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1.1 Introduction

Satisfaction is a person’s feelings of pleasure or disappointment resulting from

comparing a product’s perceived performance in relation to his/her expectations.
Whether the buyer is satisfied after purchase depends on the offer’s performance in
relation to the buyer’s expectations. If the performance falls short of the expectations,
the customer is satisfied. If the performance exceeds expectations the customer is
highly satisfied or delighted. A company would be wise to measure customer
satisfaction regularly because one key to customer retention is customer satisfaction.
A highly satisfied customer generally stays loyal longer, buys more as the company
introduces new products and upgrades existing products, talks favorably about the
company and its products, pays less attention to competing brands and is less sensitive
to price, offers product or services ideas to the company, and costs less to serve than
new customers because transactions are routine. When customers rate their
satisfaction with an element of the company’s performance- say delivery. It could
mean early delivery on-time delivery order completeness and so on .The company
must also realize that two customers can report being “highly satisfied” for different
reasons One may be easily satisfied most of the time and the other might be hard to
please but was pleased on this occasion. A number of methods exist to measure
customer satisfaction. Periodic surveys can track customer satisfaction directly.
Respondents can also be asked additional questions to measure repurchase intention
and the likelihood or willingness to recommend the company and brand to others
Companies that do achieve high customer satisfaction ratings make sure their target
market knows it. For customer centered companies, customer satisfaction is both a
goal and a marketing tool. Although the customer-centered firm seeks to create high
customer satisfaction, that is not ultimate goal. If the company increases customer
satisfaction by lowering its price or increasing its services, the result may be lower
profits. The company might be able to increase its profitability by means other than
increased satisfaction. Also, the company has many stake holders, including
employees, dealers, suppliers, and stockholders. Spending more to increase customer
satisfaction might divert funds from increasing the satisfaction of other partners.
Ultimately, the company must operate on the philosophy that is trying to deliver a
high level of customer satisfaction subject to delivering acceptable level of
satisfaction to the other stakeholder, given its total resources.



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.

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


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


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

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

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

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

• 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

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 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.

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 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

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

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 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.


There is a need to study to efforts put in by the Company, Dealers and Service
network to study the extent to which customers are satisfied with the product, service
and allied services etc. Hence it is proposed to study the Customer Satisfaction levels
of TVS Motors Customers with respect to the product performance, after sales service
and other allied services like finance facility, availability of spares and accessories


•To understand customer attitude towards TVS Motors.

•To study the marketing activities of TVS Motors.

•To study the Dealership profile of Regency TVS Motors.

•To study the customer handling practices prior to sale, during sale and after sale and
assesses the satisfaction levels of customers.

•To offer suggestion for improving the customer satisfaction


The scope is confirmed only to examine the “Customer Satisfaction “with reference to
TVS Motors two-wheelers” and to find possible remedies to counteract their


Research Methodology

Research Methodology is an essential aspect of any project or research. It enables the

researches look at the problem in a systematic, meaningful and orderly way.
Methodology comprises the sources of data, selection of data, various designs and
techniques used for analyzing the data.


Primary Data Collection: -The primary data are collected through survey method.
Survey method is undertaken to find the customer satisfaction and opinion. A survey
was conducted among the people of Jammu City by the aid of well-structured
questionnaire. The population for the study consists of people who are riding TVS
MOTORS MOTORS in Jammu City.

Secondary Data Collection: - Secondary data will consist of different literatures like
books which are published, articles, internet, and the company’s websites.

 Research approach: Survey method

 Research instrument: Questionnaire
 Contact method: Personal contact
 Data analysis: percentage analysis
 Sampling unit: Customers of TVS MOTORS.
 Sample size: 60
 Sampling method: Convenience sampling method


Sample Size:

The sampling size includes male and female users from different occupation, age. The
sampling size was restricted to 60 because of the time constrains.

