Bellad Motors Project

BELLAD MOTORS (P) LTD

EXECUTIVE SUMMARY

The project report was carried on to know the influential factors to buy cars at RNS

though Bellad Motors selling the same, 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 “A Study on Impact of

consumer buying behaviuor on sales” provided by Bellad Motors (Maruti Suzuki) Unkal

cross, Hubli. is undertaken in partial fulfillment of requirement of MBA 4th semester in

Belgaum institute of Management studies, Belgaum.

It was an opportunity to learn the practical aspects of industries. This topic is concerned

to their (industry) requirement as the Bellad Motors (P) Ltd. (Maruti Suzuki) is newly

opened exclusive showroom for Maruti Suzuki Cars and now they want to know why the

most of the customers prefer to purchase Maruti Cars at RNS.

So they need to know what are the influential factors, Why customers preferring RNS

Motors. The needed information collected by a structured questionnaire that included all

the requirements what the Bellad Motors needed and questionnaire is attached in the

appendix.

Belgaum Institute Of Management Studies (MBA) Belgaum.1


DATA COLLECTION APPROACH

Using both primary and secondary sources collected the information required the sources

are as follows:

Primary sources:

a) Questionnaire

b) Personal Interview

Secondary sources:

a) Company websites

b) Related information from Internet

c) Company reports

d) Text books

SELECTION OF SAMPLE:

Population : Hubli city car owners.

Population Frame : All Maruti Car owners.

Sample Unit : Existing customers of Bellad Motors

Sample Size : 100

Method : Random convenience sample.



ANALYSIS & MEASUREMENT TECHNIQUES:

Data analysis involves converting a series recorded observation about descriptive

statement and information about relationship. The measurement and evaluation of the

data is done using SPSS 11.0 Version software, Simple frequency, cross tabs, and

graphical representation.

RECOMMENDATION AND CONCLUSION

Enhance newspaper advertisements to create more awareness.

Allow more cash discounts.

Stick to commitments.

Timely delivery of car should be maintained.

Appoint the experienced staff for service station.

Maintain good customer relationship.

The findings make it clear that automotive manufacturers 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.

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.



INTRODUCTION

Understanding how consumers shop for vehicles, what leads them to buy, and how

to acquire and maintain their loyalty is increasingly important in today’s complex

environment.

Buying a car used to be a pretty simple process: A consumer would check out some

ads, talk to a few friends and head into the dealer for more information. Today that

process has grown more complex, as consumers increasingly rely on new tools such as

the Internet, blog sites, Web forums and online social networks. This increased

sophistication has resulted in changing buying patterns as well as a shift of power in

favour of the consumer. Keeping up with the pace of change isn’t easy for many vehicle

manufacturers and dealers. Understanding how consumers shop for vehicles, what leads

them to buy, and how to acquire and maintain their loyalty is increasingly important in

this complex environment. Without this knowledge—or with insufficient or inaccurate

knowledge—companies and dealers will find it difficult to improve the customer

experience as well as their own business performance.

Consumers are increasingly driven by their hearts, as well as their heads: although

rational factors such as safety, price and reliability play a role in consumers’ decision-

making process, more emotional aspects often trump them. For example, when



consumers were asked why they switched to a different brand, responses such as “fits my

needs,” wanted to try something new” and “enjoyment of the vehicle” scored higher than

fuel economy and safety. And when it comes to the factors that lead buyers to repurchase

from the same dealer, greater importance is placed on trustworthiness and friendliness

these days than on factors such as the degree of knowledge possessed by the sales staff.

This poses a challenge for manufacturers and dealers since it requires that they appeal to

both the rational and emotional aspects of buying a car.

Customer loyalty is fleeting: With so much riding on the relationship and emotional

factors, consumer trust and loyalty can be easily broken. Consumers are ever more

demanding and are prepared to walk at any time, even within a month of purchase, and

often they won’t give a company a second chance. If that response isn’t fast enough,

many consumers will look for a new dealer, a new manufacturer or both.

Loyalty doesn’t end with the sale: Vehicle ownership is a long-term, complex

relationship among the consumer, the manufacturer and the dealer. Post-sale

communications and after sales services are essential to keep the relationship alive. For

example, consumers indicated that they appreciate or greatly appreciate dealer contact

such as having the service manager phone following vehicle servicing, receiving regular

service reminders or having a sales consultant phone following delivery of a vehicle. It’s

also clear that personalized communication is key to maintaining the relationship. Among



the types of contact that consumers said would be more likely to lead them to purchase

their next vehicle from the same dealer or manufacturer were a personalized repurchase

offer via post and personalized communication after a complaint.

Further collaboration between the manufacturer and dealer is key to driving

growth: Consumers don’t always make the distinction between vehicle manufacturer and

dealer. For instance, if either party fails to respond quickly enough to an inquiry,

consumers will switch both brand and dealer. These points are the importance of retail

integration in the battle of customers and sustainable profits. Together, both

manufacturers and dealers are better positioned to respond faster and more effectively to

consumers’ needs, wants and preferences.

The project report was carried on to know the influential factors to buy cars at RNS

though Bellad Motors selling the same, 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 “A Study on Impact of

consumer buying behavior on sales” provided by Bellad Motors (Maruti Suzuki) Unkal

cross, Hubli. Is fulfillment of requirement of MBA 4th semester in Belgaum institute of

Management studies (MBA), Belgaum.



It was an opportunity to learn the practical aspects of industries. Selected this topic

concerned to their (industry) requirement as the Bellad Motors (P) Ltd. (Maruti Suzuki) is

newly opened exclusive showroom for Maruti Suzuki Cars and now they want to know

why the most of the customers prefer to purchase Maruti Cars at RNS. So they need to

know what are the influential factors, Why customers preferring RNS Motors. The

needed information collected by a structured questionnaire that included all the

requirements what the Bellad Motors needed and questionnaire is attached in the

appendix.



