A Project Report on Marketing Strategies followed by Bellad Motors and its Competitors

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

EXECUTIVE SUMMARY

The project report was carried on to know the Marketing strategies followed by

Bellad Motors and its competitors in customer point of view in selling the cars, provided

by the company will help to enhance the company’s sales. To know the satisfaction level

of existing consumers this will help to maintain loyalty of the costumer. The project report

entitled “Comparative study of Marketing Strategies followed by Bellad Motors and its

Competitors” provided by Bellad Motors (Maruti Suzuki) Unkal cross, Hubli. Is

undertaken in partial fulfillment of requirement of MBA 4th semester in KLES’s Institute

of Management Studies and Research, Hubli.

Title of the project:


Objectives the study:

1) To study the major differences in promotional activity undertaken by Bellad motors and competitors.

2) Study of sales practices followed by Bellad motors and competitors.

3) To study the major Service level differences between Bellad motors and its competitors.

4) To know the customer retention strategies followed by Bellad motors and its competitors.

Statement of the problem

Babasabpatilfreepptmba.com Page 1


In Indian car industry, small car segments have played a very crucial and

significant role due to its economy, efficiency and effectiveness. Due to invasion of foreign

cars into Indian markets, the pace of competition has hiked. This has brought into market,

number of Brands and their variants competing to with each other.All these factors have

resulted in flux in the minds of the customers as to which brand to go for. In other words,

Brand-switching is gaining the momentum. So to position the brand in the minds of the

customers the company or dealer should keep the track of this shift in preferences. Hence

the main purpose of this study is to find the “Comparative study of Marketing

Strategies followed by Bellad Motors and its Competitors”

Purpose of study

The purpose of the study is to know the Brand preference and to know the factors

affecting and change in buying behavior of the customer. The marketing strategies can be

designed in accordance with this change. It will be helpful for the managers to make

decisions. Hence, this study should be conducted. Management will come to know the

influential factors, why consumers preferring RNS motors to purchase a car and it will help

to increase sales of cars, and they will come to know the consumer buying behavior,

expectation and the drawback of the management. This study will help the management for

making strategic decisions, and to know the company market share, and building a good

brand.

LIMITATION:



The sample size of 100 customers may not reveal the exact result and same of the

information provided by the respondents may be biased.

RESEARCH METHODOLOGY:

Sample Size- 100

1) DATA COLLECTION METHODS USED:

Primary and secondary data collected to carry out the research work.

Primary data (Survey data):

Information was collected directly from the customers by using the well

structured pre tested questionnaire to know about the Marketing Strategies followed by

Bellad Motors and its Competitors”

Secondary data-

In this study Secondary Data is used for exploratory research and secondary data

includes data collection of information from newspapers, magazine reviews and Internet

information about car market as an overall and competitors in that sector.

2) MEASUREMENT TECHNIQUE:

Questionnaire:

Questionnaire is a formalized instrument for collecting information directly from the

respondents. During this research questionnaire was used as measurement technique for

getting information from the customers in the twin cities.

3) SPECIFICATIONS OF THE SAMPLE:

a. Define the Population:

Element: people interested in owning Cars and people who owned car.

Extended to: Hubli-Dharwar city.

b. Sampling Method:

The sample is selected based on non- probability sampling

method.

c. Sample size:

Sample size is 100 customers.

RESEARCH DESIGN



Benefit to Academics:

It helps in the following ways-

1) The market for new cars in general and market in twin cities in

particular.


Define the Research problem

Estimate the value of information

Select the value of information

Select the Data Collection Method

Select the Measurement Technique

Select the Sample

Select the Analytical Approach

Evaluate the Ethics of the Research

Specify the Time & the Financial cost


2) Customers Decision Making Process for new cars.

3) Customer’s choices of brands in new car segment.

4) It will help in understanding, reviewing and suggesting improvements

in creating a market for ‘Maruti Suzuki cars at Bellad motors’.

I. INDUSTRY PROFILE:

I. Brief History of Automobiles

The automobile industry has changed the way people live and work. The

earliest of modern cars was manufactured in the year 1895. Shortly the first appearance

of the car followed in India. As the century turned, three cars were imported in

Mumbai (India). Within decade there were total of 1025 cars in the city.

The dawn of automobile actually goes back to 4000 years when the first

wheel was used for transportation in India. In the beginning of 15th century Portuguese

arrived in China and the interaction of the two cultures led to a variety of new

technologies, including the creation of a wheel that turned under its own power. By

1600s small steam-powered engine models was developed, but it took another century

before a full-sized engine-powered vehicle was created.

Brothers Charles and Frank Duryea introduced the actual horseless carriage

in the year 1893. It was the first internal-combustion motor car of America, and it was

followed by Henry Ford's first experimental car that same year.

One of the highest-rated early luxury automobiles was the 1909 Rolls-

Royce Silver Ghost that featured a quiet 6-cylinder engine, leather interior, folding

windscreens and hood, and an aluminum body. Chauffeurs usually drove it and

emphasis was on comfort and style rather than speed.

During the 1920s, the cars exhibited design refinements such as balloon

tires, pressed-steel wheels, and four-wheel brakes. Graham Paige DC Phaeton of 1929

featured an 8-cylinder engine and an aluminum body.

The 1937 Pontiac De Luxe sedan had roomy interior and rear-hinged back

door that suited more to the needs of families. In 1930s, vehicles were less boxy and



more streamlined than their predecessors. The 1940s saw features like automatic

transmission, sealed-beam headlights, and tubeless tires.

The year 1957 brought powerful high-performance cars such as Mercedes-

Benz 300SL. It was built on compact and stylized lines, and was capable of 230 kmh

(144 mph).

Modern cars are generally light, aerodynamically shaped, and compact.

II.GROWTH OF AUTOMOBILE INDUSTRY IN INDIA Following India's growing openness, the arrival of new and existing models, easy

availability of finance at relatively low rate of interest and price discounts offered by the

dealers and manufacturers all have stirred the demand for vehicles and a strong growth of

the Indian automobile industry.

The Indian auto industry, worth US$ 34 billion in 2006, has grown at a CAGR of 14 per

cent over the last five years with total sales of vehicles reaching around 9 million vehicles

in 2005-06. That number is likely to see a significant boost, given that the first half of

2006-07 has already witnessed a staggering growth rate of 17.12 per cent. Domestic car

sales for the April-September 2006 period stood at an impressive 4.86 million vehicles,

including cars, two-wheelers and commercial vehicles. According to industry experts, if

this trend continues, sales could touch 10 million by March 2007, clocking an annual

growth rate of 20 per cent.

