CHAPTER 1

INTRODUCTION

1
1.1 INTRODUCTION

Satisfaction is consumer’s fulfillment response. It is a judgment that a product or a

service feature or the product or service itself provides pleasurable level of consumption
related fulfillment.

Customer’s satisfaction influenced by specific product are service features and by

perceptions of quality. It is also influenced by specific service attributions, and their
perceptions

MARKETING ORGANIZATION
CEO

MANAGING DIRECTOR

TRANSFER MANAGER WORK MANAGER EXECUTIVE MANAGER SALE &

SERVICE

MANAGER

Customer Satisfaction is the pillar of the marketing concept.

Satisfaction is consumer’s fulfillment response. It is a judgment that a product or a
service feature or the product or service itself provides pleasurable level of consumption
related fulfillment.

Customer’s satisfaction influenced by specific product are service features and by

perceptions of quality. It is also influenced by specific service attributions, and their
perceptions

The telling factor in the company’s long run fortunes will be the amount of customer
satisfaction that it managers to generate. But it doesn’t not mean the company’s sole
aim is to maximize Customer Satisfaction. If that where the case, it should simply put
out the best product and service in the world and price is below cost. There by it would
be creating substantial customer satisfaction. But in the long run it would be also be out
of business. Customer Satisfaction like happiness bet achieved by rendering substantial
forma of assistance to others rather than by direct pursuit.

Companies that move towards adopting the market concept benefit themselves and The
society. It leads the society’s recourse to move in the direction of social needs, there by
bringing the interests of business firms and the interest of society in to harmonious
relationship. Thus the third pillory of the marketing concept aims to achieve good
profits by giving the customer genuine values in the satisfaction.

2
Customer satisfaction, a business term, is a measure of how products and services
supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business and is part of the four perspectives of a Balanced
Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key element
of business strategy. Increasing competition (whether for-profit or nonprofit) is forcing
businesses to pay much more attention to satisfying customers. (It may help the reader
to notice the role of customer satisfaction in the overall context of product or service
development and management.

Measuring customer satisfaction

Organizations are increasingly interested in retaining existing customers while
targeting non-customers;[2] measuring customer satisfaction provides an indication of
how successful the organization is at providing products and/or services to the
marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual
manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors
such as return and recommend rate. The level of satisfaction can also vary depending
on other options the customer may have and other products against which the customer
can compare the organization's products.

Because satisfaction is basically a psychological state, care should be taken in the effort
of quantitative measurement, although a large quantity of research in this area has
recently been developed. Work done by Berry, Brooder between 1990 and 1998[3]
defined ten 'Quality Values' which influence satisfaction behavior, further expanded by
Berry in 2002 and known as the ten domains of satisfaction. These ten domains of
satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, Front line Service Behaviors,
Commitment to the Customer and Innovation. These factors are emphasized for
continuous improvement and organizational change measurement and are most often
utilized to develop the architecture for satisfaction measurement as an integrated model.
Work done by Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the
basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective
and quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by
Parasuraman, Zeithaml and Berry as two different measures (perception and
expectation of performance) into a single measurement of performance according to

3
expectation. According to Garbrand, customer satisfaction equals perception of
performance divided by expectation of performance.

The usual measures of customer satisfaction involve a survey [4] with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement
and in term of their perception and expectation of the performance of the organization
being measured.

4
1.2 COMPANY

COMPANY PROFILE

The TVS Group is one of India's largest industrial conglomerates. TV Sundram Iyengar
and Sons Limited, established in 1911, is the parent and holding company of the TVS
Group.

TVS Motor Company is the third largest two-wheeler manufacturer in India and one
among the top ten in the world, with annual turnover of more than USD 1 billion in
2008-2009, and is the flagship company of the USD 4 billion TVS Group. With a
workforce of over 5000, the company has 4 plants - located at Hosur and Mysore in
South India, in Himachal Pradesh, North India and one at Indonesia. The company has
a production capacity of 300 thousand units a year.

