Chapter - 6.

1
SUGGESTIONS

6.1.1. Introduction
The present research work is the study of CRM in the Automobile Industry with special
reference to Two-wheeler after sales service market in region of Mumbai. Based on findings of
the study and other information collected, the following suggestions and recommendations are
effective in designing the customer relationship marketing strategy for the two-wheeler industry.

6.1.2. Summary of Suggestions

The present study has made an attempt to analyze the present customer relationship strategies of
two-wheeler companies and the after sales service market of two-wheelers through the attitudes
& perceptions of the two-wheeler users and they are summarized as follows:
6.1.3. It is suggested that all two-wheeler companies should offer toll free number service to its
customers.
6.1.4. The two-wheeler companies should offers online booking for after sales of two-wheelers.
6.1.5. It is suggested that irrespective of the income, the two-wheeler users should be convinced
in using the company authorised service centre for the after sales requirement of their two-
wheelers.
6.1.6. Since maximum number of the two-wheeler users surveyed has service as their
occupation, thus it is suggested that two-wheeler companies should focus more on customer
relationship strategies such as having a toll free number service and the service to book the
service of the two-wheeler from the company website.
6.1.7. The two-wheeler users should be encouraged by the way of rewards for using the more the
company website to locate the dealers for after sales service.

6.1.8. The information related to the advantages of having an annual maintenance contract
should be communicated to those two-wheeler users who have used the free company
maintenance service, in order to persuade the two-wheeler users in using the extended services of
company authorised service center.
6.1.9. It is suggested that by proving the benefits of getting the two-wheeler serviced at the
company authorised service center the usage rate of the company authorised service center can
be increased.
6.1.10. The study reveals that the frequency of usage of free company maintenance service is
very low; it shows that the company needs to put in efforts to educate the two-wheeler users
about the importance of free company maintenance service.
6.1.11. The customer relationship effort adopted by two wheeler companies need to be very
simple and realistic as the automobile industry is very competitive.
6.1.12. From the survey, it is found that most of the two wheeler users have expressed their
experience as good towards the annual maintenance contract service; two wheeler companies can
use the testimonial of the satisfied customers to convince others.
6.1.13. kiosks machines in dealerships or in different location of sales, have proved to be
outstanding tools to have dialogue from the customers. The same can be used by two wheeler
companies to create awareness of use of authorised service centers.
6.1.14. Majority of the two wheeler users agree that they have not received reminders from the
company regarding two-wheeler maintenance service, it is suggested that the two wheeler
company to start the same.
6.1.15. The extent of warranty and guarantee is a major criterion used by two wheeler users to
use the services of company authorised service centres. Two wheeler companies should focus on
parameters of warranty and guarantee in their communications with customers.

6.1.16. Majority of the two wheeler users were of the opinion that they get their two-wheeler
serviced from company authorised service station because they have trust on company authorised
service station, it is suggested that the company should continue to have transparency in the
operations.
6.1.17. From the study it is found that customer relationship management is highly significant to
enhance the satisfaction level of customers, thus it is suggested that the two-wheeler companies
to focus on customer relationship as a part of top 3 priorities.

6.1.18. Two wheeler companies to come up with more attractive offers for motivating the two
wheeler users for using the company authorised service centres.

6.1.19. The study highlights that Internet is being used as information sources about the company
products, thus two wheeler companies need to tie up with the major search engines to get the
data of the people looking for company products.

6.1.20. It is proved statistically that the variables used in the study are having high internal
consistency and hence it is suggested that the variables should be incorporated by the two
wheeler company while developing strategies.

6.1.21. The study also highlights that there is that there is a strong association between the
availability of company authorised after sales service and the company sales. Thus it is suggested
that the two wheeler company to focus on developing the network of authorised after sales
service centers.

6.1.22. The present study observes the use of Customer relationship management has an impact
on getting the new customers for after sales service. It is suggested that the company should
increase the use of customer relationship strategy on the after sales service education.

