Chevrolet Car - Sathyajeeth

8/11/2019 Chevrolet Car - Sathyajeeth

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INTRODUCTION

Peter F Drucker said Awareness is the first step in creating

customers, the lifeblood and purpose of any business. This process of

creating customer reuires identification of prospects and guidance of these

prospects through a well concei!ed sales cycle that fits your organisation.

"ustomer satisfaction is the key aspect in marketing campaign.

"ustomer satisfaction is applied by most organisations including

manufacturers, distributors, retailers, trade association and non profit

organisation. #t is also !ery important tool in sales promotion e$penses ratio

was %&' (&. )owe!er during few years, sales promotion e$penses are %& to

*+ of annual budget, in many customer ser!ice oriented companies. -ales

promotion through better sales ser!ice awareness is now more accepted by

the top management as an effecti!e tool more business de!elopment

managers/ stress on customer ser!ice to get the bulk of customer trust and

confidence. This builds grand image of any product of the company.

0ther e$ternal factors that initiate the marketer to look into the

customers are increase in ser!ices, freuent use of promotion techniues by

competition and price oriented beha!iour of customers.

OBJECTIVE OF THE STUDY

1. To find out the satisfaction in the after sales ser!ice pro!ided byFrontline Automobiles.

2. To know about the profile Frontline Automobiles

3. To get to know the company and brand image of 4eneral 5otors and

"he!rolet cars, with the customers.

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(. To identify the influencing factor with reference to purchase of

"he!rolet cars in each category of respondents

+. To analy6e the loyalty status of customers.

%. To study the satisfaction le!el of the customers regarding the ser!ice

pro!ided in Frontline automobiles

*. To gi!e suggestion to the company to impro!e their ser!ices.

7. To suggest changes to impro!e the performance of "he!rolet "ar.

SCOPE FOR THE STUDY

The study co!ers

1. "ustomers who own "he!rolet "ars and their preferences regarding

the ser!ice pro!ided in Frontline.

2. The study intends to find out about the !arious reasons why people go

for ser!icing at Frontline.

3. The study is limited to the Automobile dealership with reference to

Frontline.

(. The strength and weakness of "he!rolet cars.

SAMPLE SIZE

+& customers of Frontline Automobile who own "he!rolet "ars are

selected on the basis of our con!enience.

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METHODOLOGY

To carry out the study the information was collected through Primary

source and secondary source. Primary source include 8uestionnaire, samplesur!ey etc. -ome information was also obtained from secondary source like

company reports and past records a!ailable in the company including

internet facilities.

-ources of Primary data

1. 8uestionnaire is the most common method of collecting primary data.

2. Personal inter!iew was conducted for few customers.

3. Telephonic con!ersation was also undertaken in some cases.

(. #nformal talk and obser!ation was also one of the sources of

collecting information.

-ources of -econdary data

#n this study data was collected from !arious sources. -ome

information is collected from internet, company/s reports, company/s

brochure and maga6ines.

LIMITATION OF THE STUDY

1. 9ack of time was a ma:or limitation and information could !ary from

time to time due to technical ad!ancement.

2. The number of respondents whom we can approach is !ery small due

to lack of time and other constraints.

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3. ;espondents may not be representati!e of the population at large

because the sur!ey was conducted selecting the respondents at

random.

(. An in


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Age of classic cars

The decade 1=2+


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were build and one of them carrying a four passenger con!ertible sedan

body by a 4erman Gatch makes cost (3&&&.

De!elopment before world wardailmen of 4ermany, 9anchester of

@ritain and olds of the Bnited -tates?.

#n the Bnited -tates, practically all of the producers were assemblers

who put together components and parts produced by separate firms. The

assembly techniue was also method of financing. #t was possible to begin

building motor !ehicles with a minimum in!estment of capital by buying

parts on credit and selling the finished cars for cash the cash sale from

manufacturers to dealer has been integral in the marketing of motor !ehicles

in the Bnited -tates e!er since uropean automoti!e firms of this period

tended to be more self contained.