TVS and Sons also distribute Heavy Duty Commercial Vehicles, Jeeps and Cars. It
represents premier automotive companies like Ashok Leyland, Mahindra and Mahindra
Ltd., Fiat and Honda. It also distributes automotive spare parts for several leading
manufacturers.

TVS & Sons has grown into a leading logistics solution provider and has set up state-
of-the-art warehouses all over the country. It has also diversified into distributing
Garage equipment that ranges from paint booths to engine analyzers and industrial
equipment products.

TVS Motor Company Limited, part of the TVS Group, is one of India's leading two-
wheeler manufacturers. With a turnover of over Rs.2700 crores, the Company
manufactures a wide range of motorcycles, scooters, mopeds and scooterettes. Little
wonder, it boasts of more than 7 million happy customers.

The year was 1980. And it is a year to remember for the Indian two-wheeler industry.
For it was this year that saw India's first two-seater moped, TVS 50, rolling out on the
Indian roads. For some it was freedom to move. For some, shorter distances to span.
For the Indian Automobile sector, a breakthrough to be etched in history.

With the joint venture with Suzuki Motor Corporation in 1983, TVS-Suzuki became
the first Indian company to introduce 100 cc Indo-Japanese motorcycles in September
1984. Through an amicable agreement the two companies parted ways in September
2001.

5
Unmatched Performance

Today TVS Motor Company has the largest market share in the moped category with a
whopping 65.3% and is also the undisputed leader in the scooterette segment with
34.3% share. It also holds 18.3% market share in motorcycles. Graph

Wide Network

With a strong sales and service network of 500 Authorized Dealerships, 1018
Authorized Service Centers and over 864 Certified Service Points, TVS is growing

from strength to strength.

World Class Facilities

The company manufactures its motorcycles, scooterettes and mopeds at its state-of-the-
art factories in Mysore and Hosur.

Product Range

TVS offers a wide range of two-wheelers

- Motorcycles - TVS Centra / TVS Victor / TVS Fiero F2/ TVS Max 100/ TVS Max
100 R

- Scooterettes - TVS Scooty Pep/ TVS Scooty 2S

- Mopeds - TVS XL Super/ TVS XL Super HD

6
 Chapter 2
REVIEW OF LITERATURE

7
REVIEW OF LITERATURE
While there are many different models used within the literature to conceptualise
customer satisfaction measurement, at its most basic level customer satisfaction
measurement involves an assessment of the difference between a customer’s
expectation of a product or service and a customer’s experience of a product or service.

Quite simply, customer satisfaction measurement involves the collection of data that
provides information about how satisfied, or otherwise, customers are with a service.

In general, customer satisfaction measurement utilises quantitative questionnaires to

elicit information from service users about the level of satisfaction with aspects of the
service experience. This can involve structured survey questions where service users
are asked to rank their levels of satisfaction using predetermined scales or open-ended
questions where a respondent can provide rich detail about their satisfaction with
various aspects of a service experience.

At a more advanced level, customer satisfaction measurement is part of a service

improvement process. The act of administering a customer satisfaction survey is only
one part of a larger process in which a service provider uses data collected from service
customers to refine and improve the experience of the customer.
Customer satisfaction measurement draws on insights and tools grounded in academic
theories of customer satisfaction and service quality from the fields of business,
marketing and management. One of the more widely adopted theories is the
disconfirmation model, which conceptualises satisfaction as the relationship between
expectations and perceived performance.

Given that customer satisfaction measurement emerged in the fields of business and
marketing it has become well established as a tool within the commercial sector. In
competitive markets, customer satisfaction measurement is a key marketing tool used
to understand and drive business performance. In marketing, customer satisfaction is
viewed as the ultimate goal of any business because satisfied customers are more likely
to become repeat customers and to recommend a business to other potential customers.

While customer satisfaction measurement processes were developed originally for use
in competitive markets, they are increasingly being applied to public sector settings as
a means of monitoring performance and improving service quality. Customer
satisfaction measurement is being more commonly used in a range of public sector
areas, including transport, health and disability, to measure performance in a range of
customer service settings.