LITERATURE REVIEW

Consumer buying behaviour

Possibly the most challenging concept in marketing deals with understanding why buyers

do what do (or do not do). But such knowledge is critical for markets since having a

strong understanding of buyer behaviour will help shed light on what is important to the

customer and also suggest the important influence on customer decision making. Using

this information, marketers can create marketing programs that they believe will be of

interest to customers. As we might guess, factors affecting how customer makes

decisions are extremely complex. Buyers’ behaviour is deeply rooted in psychology with

dashes of sociology thrown in just to make things more interesting. Since every person in

the world is different, it is impossible to have simple rules that explain how buying

decisions are made. But who have spent many years and analyzing customer activity have

presented us with useful “guidelines” in how someone decides whether or not to make a

purchase.

Types of Purchase Decisions

Consumers are faced with purchase decisions nearly every day. But not all decisions are

treated the same. Some decisions are more complex than others and thus require more

effort by the consumer. Other decisions are fairly routine and require little effort. In

general, consumers face four types of purchase decisions:



Minor New Purchase: These purchases represent something new to a consumer but in

the customer’s mind is not a very important purchase in terms of need, money or other

reason (e.g., status within a group).

Minor Re-purchase: these are the most routine of all purchases and often the consumer

returns to purchase the same product without giving much thought to other product

options (e.g., consumer is brand loyalty).

Major New Purchase: These purchases are the most difficult of all purchases because

these are important to the consumer but the consumer has little or no previous experience

making the purchase and is important. This type of decision often (but not always)

requires the consumer to engage in an extensive decision-making process.

Major Re-Purchase: These purchase decisions are also important to the customer but

the customer feels more confident in making the decision since they have experienced

purchasing the product in past. For marketers it is important to understand how customers

treat the purchase decisions they face. If a company is targeting customers who feel a

purchase decision is difficult (i.e., Major New purchase), their marketing strategy may

vary greatly from a company targeting customers who view the purchase decision as

routine. In fact the same company may face both situations at the same time, for some of

the product is new, while other customers see the purchase as routine. The implication of

buying behaviour for marketers is that different buying situations require different

marketing efforts.



Consumer Behaviour.

The decision process and physical activity individuals engage in when evaluating,

acquiring, using, or disposing of the goods and services.

OR

The mental, emotional, and physical activities that people engage in when selecting,

purchasing, using and disposing of products and services so as to satisfy needs and

desires.

1. Decision Making as Problem Solving

a) To make purchases, consumers, go through a buying decision process that can be

thought of as solving a problem.

b) This process has six stages:

(1) Need Recognition

(2) Choice of an involvement level

(3) Identification of alternatives

(4) Evaluation of alternatives

(5) Decisions

(6) Post-purchase behaviour

c) There are number of factors that may affect this model of decision making.

i) The buyer can withdraw at any stage prior to the actual purchase.

ii)Some stages in this model may be skipped, depending upon the buying situation.



iii) The stages are not all of the same length. For example a need may be recognized

in an instant but the identification of alternatives to satisfy the need may take

hours, days, or weeks.

iv) Not all stages will be performed consciously for all purchases.

d) Recognition of an unsatisfied need, or need recognition, creates tension or

discomfort for the consumer.

i) This need may arise internally, such as feeling hungry or thirsty, or

ii) It may arise because of external stimulation through such things as:

1) An ad for a product,

2) The sight of the product itself

iii) Needs may also be stimulated through dissatisfaction with the consumer is

currently using.

iv) Recognition of a need will often cause conflict for the consumer.

1. The consumer has decided how to allocate his/her resources of time and

money between completing needs.

2. If this conflict is not resolved the buying process stops.

e) The choice of an involvement level is when the consumers decide how much effort

in satisfying a need. The more effort exerted, the higher the involvement.

i) Involvement tends to be greater under any of the following

(1) The consumer lacks information about the purchase



(2) The product is viewed as important

(3) The risk of making a bad decision is previewed as high

(4) The product has considerable social importance

(5) The product is seen as having a potential for providing significant benefits.

ii)Most buying decisions for relatively low priced products with close substitutes are

low involvement. This would include most products sold in supermarkets, and

variety stores.

iii) It is important to remember that involvement is consumer related and not product

related. This means that a low involvement product foe one person may be a high

involvement product for another person.

(1) The purchase of stereo may be a high involvement purchase for consumers

who is concerned about the cost, but

(2) Be a low involvement purchase for a wealthy consumer who is buying for a

family room.

iv) Impulse buying is an important form of low involvement decision making.

a. These purchase decisions that are made with little or no advance planning.

b. Shoppers have been conditioned to do more impulse buying through self

service, open display retailing.

c. Because of this greater emphasis must be placed in getting shoppers in the store

and making packages and displays more appealing.



v) Identification of alternatives includes both product and brand alternatives. This

may be simple as a memory scan or an extensive search.

a. The consumer must first identify which of the major product categories might

satisfy the experienced need. For example, a need for transportation may be

satisfied by automobiles, motorcycle, motor scooters, or bicycle.

b. Then the consumer must choose which brands from the selected category to

consider. Using the previous examples, the consumer chooses motorcycle and

not must consider Honda, Yamaha, Kawasaki, and Harley-Davidson.

c. The search for alternative will be influenced by:

(1) How much information the consumer already has from past experience and

other sources

(2) The consumer’s confidence in that information

(3) What the time and money costs would be to collect more information.

g) Evaluation of alternative involves establishing criteria with which to evaluate each

alternative before making a decision.

a. This may be a single criterion or several criteria. If there are several criteria, they

normally do not carry equal weight.

b. The criteria that consumers use come from

i. Past experience and feelings toward various brands



ii. Opinions of family members and friends.

h) The purchase decisions are a series of related decisions the consumer must make if

they decide to make a purchase.