The pioneer automobile manufacturer not only had to sol!e the

technical and financial problems of getting into production, but also had to

make a basic decision about what to produce. After the first success of the

gasoline engine, there were wide spread e$periments with steam and

%


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electricity, for a brief period the electric automobile actually en:oyed the

greatest e$pectance because it was uite easy to operate, but the limitation

imposed by battery capacity pro!ed competiti!e fatal.

-team power, a more serious ri!al was added by the general adoption

of the so called flash boiler after 1=&&, a modification that pro!ided for a

rapid rising of steam. The steam car was easy to operate because it did not

elaborate transmission, on the other, high steam pressures were needed to

make the engine light enough to use in a road !ehicle, reuiring e$pensi!e

constructions and difficult maintenance. @y1=1& most manufacturers of

steam !ehicles had turned to gasoline power.The -tanley @rothers in the

Bnited -tates howe!er continued to manufacture steam automobiles until the

early 1=2&/s.

De!elopment after Gorld Gar ##

The effect of #talian ideas on the world/s automobile body designers

were profound when manufactures began to be resumed 1=(%. Fininfarina of

Turin was the best known of the coach makers who established the

characteristics #talian approach, grace lightness in the line substance, and

minimal use of decoration. Designs clearly deri!ati!es of those of #talian

origin appeared e!erywhere and the manufacturers in France, ngland and

the Bnited -tates contracted for the ser!ices of #talian carro66erie >@ody

factories?.

The trend towards the automobile in the Bnited -tates clear, if not

obstructi!e after 1=32 was strongly accelerated by Gorld Gar ##. A leading

factor was the return from duty in urope of ser!icemen who had pre!iously

*


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not known of e$istence of the sheer !ariety of automobiles the world

afforded. The sports car designed for pleasure, not Transport, was

particularly new to young Americans. The characteristics of automobiles

such as the @ritish sports two seater 5.4.plus their a!ailability at a time of

short and domestic supply made them attracti!e and the importation of the

uropean made models into the B.-.A increase rapidly.

#n urope and Hapan, which because of ma:or producers in the 1=%&/s

the small car continued to dominate though the number of large automobiles

decreased .#n the Bnited -tates the market remained significantly influenced

by uropean small car design and a new generation of really small cars

appeared.Ad!ent of cars in #ndia

From the singsong rhythm of the bullock cart to the :et)5? was set up in 1=(2 and in 1=((, Premier

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Autobackmobile >PA9? was established to manufacture automobiles in

#ndia. )owe!er, it was PA9 who produced the first car in #ndia in 1=(%, as

)5 concentrated on auto components and could produce their first car only in

1=(=.

#t was left to another company, 5ahindra and 5ahindra >5I5? to

manufacture sturdier utility !ehicles, namely the American Heep.

#n the +&s, the 4o!ernment of #ndia granted appro!al to only * car

dealers to operate in #ndia < )5, AP#, A99, -5P#9, PA9, 5I5 and Telco.

The protectionist policies continued to remain in place. The %&s

witnessed the establishment of the two


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#n these last years of the millennium, suffice it is to say that #ndian

cars will only grow from strength to strength

@irth of cars in #ndia

The birth of the car as we know it today occurred o!er a period of

years. #t was only in 177+ that the first real car rolled down on to the streets.

The earlier attempts though successful, were steam


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till they fell apart. Daimler created his own engines, which he used both for

cars and for the first four< wheel horseless carriage. #n the meanwhile,

unknown to them, Larl @en6, was in the process of creating his own

ad!anced tri


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#n 177+, 4ottlieb Daimler in!ented a gas engine that allowed for a

re!olution in car design.

Larl @en6 >"arl @en6?