Sample Frame

1. Customers visiting showrooms for servicing their motocycles

2. College parking and markets

Sampling technique:

Here, convenient sampling technique has been adopted for collecting the primary

Statistical tools
I have used some charts (Pie chart, column chart, cylinder chart, cone chart)


Q1) To which age group do you belong?

Age group No of respondents Percentage

18-25 37 61.67%

26-35 18 30%

36-45 3 5%

46 and above 2 3.33%

Total 60 100


30% 18-25
46 and above



It shows the age wise classification of all respondents i.e 61.67% are between 18-25,

30% are between 26-35,

5% are between 36-45 and 3.33% are above 45 years of age

Q2) What is your occupation?

Occupation No of respondents Percentage

Students 31 51.67%

Business men 13 21.67%

Professionals 1 1.67%

Working professionals 5 8.33%

Employees 8 13.33

Others b 2 3.33

Total 60 100%


bussiness men
2% 52%
working professionals


It reveals the occupation of wise classification of all respondents.

With 52% being students, 22% belong to business class, 13% are employees, 8%
working professionals, 3% others

Q3) What is your monthly income?

Monthly income No of respondents Percentage

Less than 5000 4 6.67%

5000-10000 14 23.33%

10000-15000 20 33.33%

Above 15000 22 36.67%

Total 60 100%



37% 23% less than 5000

above 15000



It reveals the monthly income of all the respondents those owing and not owing a

With 37% earning above 15000, 33% earn between 10000-15000,

23% have monthly income between 5000-10000 and 7 % earn less than 5000

Q4) How do you come to know about TVS Motors?

Medium No. of respondents Percentage

Television 10 16.67%

Newspaper 10 16.67%

Family 12 20%

Friends 20 33.33%

Dealers 8 13.33%

Total 60 100%



existing users
10 20

12 television
5 10 10

television newspaper family friends dealers


It reveals the main source of information to purchase TVS Motors two-wheelers

33% came to know from their friends,

20% from their family,

16% read it in the newspapers, and 16% saw the adv. on television while 13% came to
know about the product from the dealers

Q5) Which one product of TVS Motors you like the most?

Product No of respondents Percentage

Not any 2 3.33%

Scooter 17 28.33%

Bikes 41 68.33%

total 60 100

30 scooty
25 bikes
20 not any
10 17

not any Scooter Bikes


It reveals the interest of respondents in two main categories of TVS Motors’s two

With 68% showing their liking in bikes

While the remaining 28% liked scooter

And 3% can’t decide

Q6) What do you feel about the quality of the TVS Motors’s products?

Opinion No of respondents Percentage

Very poor 0 0%

Poor 0 0%

Average 5 8.33%

Good 30 50%

Excellent 25 41.67%

Total 60 100%



20 good
15 30
10 very poor

very poor poor average good excellent


It reveals how the TVS Motors users rate the overall quality of their product

25% rate the quality as excellent

50% rating the quality as good, 8% are rating the quality as average and no one could
find the quality of their two-wheeler poor or very poor

Q7) How much you are willing to spend on TVS Motors’s two-wheelers?

Amount No of respondents percentage

Upto 70,000 38 63.33%

10,000 to 1,50,000 15 25%

1,50,000 and above 7 11.66%

Total 60 100%




25 1,50,000 and above

20 38 1,00,000 to 1,50,000

15 upto 70,000

10 15
5 7

upto 70,000 1,00,000 to 1,50,000 and
1,50,000 above

It reveals the overall expenditure of the TVS Motors two-wheelers users

With 63% are willing the spend upto 70000

25% would spend between 100000 to 150000

And 12% will spend above 150000

Q8) How much comfortable you feel while driving TVS Motors’s two-
Opinion No of respondents Percentage

uncomfortable 3 5%

Comfortable 34 56.66%

Highly comfortable 23 38.33

total 60 100%



highly comfortable

It reveals the comfort levels of riders

57% feel riding the two-wheeler is comfortable

38% rate the riding experience as highly comfortable

And 5% find it uncomfortable

Q9) Does TVS Motors motors provide you with test ride services?