8
Why is measuring customer satisfaction important?
There are a number of reasons why it is important to measure customer satisfaction:

• As an engagement and information collection tool, customer satisfaction measurement

provides service delivery organisations with a structured means of collecting
information from service users to better infuse the needs and values of the customer
into their organisation.
• As a service improvement tool, customer satisfaction measurement provides a means
of assessing what the main drivers of satisfaction or dissatisfaction are and focusing
efforts on improving customer experience as part of an ongoing cycle of service
improvement.

• As a performance management tool, customer satisfaction measurement provides a

means of meeting reporting requirements for funding, demonstrating effectiveness
when tendering for new funding opportunities and providing potential customers with
information about performance.

Engagement and empowerment tool

Customer satisfaction measurement provides a structured means of engaging with and
collecting information from customers, which can be used to infuse the voice of the
customer within an organisation. As Rapp and Poertner (1987) have argued, a key
challenge for service managers is adopting a more customer-centred approach to service
delivery . Seeking input and ideas from customers creates a more customer-centred
intervention . Customer satisfaction measurement focuses an organisation on the needs
of the people it serves to better position them at the centre of the service delivery
experience.

In this regard, processes to assess customer satisfaction are not just about gaining
information from customers, they can also be an effective tool to promote customer
empowerment . Empowerment is particularly important for parents and children
marginalised as a result of statutory interventions, such as those associated with child
protection. Processes that empower parents to participate in the planning, delivery and
evaluation of family preservation programs, for example, serve to enhance the strengths
and competencies of parents .
The literature on customer satisfaction measurement emerging from the United
Kingdom Government, for example, views customer satisfaction measurement as a
means of focusing on the customer and the customer experience . As such, the process
of customer satisfaction measurement can be viewed as a method for reflecting upon
the needs of the customer.

While service based organisations involve intensive interaction with customers on a

daily basis this does not mean that information about customer needs and values are
automatically absorbed into the service operation and culture. Customer satisfaction
measurement provides a structured tool for actively engaging with customers; seeking

9
out information about how they view the services being offered to them; and enabling
them to have input into the delivery of these services. This includes the involvement of
customers in the process of designing the methods used and the questions asked to elicit
information from customers.

Service improvement tool

The measurement of customer satisfaction provides a means of creating broader service
improvement. Organisations armed with the right information about customer
satisfaction can use it to better target services to their customers’ needs or better manage
customer expectation by improving the way program benefits are communicated. This
information also allows organisations to improve those aspects of service delivery
which are most important to customers , focusing time and resources more effectively.

It is important to note that the measurement of customer satisfaction is not the same as
measuring overall service quality but one distinct part of an integrated framework for
analysing service quality and efficacy. A broader quality improvement framework
would likely include methods and processes to measure unmet service demand,
customer outcomes, evaluation of external programs impacting on customers and
support for continuous quality improvement .

While customer satisfaction measurement at its most basic level generally involves
some form of survey to elicit this information about customer satisfaction, this is only
one part of an ongoing service improvement cycle. It should be seen as a means to an
end, in which the measurement of customer satisfaction forms one part of an ongoing
process of ‘insight, measurement and improvement’ .

There are a number of examples of attempts to conceptualise customer satisfaction

measurement as part of an ongoing service improvement cycle. One useful example is
a guide developed for public services in King County in the United States. In this guide,
the service improvement cycle is viewed as consisting of a number of clear steps :
• defining and reflecting about the service and its customers
• gathering existing customer-related data
• measuring customer experience
• analysing data and developing insights
• developing an action plan and communicating about that plan and
• taking action to improve the service.

According to this example, it is critical to conduct initial scoping and research before
undertaking satisfaction surveys in order to understand what is valuable to measure
from the perspective of the service and the customer. While it may be easier to develop
a survey based on staff knowledge of the program and the customer group, it is useful
to gauge customer’s own level of understanding to ascertain expectations about what
they may view as being most important to them.
10
Equally, it is critical to take steps to develop an action plan that guides the process of
service improvement ensuring the information gathered from customers is actually put
to use. As a cycle this process would be repeated to learn the impact that improvements
have on customer satisfaction and to continue the service improvement process over
time.