Status in India

India is on every major global automobile player’s roadmap, and the reasons for the growth are:

India is the second largest two-wheeler market in the world Fourth largest commercial vehicle market in the world

11th largest passenger car market in the world

Expected to be the seventh largest by 2016



Robust production

India’s car production capacity is in for a US$ 2 billion boost. Auto majors have

announced massive investment plans that will push the country’s car production past the

psychological 2 million mark by the end of fiscal 2006-07, up 70 per cent from 1.4 million

units now. Even at 2 million, India, which stood at No.11 among global car producing

nations, will move two steps ahead, past UK (1.6 million) and Canada (1.35 million). It

will be neck and neck with Brazil’s 2-million capacities at No.8.

The automobile industry witnessed a growth of 19.35 percent in April-July 2006

when compared to April-July 2005, as is evident from this year’s production trends.

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



Automobile Production Trends

Category 2004-05 2005-06 (In no.s)

M&HCVs 214807 219297

LCVs 138896 171781

Total CVs 353703 391078

Passenger Cars 960487 1045881

Utility Vehicles 182018 196371

MPVs 67371 66661

Total Passenger vehicles 1209876 1308913

Scooters 987498 1020013

Motorcycles 5193894 6201214

Mopeds 348437 379574

Total Two Wheelers 6529829 7600801

Three Wheelers 374445 434424

Grand Total 8467853 9735216

Source: Society of Indian Automobile Manufacturers (SIAM)

Domestic Sales

Increased affluence, wider selection and the ready availability of car loans is

driving the Indian car market through the roof. During the last five years (2000-05), the

production of passenger cars in India increased by more than 100 per cent. India achieved

the sales of 1.11 million vehicles last year (2005).

Domestic sales have been growing at a clipping pace:

Passenger car sales rose by 22.84 per cent during April-September 2006, compared

to the corresponding period n 2005.



The cumulative growth of overall sales of passenger vehicles during April-

September of 2006-07 was 20.73 percent.

Utility Vehicle (UVs) sales grew at 12.85 per cent during the same period.

Overall, the commercial vehicles segment grew at 36.96 per cent. Growth of

Medium and Heavy Commercial Vehicles was 39.92 per cent. Light Commercial

Vehicles also performed well with a growth of 32.86 percent.

Exports

India is fast emerging as a manufacturing base for car exports. According to the

Society of Indian Automobile Manufacturers (SIAM), a total of 89,338 vehicles were

exported in September 2006, a 58.07 per cent jump as compared to the same month last

year. While passenger vehicle exports grew at 13.15 per cent, two-wheelers and

commercial vehicle exports grew at 27.80 per cent.

Major Manufacturers of Automobiles in India

Maruti Udyog Ltd.

General Motors India

Ford India Ltd.

Daewoo Motors India

Hero Motors

Hyundai Motor India Ltd.

Telco

Foreign players in India

Calendar 2006 has seen the entry of many high-end brands into the country. The Indian

automobile market will see at least 30 new launches, spanning everything from affordable

hatchbacks to mid-size models to super luxury high-end cars and SUVs.



Mercedes, BMW, Porsche, Audi, Bentley and Rolls Royce are already here. Now,

the Italian marquee Lamborghini is also planning to enter the country. The Italian

marquee plans to launch the Gallardo.

German luxury car maker Audi AG is preparing to drive into India a range of

sporty, lifestyle cars like S8 and RS4 early next year. The year 2007 will also mark

Audi's entry into merchandising in Indian car bazaar.

ECONOMIC IMPACT-

On the canvas of the Indian Economy, Auto Industry occupies a prominent place.

Due to its deep forward and backward linkages with several key segments of the economy,

automotive industry has a strong multiplier effect and is capable of being the driver of

economic growth. A sound transportation system plays a pivotal role in the country's rapid

economic and industrial development. The well-developed Indian automotive industry ably

fulfils this catalytic role by producing a wide variety of vehicles: passenger cars, light,

medium and heavy commercial vehicles, multi-utility vehicles such as jeeps, scooters,

motorcycles, mopeds, three wheelers, tractors etc.

The automotive sector is one of the core industries of the Indian economy, whose

prospect is reflective of the economic resilience of the country. With 4% contribution to

the GDP and nearly 5% of the total industrial output, the automotive sector has become a

significant contributor to the exchequer. Continuous economic liberalization over the years

by the government of India has resulted in making India as one of the prime business

destination for many global automotive players. The automobile industry witnessed a

growth of 19.35 percent in April July 2006 when compared to April July 2005. The Indian

automobile Industry has a mix of large domestic private players such as Tata, Mahindra,

Ashok Leyland, Bajaj, Hero Honda and major international players including GM, Ford,

Daimler Chrysler, Toyota, Suzuki, Honda, Hyundai and Volvo.

ii. ORGANIZATION PROFILE

MARUTI UDYOG LIMITED

ORGANIZATION VISION:



"The Leader in the Indian Automobile Industry, creating Customer Delight and

Shareholder's Wealth; A pride of India."

OUR CORE VALUES:

1. Customer Obsession

2. Fast, Flexible and First Mover

3. Innovations and Creativity

4. Networking and Partnership

5. Openness and Learning

Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of

Parliament, to meet the growing demand of a personal mode of transport caused by the

lack of an efficient public transport system.

Suzuki Motor Company was chosen from seven prospective partners worldwide.

This was not only due to their undisputed leadership in small cars but also to their

commitment to actively bring to MUL contemporary technology and Japanese

management practices (which had catapulted Japan over USA to the status of the top auto

manufacturing country in the world).

A license and a Joint Venture agreement were signed between Govt of India and

Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.

The objectives of MUL then were:

1. Modernization of the Indian Automobile Industry.

2. Production of fuel-efficient vehicles to conserve scarce resources.

3. Production of large number of motor vehicles which was necessary for economic

growth.



TECHNOLOGICAL ADVANTAGE:

We have introduced the superior 16 * 4 Hypertech engines across the entire

Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit

computer to a fuel efficient 4-valve engine to create optimum engine delivery. This means

every Maruti Suzuki owner gets the ideal combination of power and performance from his

car.

Our other innovation has been the introduction of Electronic Power Steering (EPS) in

select models. This results in better and greater maneuverability. In other words, our cars

have become more pleasurable to drive.