These decisions may take a long time and include such things as:

i. Special features of the product

ii. Where and when to make the actual purchase

iii. How to take possession

iv. Method of payment.

b. One of the most important of these decisions is which store to purchase the product

from. The reason a person shops at a certain store are called patronage buying

motives and include:

i. Feeling comfortable in the store

ii. Having people like themselves shopping in the store

iii. An environment that reflects their values

c. Successful retailers evaluate their target customer carefully and design their stores

accordingly.

d. It is important to understand customer satisfaction because that is what the

marketing concept is built on.



i. Customer satisfaction is based upon a comparison between the consumer’s

expectations before using a product and his actual experience with the product.

ii. A consumer is satisfied when the product experience equals or exceeds

expectations.

iii. A consumer is dissatisfied when the experience falls short of expectations.

Marketers can influence consumer’s expectations through advertising claims and

sales presentations.

iv. Marketers can influence the consumer’s experience through the quality of the

product.

i) Post-Purchase Behaviour can influence repeat sales and what the buyers tell other

about the product.

1. In all but the most routine purchases, consumers may experience anxieties the are

explained by the theory of cognitive dissonance. Cognitive Dissonance is any time

there is inconsistency in a person’s cognitions such as knowledge, attitudes, beliefs,

and values.

2. Post purchase dissonance occurs because each of the alternatives considered by the

consumer has both advantages and disadvantages. So even he selected product has

some drawbacks while rejected alternatives have some advantages.

3. Dissonance typically increases as:



i ) The dollar value of the purchase increases

ii) The degree of similarity between items selected and items rejected increases

iii) The relative importance of the decision increases.

4. To help reduce post purchase dissonance consumers:

i) Avoid information that is likely to increase dissonance

ii) Seek out information that reinforces the selected product; and

iii) Spend more time in pre-decision evaluations.

5. Marketers can help reduce dissonance through:

ii. Reassuring buyers through their advertising and personal selling

iii. Giving quality post-sales service.

Action steps for bahaviour change

This is circular process. Working through steps 2, 3 and 4 may lead to redefining the

objective in step 1.

1. Define your objective. What is your desired end result? You may begin by thinking

broadly, but narrow your objective so it’s achievable and, if possible, measurable.

How will you know when you’ve achieved your desired result?

2. Select your audience. Brainstorm the possible audiences you could work with and

choose one. Pick the most likely to get your desired result.



3. Learn about your audience. What do they need? What do they want? What do they

know? What are their perceptions? Who do they respect? Who do they interact with

(business and social networks)? Define the specific change you want the audience to

make to achieve your overall result.

4. Find out about your audience’s barriers to making the change. Go ask your

audience. Possible barriers include: External: it costs too much, technology isn’t

available, laws are conflicting, etc. Personal: they don’t recognize the problem, don’t

know what to do, don’t consider it a priority, etc.

5. Develop strategies to reach your audience, using the behaviuor change principles

(e.g., commitment, feedback, credibility, role models). Are there communities or

political leaders, associations, retailers innovators, or other specific target groups that

could help you reach your desired end result?

6. Develop a method to measure the effectiveness of your strategies. Refer back to

your objective in step 1.



SUMMARY

Key behaviour change principles

Just providing information has a limited effect on behaviour. There is no clear casual

relationship between providing information and changing behaviour.

a. Learn about your customer or audience. What do they know? Care about? Think

about? Who influence them?

b. Address the barriers to changing behaviuor. Barriers may be external (it costs too

much, technology isn’t available, laws are conflicting) or personal (the person doesn’t

know what to do, doesn’t consider it a priority, thinks it’s too hard).

1. Getting involved is the first step to making a commitment, and making a commitment

makes people more people more likely to act. Small commitments lead to big ones.

Start by getting the shop owner involved in a visit. Then ask them to sign a form

stating changes they will make.

2. Feedback and follow-up are important. Feedback gives people cues about the impacts

of their behaviour changes. Additional contacts are also very important in motivating

people to stick with a task.

3. People will listen first to their friends or relatives, or others they see as credible. What

they hear at a dinner party will have more weight than a comprehensive data

summary.

4. Change agents and role models are important. A few people in a group will typically

adopt innovative ideas and behaviors first, and spread them through the group. Find

these people and help them successfully adopt a new behaviour.



5. Changing attitudes may not change behaviour. There is no strong, direct or consistent

relationship between attitudes and subsequent action.

6. Incentive may help change short-term. But when the reward is removed, they generally

revert to their original behaviour.

7. If you need to provide information, present it effectively. People are more likely to

pray attention to information that is:

a. Vivid: Use language that conjures up a vivid and memorable image, or provide a

demonstration that will stick in someone’s mind.

b. Personal: Make statistical data personally relevant. Talk about personal

consequences or refer to a group with which the person identifies.

c. Specific and concrete: Tell them how to do the behaviour you want them to do.

d. Stated in terms of loss rather than gain: Focus on showing people or business’s

how much they are losing every month or year by not doing a specific behaviour.

e. Told as a story: Use success stories as a motivating example.

f. Emotional: People tend to be persuaded more by emotional messages than

logical ones.



MANAGEMENT PROBLEM

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 numbers

of brands, dealers, and their variants competing with each other.

Hence in the meeting with Deputy General Manager (sales) and sales manager a research

project was discussed where both the managers wanted to analyze the why most of the

customers preferring to purchase car at RNS though Bellad selling the same.

RESEARCH PROBLEM.

Newly opened Bellad Motors (P) Ltd is exclusive showroom for sales, spares and service

for Maruti Suzuki cars. They want to know why customers buy Maruti Cars at RNS only

though Bellad Motors is also selling the same.

Hence statement problem as follows

“A study on impact of consumer buying behavior on sales at Belled motors Hubli”.



PURPOSE OF THE STUDY

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, acquire market

share, and building a good brand.

