0n February %, 1=7=, G!$!ra( Motors @oard of Directors declared a
two<for<one stock split on 45/s D1<2K3 par !alue common stock, the first
time the common stock split since 1=++.
#n the face of a si$ percent decline in auto industry sales !olumes in
the B.-., G!$!ra( Motors/ sales and re!enues in 1=7= increased to a record
D12%.= billion and earnings were the third highest in 45/s 71<year 8istory
despite a difficult sales en!ironment.
Also in 1=7=, 45 introduced the "he!rolet 9umina, the "or!ette R;<
1 featuring a 32<!alue D0)" all<aluminum eight<cylinder engine and si$<
speed manual transmission, and the 4eo -torm and Pri6m. 45 also un!eiled
the highly styled, all<purpose Pontiac Trans -port and the 0ldsmobile
-ilhouette featuring the largest plastic panels e!er put on any !ehicle.
0n the global front, 45 purchased +& percent of -aab Automobile
A@ of -weden to de!elop, manufacture and market -aab passenger cars
worldwide.
During the Fighties, G!$!ra( Motors implemented more change<<
with new plants, new technology, new products, a new commitment to cost
efficiency, and a new commitment to its people<<than in all of the pre!ious
se!en decades of the "orporation/s 8istory.
GM History. /001 /005
3&
As 45 mo!ed into the Jineties, it was apparent that economic
uncertainties, competiti!e pressures, intense global competition, stringent
fuel economy standards, tougher emissions standards, and a pace of change
more challenging than e!er would affect all automobile manufacturers.
#n 1==&, FD- had record re!enues and profits, 45 )ughes
Flectronics had record re!enues and 45A" posted its second best earnings
e!er. )owe!er, e!en with these and many other accomplishments, the
"orporation recorded an o!erall loss for 1==&. Gorld e!ents had a negati!e
impact on the automoti!e markets. "onflict in the 5iddle Fast, the plunge in
consumer confidence, and a B.-. recession all played ma:or roles in
increasing the pressure on !irtually e!ery aspect of 45/s business.
#t became essential that 45 impro!e performance, reduce costs and
make 45 known as a company that cares most for its customers. To combat
these forces, 45 changed its approach to design and manufacturing to
eliminate waste and began seeking new ways to bring products to the market
faster. 4lobal competition became the name of the game.
#n 1==&, the #mpact, an electric car prototype designed from the
ground<up for efficiency and high performance was introduced. -aturn
"orporation, also, introduced its all<new high<uality, high<!alue, fuel<
efficient cars to the public to compete against the imports in the small car
market. 45 formed a single, powertrain focused organi6ation, the 45
Powertrain Di!ision, made up of the 45 Fngine Di!ision and )ydra<matic
Di!ision to impro!e customer satisfaction of powertrain systems. 45 and
Aolga Auto Gorks >AAR?, the leading !ehicle manufacturer in the -o!iet
Bnion signed agreements enabling 45 to become the first American<based
31
auto manufacturer to establish a working relationship with the -o!iet auto
industry. 45 also announced it would build the P45 Pulsat JetworkP a
dealer satellite communications network to strengthen sales and ser!ice
effecti!eness of 45 dealers and better ser!e 45 customers.
#n 1==1, the American automoti!e industry sustained losses
unparalleled in its history. The challenges facing 45 were particularly acute
in the primary Jorth American automoti!e market. 45 accelerated
fundamental changes in the way 45 did business. Plants were idled
throughout Jorth American 0perations, the salaried and hourly work force
was reduced through attrition and retirements, e$ecuti!e compensation was
reduced and many non<core assets were sold.
)owe!er, 45 still introduced more new products in 1==1 than any
other automaker in the world had introduced in a 12<month period >nine
cars, si$ trucks and fi!e engines.? "ustomer satisfaction became an o!er<
riding concern. The 2(<hour ;oadside Assistance program was carried by
e!ery di!ision of 45, @umper<to<@umper Plus Garranty co!ered e!ery part
of e!ery 45 car or light truck for three years or 3%,&&& miles, without a
deductible, and 45A"/s -mart 9ease program was introduced to offer
customers the option of leasing the 45 !ehicle of their choice with typically
lower monthly payments.
The year of 1==2 was known as the year of management changes at
4eneral 5otors. 45 launched a ma:or reorgani6ation to streamline its
business practices and downsi6e its Jorth American 0perations >JA0?.
These changes were essential to 45/s !ision of total customer satisfaction
and the restoration of profitability. 45/s new structure led to more fle$ible
32
decision<making processes, more efficient utili6ation of technical and capital
resources, and increased management accountability for performance to
produce high<!alue, high<uality products and ser!ices.
The fi!e business sectors became JA0 Automoti!e, #nternational
Automoti!e, FinanceK#nsurance, FD-, and 45)F << each with its own
-trategy @oard to push decision making down in the organi6ation. The
"he!rolet<Pontiac<45 of "anada >"<P<"? and @uick<0ldsmobile<"adillac
>@<0<"? 4roups were eliminated and indi!idual nameplates were restored.