Performance management tool

Aside from providing a structured tool for engagement and information gathering and
acting as part of the process to promote service improvement, customer satisfaction
measurement is also a useful tool for performance management. It provides a method
for collecting useful data that can be used to meet contract reporting and accountability
requirements, provide customers with information about service performance, create
opportunities to compare and contrast performance and demonstrate effectiveness when
tendering for new funding.

Accountability and compliance

Customer satisfaction data is also commonly used as an accountability and compliance
tool. The collection of information about the level of satisfaction with a particular
service is commonly used as a performance indicator by government to demonstrate
the performance of funded activities. There are a number of examples of the data being
used in this way.

In health care, one of the motivations for administering patient surveys in hospitals in
Australia was the need to meet accreditation guidelines under the Australian Council
on Healthcare Standards (ACHS). ACHS accreditation requires all public and private
hospitals to undertake patient experience and satisfaction surveys . In health,
performance data has historically been used as an internal accountability and quality
control tool but is increasingly reported publicly to stimulate quality improvement and
cost efficiency and empower consumers with knowledge to navigate the health system

Compliance with quality standards has also driven the uptake of customer satisfaction
measurement in the human and social services. Human service organisations delivering
services to the community on behalf of the Queensland Government are required to
demonstrate service quality as a part of their contract arrangements. Customer
satisfaction surveys are one of the methods that can be used to demonstrate continuous
improvement under the Human Services Quality Framework (HSQF) .

Satisfaction data has also been used as a performance indicator for the delivery of
services to people with a disability in Queensland. Data from service user satisfaction
surveys is routinely collected by the Department of Communities, Child Safety and
Disability Services and reported in departmental budget statements and annual reports
as a means of demonstrating performance.

The use of customer satisfaction as a performance management tool has resulted in

activities to harmonise survey methods across jurisdictions. In 1998, the Productivity
Commission conducted a review of satisfaction survey approaches used in disability
11
services for the purpose of developing a survey to provide nationally comparable
information on satisfaction with disability services. Further, in 2005, the Productivity
Commission conducted a review of patient satisfaction and experience surveys used in
public hospitals for the purpose of measuring quality across Australia. The review
identified points of commonality and difference in these surveys and assessed the
potential for creating a minimum national data set on public hospital patient satisfaction
or patient experience.

It is important to disentangle customer satisfaction from outcomes measurement as

these can often be confused. LaSala (1997) has noted that customer satisfaction may be
a ‘worthwhile and valid construct to consider in evaluating outcome’. While evidence
suggests that the outcomes experienced by customers have an impact on the level of
satisfaction felt by customers and on customer choice, they are not the same thing. In
the delivery of health care, for example, satisfaction has often been treated as an
‘outcome’ measure based on the assumption that improvements in health status are
logically linked to a patient’s satisfaction. While outcomes do have an impact on patient
satisfaction, satisfaction is best thought of as a ‘process’ measure or a measure of the
way that the service was delivered.

In complex services, such as those delivering human service interventions, it is hard to

separate out the process of delivering the service from the outcome. Keeping the focus
on the process rather than the outcome requires an understanding of the customer’s
experience and careful survey design. While it may be tempting to ask a customer if
they received the outcome they wanted as the only satisfaction measure, this would not
enable organisations to understand the level of satisfaction with various parts of the
service process and therefore would not know what actions could be taken to improve
the quality of the service.

Customer feedback and benchmarking tool

The data collected though customer satisfaction measurement can provide useful
information that can be used by customers to assess the quality of a service offering.
This is especially useful if benchmarking allows comparison between organisations
offering similar services.
The impetus for customer satisfaction has been driven in part by moves to create greater
choice for consumers. In the United States the Hospital-Consumer Assessment of
Health Plans Survey (H-CAHPS) was initiated as a direct result of requests from the
Centres for Medicare and Medicaid, which saw patient surveys as a means of
encouraging greater accountability and choice for consumers. The development of
standardised instruments to measure patient satisfaction in the United States is said to
have reinforced the use of quality assurance methods in health care settings.