PRDUCTION/ R & D:

Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the

Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average,

two vehicles roll out of the factory every minute. And it takes on an average, just 14 hours

to make a car. More importantly, with an incredible range of 11 models available in 50

variants, there's a Maruti Suzuki made here to fit every car-buyer's budget.

Production Milestones

1 st vehicle produced, December 1983

1,00,000 vehicles produced by August, 1986

5,00,000 vehicles produced by June, 1990

10,00,000 vehicles produced by March, 1994

15,00,000 vehicles produced by April, 1996

20,00,000 vehicles produced by October, 1997



25,00,000 vehicles produced by March, 1999

30,00,000 vehicles produced by June, 2000

35,00,000 vehicles produced by December 2001



MILESTONES:

2006

The car of the Year Maruti SWIFT.

2005

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

2004

New (non AlC) variant of Alto, Alto becomes India's new best selling car LPG

variant

Of 'Omni Cargo', Versa 5-seater, a new variant Baleno LXI, a new variant Maruti

Closed the financial year 2003-04 with an annual sale of 472122

Units, the highest ever since the company began operations 20 years ago

2003

New Suzuki Grand Vitara XL-7,

Redesigned and all-new Zen

New upgraded WagonR

Enters into partnership with State Bank of India



Production of 4 millionth vehicle. Listed on BSE and NSE after a public

issue oversubscribed 10 times

2002

WagonR Pride

Esteem Diesel. All other variants upgraded

Maruti Insurance. Two new subsidiaries started: Maruti Insurance

Distributor Services and Maruti Insurance Brokers Limited

Alto Spin LXi, with electronic power steering

Special edition of Maruti 800, India's first colour-coordinated car

Maruti True value in Mumbai

Maruti Finance in Mumbai with 10 finance companies

Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 Percent

2001

Zen Lxi

Maruti True Value launched in Bangalore and Delhi

Maruti Versa, India's first luxury MPV

Alto Spin LXi, with electronic power steering

Alto Vxi

Customer information centers launched in Hyderabad, Bangalore and Chennai

Launch of versa

2000

First car company in India to launch a Call Center

New Alto



Altura, a luxury estate car

IDTR (Institute of Driving Training and Research) launched jointly with

the Delhi government to promote safe driving habits

1999

Maruti 800 EX ( 796cc, hatchback car)

Zen LX (993cc, hatchback car)

Zen VXi (993cc, hatchback car with power steering)

Omni XL ( 796cc, MUV, high roof)

Baleno (1600cc, 3 Box Car)

Wagon R

Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social

initiatives

1998

Maruti launches website as part of CRM initiatives

Zen D (1527 cc diesel, hatchback car)

Zen VX & Zen VX Automatic

New (Omni & Omni E) (796cc, MUV)

Launch of website as part of CRM initiatives

1997

1998 Esteem (1299cc, 3 box car) LX, VX and AX

New Maruti 800 (796cc,hatchback Car) Standard and Deluxe

Produced the 2 millionth vehicle since the commencement of production



1996

Gypsy (E) (970cc, 4WD 8 seater)

Omni (E) (796cc, MUV, 8 seater)

Gypsy King (1298cc, 4WD, off road vehicle)

Zen Automatic (993cc, hatchback car)

Esteem 1.3L (1298 cc, 3 box Car)AX

Launch of 24-hour emergency on-road vehicle service

1995

Esteem 1.3L (1298 cc, 3 box car)VX

With the launch of second plant, installed capacity reached 200,000 units

1994

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

commencement of production

1993

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

elsewhere as the Alto

1992

SMC increases its stake

1991

Reaches cumulative indigenisation of 65 percent for all vehicles produced

1990

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



1988

Installed capacity increased to 100,000 units

1987

Exported first lot of 500 cars to Hungary

1986

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

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

1985

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

1984

Omni, a 796cc MUV

Installed capacity reached 40,000 units

1983

Maruti 800, a 796 cc hatchback, India's first affordable car.

Production was started under JV A

1982

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

1981

Maruti Udyog Ltd was incorporated under the provisions of the Indian

Companies Act, 1956

AWARDS

2006

JD Power SSI: 1st Rank, 3 years in a row 2004 – 2006

Tops TNS TCS Survey in key segments, 5 years in a row 2002 – 2006



Among Top 5 car companies in the Forbes list of the Worlds Most Reputed

Companies – Nov 06

Features in Business Today’s annual list of “20 companies to look for in 2007” –

Nov 06

The only automobile manufacturer to feature in Business Today’s list of “India’s

Best 10 Marketers – Nov 06

Ranks 1st for Corporate Social Responsibility by TNS Automotive

2005

Ranks 1st among Automobile companies in the Corporate Image Monitor (CIM)

Study 2005 conducted by AC Nielsen ORG-MARG

Receives a commendation from Ministry of Economy, Trade and Industry (MITI)

of Japan – Sept 05

Number one in JD Power SSI for the second consecutive year

Number one in JD Power CSI for the sixth time in a row - the only car to win it so

many times

M800, WagonR and Swift topped their segments in the TNS Total Customer

Satisfaction Study.

Leadership in the JD Power Initial Quality Study - Alto number one in its segment

for the 2nd time in a row, Esteem number one in its segment for the 3rd year in a

row, Swift number one in the premium compact segment

WagonR and Esteem top their segments in the JD Power APEAL study

Ranks 1st in Auto sector for Corporate Reputation Strength (CSR) study – Feb 05



TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in

Auto sector)-Feb 05

Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC ( 2nd

time in a row)-Feb 05

First Indian car manufacturer to reach 5 million vehicles sales

Business World ranks Maruti among top five most respected companies in India-

Oct 04

Maruti ranked among top ten (Rank7) greenest companies in India by Business

Today - Sep '04

2004

Maruti Suzuki was No.1 in Customer Satisfaction, No.1 in Sales

Satisfaction No.1 in Product Quality (Esteem and Alto) and No.1 in

Product Appeal (Esteem and Wagon R)

No.1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)

Business World ranked us among the country's five most respected companies

Business World ranked us the country's most respected automobile company

Voted Manufacturer of the year by CNBC

Voted one of India's Greenest Companies by Business Today-AC

Nielson ORG-MARG

2003

Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10

automotive brands in "Most Trusted Brand survey 2003"

J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem



Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study

2003.