The 45 Technical "enter consolidated fi!e staffs into three becoming the
JA0 Technical "enter. 45 formed a centrali6ed Aehicle 9aunch "enter
>A9"? with concentration on engineering and technical resources. Fngineers
from the car and truck di!isions were :oined by engineers from the
Fngineering "enter and the 5anufacturing "enter to work as a team to
strategically plan and e$ecute new products. All component groups were
consolidated into the 45 Automoti!e "omponents 4roup Gorldwide
>A"4G? becoming the largest supplier in the industry. #ts focus became
global. those component businesses that did not ha!e growth or profit
potential were closed or sold.
;esponding to the competiti!e realities of the marketplace, 45 took
the necessary actions of rightsi6ing the "orporation for long<term health.
The ob:ecti!e for e!ery portion of the restructuring was to minimi6e
disruption, eliminate redundancies, focus on !alue<added acti!ity, and
impro!e the o!erall responsi!eness of the organi6ation while still pro!iding
an effecti!e safety net for displaced employees. A !ariety of approaches
were used to pare down the si6e of the work force. -ignificant reductions
were made in both the salaried and hourly work forces. -alaried employees
33
declined from =1,&&& to 72,&&& in 1==2 with a goal of *1,&&& by 1==(.
)ourly employees declined from 2*(,&&& to 2*2,&&& by 1==2. Also, the
"entral office staff was reduced from about 13,+&& to about 2,3&& with
many of the functions transferring to operating units.
#n successful effort to regain lost market share, 45 also launched the
45 "ard 5aster"ard allowing users to build up annual credits of +
percent or more on each item charged toward the future purchase or lease of
a new 45 !ehicle.
Difficulties faced in the past few years were in a sense the o!erdue
wake<up call for 4eneral 5otors. 45/s success had made it easy to ignore
the significance of change and the signs of potential future problems, as the
corporation/s legendary leader, Alfred -loan, warned it could happen when
he published his memoirs in 1=%3. The lesson is that for unri!aled leaders,
success itself breeds the roots of complacency, myopia and ultimately,
decline. That/s a generali6ed scenario, but leaders in all kinds of industries
and businesses had the same harsh wake<up call in recent years.
1==3 was a watershed year in 45/s dri!e to return to profitability and
reassert industry leadership. ;eflecting a ma:or impro!ement in Jorth
American 0perations >JA0? as well as strong earnings from #nternational
Automoti!e 0perations, 45)F, FD- and 45A", the corporation earned a
total of D2.+ billion representing an D11.1 billion turnaround in JA0 from
1==1' a dramatic and gratifying turnaround after three straight years of
staggering losses.
3(
The most urgent challenge was to re!erse the financial losses from the
Jorth American 0perations. The ob:ecti!e for 1==3 was for JA0 to break
e!en. The JA0 team e$ceeded that ob:ecti!e, achie!ing a net income of
D(2* million in the fourth uarter of 1==3. The new target was to make
JA0 profitable on a net income basis in 1==(.
#ntensified efforts in the areas of' customer focuses product uality,
global sourcing and ad!ance purchasing. lean manufacturing.
commoni6ation of processes, systems, and parts. and integration of global
resources yielded results in 1==3.
JA0 achie!ements included B.-. deli!eries of more than (.* million
cars and trucks << almost si$ percent o!er the 1==2 calendar year and more
than one million units ahead of 45/s closest competitor. 1==3 was the best
year for 45" Truck with sales surpassing the (&&,&&& mark for the first
time. -aturn/s sales e$ceeded 22+,&&& units for the first time. "adillac
continued its leadership of the lu$ury market for the (+th year with 1==3
calendar<year sales again e$ceeding 2&&,&&& units. Automoti!e "omponents
4roups >A"4? established manufacturing operations, customer ser!ice
offices or :oint !entures in "hina, Hapan, Furope and Australia. And, 45
and Toyota signed an unprecedented supply and sales agreement to sell 45
cars as Toyotas in Hapan. 45 will build right<hand dri!e "he!rolet "a!aliers
in the B.-. Toyota will purchase these models from 45 and sell them in
Hapan.
At the same time, 45 made significant progress in closing the uality
gap with the best of the competition. The gap between 45 and the best<in<
3+
class competition has been cut to less than &.( problems<per<car and less
than &.+ problems<per<truck.
#n 1==(, 45 recorded all<time record net income of D(.= billion, and
all of 45Os business sectors reported strong sales and earnings. #ts success
was spread across all its business sectors and geographical operations. Jorth
American 0perations were profitable, and 45 Furope was that regionOs
most profitable !olume auto manufacturer.
FD- and )ughes Flectronics also reported record earnings in 1==(
and strengthened their positions in fast<mo!ing technologies of information
management and telecommunications. )ughesO launch of D#;F"TA was the
most successful new product introduction in consumer electronics history.
Automoti!e "omponent 4roup Gorldwide >A"4G? >now Delphi
Automoti!e -ystems?, became a separate business sector of the "orporation
in 1==(. Gith sales of o!er D2% billion, and 1=& operations and 1* technical
centers in 31 countries, it is the worldOs largest automoti!e systems
manufacturer. 4rowing rapidly, in the O=&s, it has established manufacturing
operations, customer ser!ice offices and :oint !entures in "hina, Hapan,
Furope and Australia. #t is now a supplier to !irtually all the worldOs
automobile manufacturers, as well as a strategic partner to 45Os !ehicle
operations.
#n 1==(, e!olutionary steps were taken to enhance JA0Os ability to
deli!er segment<defining !ehicles, implement lean, common operating and
business systems, and continue progress in global intergration. The three
JA0 passenger car platforms and -aturn were combined under two groups.