Larl @en6 was the 4erman mechanical engineer who designed and in

177+ built the world/s first practical automobile to be powered by an

internal


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"harles Franklin Lettering in!ented the first automobile electrical

ignition system and the first practical engine


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GM History A Bri!f History

The founding of 4eneral 5otors on -eptember 1%, 1=&7, drew little

attention. 5otorcar firms were appearing !irtually e!erywhere.

-uccess for the young automoti!e concern was not predestined. There

was no guarantee of a place in the market or assurance of any profit. 0f the

nearly 1,&&& companies that tried to build and sell motor !ehicles prior to

1=2*, less than 2&& continued in business long enough to e!en offer a

commercially suitable !ehicle.

5ost of the companies that comprised the young 4eneral 5otors

"ompany were weak, and their operations were uncoordinated. 5any were

1(

GENERAL MOTORS

Ty"!Public >JE-' 45

Fo#$%!% 1=&7

H!a%art!rsDetroit, 5ichigan, B-A

manufacturing facilities in 3& B.-. states and 33 countries

'!y "!o"(!

;ick Gagoner , "hairman I "0;obert A. 9ut6, ice "hairmanFrederick )enderson,"F0

I$%#stry Automoti!e

Pro%#)ts

Automobilesngines

Financial -er!icesR!*!$#! 2&*.3(= billion B-D>2&&%?M2N

N!t i$)o+! 1.=*7 billion B-D>2&&%?M3N

E+"(oy!!s 27(,&&& >2&&*? M1N

,!-sit! www.gm.com
http://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=GMhttp://en.wikipedia.org/wiki/Detroithttp://en.wikipedia.org/wiki/Michiganhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Rick_Wagonerhttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Robert_A._Lutzhttp://en.wikipedia.org/wiki/Frederick_Hendersonhttp://en.wikipedia.org/wiki/Chief_Financial_Officerhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Enginehttp://en.wikipedia.org/wiki/Financial_Serviceshttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-1%23_note-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-2%23_note-2http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-0%23_note-0http://en.wikipedia.org/wiki/Websitehttp://www.gm.com/http://en.wikipedia.org/wiki/Image:Red_Arrow_Down.svghttp://en.wikipedia.org/wiki/Image:Green_Arrow_Up_Darker.svghttp://en.wikipedia.org/wiki/Image:Flag_of_the_United_States.svghttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=GMhttp://en.wikipedia.org/wiki/Detroithttp://en.wikipedia.org/wiki/Michiganhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Rick_Wagonerhttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Robert_A._Lutzhttp://en.wikipedia.org/wiki/Frederick_Hendersonhttp://en.wikipedia.org/wiki/Chief_Financial_Officerhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Enginehttp://en.wikipedia.org/wiki/Financial_Serviceshttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-1%23_note-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-2%23_note-2http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-0%23_note-0http://en.wikipedia.org/wiki/Websitehttp://www.gm.com/


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in debt. #t was not until the 1=2&s, when a new concept of management was

forged and a new concept of product emerged, that 45 really began to

prosper.

4eneral 5otors/ sales for its first full fiscal year ending -eptember 31,

1=&=, totaled 2+,&&& cars and trucks, 1= percent of total B.-. sales. Jet sales

totaled 2=,&3&,&&& and its payroll at the peak of the manufacturing season

numbered more than 1(,&&& mostly in 5ichigan. #n 1==+, 45 sold 7.3

million cars and trucks worldwide with net income of %.= billion and

worldwide employment a!eraging *1(,&&& workers.

4eneral 5otors has 27( operations in 3+ states and 1+7 cities in the

Bnited -tates. #n addition 45 of "anada operates 21 locations, 45 de

5e$ico operates + locations, and 45 has assembly, manufacturing,

distribution or warehousing operations in (= other countries, including

euity interests in associated companies.

4eneral 5otors has operations in (1 countries outside Jorth America

and accounts for about 1* percent of the !ehicles sold in the worldOs

competiti!e markets. 45 operations outside Jorth American accounts for

o!er oneof all types?

are sold in 1*& countries around the world.