Opinion No of respondents Percentage

No 15 25%

Can’t say 8 13.33%

Yes 37 61.66%

Total 60 100%



can't say
62% 13%

It reveals the test ride services provided by the TVS Motors Motors

With 62% of the respondents being aware

25% denying any such service exists, while 13% are not sure if they opt for a test ride

Q10) Have you been provided, the after sale services from TVS Motors
Opinion No of respondents Percentage

No 5 8.33%

Can’t say 0 0%

Yes 55 91.66

Total 60 100%


8% 0%

can't say

It reveals the after sale services provided by the TVS Motors Motors

92% respondents have been provided with the after sale services

And 8% said no

11) Are you satisfied with customer care services?

Opinion No of respondents Percentage

Dissatisfied 11 18.33%

Partially satisfied 31 51.66%

Satisfied 18 30%

Total 60 100%



partially satisfied


It reveals the satisfaction level towards the customer care services at TVS Motors

30% of the respondents seem satisfied with the customer care services

52% of the respondents are partially satisfied

And remaining 18% seem somewhat unsatisfied

Q12) What would you like to rate the TVS Motors’s in comparison with
Hero, Honda, Yamaha, TVS etc?
Opinion No of respondents Percentage

Very poor 0 0%

Poor 0 0%

Average 5 8.33%

Good 30 50%

Excellent 25 41.67%

Total 60 100%



20 good

15 30 average
25 poor
very poor

very poor poor average good excellent

It reveals the overall comparison of TVS Motors’s with other competitors as narrated
by the current users

42% rated the TVS Motors’s excellent, 50% rated with good,

And 8% found with average when asked to compare

Q13) Did the current product give you enough reason to say with it?

Opinion No of respondents Percentage

No 9 15%

Can’t say 3 5%

Yes 48 80%

Total 60 100%



can't say


It reveals the satisfaction of the respondents towards their current two-wheeler

As 80% seemed satisfied and would stay with their product

While 15% are looking for a change and rest 5% can’t decide and need more time.

Q14) Would you recommend others to purchase the TVS Motors
products from TVS Motors motors?

Opinion No of respondents Percentage

No 8 13.33%

Maybe 15 25%

Yes 37 61.66%

Total 60 100%




25% maybe

It reveals the no of respondents willing to recommend TVS Motors’s to others

When asked 62% of the respondents said yes

And 13% said no while the remaining 25% could not decide

Q15) Are you satisfied with the after sale service done by TVS Motors

Opinion No of respondents percentage

No 9 15%
Can’t say 6 10%

Yes 45 75%
Total 60 100%



10% no
can't say


It reveals the customer satisfaction towards the services provided by TVS Motors

With 75% satisfied customers

And 10% unsatisfied ones also 15% of the respondents are not still sure



 Majority of the TVS Motors customers are in the age group of 18 to 25 years.
 Majority of them are under graduates.
 TVS Motors two wheeler customers are middle class and upper middle class.
 Normally a customer uses a TVS Motors vehicle to a maximum period of 10
 Customers buy TVS Motors for its technical features like mileage, easy
maintenance, superior technology etc.
 Customers buy TVS Motors influenced by their friends.
 Customers normally prefer local dealers and service dealers for buying a
 Cost of spares and service is slightly high.



 During the survey most of the respondents contacted, had newly purchased
TVS Motors two wheeler, thus they could not responds accurately.
 The study is limited to TVS Motors Motors Customers who have purchased or
come for service to TVS Motors motors at Jammu.
 Since a convenient sampling method is adopted, the sample may not be
representing all types of customers.
 As the study is conducted for a limited period and hence it may not be
 Many of the respondents may not have given the correct information due to
personal bias.

 The time period of the study was not sufficient to measure the consumers’
response effectively and reach to a more valid conclusion.