3%
The new passenger car organi6ations became the -mall "ar 4roup made up
of -aturn "orporation and the 9ansing Automoti!e Di!ision, and the
5idsi6e and 9u$ury "ar 4roup, composed of the 5idsi6e "ar Di!ision and
"adillac 9u$ury "ar Di!ision.
#n 1==+, 4eneral 5otors continued emphasis on uality leadership,
common processes and systems, le!eraging its global resources, achie!ing
competiti!eness in cost, and introducing targeted products for specific
customer groups continued to pay off. 45 reported record calendar<year
results demonstrating the solid progress it made toward achie!ing its goal of
consistent industry<leading financial results, e!en though the o!erall
worldwide industry was slightly weaker in 1==+ than during the pre!ious
year. "onsolidated net income for the year was a record D%.= billion
compared with D(.= billion in 1==(. -ales and re!enues for the 1==+
calendar year totaled D1%7.7 billion << a =.& percent increase from 1==(,
when re!enues totaled D1++.& billion. 4eneral 5otors dealers deli!ered a
total of 7.3 million units, maintaining 45Os position as the number<one
!ehicle producer worldwide for more than %& consecuti!e years.
#n 1==%, 4eneral 5otors began the year announcing
that it would be the first automaker in modern times to
market specifically designed electric !ehicles to the
public when its new FA1 passenger car is scheduled to
go on sale later in the year. 4eneral 5otors also announced plans to market
an electric pick<up truck << the "he!rolet -<1& << nationwide in 1==* for use
in commercial fleets.
3*
As computer technology begin to re!olutioni6e marketing and
ad!ertising, 4eneral 5otors began an aggressi!e initiati!e to become Jo. 1
in marketing cars and trucks on the #nternet. 45 un!eiled gm.com on the
Gorld Gide Geb with a host of the latest Geb technologies that pro!ided an
engaging o!er!iew and seamless route to di!isional car and truck production
line information as well as other ser!ices offered by 45 subsidiaries. 45
pro!ided o!er 1%,&&& pages of information with =7,&&&<plus links to the
world. "onsumer response to the 45 Geb site was so popular and
o!erwhelming when it went on<line that the first day 45 had to increase its
capacity by more than eight times its initial capability.
9ooking to the future, 45 is in transition from a base of multinational
and regional operations to consolidated global strategies. Planning is
underway to coordinate many of the Jorth American and #nternational
!ehicle platforms, the common structural systems which are the basis of its
cars and trucks.
Gith common engineering and manufacturing systems and common
components, 45 will be able to offer a greater !ariety of !ehicles tailored to
needs and tastes of customers in the !arious worldwide markets and build
them with lower costs.
As Hohn F. -mith, Hr., 45 chief e$ecuti!e officer and president stated,
P45 is changing its ways and will continue changing.P
37

Ori3i$ of t8! or3a$isatio$
4eneral 5otors is the 1 company in the world today, and one of the
largest manufactures of Automobiles. #t has se!eral di!isions and brands,
which ha!e car!ed a niche for them in the automobile industry.
4eneral 5otors started building !ehicles in 1=27. 4eneral 5otors is
the :oint !enture between 4eneral 5otors "orporations and the 4SL @irla
group of companies. #t has manufacturing plant at )alol in 4u:arat.
4limpses Frontline Automobiles is an authori6ed dealer of 4eneral
5otors in 5angalore. #t was started in 0ctober 1==7. 4eneral 5otors felt
the need to make a name first, and thereby make the product aware, and later
to e$pand their sales. They bought in their !aluable ser!ices in coastal
Larnataka, so therefore appointed 5ohammed Hafer as an authori6ed dealer,
who has been in the automobile field since the past 1% years. 5r. Ha!ed
3=
5isbah, the 5anaging Partner has been conferred with the Award QThe @est
-er!ice for 0pel "ars in #ndia for the year 2&&2/.
The area co!ered by the Frontline Automobiles is +&cents that co!er
the sales as well as the ser!ice department. The Frontline Automobile is
located in J.).1* Lulur 5angalore<+*+&13.
Their first product to be sold out in the market is the 0pel Astra and
has been going strong e!er since the firm/s inception. 0pel being 4erman
are known world o!er for their uality, performance, efficiency and
reliability. This was able to meet the reuirements of today/s people.
#n 2&&&, 0pel "orsa &3 made its debut in the market, which relati!ely
is the mid<si6ed sedan than the Astra, but does not sacrifice any of its
performance and !alue.
The new 0pel Aectra was launched in 5angalore on February 2&&3.
0pel Aectra which has elegance, grace, comfort, style and safety. #t is
included in the large and premium !ehicle segment. There are o!er 3&&&
changes built into the new 0pel Aectra.
The sail was launched in the month of Hune 2&&3 and "he!rolet 0ptra
has been launched in August 2&&3. The new "he!rolet Ta!era has been
launched in Hune 2&&(.
-elling is one of the most important and different function of
marketing. #t in!ol!es finding out the customer and transferring the goods to
him for !alue. #t creates demand for the products. #t is through selling that a
business enterprise achie!es its ob:ecti!es and the customers obtain the
(&
goods for the satisfaction of their needs. -ales are like the blood of business,
the selling is the heart of undertaking, selling in!ol!es soliciting customers
and negotiating terms and conditions for sale and transfer of title. Different
types of publicity media and de!ices for attracting customers are used for
increasing sales. #t also includes products planning and de!elopment.