MUL tops in J D Power CSI (200 1) for 4th time in a row

2001

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

international first

2000

Maruti bags JD Power CSI – 1st rank; unique achievement by market

leader anywhere in the world

1999

MSM launched as model workshop in India; achieves highest CSI rating.

Central Board of Excise & Customs awards Maruti with "Samman

Patra", for contribution to exchequer and being an ideal tax assessee

1998

CII's Business Excellence Award

1996

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

the Star Trading House status by Ministry of Commerce

1994-95

Engineering Exports Promotion Council's award for export performance

1994

Best Canteen award among Haryana Industries as part of employee welfare



1992-93


1991-92


CORPORATE SOCIAL WELFARE:

Welfare Camps

Every year we organize blood donation camps along with Red Cross, in which

employees donate blood. Eye check-up camps, family planning related camps and other

health camps are also organized periodically.

Medical support & welfare

The employees of Maruti have always donated generously to people affected by

natural calamities. They contributed Rs.2 million to rehabilitate earthquake victims in

Latur. We also run a creche for the children of construction workers, which provides food

shelter and education for 85 children.

Education to underprivileged

DPS Maruti Shiksha Kendra, an education programmed for the underprivileged,

was Inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate

the children of below poverty line (BPL) families from the nearby villages of Gurgaon

district. 120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj

is providing books, writing material and uniforms, refreshment and transport facilities to

these children.



Education Programmed for mothers

'Chetna', an education programmed for mothers - is an another endeavor to provide

basic education to mothers of the students of DPS Maruti Kunj and surrounding villages.

Majority of students at the school is first generation learners. Therefore, the concept of

starting a movement of learning 'Chetna' for mothers has been promoted. The response

has been encouraging and about 130 mothers are attending it regularly.

ENVIRONMENT CONCERN

Our environment Policy:

Prevent pollution.

Promote energy reduction and use of alternative energy.

Manage/ reduce those materials that put stress on environment.

Promote the three R's (Reduce, Reuse, Recycle).

Promote "Green" procurement.

Provide our employees with environmental education to

Increase their awareness.

Since the commencement of operations in 1981 we've been committed to the

protection of the environment and conservation of non-renewable .energy sources. Our

proactive approach depends not only upon meeting the expectations of the regulatory

authorities but achieving the high standards that we've set as a responsible corporate

citizen.

This philosophy of trying to make a difference to the environment penetrates through

our employees to the process of manufacture and finally into our products.

Pollution Control Camps



Our elaborate system of Free Pollution Check-Up Camps which run at regular

intervals, is designed at making the cars already on the road operate more efficiently. It

also inculcates awareness for environmental protection among the many car users of

India.

Rain Water Harvesting

To recharge the aquifer, measures were taken to harvest the rain water through

soak

pits, recharging shafts and water lagoons. These measures are capable of charging nearly

50% of the average annual rainfall at Maruti, into the Earth.

MARUTI CULTURE:

Our employees are our greatest strength and asset. It is this underlying philosthat

has molded our workforce into a team with common goals and objectives. Our Employee-

Management relationship is therefore characterized by:

Participative Management.

Teamwork & Kaizen.

Communication and information sharing

To implement this philosophy, we have taken several measures like a flat

organizational structure. There are only three levels of responsibilities ranging from the

Board Of Directors, Division Heads to Department Heads. Other visible features of this

philosophy are an open office, common uniforms (at all levels), and a common canteen for

all.



This structure ensures better communication and speedy decision-making processes. It

also creates an environment that builds trust, transparency and a sense of belonging

amongst employees.

iii. COMPANY PROFILE

BELLAD MOTORS (PVT) LTD.

BELLAD MOTORS (PVT) Ltd is a multi franchise automobile dealership based

at Hubli servicing the North Karnataka. The Bellad Group with a standing of more than

three decades in Automobile industry established their prestigious Maruti Dealership in the

year 2006.

Ideally located on Hubli Dharwad highway the dealership can boast of a spacious

4000 sq ft. and well-lit showroom with ample frontage. The showroom has the complete

range of cars for display and test drive and professional and trained sales staff always eager

to serve and delight our value customers.

The service center with an area of 6000 sq ft has two post lifts, pneumatic tools,

computerized wheel alignment and wheel balancing machines and a most modern paint

booth, which can handle any make of car. The service personnel highly trained and

professional with up to date knowledge owing to the groups policy of implementing

continuous learning programs. A 24 hours emergency road service attached to the service

division is always on call and is a confidence booster to our customer.

The parts center in an area of 2000 sq ft is well stocked and has a wide range of accessories

to suit the varying needs of our customers.



The dealership with its professional management looks forward to their growth by

focusing on customer centric and value added offers to their customers. Bellad Motors (P)

Ltd with their network of branches at Bagalkot and Karwar are striving hard to satisfy their

customers.

ORGANIZATION CHART


Managing Director

Deputy General Manager HRD

M. W/S Parts Manager

Sales Manager

Account Manager



M.T.V

Team Leader Team Leader

Sales Executive

Sr. Sales Executive

Reception

Data Entry

Sales Executive Sales Executive Sales Executive

Team Leader Team Leader

Sales Executive Sales Executive Sales Executive Sales Executive


SALES DEPARTMENT


Managing Director

Deputy General Manager

Sales Manager

Team Leader Team Leader Team LeaderBagalkot

Team LeaderKarwar

Sales Executives Sales Executives Sales Executives Sales Executives


WORK STATION


Managing Director

Deputy General Manager

Customer Care Manager

Works Manager

Assistant Customer Care Manager

Assistant Works Manager

Service Advisor

Floor Supervisor

Floor Supervisor

Technicians Technicians


DEPARTMENT’S STUDY

A) INVENTORY DEPARTMENT

MAINTAINING GOOD INVENTORY REQUIRES:

1. Parts Classification

2. Scientific Demand Forecasting

3. Correct stocking rules

4. Ordering based on EOQ, not rule of Thumb

5. Frequent ordering or fast moving parts

6. Minimize / eliminate VOR purchase

7. Proper record maintenance

8. Proper storage of parts

9. Regular physical stock checking

CAUSES OF BAD INVENTORY:

1. Wrong parts ordering

2. Improper storing of parts

3. No scientific ordering

4. Continuous stock ordering

FUNCTIONS OF SUGGESTED ORDER QUANTITY

1. It shows the previous month transactions

2. Present month required parts quality

3. It shows the time taken for to place the order and getting the same order

4. It shows the safety stock



QUANTITY SUGGESTED FOR ORDERING BASED ON THE FOLLOWING

FUNCTIONS FACTORS

1. Forecast demand (DMD) for the month under consideration

2. Supply rule table for the part (SRT)

Current stock availability for the part (AVBL)

3. Pending purchase orders to be realized (PPO)

4. Back orders for the part, if any (BOQ)(Pending customer order)

SOQ = (DMD*SRT) – AVBL – PPO + BOQ

B) SERVICE DEPARTMENT

WORKMEN 25

SUPERVISERS 04

HEAD OF THE DEPT 01

When customer enter the workshop with vehicle then his vehicle problem is entered in

the job card

The job cards are of three copies

Customer copy

A/C copy

For technician

Three free services provided by the company.