6.1.23. It is suggested that the three factors 1, 2 & 3 can be treated as components for designing
the effective customer relationship management strategy for two-wheeler companies.
 Chapter - 6.2
RECOMMENDATIONS

Based on findings, the following are the recommendations which are summarized as
follows:
6.2.1. From the study it is found that customer relationship management is highly significant to
enhance the satisfaction level of customers, thus it is recommended that the two-wheeler
companies to have customer relationship management on top priorities.
6.2.2. It is recommended that two wheeler companies need to have customer relationship effort
very realistic as the automobile industry is very competitive. Thus it is recommended that two
wheeler companies must offer toll free number service 24 x 7 for its customers.
6.2.3. It is highly recommended that two wheeler companies to offer online booking of after
sales service because majority of the two wheeler users have service as their profession.
6.2.4. The current study shows that two wheeler companies have underutilized the power of
websites and since the current era is of e-commerce and the websites of the company acts as a
major tool which says a lot about the company thus it is recommended that two wheeler
companies need to use internet and extranet as a tool for customer interaction.
6.2.5. It has been found during the course of this study that two wheeler companies have no
definite strategy implemented in terms of CRM, thus it is recommended that a definite strategy
such as appointing relationship managers at the service stations to attend and educate the two
wheeler owners about the technical know- how would further strengthen the trust, confidence
and relationship among the two wheeler users and the company.

6.2.6. One major reason for two wheeler users not going to authorised company service centers is
having no dialogue for a long time, thus it is recommended that there is a need to install
Interactive kiosks in dealerships or in alternative sales venues, such as malls, as this is proving to
be excellent tools to begin to engage consumers in dialogue.
6.2.7. Studies have proved that more than 50 % of the two wheeler users use the search engines
such as google.com to know about the company products, it is highly recommended that the two
wheeler companies to have a tie up with such search engines for getting the data of such people
who could be prospective customers of the company.
6.2.8. It is recommended that the two wheeler company must have its presence on the social
networking websites and the service managers at the service outlets should have the clients
added to his friend list, this gesture would help to give a personal touch to the relationship.
6.2.9. When hiring the employees for the service centers the two wheeler companies to make
sure that the new employees have the understanding that customer satisfaction is a key for
survival.
6.2.10. The two wheeler users are using both authorised company service centers and
unauthorized service centers. In some places the usage of authorised company service centers is
higher than unauthorized service centers vice versa. Therefore, we can understand that majority
of the two wheeler users prefer authorised company service centers than unauthorized service
centers. The types of the service centers used reflect the attitudes/opinion level of the two
wheeler users. The two wheeler users using authorised company service centers are having more
favourable attitude than the two wheeler users using unauthorized service centers. It means that
the perception of the two wheeler users represents the result and customer -driven approach of
the authorised company service centers. The perception of the two wheeler users is the basis for
developing action plan for designing the customer relationship strategies for two-wheeler
companies by allowing the existing users to put their testimonials about their experience on the
company website.

6.2.11. The study has shown that majority of the two wheeler users do not get reminders from the
company by way of sms or emails for reminders about the use of company authorised service
centres, thus it is highly recommended that the two wheeler companies need to capture the
mobile number and the e mail address of the customers during the time of sale of two wheelers
and if it is missed by any chance, the same should be collected when the two wheeler users come
for the free service at the company dealers. The same will be influential in information
dissemination.
6.2.12. The opinions on purchase of annual maintenance contract by the two wheeler users has
revealed that majority of the two wheeler users do not buy the annual maintenance contracts after
the end of free service, thus it is highly recommended that the two-wheeler companies need to
use the customer relationship strategies more aggressively when the two wheeler users come for
the free service and the data collected during the course of free service such as, the kilometer use
of two wheeler, the money spend on service, the frequency of service and the same should be
used in for forecasting the future spending power of the customer and based on this the messages
or offers needs to be send to the customer.
6.2.13. When the two wheeler users come to avail the free service, the two wheeler companies
need to collect the data such as, the kilometer use of two wheeler, the money spend on service,
the frequency of service and the same should be used in for forecasting the future maintenance
needs of the customers and the life of the spare parts and the same needs to be intimated to the
customer so that he aware about the possible maintenance needs.
6.2.14. Since the study revealed that majority of the company authorised service centre users get
peace of mind in getting their two wheeler service at company authorised service centre, it is
recommended that the two wheeler companies need to incorporate 2 changes i.e. firstly the
company need to have a policy to ask the customer whether he wants any specific part to be
fitted or replaced in his presence and secondly the two wheeler company need to have cameras
installed at every rack on the shop floor where two wheelers are serviced and if the customers
prefer to view the recording video of his two wheeler the same to be provided to the customer.
These changes recommended will be fruitful in winning the confidence of the customers and will
also increase their peace of mind.
6.2.15.The factors like trust, peace of mind, availability of latest equipments , special offers ,
warranty , guarantee and original parts are highly influential in attracting the two wheeler users
in in using the company authorised service centers. It is recommended that the two wheeler
companies should motivate the two wheeler users in using the company authorised service
centers by specifying their utility in terms of trust, peace of mind, availability of latest
equipments , special offers , warranty , guarantee and original parts
6.2.16. Outdoor advertising, Television, Print Media and Internet are the best sources for
marketing the information about the use of company authorised service centers. When the
outdoor advertising is used, the hoardings, billboards should be located outside the malls,
colleges.
6.2.17. Since the normal promotional tools are inadequate for promoting the company authorised
service centers, two-wheeler companies have to innovate many interactive and interpersonal
media to reach the two-wheeler users. Demonstrations about the benefits of use of company
authorised service centers for two-wheeler maintenance, use of audio visual vans outside the
colleges will be helpful in boosting the growth of company authorised service centers users.
6.2.18. There should be a comprehensive environment law for using company authorised service
centers. Those who are using only company authorised service centers are to be encouraged and
rewarded.
6.2.19. From the hypothetical study observes that use of customer relationship management is
highly significant to enhance the satisfaction level of the customers, thus it is recommended that
two wheeler companies to apply the above mentioned strategies and have a separate department
for customer relationship which would measure the effectiveness of the above strategies and
amend the same from time to time.
6.2.20. The concern about the environment should be used in the communication program of the
company to promote the use of company authorised service centers.