Customer satisfaction measurement can also be used as a tool to compare performance

at different scales and across a range of service settings. Customer satisfaction data can
provide insight into the performance of a whole organisation, a specific program, a
work unit or an individual working within a service. When done consistently, customer

12
satisfaction measurement can elicit data to compare performance across different
services, geographic areas and customer groups. By administering surveys with
common or standard questions and methods across different organisations, this can
enable organisations to benchmark against each other to drive performance. As it is
noted later in this report, this has led to the identification of common drivers of
satisfaction in the public sector in Canada and the United Kingdom.

Tool to support funding proposals

Customer satisfaction measurement is a useful tool for eliciting information that can be
used in developing funding proposals. The measurement of customer satisfaction can
demonstrate to a potential funding body if a service is meeting the expectations of
customers. When used as part of a service improvement cycle it demonstrates to
potential funding bodies the organisations commitment to ongoing service
improvement.

13
 CHAPTER 3
OBJECTIVES AND SCOPE

14
3.1 OBJECTIVES OF THE STUDY
The following are the objectives of the study:

 To know the customer satisfaction regarding TVS MOTORS.

 To identify customer interest in buying two wheelers.
 To find service rendered by the outlet.
 To know price impact on product purchase.
 To find word of mouth impact on product purchase.

3.2 SCOPE OF THE STUDY

 The scope of the study is to find out the customer satisfaction with reference to
services provided by the TVS Motors dealer. The study covers the different
aspects of customer satisfaction.
 This has been conducted in Jammu. Data have been collected from customer by
a personal interview.

15
 CHAPTER 4
RESEARCH METHODOLGY

16
Research Methodology
4.1 Data collection:-
To conduct the studies different methodologies have been adopted. Both primary
and secondary data are used. Primary data were collected by conducting personal
interviews with the departmental heads, casual talks with workers and secondary data
were collected from the organization manuals.
Primary sources
Direct interview with the departmental heads , detailed interview with the
divisional heads and by interaction with workers and customers of the company.
The data is also collected by observing the functions of the organization.
Secondary sources
The secondary sources of data are:
1. Organization documents.
2. Departmental manuals.
3. Annual reports
4. Periodicals, books etc. published by the company.
5. Proposals Forums.
4.2 Sample Design
Sample Size: 100
Sampling Technique:- Closed end Questionnaire
Statistical Tools: Pie chart

17
 CHAPTER 5
DATA ANALYSIS &
INTERPRETATION

18
 1. To which age group do you belong?
Percentage
Scale No. of Respondents Analysis

18-20 21 21

21-30 31 31

31-40 39 39

41-50 9 9

51 and above 0 0

Total 100 100

AGE GROUP
41-50 51 & above
9% 0%
18-20
21%

31-40
39%

21-30
31%

FIGURE 1

Interpretation:
Majority of the people were of age group 31-40 i.e. 39%

19
 2. What is your gender?
Percentage
Scale No. of Respondents Analysis
MALE 73 73.00

FEMALE 27 27.00

Total 100 100.00

GENDER

Female
27%

Male
73%

FIGURE 2

Interpretation:
Majority of the respondents were male i.e. 73%.

20
 3. Which medium do you refer for purchasing bike?
Percentage
Scale No. of Respondents Analysis
T.V Advertisement 33 33.00

Newspaper 24 24.00

Friends and Family 31 31.00

Others 12 12.00

Total 100 100.00

OTHERS
12%
T.V
ADVERTISEMENT
33%

FRIENDS AND
FAMILY
31%

NEWSPAPER
24%

FIGURE 3

Interpretation:
Most of the respondents came to know about TVS two wheelers from TV
Advertisements i.e. 33%

21
4. Occasional discounts/free gifts are offered by the
showroom.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 29 29.00

Agree 33 33.00

Neutral 23 23.00

Disagree 11 11.00

Strongly Disagree 4 4.00

Total 100 100.00

DISCOUNT/FREE GIFT
Strongly disagree
4%
Disagree
11%
Strongly agree
29%

Neutral
23%

Agree
33%

FIGURE 4

Interpretation:
Most of the respondents agreed that showroom provide free gifts/discounts occasionally
i.e. 33%.