To study the influential factors behind buying Maruti Cars at RNS.

To know the expectations of prospective customers from Bellad Motors.

To understand consumer buying behaviour.

To know the satisfaction level of service station.



SCOPE OF THE STUDY

The area covered for project is Hubli City and the existing customers of the Bellad

Motors and the functional departments like sales and service, after sales service division,

reception of the organization.

OBJECTIVES OF THE STUDY

The main objective of the study-

To study the influential factors behind buying Maruti Cars at RNS.

Sub objectives are-

To know the expectations of prospective customers from Bellad Motors.

To understand consumer buying behaviour.

To know the satisfaction level of service station.

To know the overall performance about the Bellad Motors.



ORGANIZATION PROFILE

MARUTI UDYOG LIMITED

ORGANIZATION OVERVIEW:

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.



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. Innovation and Creativity

4. Networking and Partnership

5. Openness and Learning

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. And dream.

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




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 programme 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 Programme for mothers

'Chetna', an education programme for mothers - is an another endeavour 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.

MPFI

We have introduced Euro II compliant MPFI engines in all our models. Along with

our vendors, we've made investments of over Rs. 60 million for introducing MPFI

technology compliant cars.

CNG

Maruti is a strong advocate of CNG, a more eco-friendly fuel alternative to diesel and

petrol. In our endeavour to provide a cleaner and greener option to the customer, we are

in the process of equipping an extensive dealer network to assist Maruti owners in fitting

CNG kits.

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 philosophy that

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.



THE MAJOR PLAYERS IN SMALL CAR SEGMENT

Hyundai Motors India Ltd

Telco

Fiat India Ltd

The battle royal in the India car market has entered the next phase. One old assumption

has been vindicated – that over 80% of the Indian car market is still confined to the small,

sub – Rs 4 lakh models. And that mod-size and digger models can only provide the icing

on the cake, not the cake itself to any manufacturer.

Quite apart from these specific lessons that each man learnt, there were several surprises

that the car market threw up. First world-class technology and quality were considered a

given now. Second, the Indian buyer had begun to expect model and engine upgrades as

frequently as his US or European counterparts. The Indica had to upgrade their engines in

less than one year after launch, the power steering option barely a year after it hit the

market.

And finally, while the manufacturers could continue to refer to it as the ‘Indian small car

segment ’, the buyer characteristics were anything but homogeneous. There were distinct

group with distinct preferences. And the days of one model becoming the undisputed

heavyweight champion were over for good.



BRIEF DESCRIPTION OF MAJOR PLAYERS

Hyundai : Hyundai has become the undisputed number two in the Indian auto market,

and the only one-even rivals admit- with the capability of giving leader Maruti a run for

its money in the total volume stakes though Hyundai in India currently sells just about a

quarter of the numbers that Maruti does.

Hyundai got everything right because it got the value-price–technology equation almost

perfectly right from day one. The Santro was an instant winner from the day it was

introduced in the Indian market because it offered the optimum mix of space and

technology in the small car market, at a highly competitive price.And with easy consumer

financing available in the market, Hyundai did not have to work too hard to persuade

even entry-level car buyers to go for the Santro instead of the Maruti 800.

And when it launched mid-size Accent some time later, Hyundai proved that it could get

its value-price equation consistently right across different segments.

But despite its great start, Hyundai made two mistakes and by Maruti it is also one under

the most pressure because after zooming to the number two spot, it cannot afford to skid

in the race. But Telco’s Indica is snapping at its heels. And Maruti's backlash is

expected to target the Santro more than any other model.



The two miscalculations that Hyundai made? First, while Hyundai Santro was harping on

the fact that it was a new generation car, it hadn't brought its latest engine technology to

India, it was a mistake that rival Matiz capitalised on once Euro-II pollution norms were

announced for the motors. Daewoo most of the fact that every Matiz was Euro-II

complaint –while Hyundai could offer an Euro-II version only at a higher price. Though the

latter moved quickly in a damage-control exercise, the Santro did lose a bit of its sheen.

But worse for Hyundai, it-miscalculated demand for its cars. The result: when demand

peaked for the Santro, it was in no position to offer the car off-the-shelf like its rivals.

Buyers had to wait for three months to get a Santro after booking it.

Hyundai is moving fast to sort out its capacity problem. Work will soon start on the

second phase of its Sriperumbudur car project, one year ahead of what was initially

planned. An additional investment of $400 million will help expand capacity from 1.2

lakh cars to 2 lakh cars per annum.

That apart, the big worry for Hyundai is that other than the Santro (the Atos in Korea), it

doesn't 'have any other small car in its armoury. Unlike Suzuki which is primarily a small

car specialist, Hyundai can only introduce bigger cars in the Indian market either from its

own product range, or those of Kia Motors, which it took over last year.



And the car maker is planning to do precisely that. Over the next two years, It plans to

offer the Sonata, priced at around Rs "12 lakh, m the segment above the Astra/Lancer/City

category. 'The Sonata is a niche product. We hope to sell about 250 cars a month," says

Gandhi. Also, Hyundai will be launching a sports utility vehicle (SUV), currently under

development in Korea.

Hyundai is looking a bit vulnerable now because globally it is a minnow in the car

market. St lacks the sheer money power and product muscle to keep fighting the Fords and

Telco in any market. And if Ford does take over Daewoo Motors, Hyundai's number two

position in India could be seriously under threat.

TELCO: THE HOME-GROWN CHALLENGER

When it first announced its plans,' scepticism abounded. With dozens of global carmakers

hitting the Indian market with new products, few people would have given Telco much of a

chance with an indigenously-developed car. Especially since Telco did not boast a great

reputation for developing even world-class commercial vehicles, forget passenger cars.

When the Indica hit the market, the consensus opinion was that Telco had goofed up again.