After the free services the cost of one paid service is Rs- 450

Following Reports are maintained by services section

Customer complaints



Camps report

Free service reports

Test conducted report

Feed back report

Tools and equipment file.

Technology used in service

For petrol car-

MPFI- Multi Point Fuel Injection

For diesel car-

Pre-Delivery Investigation (PDI) Section

Functions of PDI

1. PDI is the co-ordination of sales and services

2. check the damages of the vehicle

3. Register the engine no

4. The main function of PDI is – over all checking of vehicle, external damages

through check, paint, electrical connection.

Terms and conditions for the service



1. The vehicle is driven and tested (including test drive outside the workshop)

repaired and stored at the sole risk, responsibility and liability of the in case of

damage due to an accident repairs will be carried out the insurance of the vehicle.

2. The customer indemnity Bellad Motors (P) Ltd (BMPL) against any risk liability

responsibility for loss or damage to the vehicle and or life or property of all persons

arising out of repairing / servicing / test driving of the vehicle when the vehicle is

in BMPL custody and the customer confirms, to have obtained insurance of the

vehicle together with accessories and other accompaniments.

3. The customer will not hold BMPL responsible / liable for any delay in delivery or

in carrying out of repairs or procurement of spare parts for reasons beyond BMPL

control.

4. The customer undertakes to delivery of the vehicle within 48 hours of advice

regarding completion of the work. In the event of delay the customer has no

objection to BMPL charging storage charges at Rs 250 per day along with the

charges of repair spare parts etc.

5. The customer has no objection to BMPL levying estimation charges of Rs 500 or

10% of the total lab hours charge whichever is highest if the job is not entrusted to

BMPL after obtaining the estimate and agree to pay the same in addition to

storage charges referred to above.

6. Delivery to customer will not be given on credit.

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

payable at Hubli.



8. No vehicle will be delivered without receipt.

9. Vehicle will not be delivered t customer after 6:30 pm.

Needs Improvements

1. We will provide quality workshop

2. Daily training of manpower

3. Usage of proper tools and equipments

4. We will deliver the car at the promised time.

5. We will fix the problem on the first visit.

6. We will provide proper estimation of charges before start of jobs.

7. We will explain the charges taken and work carried out.

8. We will be helpful and have patience in listening to the needs of the customer.

9. We will not over estimate the repair time.

10.We will take of services and repair as per customer’s convenience.

C) SALES DEPARTMENT

MD = Managing Director

DGM = Deputy General Manager

T.L = Team Leader

S.E = Sales Executive

M.T.V = Maruti True Value

The following chart explains the Sales Department. In that Sales Manager handles

the sales promotion activities, Customer Care Executive handles the identifying the

customer problems and solving. Branch Managers are district wise and their work is to

take the information form the sales executives about the needs of vehicles and send the



same information to the Sales Manager and bring the vehicles from Sales Manager to Sales

executives.

Karnataka in Hubli Bellad Motors (P) Ltd. showroom is located on PB road at

Unkal Cross. The workshop located at there itself, carries out after sales operations, free

service, paid service and running repairs. Besides this the workshop also in to selling of

pre-owned cars and Ranks First for the sale of pre-owned cars in India. The stockyards

situated at attach to showroom carries the pre-delivery inspection of all the vehicles and

Gets them ready for the sales. It has paved surface stocking area of about 50 to 100 Maruti

vehicles.

Quality Management System:

Bellad Motors has a documented and established quality management system to

ensure that

The documentation structure of Bellad Motors can be represented in the following

manner.

1. Quality manual

2. Quality system Procedures

3. Work instructions and checklist

4. Forms and cards

5. Reference Standards and External Manual

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

Motors.



The quality management system procedure manual BM/HBL/PM/O 1 contents the

detail of how the processes in the organization are being conducted, control and

recorded and meet the customer demands

The work instructions and checklist contains how the specified activities are to be

carried out.

The forms and records support the activities carried out and controlled.

All the external manuals and standards are controlled.

Management Commitment:

The management of Bellad is committed to quality management system through

leadership and actions. The management shall provides the basic infrastructure and

continually upgrade the work environment.

The management is also committed to

The quality policy and quality objective of organization.

Ensures that the policy is understood, implemented and maintained at all the levels

of the organization

Ensure focus on the customer requirement throughout the organization.

Ensure availability of necessary resources.

Review the established quality management system periodically through the

Management reviews.

Customer Focus at Sales:

The Field executives visit the customers and explain the features of the vehicle to

them



Demonstration and test drives shall be given whenever required.

The Performa invoice/price list terms and conditions will be given.

The order booking forms duly collected from the customer and clarity with regard

to the terms and conditions are explained and the copy id handed over to customer

along with the receipt or payment made.

Any amendment required by the customer, it should be recorded on the order

booking

Forms

The delivery is insured as per the checklist duly explaining all the features

mentioned

In the checklist.

Customer Focus at Service:

a) The customer can book the vehicle for the servicing/repairs either through the

telephone or personally the front office.

b) The telephone operator shall enter the detail in ‘booking register’.

c) The list of the vehicles shall be given to front office ~very morning to accept the

vehicles for servicing for that date.

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

vehicle shall be accepted only after ensuring that there is enough capacity for the

booked vehicles.

e) On the bases of kilometers run by the vehicle and customer requirement, the

customer shall explained about the type of the servicing/repairs and spare



parts required and to ensure that the service station has the required capacity to

accept the vehicle.

f) Before accepting the vehicle, a mutually acceptable delivery time and date is fixed

with the customer.

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

the vehicle.

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

the established cost shall be recorded in the job order card before commencement

of the work.

i) Incase of any change in the terms any change in the services, the cost or the

delivery time then the client shall be informed verbally over the phone and

any change shall be recorded in the Job Order Card.