22
 5. Display of all the latest version of TVS Motors Cycles
are available in showroom.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 32 32.00

Agree 44 44.00

Neutral 14 14.00

Disagree 10 10.00

Strongly Disagree 0 0.00

Total 100 100.00

AVAILABILITY
Strongly disagree
0% Disagree
10%

Strongly agree
Neutral
32%
14%

Agree
44%

FIGURE 5

Interpretation:
Most of the respondents agreed that all latest version of motorcycles were available in
showroom i.e. 44%.

23
6. Accessories and spare parts are of high quality.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 18 18.00

Agree 48 48.00

Neutral 10 10.00

Disagree 14 14.00

Strongly Disagree 10 10.00

Total 100 100.00

QUALITY OF SPARES
Strongly disagree
Strongly agree 10%
18%

Disagree
14%

Neutral
10%

Agree
48%

FIGURE 6

Interpretation:
Most of the respondents agreed that spares were of high quality i.e. 48%

24
 7. On road break down help is provided by the staff of
TVS MOTORS.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 10 10.00

Agree 36 36.00

Neutral 25 25.00

Disagree 18 18.00

Strongly Disagree 11 11.00

Total 100 100.00

BREAK DOWN HELP

Strongly disagree
Strongly agree
11%
10%

Disagree
18%

Agree
36%

Neutral
25%

FIGURE 7

Interpretation:
Most of the respondents agreed that on road break down help is provided by the staff
of TVS MOTORS i.e. 36%

25
 8. Service projects are well organized.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 27 27.00

Agree 31 31.00

Neutral 12 12.00

Disagree 24 24.00

Strongly Disagree 6 6.00

Total 100 100.00

SERVICE PROJECTS
Strongly disagree
6%
Strongly agree
27%
Disagree
24%

Neutral
Agree
12%
31%

FIGURE 8

Interpretation:
Most of the respondents agreed that the service projects are well organized i.e. 31%.

26
 9. Showroom does a good job communicating to members
about new offers and schemes.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 24 24.00

Agree 33 33.00

Neutral 19 19.00

Disagree 17 17.00

Strongly Disagree 7 7.00

Total 100 100.00

COMMUNICATION
Strongly disagree
7%
Strongly agree
24% Disagree
17%

Neutral
19%
Agree
33%

FIGURE 9

Interpretation:
Most of the respondents agreed that showroom does a good job communicating to
members about new offers and schemes i.e. 33%

27
 10. Employees does a good job listening to customers’
problems.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 16 16.00

Agree 55 55.00

Neutral 9 9.00

Disagree 12 12.00

Strongly Disagree 8 8.00

Total 100 100.00

CUSTOMERS' PROBLEM
Strongly disagree
Strongly agree 8%
16%
Disagree
12%

Neutral
9%

Agree
55%

FIGURE 10

Interpretation:
Most of the respondents agreed that employees does a good job listening to customers
problems i.e. 55%

28
 11. TVS bikes have a good resale value.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 21 21.00

Agree 37 37.00

Neutral 19 19.00

Disagree 15 15.00

Strongly Disagree 8 8.00

Total 100 100.00

RESALE VALUE
Strongly disagree
8%
Strongly agree
21%
Disagree
15%

Neutral
19%
Agree
37%

FIGURE 11

Interpretation:
Most of the respondents agreed that TVS bikes have a good resale value i.e. 37%

29
 12. Service lounge is very attractive

Percentage
Scale No. of Respondents Analysis
Strongly Agree 18 18.00

Agree 30 30.00

Neutral 22 22.00

Disagree 21 21.00

Strongly Disagree 9 9.00

Total 100 100.00

SERVICE LOUNGE
Strongly disagree
Strongly agree 9%
18%

Disagree
21%

Agree
30%
Neutral
22%

FIGURE 12

Interpretation:
Most of the respondents agreed that Service lounge is very attractive i.e. 30%.