It had got its car and engine developed abroad - but all that was marred by the production



quality of the cars when they rolled out of the Telco plant in Pune. The Indica was riddled

with quality problems. A year down the line, almost everyone grudgingly admits that the

Indica has been a success. The Telco formula of pushing the biggest small car with a

rugged diesel engine has been a major hit in the semi-urban and rural markets.

Rajesv Dube, general manager, commercial (passenger cars), Telco, points out the

company's biggest advantage: low costs, fin other words, Telco can recover the costs of

introducing a new car at a much lower volume of sales than its rivals can. But the flip side

is that all global giants can amortise the costs of development by selling the same car

across different world markets, Telco can't.

At the moment though, the Telco strategy is to tap the niches first. The Indica, with the

diesel engines being pushed hard, was clearly aimed at a segment none of the rivals was

addressing. Similarly, the new car Magna it is planning to launch is again expected to be

a niche car addressing a particular need \n the Rs 12-16 lakh car segment. And in the SUV

market, Telco has already introduced the premium Safari, which again focuses on a

small niche.

It is a smart strategy as it avoids taking any of the big guns head on. But in the long run,

Telco knows it has to take on its rivals in the mainstream markets as well. It is ramping up

capacity to 160,000 from the current 120,000 cars anticipating that it will get the demand.



But Telco is also the weakest player in the small car market - and unless it keeps

springing surprises,it could be the first casualty in this round of the car battles.

FIAT INDIA LTD:

Fiat the Auto Titan was established in 1899 by Giovanni Agnelli. The company first set

its foot on the Indian Turf in the year 1905, with the appointment of Mumbay Motor Cars

Agency as its Sales Agent. The relationship with India was further strengthened when it

signed a licence and servicing contract with Premier Automobiles Limited (PAL), paving

the way for manufacturing and selling of 1100 and 1100D Fiat, Padmini, Uno and the

latest offering being the cars from the project "178 World Car" range which includes

Siena, Siena Weekend and the Palio.

The company’s pivotal interest remains automobiles. It has the most admired and sought

after models worldwide to boast of which includes Fiat Lancia, Ferrari, Maserati, Alfa

Romeo etc., Siena being the latest offering to the Indian consumers.

Fiat is the only automobile manufacturer to have won the most coveted "EUROPEAN

CAR OF THE YEAR" award for a record nine times, more than any other car

manufacturer. These awards have not made the group complacent as it strives to achieve

the best in all aspects, which include the people, environment, technology and energy.



This is seen in the company’s endure towards Environmental issues and co-operation

with all environmental organizations.

Fiat has ambitious plans for making India its operational hub and plans to invest one

billion US dollars in the coming years.

Later the company introduced the Uno — Europe’s favourite car for the last two decades

into India. The Fiat 178 World Car Project has been developed specifically to expand

production in overseas markets. This project includes international-class cars like the

Siena sedan, the Siena Weekend station wagon and the Palio hatchback.

Fiat has achieved a high level of localization for all its cars, and is making world-class

cars available in India at even more competitive and affordable prices. Fiat Automobiles

SpA owns the most-admired and sought-after models worldwide, including the Fiat

Lancia, the Ferrari, the Maserati and the Alfa Romeo.

Fiat is the only automobile manufacturer in the world that has won the coveted European

Car of the Year award nine times. It is also the only company in the world that

manufacturers recyclable cars.

In the pipeline are ambitious plans to make India its operational hub in Asia in the future

and invest US $1 billion here in the coming years.



BELLAD MOTORS (P) LTD.

BELLAD MOTORS (P) 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.

Belgaum Institute Of Management Studies (MBA) Belgaum.

46


ORGANIZATION CHART


47

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


48

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


49

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


50


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.


52


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


53


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.


54


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.


55


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. QULITY MANUAL

2. QULITY SYSTEM ROCEDURES

3. WORK INSTRUCTIONS AND CHECKLIST

4. FORMS AND CARDS

5. REFERENCE STANDARDS AND EXTERNAL ANNUAL

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.


56


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


57


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 detail shall be entered in 'booking register' by the telephone operator.

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.


58


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.


60


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.


61


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


62


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:


63


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

and the date of job order.

2. Traceability 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%, final

inspection are monitored.

4. Statistical graphs are used to indicate the measures.

IMPROVEMENT


64


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.


65


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.


66


SAMPLING

Sample: Sampling allows us to concentrate our attention upon relatively small number of

people and hence devote more energy to ensure that the information collected from them

accurate.

Stages in the selection of a sample

The target population

Specify the sampling frame

Specify sampling unit

Specify sampling method

Determine sample size

The target population:

Concerned to the project, selected the target population as, Hubli city car owners.

Select the Sampling frame:

Concerned to the project, the sampling frame here is basically the All Maruti Car

owners.

Sampling unit:

Concerned to the project, Existing customers of Bellad Motors and RNS motors.

Sampling method:

Concerned to the project, the method used is convince random sampling

Determination of the sample size:

Concerned to the research, sample size selected is 100.


67


RESEARCH DESIGN


68

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


DATA COLLECTION METHODS

Primary Data Collection:

Interview: The administrator of a questionnaire to an individual or group of

individuals is called an interview.

Type of Interview: Structured Interview, it refers to the extent to which an

interviewer is restricted to following the wording and instructions in the

questionnaire.

Concerned to the project, using the structured questionnaire with open-ended, close

ended. And the questionnaire was addressed to the customers who visited the outlets and

also those customers who visited the market area through convenience sampling.

Measuring Tools:

Descriptive type of research, using the questionnaire was being incorporated.


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MEASUREMENT TECHNIQUES

Questionnaire:

This is most easy technique that is sought after and one of the easy methods to gather

primary information and is a core source for primary data and this type of data collection

technique is being incorporate by me through the questionnaire. And the questionnaire

would be given to those customers who visit these outlets.