Or3a$isatio$ Str#)t#r!
0rganisation -tructure gi!es concrete shape to the organisation. The
structure specifies di!ision of work acti!ities and shows how different
functions or acti!ities are linked. #t also indicates the organisation/s
hierarchy and authority structure and shows its reporting relationships. #t
pro!ides the stability and continuity that allow the organisation to pur!iew
the comings and going of indi!iduals to co<ordinate its dealing with the
en!ironment.
Peter Drucker an eminent management e$pert has suggested 3 ways of
determining the organisation structure for e!ery business.
A)ti*ity A$a(ysis
1. Acti!ity analysis relates to !arious functional aspects of work life
a. Jature of work
b. Distribution of work
c. 8uantum of work
d. -tress implication of indi!idual
e. Fliminate result orientation in the organi6ation
(1
2. Decision Analysis
Determine what kind of decision is made and where in the
organisation they should be made and each manager should be
in!ol!ed in them. #n!estment of the manager within the frame work of
the organisation.
3. ;elation Analysis
;elation Analysis in!ol!es ending the contribution each
manager must take to programmes within whom he works or what
contributions other manager must make to him.
-o organisation structure defines the way in which authority is
delegated which can minimi6e friction and make the people to work
on ob:ecti!e.
(2
(3
5anaging Partner
4eneral 5anager
-ales 5anager -er!ice 5anager Accounts 5anager
Assistant sales 5anager
Team 9eader
-ales F$ecuti!e
Field -ales e$ecuti!e
Front 0ffice -ales F$ecuti!e
"lerk, 0ther Administration
"ustomer "are 5anager
Floor #n charge
>Hob "ontroller?
-pare 5anager
-er!ice ad!isor
"ustomer care F$ecuti!e
-pares #n charge Team 9eader Final #nspector
5ain Technician
)elpers
Gashing in "harge
)elpers
ORGANISATION CHART
((
Chevrolet Tavera
A Pleasure for your senses, it reflects refinement in e!ery
corner. A perfect combination of endurance and performance, what
sets it a class apart is its looks. From the glossy, champagne metallic
finish to its classy beige interiors and comfortable captain seats, e!ery
little detail !ies for your attention. #f you are the one who en:oys the
fines things in life go ahead, the lu$urious feel of the Ta!era.
Features
@eige interiors that spell class
"omfortable captain seats
5ore spacious
@est in class mileage
Fasy maintenance
(+
-uperior performance
T8! N!9 C8!*ro(!t Ca"ti*a
The ;e!olutionary new "he!rolet "apti!a
The Je$t 4eneration Aariable geometry turbo commonrail
Direct #n:ection >A"Di? Diesel engine.
;efined and comfortable interiors.
#nno!ati!e +T2 fle$i seating configuration.
;e!olutionary automatic le!el ride control.
(%
C8!*ro(!t S"ar:
Ali!e to your e!ery touch
to your need for e$citement at e!ery turn
to the reality that when it comes to fuel, money no longer
makes the world go around
to your desire for a car that/s super<affordable and super fun
to your need for no :ust speed, but stunning style too
The car people lo!e dri!e in o!er 1&& countries
ITS THE CHEVROLET SPARK
F!at#r!s
-eamless 5ono!olume Design
"entral "ockpit control system
Je$t<4en -mart<tec Fngine
Bnmatched Fuel Ffficiency
-uper -mooth -uspension
(*
U<Pro -afety -ystem
0ptima$ "abin
C8!*ro(!t O"tra Ma3$#+

The new 0ptra 5agnum is built to satisfy one single desire<
Power. This doesn/t :ust make the dri!e more e$citing, but also
makes you want to hit the road e!ery time you need that surge
adrenaline. Gith a host of stylish new features, a ne$t generation
Turbo "harged "ommonrail Direct #n:ection >T"Di?
Diesel engine and great new looks, it has e!erything that is needed
to set the road on fire.
Features
T)F )FA;T 0F P0GF;<The ne$t 4eneration T"Di
Diesel engine
T)F P0GF; T0 T)F TB;J )FAD-< Jew Furopean
-tyling
(7
T)F P0GF; 0J T)F #J-#DF< Dual tone walnut finish
leather interiors
T)F P0GF; 0F "05F0;T< Power packed interiors
T)F P0GF; 0F -AFFTE< U<Pro safety -ystem
Chevrolet Aveo
The second generation of the A!eo is what we get in #ndia. The
T2+& sold in #ndia was a global replacement for the T2&& and was
introduced in 2&&%. 0ffered with two engine options, the 1.(9 motor
churns out =(P- of power while the 1.%9 deli!ers 1&2P-. 45 hopes
were sky high with the launch of this machine and theyOd e$pected to
sell the A!eo in good numbers. #t surely started with a bang but the
effect faded away soon after. 0ffers a!erage performance though.
(=
9o!ely ride, nice interiors, handsome e$terior lines this is a capable
car that deser!es to sell better.
+&
C#sto+!r Satisfa)tio$
"ustomer is defined as anyone who recei!es that which is
produced by the indi!idual or organi6ation that has !alue. "ustomer
e$pectations are continuously increasing. @rand loyalty is a thing of
the past. "ustomers seek out products and producers that are best able
to satisfy their reuirements. A product does not need to be rated
highest by customers on all dimensions, only on those they think are
important.