6.2.21. It is observed that the Factor Analysis resulted with the following 3 Factors i.e. trust,
Annual maintenance contract, warranty & Guarantee and the same can be treated as the
dimensions while creating the strategy for customer relationship management, it can be
recommended that the use of above factors needs to be used for attracting the two wheeler users
in using the company authorised service centers.
6.2.22. The two wheeler users should be persuaded through the active involvement of the various
stakeholders like government, shareholders, company manufacturers, commercial banks and
company employee’s to use the company authorised service centers for their two wheeler
maintenance needs and the livelihood of the environment.

Chapter - 6.3
7s Model for the Automobile Industry

6.3.1 Introduction

The present research which is a study of Customer relationship management in the Automobile
Industry with special reference to Two-wheeler after sales service market has been conducted
with the aim to design 7s model for the automobile industry. The opinion of the two wheeler
users from Mumbai forms the source to know their attitudes & perceptions towards customer
relationship management and after sales service of the two-wheeler.
The efforts has been made through this research to identify the determinants of 7s Model
for the automobile industry which has become significant in creating roadmap for developing the
strategy. The 7s Model for the automobile industry has been designed by considering the detailed
analysis of the variables which are included in this research and the information and opinion
gathered from the two wheeler users.

6.3.2 Concept of McKinsey 7S Model.

Developed in the early 1980s by Tom Peters and Robert Waterman, two consultants working at
the McKinsey & Company consulting firm, the basic premise of the model is that there are seven
internal aspects of an organization that need to be aligned if it is to be successful.
The 7S model can be used in a wide variety of situations where an alignment perspective is
useful, for example to help the organization:
• Improve the performance of a company.
• Examine the likely effects of future changes within a company.
• Align departments and processes during a merger or acquisition.
 • Determine how best to implement a proposed strategy.

6.3.3 The Seven Elements of McKinsey 7S Model.

The McKinsey 7S model consist of seven elements and are categorized as either "hard" or "soft"
elements:

Table 6.1: Seven Elements of McKinsey 7S Model.

Hard Elements Soft Elements

Strategy Shared Values

Structure Skills

Systems Style

Staff

Hard elements are easier to define or identify and management can directly influence them:
These are strategy statements; organization charts and reporting lines; and formal processes and
IT systems.
Soft elements can be more difficult to describe and are less tangible and more influenced by
culture. However, these soft elements are as important as the hard elements if the organization is
going to be successful.
The way the model is presented in Figure 6.1 below depicts the interdependency of the elements
and indicates how a change in one affects all the others.

Figure 6.1 Seven Elements of McKinsey 7S Model.