Using SPSS software:

It involves a recorded observation into dissipate statement. The measurement and

evaluation of data is done using SPSS 11.0 version software, simple frequency cross tabs

and graphical representations.


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ANALYSIS AND INTERPRETATION

1. What is your opinion about Maruti Car?

Frequency Percent Valid Percent

Cumulative Percent

Valid Excellent 59 59.0 59.0 59.0 Good 40 40.0 40.0 99.0 Neither

bad nor good

1 1.0 1.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above graph we can see that, in the total sample size of 100, 59% of the

respondents are placed their opinion about Maruti car as excellent and 40% of them

placed good, 1% of the respondents placed as neither bad nor good.


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2. Are you aware of Bellad Motors? (Maruti Suzuki Dealer) * If yes how, Cross

tabulation Count

If yes how,

Total

News paper

Word of mouth

Are you aware of Bellad

Motors? (Maruti Suzuki Dealer)

Yes 51 49 100

Total 51 49 100

INTERPRETATION

From the above graph we can see that, in the total sample size of 100,51% of the

respondents are aware about Bellad Motors through newspaper advertisement and 49% of

respondents are through word of mouth. Most of respondents are aware of Bellad Motors

through news paper advertisement so enhance advertisements in dailies.


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3. Where would you like to purchase in future?


Cumulative Percent

Valid Bellad Motors

82 82.0 82.0 82.0

RNS Motors

18 18.0 18.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents would like to purchase car in future at Bellad Motors, 18% of the

respondents wants to purchase at RNS. 18% of the respondents are not satisfied with

Bellad Motors performance. Hence concentrate towards existing customers to satisfy

their requirements properly.


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5. a) Showroom is situated in convenient place.


Cumulative Percent

Valid Neither Agree nor Disagree

1 1.0 1.0 1.0

Agree 65 65.0 65.0 66.0 Strongly

Agree34 34.0 34.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that show room situated in convenient place, 34% of the

respondents are strongly agreed and 1% of them neither agreed nor disagree.


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b) Parking place is very comfortable.


Cumulative Percent

Valid Disagree 1 1.0 1.0 1.0 Neither

Agree nor Disagree

4 4.0 4.0 5.0


Agree37 37.0 37.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that parking place is very comfortable, 37% of the respondents are

strongly agreed and 4% of them neither agreed nor disagree.


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c) Sales executives of Bellad Motors are very co-operative & helpful.


Cumulative Percent

Valid Disagree 2 2.0 2.0 2.0Neither

Agree nor Disagree

6 6.0 6.0 8.0

Agree 56 56.0 56.0 64.0Strongly Agree

36 36.0 36.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that Bellad Motors sales executives are very co-operative &

helpful, 36% of the respondents are strongly agreed and 6% of them neither agreed nor

disagree and 2% of them disagree.


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d) Finance assistance of Bellad Motors is very effective.


Cumulative Percent

Valid Disagree 1 1.0 1.0 1.0 Neither

Agree nor Disagree

6 6.0 6.0 7.0


Agree27 27.0 27.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that finance assistance at Bellad Motors is very good, 27% of the

respondents are strongly agreed and 6% of them neither agreed nor disagree and 1% of

them disagree.


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e) Pre-delivery check up at Bellad Motors is very goods


Cumulative Percent


Agree nor Disagree

5 5.0 5.0 6.0


33 33.0 33.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that pre-dellivery check up at Bellad Motors is very good, 33% of

the respondents are strongly agreed and 5% of them neither agreed nor disagree and 1%

of them disagree.


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f) Timely delivery at Bellad Motors is very effective.


Cumulative Percent


Agree nor Disagree

11 11.0 11.0 13.0


42 42.0 42.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that timely delivery is very effective at Bellad Motors, 11% of the

respondents are strongly agreed and 11% of them neither agreed nor disagree and 2% of

them disagree


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g) After sales service at Bellad Motors is very effective.


Cumulative Percent

Valid Strongly Disagree

1 1.0 1.0 1.0

Disagree 2 2.0 2.0 3.0Neither

Agree nor Disagree

7 7.0 7.0 10.0


13 13.0 13.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are agreed that after sales service at Bellad Motors is very effective, 13% of

the respondents are strongly agreed and 7% of them neither agreed nor disagree, 2% of

them disagree and 1% of them strongly disagree.


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6. Are you satisfied with service station at Bellad Motors.


Cumulative Percent

Valid Yes 84 84.0 84.0 84.0No 16 16.0 16.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are satisfied with service station and 16% of the respondents are not

satisfied. Still there is scope to improve the service station to satisfy the unsatisfied

customers.


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8. Could you tell the reason why you purchased car at Bellad Motors.


Cumulative Percent

Valid New Showroom

13 13.0 13.0 13.0

Trust 31 31.0 31.0 44.0Colour

choicing18 18.0 18.0 62.0

Price variation

22 22.0 22.0 84.0

Extra offers/disc

ounts

16 16.0 16.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are purchased car at Bellad Motors due to trust, 22% of them purchased due

to price variation in dealers, 18% of them purchased due to colour choicing, 16% of the

respondents are purchased due to extra offers/discounts and 13% of them purchased due

to new showroom.


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9. Do you recommend others to purchase cars at Bellad Motors?


Cumulative Percent

Valid Yes 80 80.0 80.0 80.0No 20 20.0 20.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are ready to recommend to others to purchase car at Bellad Motors and 20%

of them do not recommend. Most of the customers are satisfied with performance of

Bellad Motors hence they are ready to recommend to purchase the Maruti Cars at Bellad

Motors.


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10. How do you rate overall performance of Bellad Motors.


Cumulative Percent

Valid Excellent 16 16.0 16.0 16.0Good 66 66.0 66.0 82.0

Neither bad nor

good

18 18.0 18.0 100.0

Total 100 100.0 100.0

INTERPRETATION


respondents are rated overall performance of Bellad Motors as good, 18% of them neither

bad nor good and 16% of them placed excellent. Still there is lot of scope to reach the

excellent stage.