GM History. /012/021

The nucleus of the fledgling G!$!ra( Motorswas the @uick 5otor

"ar "ompany. #t was formed in 1=&2 by Da!id @uick in Detroit and later

1+


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mo!ed to Flint, 5ichigan, where Gilliam "rapo Durant, king of the

carriage makers, took control. Durant, who brashly predicted that a million

cars a year would someday be in demand, o!ersaw @uick/s rise to become

the second largest and most influential automobile manufacturer in the

country. )e also began organi6ing a network of suppliers and producers.

Ghen G!$!ra( Motors"ompany was incorporated as a Jew Hersey

firm on -eptember 1%, 1=&7, Flint had a population of about 2+,&&& and four

streetcars. #t was more than three months before Flint

papers carried a single story about the new enterprise.

arly members of the infant 45 family were @uick,

0ldsmobile, "adillac, 0akland >now Pontiac?, wing,

5aruette, Gelch, -cripps


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@y 1=11, the idea of a 3!$!ra(staff organi6ation had gained more

than a toehold in the company, and a director of production was appointed.

The company began to create a 3!$!ra( staff of mechanical engineers,

gasoline engine engineers, designers, production e$perts and other e$perts

not attached to any particular factory, but whose ad!ice and ser!ices would

be a!ailable >to? ... the necessarily more limited staff of each indi!idual

factory.

A testing laboratory also was established, as the annual report said, to

ser!e as an additional protection against costly factory mistakes and gi!e

the purchaser of e!ery one of our machines an additional guarantee not

merely for his comfort, but to assure his safety.

This notion of consulting, ad!ising, fact finding and testing is the

genesis of 45/s present comprehensi!e staff organi6ation. Today it co!ers

such fields as design, engineering, manufacturing, research, labor relations,

marketing and ad!ertising, personnel, purchasing, consumer relations and

ser!ice, en!ironmental and energy acti!ities, industry


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de!elopment, the electric self


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GM History. /02/ /041

#t was also in this same period that Alfred P. -loan, Hr., who went on to

guide 4eneral 5otors from 5ay 1&, 1=23, until April 2, 1=+%, first as

president and then chairman, first became associated with 5r. Durant. 5r.

-loan had built up a +&,&&& in!estment in the )yatt ;oller @earing

"ompany of )arrison, Jew Hersey, to assets of about 3.+ million in 2(

years.

Ghen )yatt was brought into 4eneral 5otors through the Bnited

5otors "orporation for 13.+ million, 5r. -loan :oined the corporate

management.

Bnder his direction, 4eneral 5otors grew from a firm that accounted

for about 1& percent of new car sales in the Bnited -tates in 1=23 to become

the largest producer of cars and trucks in the world.

@illy Durant had created an enterprise that in 1=&7

consisted of :ust one truly successful auto manufacturer

>@uick? but it also contained the building blocks for the

future to become a multifaceted corporation. Durant/s

entrepreneurial creation was about to be directed by men with the abilities toharness and organi6e its potential during an e$pansionary period of B.-.

industry both the country and 4eneral 5otors were entering the era of

modern management.

1=
http://media.gm.com/corpcom/history/h228.htm


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@y 1=2&, in the midst of a nationwide economic crisis, 45 was on the

!erge of financial collapse. The crisis marked the turning point in 4eneral

5otors/ history. Jew men were asked to assume leadership of the

corporation. A new concept of management was forged and a new concept of

product emerged. "oordinated policy control replaced the undirected efforts

of the pre!ious years.

As its principal architect, 5r. -loan was credited with creating not

only an organi6ation which sa!ed 4eneral 5otors, but a new management

concept that was adopted by countless other businesses. Fundamentally, the

concept in!ol!es coordination of the enterprise under top management,

direction of policy through top


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and continuing impro!ement of all its !ehicles. The policy led to different

kinds of !ehicles for different customers. People were buying more than :ust

basic transportation. They also wanted comfort, good looks, performance

that was better than :ust adeuate, and abo!e all, periodic impro!ement.