30
 13. Services are provided in time.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 20 20.00

Agree 42 42.00

Neutral 16 16.00

Disagree 10 10.00

Strongly Disagree 12 12.00

Total 100 100.00

SERVICE TIME
Strongly disagree
Strongly agree 12%
20%
Disagree
10%

Neutral
16%

Agree
42%

FIGURE 13

Interpretation:
Most of the respondents agreed that Services are provided in time i.e. 42%.

31
 14. Adaptation of technology is quick.

Percentage
Scale No. of Respondents Analysis
Strongly Agree 32 32.00

Agree 35 35.00

Neutral 16 16.00

Disagree 14 14.00

Strongly Disagree 3 3.00

Total 100 100.00

TECHNOLOGY ADAPTION
Strongly disagree
3%
Disagree
14%
Strongly agree
32%

Neutral
16%

Agree
35%

FIGURE 14

Interpretation:
Most of the respondents agreed that Adaptation of technology is quick i.e. 35%

32
 15. Service Deals cover our requirements and are
fulfilled in the nearby area.

Scale No. of Respondents Percentage Analysis

Strongly Agree 28 28.00

Agree 32 32.00

Neutral 14 14.00

Disagree 26 26.00

Strongly Disagree 0 00.00

Total 100 100.00

Strongly disagree
0%
Disagree
Strongly agree
26%
28%

Neutral
14%

Agree
32%

FIGURE 15

Interpretation:
Most of the respondents agreed that Service Deals cover requirements and are fulfilled
in the nearby area. i.e.32%

33
16. Being a TVS MOTORS customer feels special and
extraordinary.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 16 16.00

Agree 36 36.00

Neutral 18 18.00

Disagree 28 28.00

Strongly Disagree 2 2.00

Total 100 100.00

Strongly disagree
Strongly agree 2%
16%

Disagree
28%

Agree
36%
Neutral
18%

FIGURE 16

Interpretation:
Most of the respondents agreed that Being a TVS customer feels special and
extraordinary i.e. 36%.

34
17. I will recommend the TVS MOTORS to my contacts.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 18 18.00

Agree 41 41.00

Neutral 10 10.00

Disagree 19 19.00

Strongly Disagree 12 12.00

Total 100 100.00

RECOMMENDATION
Strongly disagree
Strongly agree 12%
18%

Disagree
19%

Neutral
Agree
10%
41%

FIGURE 17

Interpretation:
Most of the respondents agreed that they will recommend the TVS to my contacts i.e.
41%

35
CHAPTER 6
FINDINGS

36
1. Majority of the people were of age group 31-40 i.e. 39%
2. Majority of the respondents were male i.e. 73%.
3. Most of the respondents came to know about TVS two wheelers from TV
Advertisements i.e. 33%
4. Most of the respondents agreed that showroom provide free gifts/discounts
occasionally i.e. 33%.
5. Most of the respondents agreed that all latest version of motorcycles were
available in showroom i.e. 44%.
6. Most of the respondents agreed that spares were of high quality i.e. 48%
7. Most of the respondents agreed that the service projects are well organized i.e.
31%.
8. Most of the respondents agreed that showroom does a good job communicating
to members about new offers and schemes i.e. 33%
9. Most of the respondents agreed that employees does a good job listening to
customers’ problems i.e.55%
10. Most of the respondents agreed that TVS bikes have a good resale value i.e.
37%
11. Most of the respondents agreed that Service lounge is very attractive i.e. 30%.
12. Most of the respondents agreed that Services are provided in time i.e. 42%.
13. Most of the respondents agreed that Adaptation of technology is quick i.e.
35%
14. Most of the respondents agreed that Service Deals cover requirements and are
fulfilled in the nearby area. i.e.32%
15. Most of the respondents agreed that Being a TVS customer feels special and
extraordinary i.e. 36%.
16. Most of the respondents agreed that they will recommend the TVS to my
contacts i.e. 41%
17. Most of the respondents agreed that on road break down help is provided by the
staff of TVS MOTORS i.e. 36%