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FINDINGS

1. 59% of the respondents are placed their opinion about Maruti car as excellent.

2. 51% of the respondents are aware about Bellad Motors through newspaper

advertisement and 49% of respondents are through word of mouth.

3. 18% of the respondents are not satisfied with Bellad Motors performance.

4. 11% of the respondents are rated the timely delivery as neither agree nor disagree

and 2% of them are disagree.

5. 84% of the respondents are satisfied with service station and 16% of the

respondents are not satisfied.

6. 31% of the respondents are purchased car at Bellad Motors due to trust, 22% of

them purchased due to price variation in dealers, 18% of them purchased due to

colour choicing, 16% of the respondents are purchased due to extra

offers/discounts and 13% of them purchased due to new showroom.

7. 80% of the respondents are ready to recommend to others to purchase car at

Bellad Motors and 20% of them do not recommend.

8. 66% of the respondents are rated overall performance of Bellad Motors as good,

18% of them neither bad nor good and 16% of them placed excellent.


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SUGGESTIONS

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. Delivery of car should be made at promised time.

3. In service station recruit the well experienced staff which will increase efficiency

and performance of staff and improve the quality of service.

4. Most influential factors are trust, color choosing, extra offers and discounts and

price variations between the dealers. Hence 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.

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

the cognitive dissonance of the customer.

6. 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.

7. 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.


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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 behaviour—how they

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

automotive manufacturers 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.


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QUESTIONNAIRE

Dear sir/madam,

I am pleased to introduce myself as MBA student of PES&T’s Belgaum Institute of

Management Studies, (MBA) Belgaum. As a part of curriculum I have undertaken a

research entitled “A study on impact of consumer buying behaviour on sales at

BELLAD MOTORS, Hubli”. The information provided by you will be kept strictly

confidential and used for academic purpose only. Please co-operate.

1. What is your opinion about Maruti Car ?

Excellent Good Neither bad nor good Bad Very bad

2. Name the Maruti Dealers in Hubli.

________________________________________________________

3. Are you aware of Bellad Motors ? (Maruti Suzuki Dealer )

Yes No

If yes how, News paper

Cable Advertisement

Word of mouth

Others , please specify ………………

4. Where would you like to purchase in future ?

Bellad Motors RNS Motors


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5. Rate the following at Bellad Motors.

A) Showroom is situated in convenient place.

Strongly Disagree Disagree Neither Agree nor Disagree

Agree Strongly Agree

B) Parking place is very comfortable.



C) Sales executives of Bellad Motors are very co-operative & helpful.



D) Finance assistance of Bellad Motors is very effective.



E) Pre-delivery check up at Bellad Motors is very good.



F) Timely delivery at Bellad Motors is very effective.



G) After sales service at Bellad Motors is very effective.




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6. Are you satisfied with service station at Bellad Motors.

Yes No

If No, Reason Please -______________________________

________________________________ 7. Could you tell the reason why you purchased car at Bellad Motors.

New Showroom Trust colour choicing

Price variation Extra offers/ discounts

8. What other services would you like to expect at Bellad Motors.

___________________________________________________________

___________________________________________________________

9. Do you recommend others to purchase cars at Bellad Motors?

Yes No

If No Why? ___________________________________

___________________________________

10. How do you rate the overall performance of Bellad Motors.

Excellent Good Neither bad nor good Bad Very bad

NAME:_____________________________________________________

ADDRESS:__________________________________________________

__________________________________________________

MARUTI CAR:________________ MODEL:______________________

DATE OF PURCHASE:________________________________________

THANKING YOU


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DATA CODE SHEET Sl.No. Q1 Q3 Q3A Q4 Q5A Q5B Q5C Q5D Q5E Q5F Q5G Q6 Q7 Q9 Q10

1 2 1 1 1 5 4 4 4 4 5 4 1 4 1 22 1 1 3 1 5 5 4 3 4 3 4 1 2 1 23 1 1 1 1 4 4 4 4 5 4 4 1 2 1 24 1 1 3 1 4 5 4 4 4 5 4 1 2 1 15 2 1 3 1 4 4 5 3 4 4 4 1 2 1 26 1 1 3 1 4 4 4 4 4 2 4 1 4 1 27 2 1 3 1 5 5 5 4 5 4 4 1 5 1 18 2 1 3 2 4 3 2 2 2 2 2 2 1 2 39 2 1 1 2 4 4 4 4 4 3 5 2 2 2 210 2 1 1 2 4 3 3 4 4 4 4 2 5 2 211 1 1 1 1 4 4 4 4 4 4 4 1 2 1 212 2 1 3 1 4 2 4 4 4 4 4 1 3 1 213 2 1 3 1 4 4 2 4 4 3 4 2 2 2 314 1 1 3 1 5 5 4 5 4 4 4 1 1 1 215 1 1 1 1 4 5 5 4 5 4 4 1 1 1 216 1 1 1 1 4 4 4 4 4 5 4 1 4 1 217 2 1 3 2 5 5 4 5 4 4 4 1 3 1 218 1 1 3 1 5 5 5 4 5 5 4 1 5 1 219 1 1 1 1 4 4 4 4 5 4 4 1 1 1 120 1 1 3 1 4 4 4 4 4 4 4 1 2 1 221 1 1 3 1 5 5 5 4 5 4 5 1 4 1 122 1 1 1 1 4 4 4 4 5 4 5 1 5 1 123 1 1 1 2 4 4 4 4 3 3 3 2 3 2 324 2 1 1 1 4 4 4 4 4 5 4 1 3 1 125 1 1 1 1 4 4 4 4 4 4 1 1 1 1 226 1 1 3 1 4 4 5 5 4 5 4 1 1 1 127 2 1 3 1 5 5 4 5 5 4 5 1 2 1 228 2 1 1 1 3 4 4 4 5 5 4 1 2 1 129 2 1 1 2 4 4 3 4 3 4 3 2 3 2 330 2 1 1 2 4 4 3 4 3 4 3 2 3 2 331 2 1 3 1 5 4 4 4 4 3 4 2 3 1 232 2 1 1 1 4 4 5 4 4 5 4 1 2 1 133 1 1 1 2 4 4 4 3 4 3 3 2 3 2 334 3 1 1 1 4 4 4 5 4 4 4 1 5 1 235 1 1 3 1 5 5 4 5 5 4 4 1 1 1 236 1 1 1 1 4 4 5 5 4 5 4 1 4 1 137 2 1 1 1 4 4 4 5 4 5 4 1 4 1 238 1 1 1 2 5 5 4 4 4 5 4 1 3 2 239 1 1 1 1 4 4 4 5 5 5 4 1 1 1 240 2 1 3 1 4 5 5 4 4 5 4 1 2 1 241 1 1 3 1 5 5 4 5 4 4 4 1 2 1 242 1 1 1 1 4 4 5 4 5 5 4 1 2 1 143 2 1 3 1 4 4 5 4 5 4 4 1 1 1 244 1 1 1 1 5 5 5 4 4 5 4 1 4 1 245 1 1 3 1 4 4 5 5 4 4 5 1 3 1 2