#n impro!ing its products, 45 de!eloped many automoti!e firsts

which helped aid its success. Prior to Gorld Gar ##, they included the first

all


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The success of 45/s tremendous wartime role lay in its peacetime

managerial philosophy. Decentrali6ed, highly fle$ible local responsibility

made possible the almost o!ernight con!ersion from ci!ilian production to

building and supplying a war machine


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GM History. /061 /060

#n the early 1=*&s, 45 embarked on an unprecedented program to redesign

its entire lineup for better fuel economy. Geight and e$terior si6e would be

reduced !ehicle interior room and comfort would be retained. Then


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As the Q7&s began, 45 faced the challenges of moderni6ation.

;esponding to customer/s continuing demands for more fuel efficient

!ehicles at reasonable prices, the company launched an unprecedented (&

billion, fi!e


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throughout the world in an effort to impro!e efficiency and to enhance 45/s

competiti!e position.

#n 1=72, G!$!ra( Motors entered into :oint !entures with two

Hapanese companies. The "orporation purchased 2&& million of con!ertible

debentures from its Hapanese affiliate, #su6u Motors 9imited, to assist in

financing the de!elopment of a new subcompact !ehicle to be produced in

Hapan and sold worldwide. And, in Huly, 45 entered into an agreement with

Hapan/s Fu:itsu Fanuc 9imited to design, manufacture, and sell robotic

systems. 45F ;obotics "orporation. -hortly after its formation, the Troy,

5ichigan, based company took steps to design and build a new

manufacturing and headuarters facility in ;ochester )ills, 5ichigan.

A ma:or pro:ect in!ol!ing 45/s @uick 5otor Di!ision was

announced in Hanuary 1=73. This effort in!ol!ed a complete re!amping of

the car assembly operations in Flint to produce all


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contained business units as making the ma$imum use of e!ery resource,

including e!ery one of our people.

A new frontier in the B.-. automobile industry was forged in February

1=7(, when 45 and Hapan/s Toyota 5otor "ompany formed a :oint !enture

to produce a new small car in Fremont, "alifornia, under the name of Jew

Bnited 5otor 5anufacturing, #ncorporated >JB55#?. The :oint effort put

its first automobile on the market Hune 13, 1=7+, with the introduction of the

"he!rolet Jo!a.

#n a merger completed 0ctober 17, 1=7(, the automaker acuiredlectronic Data -ystems of Dallas, Te$as. 0perating as an independent

consolidated subsidiary, D-, as a world leader in the computer ser!ices

industry, benefits 45 by more effecti!e control of computer ser!ices

throughout 45. #n addition to D-, 45 acuired minority interests in

se!eral smaller, high


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#n mid


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and make G!$!ra(Motorsa high


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de!elopmentKassessment program was formed to ensure continuous

impro!ement for its suppliers. #ts aim was to e!aluate and assist suppliers in

fi!e key areas' uality, costs, deli!ery, management and technology.

#n 0ctober 1=7*, G!$!ra( Motors "orporation and the Bnited

Automobile Gorkers >BAG? signed a historic three


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0n February %, 1=7=, G!$!ra(Motors@oard of Directors declared a

two


3&


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As 45 mo!ed into the Jineties, it was apparent that economic

uncertainties, competiti!e pressures, intense global competition, stringent

fuel economy standards, tougher emissions standards, and a pace of change

more challenging than e!er would affect all automobile manufacturers.

#n 1==&, D- had record re!enues and profits, 45 )ughes

lectronics had record re!enues and 45A" posted its second best earnings

e!er. )owe!er, e!en with these and many other accomplishments, the

"orporation recorded an o!erall loss for 1==&. Gorld e!ents had a negati!e

impact on the automoti!e markets. "onflict in the 5iddle ast, the plunge in

consumer confidence, and a B.-. recession all played ma:or roles in

increasing the pressure on !irtually e!ery aspect of 45/s business.