• Strategy: the plan devised to maintain and build competitive advantage over the
competition.
• Structure: the way the organization is structured and who reports to whom.
• Systems: the daily activities and procedures that staff members engage in to get the job
done.
• Shared Values: called "superordinate goals" when the model was first developed, these
are the core values of the company that are evidenced in the corporate culture and the
general work ethic.
 Placing Shared Values in the middle of the model emphasizes that these values are
central to the development of all the other critical elements. The company's structure,
strategy, systems, style, staff and skills all stem from why the organization was
originally created, and what it stands for. The original vision of the company was
formed from the values of the creators. As the values change, so do all the other
elements.
• Style: the style of leadership adopted.
• Staff: the employees and their general capabilities.
• Skills: the actual skills and competencies of the employees working for the company.

6.3.4 Drawbacks in McKinsey 7S Model.

The Mckinsey 7S Model is not simple to use, changing an organization probably will not be
simple at all, moreover this model is very general and as every industry has its own rules and
working culture this model will not be beneficial to companies in all the sector.

The 7S model is a good framework to help you ask the right questions, but it won't give you all
the answers. For that you'll need to bring together the right knowledge, skills and experience.

6.3.5 The Proposed 7s Model for the Automobile Companies.

After collecting and analyzing the data and correlating the same with the Mc Kensay 7s model,
the researcher has made an attempt to develop a new 7s model which will be useful for the
smooth functioning of the Automobile companies. The companies need to align these seven
aspects to be successful. This model can also be used by the automobile companies to analyze
how well they are positioned to achieve its intended objectives.

The new 7s model is given below in figure no 7.2 and contains the following Elements-

1. Stakeholders
2. Social responsibility
3. Service
4. Standards
5. Sale value
6. Survival
7. Synergy
Figure 6.2:7S Model for the Automobile Companies.
The new 7s model is explained below and contains the following -

1. Structure becomes Stakeholders

2. System becomes Social responsibility
3. Style becomes Service
4. Staff becomes Standards
5. Skills becomes Sale value
6. Strategy becomes Survival
7. Shared Value becomes Synergy

Stakeholders – Automobile industry has a structure where in there is high dependence upon the
stakeholders for instance all the automobile companies have a high dependence upon the
ancillary units and other stakeholders such as the employees, for instance the strike in Honda
Motorcycle and Scooter India Private Limited last year resulted in huge losses to the company.
Similar instances was reported with Maruti Suzuki India Ltd where in the company faced strike
many times in a year and as per the estimates it resulted to the loss of about Rs 8500 crore. Such
events of strike affect more to stakeholders such as shareholders and financial institutions who
have invested money in the company. Thus looking at the importance of stakeholders and their
impact the company needs to maintain a balance between all the stakeholders.
Services – Automobile companies need to work in a style wherein they focus more on the
Service and service here means the various complementary services such as after sales service,
insurance, finance and so on. Today such services add to the revenue of the company’s income.
For instance Bajaj Auto Limited has its presence in two wheeler industry, insurance industry and
finance industry. Today looking at the level of competition in the automobile industry,
automobile companies cannot have just manufacturing as their only source of revenue. After
sales service today is the most important factor not only from the view of brand loyalty but also
from the view of generating new revenues for the companies. Companies such as Maruti Suzuki
Limited have highest sales and at the same time commands high brand loyalty because of its
huge network of after sales service across India. Thus Automobile companies need to have a
style wherein they focus more on the Service

Synergy Effect – Placing Synergy in the middle of the model emphasizes that synergy effect
is central to the development of all the other critical elements and moreover once all the
above mentioned elements are in place, it becomes easy for the company to have synergy
effect which would help the company to outperform the competition easily and come up with
unconventional approach in the industry. Thus shared values in the old model becomes
synergy effect in the new 7s model for Automobile companies.
Standards – Standards for all staff, stakeholders, departments etc for the survival the companies
need to depend upon the stakeholders and the services, but in the course of the research it was
found that there are missing standards. For the smoother functioning the company needs to
develop standards which should be revised on regular intervals. Thus staff of the old model
becomes standard in the new 7s model for Automobile companies.
Sale value – The skills in the 7s McKinsey model represents the skills of the firms personnel, the
automobiles companies need to capitalise the skills of the employees to develop better final
products and after sales service products which would realise better sale value for their products.
Moreover once the standards are set for the stakeholders and the after sales service this would
help the company to realise good sale value and the resale value for its final products and the
after sales service products.
Social responsibility – The automobile company’s needs to have a system where in the focus is
high on the social responsibility. The automobile companies has a lot to contribute to the society
in the form of social responsibility as automobile industry stands at number 3 in terms of the
damage caused to environment. The companies need to focus on social responsibility as business
cannot run in isolation and needs to depend on society for its stakeholders, including the
customers and supplier. Thus system of the old model becomes social responsibility in the new
7s model for Automobile companies.
Survival – This stands for the basic purpose for the organisations. Organisations need to develop
all the strategies with one aim i.e. survival. Whatever be the strategy adopted by the automobile
organisation the ultimate aim should be of the survival of the organisation. Thus Automobile
companies need to have a survival as their strategy.