"ustomer satisfaction, a business term, is a measure of how
products and ser!ices supplied by a company meet or surpass
customer e$pectation. #t is seen as a key performance indicator within
business and is part of the four perspecti!es of a @alanced -corecard.
#n a competiti!e marketplace where businesses compete for
customers, customer satisfaction is seen as a key differentiator and
increasingly has become a key element of business strategy.
Ghether the buyer is satisfied after purchase depends on the
others performance in relation to the buyer e$pectations. #n general,
satisfaction is a person feeling of pleasure or disappointment resulting
from comparing a product percei!ed performance in relation to his or
her e$pectations, the customer is dissatisfied. #f the performance
matches the e$pectations, the customer is satisfied. #f the performance
e$ceeds e$pectations, the customer is highly satisfied or delighted.
+1
Data A$a(ysis a$% I$t!r"r!tatio$
+2
Data A$a(ysis
The analysis is based on the sur!ey conducted in Frontline
Automobiles who is dealer of "he!rolet "ars in 5angalore. The
sur!ey is done through supplying uestionnaires and asking uestions
among the customers of Frontline Automobiles. The uestionnaire
was gi!en to people whom # identified as the customers of Frontline
Automobiles whene!er # came across them. The total strength of
customers who were taken for the analysis is +& in number. Thus,
based on the answers gi!en by the respondents the analysis and its
interpretations are gi!en in the following pages.
+3
Ta-(! /; G!$%!r of R!s"o$%!$ts
As per the sur!ey conducted 7&, of the respondents are male and
remaining 2&, of them are female.
+(
GENDER NO OF
RESPONDENTS
< OF
RESPONDENTS
5ale (& 7&,
Female 1& 2&,
Total +& 1&&,
Ta-(! 2; A3! Gro#" of R!s"o$%!$ts
AGE NO OF
RESPONDENTS
< OF
RESPONDENTS
17Ers<2+Ers 1* 3(,
2+Ers<3+Ers 1% 32,
3+Ers<(&Ers * 1(,
(&Ers I abo!e 1& 2&,
Total +& 1&&,
According the sur!ey ma:ority is 3(, of the respondents are 17yrs to
2+ years age and 32, of them are 2+<3+yrs, 1(, of them are 3+<(&
years and 2&, of them are abo!e (& years.
Ta-(!=; Prof!ssio$ of R!s"o$%!$ts
++
PROFESSION NO OF
RESPONDENTS
< OF
RESPONDENTS
@usiness 1+ 3&,
-er!ice 1& 2&,
-elf Fmployed 12 2(,
0thers>students
etc?
13 2%,
Total +& 1&&,
-ur!ey has re!ealed that 3&, of the respondents are business people
2%, of the respondents are other category people. 2(, of the
respondents are self employed and 2&, of the respondents are
ser!iced people.
Ta-(! 4; I$)o+! of R!s"o$%!$ts
+%
INCOME NO OF
RESPONDENTS
< OF
RESPONDENTS
@elow ;s.1&&&& < <
;s.1&&&&<;s.1+&&& * 1(,
;s.1+&&&<;s.2&&&& = 17,
;s.2&&&&<;s.2+&&& 1+ 3&,
;s.2+&&& I abo!e 1= 37,
Total +& 1&&,
As per the sur!ey 37, of the respondents are of the income le!el
abo!e ;s.2+,&&&. 3&, of the respondents are of income le!el from
;s.2&,&&& to 2+,&&&, 17, are of income le!el ;s.1+,&&&<2&,&&&. 1(,
are of income le!el ;s.1&,&&&<1+,&&& none of the respondents are
below ;s.1&,&&&K<.
+*
Ta-(! >; Ty"! of C8!*ro(!t Cars o9$!% -y R!s"o$%!$ts
TYPE OF CAR NO OF
RESPONDENTS
< OF
RESPONDENTS
-park 1+ 3&,
0ptra<5agnum 7 1%,
Ta!era 1% 32,
"apti!a % 12,
A!eo + 1&,
Total +& 1&&,
According to the sur!ey 32, of the respondents own Ta!era 3&, of
the respondents own spark, 1%, of the respondents own optra
5agnum 12, of the respondents own capti!e and only 1&, of the
respondents own a!eo.
Ta-(! 5; S"a$ of #si$3 C8!*ro(!t )ar
+7
SPAN NO OF
RESPONDENTS
< OF
RESPONDENTS
@elow 1 year 17 3%,
1 year<+years 3& %&,
Abo!e + years 2 (,
Total +& 1&&,
As per the sur!ey %&, of the respondents own the car from 1year to +
year, 3%, of the respondents from below 1 year and (, of the
respondents from abo!e + year.
Ta-(! 6; P#r"os! of #si$3 t8! )ar
+=
PURPOSE NO OF
RESPONDENTS
< OF
RESPONDENTS
@usinessKProfession = 17,
Personal 3& %&,
@oth 11 22,
Total +& 1&&,

As per sur!ey +&, of the respondents use the car for personal use,
22, of the respondents use the car for both personal and business,
17, of them use for business purpose.