#t became essential that 45 impro!e performance, reduce costs and

make 45 known as a company that cares most for its customers. To combat

these forces, 45 changed its approach to design and manufacturing to

eliminate waste and began seeking new ways to bring products to the market

faster. 4lobal competition became the name of the game.

#n 1==&, the #mpact, an electric car prototype designed from the

ground


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auto manufacturer to establish a working relationship with the -o!iet auto

industry. 45 also announced it would build the 45 Pulsat Jetwork a

dealer satellite communications network to strengthen sales and ser!ice

effecti!eness of 45 dealers and better ser!e 45 customers.

#n 1==1, the American automoti!e industry sustained losses

unparalleled in its history. The challenges facing 45 were particularly acute

in the primary Jorth American automoti!e market. 45 accelerated

fundamental changes in the way 45 did business. Plants were idled

throughout Jorth American 0perations, the salaried and hourly work force

was reduced through attrition and retirements, e$ecuti!e compensation was

reduced and many nonJA0?.

These changes were essential to 45/s !ision of total customer satisfaction

and the restoration of profitability. 45/s new structure led to more fle$ible

32


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decisionThe fi!e business sectors became JA0 Automoti!e, #nternational

Automoti!e, FinanceK#nsurance, D-, and 45) "9"? with concentration on engineering and technical resources. ngineers

from the car and truck di!isions were :oined by engineers from the

ngineering "enter and the 5anufacturing "enter to work as a team to

strategically plan and e$ecute new products. All component groups were

consolidated into the 45 Automoti!e "omponents 4roup Gorldwide

>A"4G? becoming the largest supplier in the industry. #ts focus became

global those component businesses that did not ha!e growth or profit

potential were closed or sold.

;esponding to the competiti!e realities of the marketplace, 45 took

the necessary actions of rightsi6ing the "orporation for long


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declined from =1,&&& to 72,&&& in 1==2 with a goal of *1,&&& by 1==(.

)ourly employees declined from 2*(,&&& to 2*2,&&& by 1==2. Also, the

"entral office staff was reduced from about 13,+&& to about 2,3&& with

many of the functions transferring to operating units.

#n successful effort to regain lost market share, 45 also launched the

45 "ard 5aster"ard allowing users to build up annual credits of +

percent or more on each item charged toward the future purchase or lease of

a new 45 !ehicle.

Difficulties faced in the past few years were in a sense the o!erduewake


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The most urgent challenge was to re!erse the financial losses from the

Jorth American 0perations. The ob:ecti!e for 1==3 was for JA0 to break

e!en. The JA0 team e$ceeded that ob:ecti!e, achie!ing a net income of

(2* million in the fourth uarter of 1==3. The new target was to make

JA0 profitable on a net income basis in 1==(.

#ntensified efforts in the areas of' customer focuses product uality,

global sourcing and ad!ance purchasing lean manufacturing

commoni6ation of processes, systems, and parts and integration of global

resources yielded results in 1==3.

JA0 achie!ements included B.-. deli!eries of more than (.* million

cars and trucks


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class competition has been cut to less than &.( problems


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The new passenger car organi6ations became the -mall "ar 4roup made up

of -aturn "orporation and the 9ansing Automoti!e Di!ision, and the

5idsi6e and 9u$ury "ar 4roup, composed of the 5idsi6e "ar Di!ision and

"adillac 9u$ury "ar Di!ision.

#n 1==+, 4eneral 5otors continued emphasis on uality leadership,

common processes and systems, le!eraging its global resources, achie!ing

competiti!eness in cost, and introducing targeted products for specific

customer groups continued to pay off. 45 reported record calendar


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As computer technology begin to re!olutioni6e marketing and

ad!ertising, 4eneral 5otors began an aggressi!e initiati!e to become Jo. 1

in marketing cars and trucks on the #nternet. 45 un!eiled gm.com on the

Gorld Gide Geb with a host of the latest Geb technologies that pro!ided an

engaging o!er!iew and seamless route to di!isional car and truck production

line information as well as other ser!ices offered by 45 subsidiaries. 45

pro!ided o!er 1%,&&& pages of information with =7,&&&


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Ori3i$ of t8! or3a$isatio$

4eneral 5otors is the 1 company in the world today, and one of the

largest manufactures of Automobiles. #t has se!eral di!isions and brands,

which ha!e car!ed a niche for them in the automobile industry.