Quality Policy:

The management of Bellad Motors shall always remain committed to its objectives

for quality for with the main thrust on meeting the customer expectation and

requirements.

The management's commitment to quality reflected in its quality

policy.

"We at Bellad Motors pledged to make quality a way of life through commitment to

Continual improvement customer satisfaction and adhering to quality management

System"



The management ensures that the policy is understood implemented and maintained at all

levels of the organization and continual improvement in customer satisfaction.

At present our quality objectives are

We ensure that customer complaints do not exceed 8 per 10,000

vehicles.

We ensure that repeat job do not exceed 2 %

We ensure CSI of90% with minimum of 15% feed back cards.

We ensure SSI of80% at sales with minimum of20% feedback cards.

We ensure to conduct 3 free emission/service check camps per quarter.

We ensure to launch I incentive scheme per month.

We ensure to conduct 4 internal audits and 4 MRM's per financial year of quality

Management system.

QUALITY MANAGEMENT SYSTEM PLANNING

The quality plan at Bellad Motors comprises the identification of the

following.

The various models of vehicles from Maruti Udyog Ltd sold and serviced at

Bellad Motors.

The various types of services done at Bellad Motors.

The external manual acquired from Maruti Udyog Ltd to sell and service the

vehicles.

The various models of vehicles from Maruti Udyog Ltd. Sold and serviced

at Bellad Motors.

Maruti-800 car



Maruti omni

Zen Estilo

Alto

Wagon-R

Esteem

Versa

Baleno

Vitara

Swift

The various types of servicing done at Bellad Motors.

Services-Free service and paid service.

Running repair.

Quick service repair.

Break down service.

The external manuals acquired from Maruti Udyog Ltd. To sell and service the

Vehicles.

Sales policy bulletin

Marketing circulars

Service manuals

Service circulars

Service bulletin

Warranty bulletin



Spares parts price catalogue

Spares parts price list

Spare parts procedure manuals

Spare parts bulletin

Spare parts circulars

Maruti service quality standards

Customer care manual

Service marketing manual.

Competence, Awareness and Training:

a) Recruitment is done as per MUL norms of education and experience.

b) There exists well-defined system to identify and provide training to all the

personnel procedure No. BMPL/HBL/PR/12.

c) Induction training and on job training shall be provided

d) All concerned shall be trained on the latest sales/service/spares/bulletins/circulars

from MUL.

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

will be deputed for training.

f) Training records shall maintain.

Identification and Trace ability:

Identification:

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

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

register.



2. Identification of vehicles at the service workshop shall be through vehicle model,

Registration number and unique job order Nos.

3. Inspection and test status of service/repair of vehicles shall be identified through

the job order card.

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

OK vehicles.

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

guidelines.

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

MUL Invoice, stockyard register.

Trace ability:

1. Trace ability shall be established though vehicle registration No. Job order number

And the date of job order.

2. Trace ability of new vehicle at stockyard is established through chassis and engine No,

Key no, and parking slot No.

Monitoring and Measurement:

Customer Satisfaction:

1. Feedback received from the customer on their perception and service experience

Customer satisfaction measure (percentage) is generated using software supplied by

Maruti Udyog Ltd.

2. Results of customer satisfaction measure are discussed in the management review

Meetings and counter measure for the continual improvement is initiated.

Internal Audit:



There is a well-defined procedure No.: BMPL/HBL/04 to conduct internal audit and

examine the implementation of Quality Management System.

Monitoring and Measurement of Processes:

1. Pre-sales process is monitored and measured by the number of enquires and the

Closure of sales.

2. Sales process is monitored customer personal docket checklist, commitment and

Delivery, SSI%.

3. In service, repeat jobs, customer complaints, feedback card %, CSI%, PSF%, and final

Inspection is monitored.

4. Statistical graphs are used to indicate the measures.

IMPROVEMENT

Continual Improvement

Bellad Motors, Hubli shall continually improve the effectiveness of the Quality

management System through commitment to Quality policy, Quality objectives as well as

use of audit results, management review meeting decisions, analysis of data, corrective and

preventive actions.

Corrective Action:

There is a documented system procedure No. BM/HBL/PR/06 to implement corrective

action on all the non-conformities arising from:

Customer complaints

Repeat Jobs

System Non Compliances

Post Service Follow Ups

Post Sales Follow ups



CSI negative feedback

SSI negative feedback

Road test

Final inspection

Internal Audit findings

Supervision by supervisor\ Work Managers

External Audits.

Preventive Action

There is a documented System Procedure No.BM/HBL/PR/07 to identify potential Non-

Conformities like recurring Non-Conformities determined from Repeat job, Final

Inspection, washing Quality as well as for potential Non-Conformities determined during

MRM, Meetings and Audits and Analysis of Customer Feedback.

ANALYSIS AND INTERPRETATION

Keeping in view of the objectives, the data so collected from various sources and were

analyzed with the help of appropriate techniques. The results of the study are presented in

this chapter under the following headings.

1. The major differences in promotional activity undertaken by Bellad motors and competitors.

2. Different methods of sales practices followed by Bellad motors and competitors.

3. Major Service level differences between Bellad motors and its competitors.

4. Customer retention strategies followed by Bellad motors and its competitors.



The major differences in promotional activity undertaken by Bellad motors and competitors.

Table 1, Awareness about promotional activities of the dealers


Count

22 6 2817 2 193 3 62 2 46 2 8

31 4 3581 19 100

Bellad motorsManickbag TATA MotorsHyundai motorsGMShoda ToyotaRNS Motors

if yes wherehave youpurchasedthe car?

Total

Yes No

Do you aware aboutthe promotional

activityunder taken bythat dealer?

Total


78% respondents are aware about the promotion activity undertaken by Bellad Motors.

89% respondents are aware about the promotion activity undertaken by Manickbag TATA Motors

88% respondents are aware about the promotion activity undertaken by RNS Motors.

Table 2, Awareness level of the advertisements of the dealers



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


Count

25 3 2813 6 196 64 46 2 8

26 9 3580 20 100


Total

Yes No

Hve you seen theadvertisement of that

dealer?Total


Table 3, Interaction of the respondents with their dealer’s representatives


Count

24 4 289 10 196 64 48 8

25 10 3576 24 100


Total

Yes No

Did you intract withrepresentatives of that

dealer?Total


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

Table 4, Different agencies involved in selling the car the study area


28 28.0 28.0 28.019 19.0 19.0 47.06 6.0 6.0 53.04 4.0 4.0 57.08 8.0 8.0 65.0

35 35.0 35.0 100.0100 100.0 100.0

Bellad motorsManickbag TATA MotorsHyundai motorsGMShoda ToyotaRNS MotorsTotal

ValidFrequency Percent Valid Percent

CumulativePercent


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

by Bellad Motors and Manickbag TATA Motors.