Ta-(! 7; Fa)tors Pro+ot!% to 3o for C8!*ro(!t Cars
%&
FACTOR NO OF
RESPONDENTS
< OF
RESPONDENTS
#nternational @rand
Jame 17 3%,
Price 12 2(,
8uality 1% 32,
PrestigeK0wner
-tatus
( 7,
Total +& 1&&,
The sur!ey has re!ealed that 3%, of the respondents ha!e purchased
the car because of the brand name. 32, of them because of the
uality, 2(, of them because of the price factor and 7, are because
of prestigeKowners status.
%1
Ta-(! 0; Mo%!s of P#r)8as!
MODE NO OF
RESPONDENTS
< OF
RESPONDENTS
"ash 22 ((,
@ank 9oan 1* 3(,
"ar Finance * 1(,
0thers ( 7,
Total +& 1&&,
According to the sur!ey ((, of the respondents purchased the car
through cash, 3(, of the respondents through bank loan, 1(, of
respondents through car finance, and 7, of them through other
sources like personal loan etc.,
Ta-(! /1; O"i$io$ a-o#t Pri)! Ra$3! of C8!*ro(!t Cars
%2
PRICE RANGE NO OF
RESPONDENTS
< OF
RESPONDENTS
)igh 1% 32,
Aalue for money 3& %&,
9ow ( 7,
Total +& 1&&,
The sur!ey has re!ealed the %&, of the respondents say that the price
range of "he!rolet cars is !alue for money, 32, say that the prices are
high and 7, say that the prices are low.
Ta-(! //; A*!ra3! 'i(o+!t!r tra*!(!% "!r %ay
%3
AVERAGE
'ILOMETER
NO OE
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
@elow 1+ Lm + 1&,
1+Lm<2+Lm 2+ +&,
2+Lm<3+Lm + 1&,
3+LmIabo!e 1+ 3&,
Total +& 1&&,
As per the sur!ey +&, of the respondents tra!el from 1+ to 2+km.,
3&, of the respondents tra!el form abo!e 3+km, 1&, of the
respondents tra!el below 1+km., and 1&, of them tra!el from 2+<
3+km.
Ta-(! /2; Rati$3 of s!r*i)! ?r!"airs @ +ai$t!$a$)!A
fa)i(iti!s off!r!% -y Fro$t(i$! A#to+o-i(!s
%(
RATINGS NO OF
RESPONDENTS
< OF
RESPONDENTS
F$cellent 1& 2&,
Aery 4ood 12 2(,
4ood 2& (&,
A!erage 2 (,
Poor % 12,
Total +& 1&&,
According to the sur!ey (&, of the customer say that the ser!ice
facilities offered by frontline automobiles is good, 2&, of respondents
say it is e$cellent, 2&, says that it is poor, 7, says that it is !ery
good, and 2, of the respondents say it is a!erage.
Ta-(! /=; Satisfa)tio$ of r!s"o$%!$ts a-o#t t8!
a*ai(a-i(ity of -asi) a+!$iti!s at s8o9 roo+ @ 9or:s8o"
%+
NO OF
RESPONDENTS
< OF
RESPONDENTS
)ighly -atisfied 1% 32,
-atisfied 2% +2,
Bnsatisfied % 12,
)ighly Bnsatisfied 2 (,
Total +& 1&&,
According to the sur!ey +2, of the respondents are satisfied with the
a!ailability of basic amenities at showroom and workshop, 32, are
highly satisfied, 12, are unsatisfied and only 2, of the respondents
are highly unsatisfied.
%%
Ta-(! /5; Rati$3s of a-i(ity of t8! sa(!s !B!)#ti*! to
a$s9!r to t8! r!s"o$%!$tCs &#!stio$
NO OF
RESPONDENTS
< OF
RESPONDENTS
F$cellent 7 1%,
4ood 2& (&,
A!erage 1& 2&,
-atisfactory * 1(,
Jot 4ood + 1&,
Total +& 1&&,
As per the sur!ey (&, of the respondents say that the ability of sales
e$ecuti!e to answer the uestion is e$cellent, 2&, say it is a!erage,
1%, says that it is e$cellent, 1(, says satisfactory and 1&, says it is
not good.
%*
Ta-(! />;
EDCELLENT GOOD FAIR POOR TOTAL
a?"ustomer care 1+ 32 3 < +&
b?Promptness in
free #nspection = 27 11 2 +&
c?Periodic
5aintenance
ser!ice
= 32 7 1 +&
d?A!ailability of
space 13 2( 1& 3 +&
e?"ourtesy of the
staff 7 3+ * < +&
f?Promptness in
deli!ery of the
!ehicle
11 32 ( 3 +&
g?;esponse to
your complaint 7 27 1& ( +&
%7
Ta-(! /5; O"i$io$ of r!s"o$%!$ts a-o#t t8! *!8i)(! "ost
s!r*i)i$3
NO OF
RESPONDENTS
< OF
RESONDENTS
-atisfied all needs 2( (7,
"lean I good
appearance 17 3%,
As before 2 (,
Bnnecessary
replacement of -pare
parts
% 12,
Total +& 1&&,
As per the sur!ey (7, of the respondents say that their needs are
satisfied with respect to he !ehicle post ser!icing, 3%, of the
respondents say that the !ehicles ha!e clean and good appearance post
ser!icing, 12, say that there is unnecessary replacement of spare
parts and 2, says that !ehicles are as before e!en after ser!icing.
Ta-(! /6; Satisfa)tio$ of R!s"o$%!$ts 9it8 aft!r sa(!s
s!r*i)! "ro*i%!% -y Fro$t(i$!