4eneral 5otors started building !ehicles in 1=27. 4eneral 5otors is

the :oint !enture between 4eneral 5otors "orporations and the 4SL @irla

group of companies. #t has manufacturing plant at )alol in 4u:arat.

4limpses Frontline Automobiles is an authori6ed dealer of 4eneral

5otors in 5angalore. #t was started in 0ctober 1==7. 4eneral 5otors feltthe need to make a name first, and thereby make the product aware, and later

to e$pand their sales. They bought in their !aluable ser!ices in coastal

Larnataka, so therefore appointed 5ohammed Hafer as an authori6ed dealer,

who has been in the automobile field since the past 1% years. 5r. Ha!ed

3=


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5isbah, the 5anaging Partner has been conferred with the Award QThe @est

-er!ice for 0pel "ars in #ndia for the year 2&&2/.

The area co!ered by the Frontline Automobiles is +&cents that co!er

the sales as well as the ser!ice department. The Frontline Automobile is

located in J.).1* Lulur 5angalore


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goods for the satisfaction of their needs. -ales are like the blood of business,

the selling is the heart of undertaking, selling in!ol!es soliciting customers

and negotiating terms and conditions for sale and transfer of title. Different

types of publicity media and de!ices for attracting customers are used for

increasing sales. #t also includes products planning and de!elopment.

Or3a$isatio$ Str#)t#r!

0rganisation -tructure gi!es concrete shape to the organisation. The

structure specifies di!ision of work acti!ities and shows how different

functions or acti!ities are linked. #t also indicates the organisation/s

hierarchy and authority structure and shows its reporting relationships. #t

pro!ides the stability and continuity that allow the organisation to pur!iew

the comings and going of indi!iduals to co


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2. Decision Analysis

Determine what kind of decision is made and where in the

organisation they should be made and each manager should be

in!ol!ed in them. #n!estment of the manager within the frame work of

the organisation.

3. ;elation Analysis

;elation Analysis in!ol!es ending the contribution each

manager must take to programmes within whom he works or what

contributions other manager must make to him.

-o organisation structure defines the way in which authority is

delegated which can minimi6e friction and make the people to work

on ob:ecti!e.

(2


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(3


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5anaging Partner

4eneral 5anager

-ales 5anager -er!ice 5anager Accounts 5anager

Assistant sales 5anager

Team 9eader

-ales $ecuti!e

Field -ales e$ecuti!e

Front 0ffice -ales $ecuti!e

"lerk, 0ther Administration

"ustomer "are 5anager Floor #n charge>Hob "ontroller?

-pare 5anager

-er!ice ad!isor

"ustomer care $ecuti!e

-pares #n charge Team 9eader Final #nspector

5ain Technician

)elpers

Gashing in"harge

)elpers

ORGANISATION CHART

((


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C8!*ro(!t S"ar:

Ali!e to your e!ery touch

to your need for e$citement at e!ery turn

to the reality that when it comes to fuel, money no longer

makes the world go around to your desire for a car that/s super


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UT"Di?

Diesel engine and great new looks, it has e!erything that is needed

to set the road on fire.

Features

T) )A;T 0F P0G;


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T) P0G; 0J T) #J-#D< Dual tone walnut finish

leather interiors

T) P0G; 0F "05F0;T< Power packed interiors T) P0G; 0F -AFTE< U


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9o!ely ride, nice interiors, handsome e$terior lines this is a capable

car that deser!es to sell better.