6.3.6 How to Use the proposed 7S Mode for the Automobile Companies.

The model is based on the theory that, for an automobile company to perform well, these seven
elements need to be aligned and mutually reinforcing. So, the new model can be used to help
identify what needs to be realigned to improve performance, or to maintain alignment (and
performance) during other types of change. Whatever the type of change – restructuring, new
processes, organizational merger, new systems, change of leadership, and so on the model can be
used to understand how the organizational elements are interrelated, and so ensure that the wider
impact of changes made in one area is taken into consideration.
This proposed 7Ss model is one that can be applied to almost any automobile company. If
something within an organization isn't working, chances are there is inconsistency between some
of the elements identified by this model. Once these inconsistencies are revealed, you can work
to align the elements to make sure they are all contributing to the synergy effect. The process of
analyzing where you are right now in terms of these elements is worthwhile in and of itself. But
by taking this analysis to the next level and determining the ultimate state for each of the factors,
you can really move the organization forward.
You can use the new 7S model to help analyze the current situation (Point A), a proposed future
situation (Point B) and to identify gaps and inconsistencies between them. It's then a question of
adjusting and tuning the elements of the new 7S model to ensure that your organization works
effectively and well once you reach the desired endpoint.
When it comes to asking the right questions, we've developed a Mind Tools checklist and a
matrix to keep track of how the seven elements align with each other. Supplement these with
your own questions, based on your organization's specific circumstances and accumulated
wisdom.

7S Checklist Questions

Here are some of the questions that one need to explore to help one understand organizations
situation in terms of the 7S framework. Use them to analyze organizations current (Point A)
situation first, and then repeat the exercise for organizations proposed situation (Point B).

Survival:

• How would our company survive?

 • What is our strategy for survival?
• How do we intend to achieve our objectives?
• How will the company survive with competitive pressure?
• How will the company survive with changing customer demands?
• How will the company survive with environmental issues?

Stakeholders:

• How many different stakeholders does the company has?

• Are all stakeholders happy with the organisation?
• How is the company maintaining a balance between all stakeholders?
• How do the various departments coordinate activities?
• What customer relationship activities has the company done for stakeholders?

Social Responsibility:

• Is there a need for social responsibility to run the organization?

• What internal rules and processes does the company use to keep on track social
responsibility?

Synergy Effect:

• Are all the other elements of this model in place?

• What is the corporate/team culture?

Service:

• How participative are all departments of the company when it comes to service to
customer?
• How effective is the company services?
• Do employees/team members tend to be competitive or cooperative in terms of service
to customers?
• How are services monitored and assessed?

Standards:

• Does the company have standards for its activities?

• Are standards communicated to the concerned departments / people?
• How are standards monitored and assessed?
• What standards need to be changed?
Sale Value:

• Do the company products command the desired sale value?

• What is the company doing to have the desired sale value?

Using the information one will gather information; now examine where there are gaps and
inconsistencies between elements. One can use this to look at either ones current or desired
organization.

Chapter 6.4
CRM strategy for 7S model of Automobile Industry.

CRM as a tool has been used by corporates to have sync in the communication with all its
stakeholders. The same is possible with the help of technology and it has a common pre-defined
objective to get new customers and satisfy the existing ones. CRM needs to have a holistic
approach which can be used in all the departments of an organisation. The researcher has made
an attempt to show below how beneficial it is for the company to have CRM for its stake holders
and how CRM can be used for social responsibility activities, services and standards and how it
will impact the sale value of the company products and make smooth the survival of company
with synergy effect.