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


Count

16 6 1 5 286 9 4 19

3 3 62 2 44 1 3 8

13 14 3 5 3541 32 8 19 100


Total

Personalselling Advertising Media Referance

How did you come to know about the existingbrand?

Total


57% of the Bellad Motors customers are come to know through personal selling and 21% from advertising.

50% of the RNS customers are comr to know through advertising and 46% from personal selling.

47% of the Manickbag customers are come to through advertising and 27% through personal selling.

Table 6, Promotional activities which motivate the customers to bye the cars at particular dealer



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


Count

4 16 6 265 6 8 19

3 3 62 2 4

2 3 1 62 10 21 33

13 40 41 94


Total

Trade showExchange

melaDiscount/

offers

Which promotional activity made youmotivate to buy the car at particular

dealer?

Total


Table 7, Ability of the sales persons to answer all queries of the customers when they interact with them


Count

4 10 8 6 282 6 5 1 14

3 3 62 2 43 3 2 82 9 11 3 25

13 30 30 12 85


Total

Highlysatisfactory Satisfactory Just okay Unsatisfactory

Ability of sales person to answer all your queriessatisfactory

Total


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

44% customers of RNS are just satisfied and 36% are satisfied with ability of sales person to solve their queries.

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

Table 8: factors influence on the customers to continue the service of the existing provider



Because of good customer relationship (57%) maintained by Bellad Motors, that is influencing the customers to continue the existing service.

Because of good service (60%) and (31%) good customer relationship maintained by RNS that is influencing the customers to continue the existing service.


if yes where have you purchased the car?

Coun

t

30

20

10

0

What are the main fa

Good customer relati

onship

Service

Brand

Count

16 7 5 288 7 4 193 3 62 2 45 1 2 8

11 21 3 3545 41 14 100


Total

Goodcustomer

relationship Service Brand

What are the main factors influence youto continue the service of the existing

providert?

Total


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


Count

23 4 1 2817 2 196 64 46 2 8

29 6 3585 14 1 100


Total

Yes No 3.00

Are you satisfied with serviceprovided by your dealer?

Total


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

Table 10, Satisfaction level of the customers towards service provided by dealers at pre purchase stage


Count

1 18 3 6 282 5 12 19

6 64 45 3 8

3 16 11 5 356 54 29 11 100


Total


Satisfaction level at pre prchase

Total


64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service.

47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service.

Table 11, Satisfaction level of the customers towards service provided by dealers at post purchase stage


Count

5 12 9 2 284 10 4 1 19

6 62 2 43 2 3 85 12 17 1 35

19 44 33 4 100


Total


Satisfaction level at post purchase

Total


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

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

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

Motors and Manickbag TATA Motors. 57% of the Bellad Motors customers are come to know through personal selling

and 21% from advertising.50% of the RNS customers are come to know through advertising and 46% from personal selling.47% of the Manickbag customers are come to through advertising and 27% through personal selling.

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

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



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

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

64% customers of Bellad Motors are satisfied and 22% are unsatisfied with pre purchase service given by Bellad Motors service.

47% customers of RNS Motors are satisfied, 31% are just satisfied and 14% are unsatisfied with pre purchase service given by Bellad Motors service.

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

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

Policy implications:1. Newspaper advertisements is very effective so enhance news paper advertisements

and provide good service for existing customers which can help to increase positive

word of mouth.

2. In service station recruit the well-experienced staff that will enhance efficiency and

performance of staff and improve the quality of service.

3. Most influential factors are exchange mela, brand, service, extra offer and discounts

and price variations between the dealers. Hence conduct more exchange melas to

enhance the sales and allow cash discounts on cash payments and provide offers in

the form of 1-year free insurance, free accessories, increased number of free

services, and technical support & guidelines.

4. Provide all committed offers at the time of delivery of the car, which can reduce the

cognitive dissonance of the customer.



5. Instead of spending heavily for prospective customers, satisfy the existing

customers, which will increase positive word of mouth, and enhance the sales by

their recommendations.

To reach the excellent stage of performance it has to overcome from commitment

problem, service station problem, quality spares and accessories and should recruit the

experienced service staff.

CONCLUSION:Winning the hearts and minds of today’s sophisticated vehicle buyers will require

collaboration, commitment and communication on the part of both manufacturers and

dealers.

This study provides an overview of consumers’ automotive buying behavior—how

they shop, why they buy, what keeps them coming back. The findings make it clear that

automotive manufacturer and dealers must focus on better collaboration, stronger

commitment to developing a long-term relationship with the customer, and increased

communication throughout the vehicle lifecycle if they hope to improve customer loyalty

as well as business performance.



Questionnaire

Name: ___________________________________________________________

Adress: __________________________________________________________

Income (annual): ___________________________________________________

Contact no: _______________________________________________________

Kindly fill in the following details

1) Do you own a car?a)Yes [ ] b) No [ ]

2) If yes from where have you purchased the ‘car’?a) Bellad Motors [ ]b) Manickbag TATA Motors [ ]c) Hyundai Motors [ ]d) GM [ ]e) Shoda Toyota [ ]f) Ford motors [ ]

3) How did you come to know about the existing brand?a. Personal selling [ ]b. Advertising [ ]c. Media [ ]



d. Reference [ ]

4) Do you aware about the promotional activity under taken by that dealer? a) Yes [ ] b) No [ ]

5) Which promotional activity made you motivate to buy the car at particular dealer?a. Trade show [ ]b. Exchange Mela [ ]c. Discount / Offers [ ]

6) Which one of the following factors influences your purchasing decisions the most?a. Price [ ] b. Aesthetic [ ] c. Brand [ ]d. Promotional activity [ ]e. Service [ ]f. Others….

7) Have you seen the advertisement of that dealer? a) Yes [ ] b) No [ ]

8) Did you interact with representatives of that dealer?

a) Yes [ ] b) No [ ]

9) Ability of sales person to answer all your queries satisfactory.