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46 1 1 3 1 5 5 5 4 5 5 4 1 3 1 247 1 1 1 1 5 5 4 5 4 5 4 1 2 1 248 1 1 1 2 5 5 4 4 5 4 4 2 5 2 249 2 1 3 1 4 4 4 4 4 4 4 1 4 1 350 1 1 3 1 5 5 4 4 4 5 4 1 3 1 251 2 1 1 1 4 4 5 5 4 4 4 1 2 1 352 2 1 1 1 5 3 4 4 4 4 5 2 4 1 253 2 1 3 1 5 5 4 3 4 4 5 1 4 2 354 1 1 3 1 4 3 4 4 5 4 4 1 5 2 255 2 1 3 1 5 5 4 5 4 4 4 1 4 1 256 1 1 1 1 4 4 5 4 5 4 4 1 4 1 257 2 1 3 1 4 4 4 5 4 4 5 1 2 1 258 2 1 1 2 5 4 5 4 3 4 4 1 4 2 359 2 1 3 1 4 4 4 3 4 4 5 1 5 1 260 1 1 3 1 5 5 4 5 4 4 3 1 5 1 261 1 1 3 1 4 4 4 4 5 5 4 1 3 1 362 1 1 1 1 4 5 5 4 5 5 4 1 4 1 263 2 1 3 1 4 4 4 4 4 5 4 1 2 1 264 1 1 3 1 5 5 4 5 5 5 4 1 1 1 265 1 1 3 1 4 5 5 4 5 5 4 1 2 1 266 2 1 1 1 4 4 5 5 4 5 4 1 4 1 267 1 1 3 1 4 5 5 4 4 5 4 1 4 1 368 2 1 3 1 4 4 5 5 5 4 4 1 5 1 269 2 1 3 1 4 4 4 5 4 5 4 1 5 1 270 1 1 1 2 5 5 4 4 4 5 4 2 2 2 371 1 1 3 1 5 4 5 5 4 4 4 1 1 1 372 1 1 3 1 4 4 5 5 5 4 4 1 2 1 273 2 1 3 1 4 5 4 4 5 5 4 1 3 1 274 2 1 3 2 4 4 3 4 3 3 4 2 5 2 375 1 1 1 1 5 4 5 4 4 4 5 1 2 1 276 2 1 3 1 4 4 4 4 4 4 4 1 4 1 277 1 1 3 1 4 4 5 4 4 5 5 1 1 1 278 1 1 1 1 5 5 4 4 5 5 4 1 5 1 279 2 1 3 1 4 4 5 4 4 5 4 1 4 1 280 1 1 3 2 4 4 4 4 4 3 3 1 5 2 381 2 1 1 2 4 4 3 4 4 3 4 2 4 2 382 1 1 1 1 4 4 5 5 4 5 4 1 5 1 183 2 1 3 1 4 4 4 4 5 5 4 1 2 1 184 2 1 3 1 4 5 5 4 5 5 4 1 3 1 285 1 1 1 1 4 5 5 4 5 4 5 1 2 1 286 1 1 1 1 5 5 4 5 4 4 2 1 2 1 287 1 1 1 1 5 5 5 4 5 5 4 1 2 1 288 1 1 1 1 4 4 5 4 5 5 4 1 4 1 289 1 1 1 1 5 5 5 5 4 5 4 1 2 1 290 1 1 1 1 4 4 5 4 4 5 4 1 2 1 191 1 1 3 2 4 4 4 3 4 3 4 2 3 2 292 2 1 1 2 5 5 4 4 5 4 4 1 5 2 393 1 1 1 1 4 4 5 5 4 5 4 1 4 1 2


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94 1 1 3 1 5 5 4 4 4 5 4 1 2 1 195 2 1 1 1 4 4 4 4 4 4 4 1 2 1 296 1 1 1 1 4 5 5 4 5 5 4 1 1 1 297 1 1 1 1 4 4 4 4 4 4 5 1 4 1 298 1 1 1 2 4 4 3 4 4 3 3 2 3 2 299 1 1 1 1 5 5 4 5 4 4 4 1 2 1 1100 1 1 1 1 5 4 4 4 5 5 4 1 3 1 2


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BIBLOGRAPHY

REFERANCE BOOKS:

Marketing research : Tull and Hawkins

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

INTERNET WEBSITES : www.marutiudyog.com

www.google.com


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http://www.google.com/

http://www.marutiudyog.com/

Documents

Bellad Motors Project