Stakeholders – Automobile industry has a structure where they have more dependence upon the
stakeholders for instance the automobile companies have a high dependence upon the different
types of stakeholders such as ancillary units, the employees, suppliers, shareholders, financial
institutions and the customers. Thus looking at the importance of stakeholders and their impact,
the company needs to maintain a balance between all the stakeholders which is possible by
knowing more about the stakeholders. For this it is proposed that the company should have a
CRM strategy for all the stake holders where in special concessions, discounts to be offered to all
the stakeholders on the purchase of company products and services. The company can have a toll
free number service for all the stake holders where in all stakeholders get a platform to share
their views and give suggestions for the growth of company.
Social responsibility – The automobile company’s needs to have a system where in the focus is
high on the social responsibility. The automobile companies has a lot to contribute to the society
in the form of social responsibility as automobile industry stands at number 3 in terms of the
damage caused to environment. The companies need to focus on social responsibility as business
cannot run in isolation and needs to depend on society for its stakeholders, including the
customers and supplier. Thus it is recommended that the company should actively involve all the
stake holders in the social responsibility activities and more over keep on updating then via e
mails / sms / call. If the company has a CRM strategy in place it could do a lot of social work for
its stakeholders itself.
Services – Automobile companies need to work in a style wherein they focus more on the
Service and service here means the various complementary services such as after sales service,
insurance, finance and so on. It is proposed by the researcher that having a CRM model in place
will not only allow the company to operate smoothly, but will also allow the company to cross
sell other products and services to its customers. For instance Bajaj Auto Ltd is the leading two-
wheeler manufacturers, having CRM in place will help the company to cross sell the insurance
and two-wheeler loans of its sister concerns which have its presence in motor insurance and
vehicle finance business.
Standards – In the course of the research it is found that standards are missing in terms of the
after sales service, for instance minimum time taken to close a customer query, the scope of
service, exceptions etc. Even if there are standards, they were not communicated to the
customers and were not even followed by the company dealers. For the smoother functioning the
company needs to follow the standards and communicate the same to the customers with the help
of customer relationship management strategies .More over the company can take the help of the
customers and other stake holders to develop standards which should be revised on regular
intervals. Thus the researcher is of the opinion that having customer relationship management
strategy in place would not only allow the company to make its customers aware of the standards
but also revise the same with the help of the customers and other stake holders.
Thus the researcher is of the opinion that if the two wheeler companies have the customer
relationship management in place for the above 4 elements mentioned, this will automatically
take care of the other 3 elements of the 7S model proposed for the Automobile Industry.
For instance having customer relationship management for stake holders, social responsibility,
services and standards will automatically take care of the
Sale Value – Company having a good relationship with its stakeholders and having focus on
services and standards will automatically command premium sale value for its products and
services. This in turn increases the profits of the company.
Survival – The survival of the company becomes very smooth.
Synergy – The Company commands synergy effect in its operations environment.
 Chapter - 6.5
CRM model for Two-wheeler companies After-sales service Business.

CRM as a tool has been put in use at large numbers to coordinate interaction between firms and
its different stakeholders. CRM basically helps to organize and have coordination in the
processes of the business and all this is possible with the support of technology. The three main
parties involved in the customer relationship management model for after sales service in two-
wheeler companies.
1. The Customer
2. The Company
3. Dealer.

Company – The Company has 4 major sources to get the data of their existing and potential
customer’s i.e. Call centers, Company website, Search engines and Social media.

• Call Centers – Automobile companies need to have a toll free number for current
customers or prospective customers. Customers can call in for various reasons , such as
1. Details for the products (new bike purchases)
2. Details for the dealers
3. Details for the after sales services for their vehicles.
4. To give feedback / suggestions.

• Company Website – Two wheeler companies need to have below mentioned features on
their website such as dealer locator, book after sales service online, suggestion page.

• Search Engines – Automobile companies need to get into agreement with the major /
leading search engine companies, such as google.com , yahoo.com etc because as per the
current trend today 55% of the potential customers do a lot of study on the search engine
to explore the options available for their purchase of products and their after sales
service. The search engine companies then can forward the data of the people who have
done different searches on the search engines regarding the two wheeler company, its
products, dealers or services to the two wheeler company. This data provided by the
 search engine company could be for existing customers or potential customers. The
company would then based on this leads get in touch to the customers.

• Social Media – Gone are the days when companies used to wait for the customers to fill
in the feedback or suggestion form for the product or services. Today with the advent of
internet, company needs to have their accounts in the leading social sites such as
Facebook and this would help the company to tap the nerve of the customers and this is
essential for the real time engagement of the customers.