%=
NO OF
RESPONDENTS
< OF
RESPONDENTS
Ees (& 7&,
Jo 1& 2&,
Total +& 1&&,
As per the sur!ey 7&, of the respondents are satisfied with after sales
ser!ices pro!ided by frontline automobiles and 2&, of the
respondents are not satisfied with after sales ser!ices.
Ta-(! /7; O*!ra(( satisfa)tio$ of t8! "ro%#)t
*&
NO OF
RESPONDENTS
< OF
RESPONDENTS
)ighly -atisfied 1+ 3&,
-atisfied 2+ +&,
Bnsatisfied 1& 2&,
)ighly unsatisfied < <
Total +& 1&&,
As per the sur!ey +&, of the respondents are satisfied with the
product, 3&, of the respondents are highly satisfied and 2&, of the
respondents are unsatisfied.
Ta-(! /0; O"i$io$ of R!s"o$%!$ts a-o#t saf!ty of
C8!*ro(!t )ars o$ I$%ia$ roa%s
*1
NO OF
RESPONDENTS
< OF
RESPONDENTS
-trongly Agree 1& 2&,
Agree 2+ +&,
A!erage * 1(,
Disagree 2 (,
-trongly Disagree 3 %,
Total +& 1&&,
The sur!ey as re!ealed +&, of the respondents agree that the
"he!rolet cars are safest on #ndian roads, 2&, of the respondents
strongly agreed, 1%, of the respondents ha!e a!erage opinion, 7, of
them disagree and 3, of them strongly disagree that the "he!rolet
cars are safest on #ndian roads.
Ta-(! 21; Ra$:i$3 of C8!*ro(!t )ar
*2
EDCELLENT GOOD FAIR POOR TOTAL
Features 1+ 2& 1& + +&
Price 1+ 2+ % ( +&
"omfort 2& 1+ 1& + +&
-tyle 1+ 2+ + + +&
Ffficiency 1+ 3& 3 2 +&
-er!icing + 2+ 1+ + +&
*3
Ta-(! 2/;
NO OF
RESPONDENTS
< OF
RESPONDENTS
-ure 3+ *&,
Jot -ure 12 2(,
Jot at all -ure 3 %,
Total +& 1&&,
As per the sur!ey %&, of the respondents are sure of recommending
to the cars to other people, 1%, are not sure and (, are not at all sure
of recommending the cars to other people.
*(
Fi$%i$3s
The sur!ey has re!ealed that ma:ority of respondents are
satisfied with after sales ser!ices pro!ided by frontline
automobiles.
@y the sur!ey it is understood that ma:ority of the respondents
purchased "he!rolet cars because of international brand name.
As per the sur!ey both frontline and "he!rolet cars ha!e good
brand image in the minds of respondents.
#t is understood by the sur!ey that the ma:ority of respondents
are almost satisfied with the ser!ice >;epairs and 5aintenance?
Facilities offered by frontline automobiles.
#t is found that ma:ority of the respondents are satisfied with the
a!ailability of basic amenities at showroom and work shop
*+
S#33!stio$s
#t should be considered that the fuel efficiency of "he!rolet cars
should be impro!ed considerably to match other competitors.
#t should also be considered that the price range should be
reduced in order to keep in par with the competitor/s price
range.
#t is also suggested that more colour and interior features should
be introduced in order to gi!e the image of the car a boost.
#t is suggested that cost of spare parts should be reduced in
order to bring the maintenance cost lower.
They should introduce new and better model products in the
market ahead of the competitors.
#t is suggested that attracti!e offers must be gi!en to the
customers.
#t is suggested that seating arrangements must be more stylish.
*%
Co$)(#sio$
# hereby conclude that "he!rolet cars ha!e great brand image as
uality brand in the market for automobile in 5angalore as well as in
entire country. The company continuously thri!es to ensure ser!ice
and its products which can be compared to the best in the world,
produce power and economy cars for the people of #ndia. From the
study # understand that the customers were much satisfied with
"he!rolet cars and ser!ices pro!ide by Frontline Automobiles.
The pro:ect has gi!en me first hand knowledge of one of the
leading automobile distribution company of our country. # had
delighted e$periences while doing this pro:ect on customer
satisfaction towards "he!rolet cars sold by Frontline Automobiles. #
felt the study on this topic had gi!en me !aluable information for the
completion of the pro:ect and for the company to pro!ide impro!ed
ser!ices in order to satisfy its customers.
**
EUESTIONNAIRE
D!ar SirFMa%a+.
# would be grateful if you could spare some time to respond to
the following uestions. Eour response would be treated as
confidential as it would be used only for the purpose of my pro:ect.
A study on consumer ;esponse towards "he!rolet "ars with special
reference to Frontline Automobiles
Jame' Telephone Jo.'