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CHAPTER 7
LIMITATIONS

38
LIMITATION OF THE STUDY:
1. The study confined to the Jammu region only.
2. The time spent was limited due to which the exhaustive study could not be
conducted.
3. Quality of information is based on the degree of brand awareness among
customer
4. Very often respondent do not express their true feelings. In such case their
habit, preference, practice cannot be assessed correctly.
5. Some of the respondents refuse to give the important information best known
to them.

39
 CHAPTER 8
CONCLUSIONS &
RECOMMENDATIONS

40
CONCLUSION
Middle aged people prefer TVS vehicles more as compare to the young generation &
most of the customers of TVS MOTORS were male. Advertisements proved out to
beneficial for the company and the showroom as most of the people were converted
into customers with the advertisements of the company’s products. The strategies made
by the show room and company which provide free gift to customers or discounts help
the company to maintain long term relation with the showroom and the company as
well. The service employees of TVS understand the problem of the customer effectively
and show individual concern towards the customer Service charges are nominal from
customer’s point of view and time taken for solving issues is less and hassle free.
Customers are satisfied with their vehicles and after sale service of the showroom and
were knowingly helping in publicity of the company and the showroom as well.

41
RECOMMENDATIONS
1. Company and store should focus on catching customers of young generation.
2. Sale of gearless scooters should be focussed to increase female customers
3. Customer satisfaction should be increased so that less expenditure on
advertisements occur and the brand is promoted through word of mouth or
publicity.
4. Incentives to customers should be increased in order to make long term relations
with the customers.
5. Service charges should be nominal as compared to the local market workers.
6. Services should be provided on time.
7. After sale service reminders could be used as a strategy to maintain relations
with the customers.

42
BIBLIOGRAPHY

43
Reference:-
Website:-
www.TVSmotocorp.com
www.google.com
Reference books:
Philip Kotler, Marketing Management Millenium Edition

44
ANNEXURE

45
QUESTIONNAIRE

Customer Satisfaction a case study of TVS MOTORS, Jammu

I Rishab Bhatia of B.B.A Semester Vth is undertaking my project report of B.B.A

degree from Govt. S.P.M.R College of Commerce affiliated with University of
Jammu.

In view of this, I am conducting a survey towards Customer Satisfaction a case study

of TVS MOTORS, Jammu

The contents of this questionnaire are only for the academic purposes and information
provided by you will be kept confidential.

DEMOGRAPHIC INFORMATION

1. Name:

2. Age:

(a) 18 years & above (b) 21-30 years (c) 31-40 years (d) 41-50 years (e) 50 years &
above

3. Gender:

(a) Male (b) Female

4. Which medium do you refer to purchasing bike?

(a) News paper ( ) (b) TV advertisement ( )
(d) Friends & relatives ( ) (d) others ( )

S.no. Statement Strongly Disagree Neutral Agree Strongly

Disagree Agree
1. Occasional discounts /
free gifts are offered by
the showroom.
2. Display of all the latest
version of TVS Motor
Cycles are available in
showroom

46
3. Accessories and spare
parts are of high
quality.
4. On road break down
help is provided by the
staff of TVS Motors.
5. Service projects are
well organized
6. Showroom does a good
job communicating to
members about new
offers and schemes.
7. Employees does a good
job listening to
customers problems.
8. TVS bikes have a hood
resale value.
9. Service lounge is very
attractive
10. Services are provided
in time.
11. Adaptation of
technology is quick.
12. Service Deals cover
our requirements and
are fulfilled in the
nearby area.
13. Being a TVS
MOTORS customer
feels special and
extraordinary.
14. I will recommend the
TVS MOTORS my
contacts.

47