After collecting the information from the above mentioned 4 sources, the company needs to
create a data warehouse. In this data ware house the information collected will be arranged in the
logical sequence as shown in the table 6.2.

Table 6.2: Sequence to create the database.

Sr.No Date & Name Contact Place Query Dealer Lead Future
Time Number Type Allotted Source Spending
& Email Value
Id.

Arranging the data in the above format will have the following benefits –
• Know the customer needs and deliver.
• Segment service offerings.
• Utilize technology efficiently.
• Get pricing right.
• Optimize for profits.
• Measure the Service.

After arranging the raw data in the logical format the two wheeler company representative needs
to analyze the Future Spending Value of the customer and pass on the lead to the dealer in the
locality of the customer and respond back to the customers query via (call / sms / email) to
update him the details of the dealer and the time span within which the he would be contacted by
the dealer and update the data in the company data warehouse.
The authorised dealer needs to call the customer within 30 minutes (only if the query is received
within working hours) and update the status of the resolution given to the customer query along
with the scheduled time to solve the query, in the database.
The company representative needs to check the remarks of the dealer in the database and contact
the customer (via call / sms / e mail) to know about his experience.

The same model in represented below in the form of the flow chart.
 Figure 6.3:

Flow chart of CRM model for Two-wheeler companies After-sales service Business.
Benefits of the CRM Model for Two-wheeler After-sales service Business.

1. The CRM model has specific roles defined for the company and the dealer. Thus both the
parties are aware of what is expected out of them.
2. The model generated from the study is flexible and it can incorporate new features and
dimensions based on the innovations prevailing in the automobile industry.
3. The model has 2 important dimensions i.e. time taken to provide resolution , which is an
important factor in service industry and the other dimension is analysis of Future Spend
value, which would help the dealer to understand the potential of the lead.
4. Two wheeler company contacts the customer (via call / sms / e mail) to know about his
experience. This is needed to strengthen the relationship.
 Chapter - 6.6
SCOPE FOR FURTHER STUDIES

6.6.1. Introduction

The present research work on ‘CRM in the Automobile Industry with special reference to Two-
wheeler after sales service market’ has an opportunity to explore further in the following areas:

6.6.2. Foundation is necessary to develop an effective customer relationship management policy

to popularize the usage of company authorised service centers and replacement or reduction in
the usage of unauthorized service centers.

6.6.3. It is observed that, many two-wheelers users still use the services of unauthorized service
centers. It will be an uphill task in motivating these two-wheelers users due to lack of awareness,
lack of skilled professionals. If the two-wheeler companies train their professionals in terms of
creating awareness, providing information about product such as annual maintenance contract
and benefits related to use of company authorised service centers, then it will help the company
in promoting the company authorised service centers.

6.6.4. Since there is tremendous scope in this field, concerned authorities must come forward to
appreciate and enhance the scope of the study so that the country will be in a position to save the
environment and get the income of the unauthorized service sector accounted.

6.6.5. Lack of interest in government professions/ machinery without any clear cut policy on the
use company authorised service center. Due to this constraint, the government with the
association of automobile companies and other research agencies can formulate long term
strategies for the development and promotion of company authorised service center.

6.6.6. A serious effort has to be made to capture the available data at the local, state and national
level as there is a tremendous scope to do research in company authorised service center in both
scientific and marketing dimensions for designing customer relationship management model in
automobile industry.
6.6.7. Proper education to two wheeler users will help them to minimize their maintenance
expenses by timely getting two-wheelers serviced from company authorised service centers.

6.6.8. It gives the ample scope for the Government to study the unaccounted money in the
unauthorized service sector accounted.

6.6.9. So far efforts made by the two-wheeler companies and two-wheeler dealers had yielded
limited success.

6.6.10. Those two-wheeler users who use only the company authorised service centers must
appreciate that their two-wheelers life and resale value can be increased only by use of company
authorised service centers and no use of unauthorised service centers. Till this concept takes a
firm root in the policy framework of the government, preservation of the environment and
accounting of the unaccounted money will be at peril.

6.6.11. The awareness level has to be created at different levels such as, Incentive schemes to
two-wheeler users only using company authorised service centers by automobile companies.

6.6.12. Education to customers regarding customer relationship management and its role in
accessing the best service provided by the company authorised sales centers.