F<mail'
4ender' 5ale M N Female M N
Age group'
a?17<2+ yrs.M N b?2+<3+yrs.M N c?3(<(&yrs.M N d?(+yrs. I abo!eM N
Profession'
a? @usiness M N b? -er!ice M N c? -elf employed M N d? 0thers M N
#ncome 4roup'
a? @elow ;s.1&&&& M N b? ;s.1&&&&<;s.1+&&& M N
c? ;s.1+&&&<;s.2&&&& M N d? ;s.2&&&& < ;s.2+&&& M N
e? ;s.2+&&& I abo!e M N
*7
1? Ghich "he!rolet car do you ownV
a? A!eo B.AA M N b? -park M N c? 0ptra 5agnum M N
d? Ta!era M N e? "apti!a M N f? 0thers M N
2? #f no, which was the pre!ious brand of car you ownedV
a? 5aruti M N b? )onda M N c? )yundai M N
d? 5ahindra M N e? TATA M N f? 0thers M N
3? )ow long ha!e you been using "he!rolet carV
(? For what purpose do you mostly use your carV
a? @usinessKProfession M N b? Personal M N c? @oth M N d? 0thers M N
+? Ghat promoted you to go for "he!rolet carsV
a? #nternational @rand Jame M N c? 8uality M N
b? Price M N d? PrestigeKowner status M N
%? 5ode of purchase
a? "ash M N b? @ank 9oan M N c? "ar Finance M Nd? 0thers M N
*? )ow do you feel about price range of "he!rolet carsV
a? )igh M N b? Aalue for 5oney M N c? 9ow M N
7? Ghat is the a!erage kilometer tra!eled per dayV
a? @elow 1+Lm. M N b? 1+ < 2+Lm. M N c? 2+ < 3+Lm. M N
d? 3+ Lm. I abo!e M N
*=
=? )ow do you rate the ser!ice >repairs I maintenance? facilities
offered by frontline dealersV
a? F$cellent M N b? Aery 4ood M N c? 4ood M N
d? A!erage M N e? Poor M N
1&? Are you satisfied with the a!ailability of basic amenities at the
showroom I workshopV
a? )ighly satisfied M N b? -atisfied M N
c? Bnsatisfied M N d? )ighly unsatisfied M N
11? )ow would you rate the ability of the sales e$ecuti!e to answer all
your uestionV
a? F$cellent M N b? 4ood M N c? A!erage M N e? Jot good M N
d? -atisfactory M N
12? )ow do you rate your dealerV
F$cellent

4ood Fair Poor
a?"ustomer care
b?Promptness in free inspection
ser!ice
c?Periodic 5aintenance ser!ice
d?A!ailability of spare
e?"ourtesy of the staff
f?Promptness in deli!ery
of the !ehicle
g?;esponse to your complaint
7&
13? Ghat is your opinion about your !ehicle post ser!icingV
a? -atisfied all your needs M N
b? "lean I good appearance M N
c? As before M N
d? Bnnecessary replacement of spare parts M N
1(? Are you satisfied with after sale ser!ice pro!ided by frontline
AutomobilesV
a? Ees M N b? Jo M N
1+? Ghat is the o!erall satisfaction of the productV
a? )ighly -atisfied M N c? Bnsatisfied M N
b? -atisfied M N d? )ighly unsatisfied M N
1%? #s "he!rolet cars actually a Qsafest car/ for #ndian roadsV
a?-trongly agree M Nc? A!erage M N e? -trongly disagree M N
b? Agree M N d? Disagree M N
1*? 4i!e ranking for "he!rolet car
F$cellent 4ood Fair Poor
a?Feature
b?Price
c?"omfort
d?-tyle
e?Ffficiency
f?-er!icing
17? Gould you recommend "he!rolet cars to other people >friends,
relati!esV?
71
a? -ure M N b? Jot sure M N c? Jot at all sure M N
1=? Any other suggestionsWWWW
WWWWWWWWWWWWW..
WWWWWWWWWWWWW..
WWWWWWWWWWWWW..
72
BIBLIOGRAPHY
,!-sit!s;
www.google.com
www.generalmotors.com
www.che!rolet.co.in
Ot8!r R!f!r!$)!s
@rochures of cars
73
GA St#%y o$ Co$s#+!r Satisfa)tio$ to9ar%s
CHEVROLET )ars 9it8 s"!)ia( r!f!r!$)! to
Fro$t(i$! A#to+o-i(!sH
-ubmitted @y
S8!rry B
;eg. Jo' &72(2&&(2
Bnder the !aluable guidance of
>Pro:ect 4uide?
Pro:ect ;eport submitted to the 5angalore
Bni!ersity in partial fulfillment of the
;euirement of the award of
Mast!r of B#si$!ss A%+i$istratio$
MANGALORE
--------------------------------------------------------------------------------------------------
--------
SYNOPSIS
7(
Sl.
No
Contents Pg.N
o
1 Research Methodology
&1<&(
2 History of cars
&+<13
3 History of General Motors
1(<37
4 Profle of Frontline Automobiles
3=<(7
!ustomer "atisfaction
#$ata Analysis % &nter'retation(
(=<*2
) Findings and "uggestions
*3<*+
Anne*ure
*%<7&

+ibliogra'hy
71
7+
C8a"t!r/
ProI!)t D!si3$
7%
C8a"t!r2
History of Cars
7*
C8a"t!r=
History of G!$!ra(
Motors
77
C8a"t!r4
Profi(! of Fro$t(i$!
A#to+o-i(!s
7=
C8a"t!r>
C#sto+!r Satisfa)tio$
?Data A$a(ysis @ I$t!r"r!tatio$A
=&
C8a"t!r 5
Fi$%i$3s. S#33!stio$s @
Co$)(#sio$
=1
ANNEDURE
=2
BIBLIOGRAPHY
=3
=(