10) What are main factors influence you to continue the service of the existing provider?

a. Good customer relationship [ ]b. Service [ ]c. Brand [ ]d. Others…

11) Rank the parameters that you consider at the time of selection?a. Service [ ]b. Price [ ]c. Offer [ ]d. Brand [ ]


Highly satisfactory

Unsatisfactory Just okay Satisfactory Highly satisfactory


e. Others…. [1 as highest and 5 as lowest]

12) Are you satisfied with the service provided by your dealer?a. Yes [ ] b) No [ ]

13) Satisfaction level at pre purchase stage

14) Satisfaction level at post-purchase stage

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

Thank you for your valuable time


Highly satisfactory


Highly satisfactory



Coding Sheet

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1 2 4 1 1 3 1 1 2 2 1 1 41 1 1 2 ## 4 2 1 4 3 2 3 3

1 5 1 2 ## 4 2 1 4 3 2 3 31 1 1 1 3 3 1 1 1 1 1 2 2

1 6 2 1 3 3 1 2 ### 2 2 4 31 2 2 1 3 5 1 2 ### 1 1 1 1

1 3 2 2 2 1 1 1 3 1 1 2 21 5 3 1 3 3 1 1 3 2 1 3 3

1 2 1 1 2 3 1 2 ### 1 1 3 21 2 2 1 3 5 2 1 2 2 1 2 3

1 6 2 2 2 1 1 1 3 1 1 2 31 1 2 1 2 3 1 1 3 2 1 2 2

1 4 1 2 3 3 1 1 2 2 1 2 21 2 2 1 3 1 1 2 3 3 1 3 2

1 6 4 1 3 2 2 1 2 2 1 2 21 2 4 2 1 1 2 2 3 2 2 3 3

1 5 1 1 1 2 1 1 3 1 1 2 21 6 1 1 2 4 2 2 ### 2 1 3 31 6 1 1 3 4 1 1 2 1 1 2 21 1 1 1 2 3 2 1 4 3 2 4 21 6 1 1 2 3 1 1 3 2 1 3 31 2 2 1 3 3 2 1 2 1 1 2 21 1 4 1 1 3 1 1 2 2 1 1 41 6 1 2 ## 4 2 1 4 3 2 3 31 5 1 2 ## 4 2 1 4 3 2 3 31 1 1 1 3 3 1 1 1 1 1 2 21 6 2 1 3 3 1 2 ### 2 2 4 31 6 2 1 3 5 1 2 ### 1 1 1 11 3 2 2 2 1 1 1 3 1 1 2 21 6 3 1 3 3 1 1 3 2 1 3 31 2 1 1 2 3 1 2 ### 1 1 3 21 6 2 1 3 5 2 1 2 2 1 2 31 1 2 2 2 1 1 1 3 1 1 2 3



1 6 2 1 2 3 1 1 3 2 1 2 21 6 1 2 ## 4 2 1 4 3 2 3 31 1 4 1 2 3 1 1 1 1 1 2 11 2 2 1 1 5 1 2 2 2 1 2 11 2 1 1 3 4 1 1 1 3 1 3 21 1 4 1 2 3 1 1 1 1 1 2 11 6 3 2 2 3 1 1 3 3 1 3 21 2 2 1 2 4 1 1 4 2 1 3 11 2 1 1 1 3 1 1 3 3 1 3 11 2 4 1 2 4 1 1 1 1 1 3 21 1 1 1 3 1 1 2 4 2 1 2 11 5 4 1 2 4 1 1 1 1 1 2 11 1 1 1 1 4 1 1 2 1 1 4 31 4 4 1 2 4 1 1 1 1 1 2 11 6 2 1 3 3 1 2 ### 2 2 4 31 6 2 1 3 5 1 2 ### 1 1 1 11 3 2 2 2 1 1 1 3 1 1 2 21 6 3 1 3 3 1 1 3 2 1 3 31 2 1 1 2 3 1 2 ### 1 1 3 21 6 2 1 3 5 2 1 2 2 1 2 31 1 2 2 2 1 1 1 3 1 1 2 31 6 2 1 2 3 1 1 3 2 1 2 21 6 2 1 1 5 1 1 1 1 1 2 11 6 1 1 3 3 1 1 2 2 1 2 41 1 1 1 2 5 1 1 2 3 3 2 21 6 1 1 3 1 1 1 1 1 1 2 11 1 3 2 2 3 1 2 2 3 2 4 41 3 3 1 3 5 1 1 2 2 1 2 21 1 2 1 3 5 1 1 2 1 1 2 21 6 1 1 1 5 1 1 4 2 1 4 21 1 4 1 2 1 1 1 3 1 1 3 31 6 4 1 2 1 1 1 3 1 1 3 31 3 3 1 3 5 1 1 2 2 1 2 21 1 1 1 3 1 1 2 4 2 1 2 11 5 4 1 2 4 1 1 1 1 1 2 11 1 1 1 1 4 1 1 2 1 1 4 31 4 4 1 2 4 1 1 1 1 1 2 11 6 2 1 3 3 1 2 ### 2 2 4 31 6 2 1 3 5 1 2 ### 1 1 1 11 2 1 1 2 3 1 2 ### 1 1 3 21 2 2 1 3 5 2 1 2 2 1 2 31 1 2 2 2 1 1 1 3 1 1 2 31 1 2 1 2 3 1 1 3 2 1 2 21 4 1 2 3 3 1 1 2 2 1 2 21 2 2 1 3 1 1 2 3 3 1 3 21 6 4 1 3 2 2 1 2 2 1 2 21 2 4 2 1 1 2 2 3 2 2 3 31 5 1 1 1 2 1 1 3 1 1 2 21 6 1 1 2 4 2 2 ### 2 1 3 31 6 1 1 3 4 1 1 2 1 1 2 2



1 3 3 1 3 5 1 1 2 2 1 2 21 1 1 1 3 1 1 2 4 2 1 2 11 5 4 1 2 4 1 1 1 1 1 2 11 1 1 1 1 4 1 1 2 1 1 4 31 6 4 1 3 4 1 1 3 2 1 2 21 1 1 1 2 4 1 1 2 1 1 2 2

BIBLOGRAPHY

REFERANCE BOOKS:

Marketing research : Tull and Hawkins



Marketing research : A.Parasuraman, Dhruv Grewal and R.Krishnan.

Magazines : Auto :Overdrive

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


http://www.marutiudyog.com/

Documents

A Project Report on Marketing Strategies followed by Bellad Motors and its Competitors