Chapter 8
Conclusions and Recommendations

In India almost every second motor cycle sold is from TVS Motors. It is has many
award to its credit. How strong the brand may be, every organization has to strive to
improve customer satisfaction. With increasing competition and customer
expectations, Customer Satisfaction is the key to success of any organization. Dealers
play a very important role in the marketing of any product. Their role is vital mainly
in the case of consumer durables in general and automobiles in particular. Unlike
majority of consumer durables, automobiles need periodic maintenance. Two
wheelers have a peculiar feature as they are used by common man who hardly has any
knowledge of the functioning or repairing of the vehicle, dealers’ role is very
important. Dealers can enhance the image of the company and the product however
good it may be. The strength of TVS Motors motors is its channel partners, and
service availability every where

Regular availability of all models should be ensured. Efforts have to be taken to
ensure no stock outs. Dealer has to put efforts to improve quality of after sales service
as majority opined that they would not prefer the dealer after free services. Dealer and
Company should ensure availability of flagship brand. Due to non availability,
majority of the prospective customers are shifting to other company brands.
Customers are suspecting the dealers role in sticking to booking schedule. Efforts
should be taken to ensure transparency in booking. Customer feedback system after
sale and service would improve the image of the dealer. Dealer has to tie up with
banks to provide finance at competitive interest rates. Dealer has to be aggressive in
marketing the vehicles as they face a very tough competition from local dealers, as
well as the company has to put all efforts to enhance the image of the brand as well as
the dealership.



1. Philip Kotler 2000/e-Marketing Management

2. G.C. Beri - Marketing Research
3. Kothari. C.R, (1998).”Research Methodology”, H.S. Poplai for
WishwaPrakashan, New Delhi
4. Aaron Frank, TVS Motors Motorcycles, MotorBooks International
Page 192





Customer Satisfaction A Case Study at TVS Motors Motors, Jammu.

I Pallavi Gupta 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

In view of this, I am conducting a survey towards Customer Satisfaction A Case

Study at TVS Motors Motors, Jammu
The contents of this questionnaire are only for the academic purposes and information
provided by you will be kept confidential.



Q1) To which age group do you belong?

a. 18-25
b. 26-35
c. 36-45
d. 46 and above

Q2) What is your occupation?

a. Students
b. Business men
c. Professionals
d. Working professionals
e. Employees
f. Others b

Q3) What is your monthly income?

a. Less than 5000

b. 5000-10000
c. 10000-15000
d. Above 15000
Q4) How do you come to know about TVS Motors Motors?

a. Television
b. Newspaper
c. Family
d. Friends
e. Dealers

Q5) Which one product of TVS Motors Motors you like the most?

a. Not any
b. Bikes
c. Scooter

Q6) What do you feel about the quality of the TVS Motors’s products?

a. Very poor
b. Poor
c. Average
d. Good
e. Excellent

Q7) How much you are willing to spend on TVS Motors’s two-wheelers?

a. Upto 70,000
b. 10,000 to 1,50,000
c. 1,50,000 and above

Q8) How much comfortable you feel while driving TVS Motors’s two-wheelers?
a. Un-comfortable
b. Comfortable
c. Highly comfortable

Q9) Does TVS Motors motors provide you with test ride services?

a. No
b. Can’t say
c. Yes

Q10) Have you been provided, the after sale services from TVS Motors motors?
a. No
b. Can’t say
c. Yes

11) Are you satisfied with customer care services?

a. Dissatisfied
b. Partially satisfied
c. Satisfied

Q12) What would you like to rate the TVS Motors’s in comparison with Hero, Honda,
Yamaha, TVS etc?
a. Very poor
b. Poor
c. Average
d. Good
e. Excellent

Q13) Did the current product give you enough reason to say with it?

a. No
b. Can’t say
c. Yes

Q14) Would you recommend others to purchase the TVS Motors products from TVS
Motors motors?

a. No
b. Maybe
c. Yes
Q15) Are you satisfied with the after sale service done in TVS Motors Motors?

a. No
b. Can’t say
c. Yes