+&


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Data A$a(ysis a$% I$t!r"r!tatio$

+2


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Data A$a(ysis

The analysis is based on the sur!ey conducted in Frontline

Automobiles who is dealer of "he!rolet "ars in 5angalore. The

sur!ey is done through supplying uestionnaires and asking uestions

among the customers of Frontline Automobiles. The uestionnaire

was gi!en to people whom # identified as the customers of Frontline

Automobiles whene!er # came across them. The total strength of

customers who were taken for the analysis is +& in number. Thus,

based on the answers gi!en by the respondents the analysis and its

interpretations are gi!en in the following pages.

+3


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Ta-(! /; G!$%!r of R!s"o$%!$ts

As per the sur!ey conducted 7& of the respondents are male and

remaining 2& of them are female.

+(

GENDER NO OF

RESPONDENTS

< OF

RESPONDENTS

5ale (& 7&

Female 1& 2&

Total +& 1&&


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Ta-(! 2; A3! Gro#" of R!s"o$%!$ts

AGE NO OF

RESPONDENTS

< OF

RESPONDENTS

17Ers


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PROFESSION NO OF

RESPONDENTS

< OF

RESPONDENTS

@usiness 1+ 3&

-er!ice 1& 2&

-elf mployed 12 2(

0thers>studentsetc?

13 2%

Total +& 1&&

-ur!ey has re!ealed that 3& of the respondents are business people

2% of the respondents are other category people. 2( of therespondents are self employed and 2& of the respondents are

ser!iced people.

Ta-(! 4; I$)o+! of R!s"o$%!$ts

+%


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INCOME NO OF

RESPONDENTS

< OF

RESPONDENTS

@elow ;s.1&&&& < ; Ty"! of C8!*ro(!t Cars o9$!% -y R!s"o$%!$ts

TYPE OF CAR NO OF

RESPONDENTS

< OF

RESPONDENTS

-park 1+ 3&

0ptra


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SPAN NO OF

RESPONDENTS

< OF

RESPONDENTS

@elow 1 year 17 3%

1 year


60/94

PURPOSE NO OF

RESPONDENTS

< OF

RESPONDENTS

@usinessKProfession = 17

Personal 3& %&

@oth 11 22

Total +& 1&&

As per sur!ey +& of the respondents use the car for personal use,

22 of the respondents use the car for both personal and business,

17 of them use for business purpose.

Ta-(! 7; Fa)tors Pro+ot!% to 3o for C8!*ro(!t Cars

%&


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FACTOR NO OF

RESPONDENTS

< OF

RESPONDENTS#nternational @rand

Jame 17 3%

Price 12 2(

8uality 1% 32

PrestigeK0wner-tatus

( 7

Total +& 1&&

The sur!ey has re!ealed that 3% of the respondents ha!e purchasedthe car because of the brand name. 32 of them because of the

uality, 2( of them because of the price factor and 7 are because

of prestigeKowners status.

%1


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Ta-(! 0; Mo%!s of P#r)8as!

MODE NO OF

RESPONDENTS

< OF

RESPONDENTS

"ash 22 ((

@ank 9oan 1* 3(

"ar Finance * 1(

0thers ( 7

Total +& 1&&

According to the sur!ey (( of the respondents purchased the car

through cash, 3( of the respondents through bank loan, 1( of

respondents through car finance, and 7 of them through other

sources like personal loan etc.,

Ta-(! /1; O"i$io$ a-o#t Pri)! Ra$3! of C8!*ro(!t Cars

%2


63/94

PRICE RANGE NO OF

RESPONDENTS

< OF

RESPONDENTS)igh 1% 32

alue for money 3& %&

9ow ( 7

Total +& 1&&

The sur!ey has re!ealed the %& of the respondents say that the price

range of "he!rolet cars is !alue for money, 32 say that the prices are

high and 7 say that the prices are low.

Ta-(! //; A*!ra3! 'i(o+!t!r tra*!(!% "!r %ay

%3


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AVERAGE

'ILOMETER

NO OE

RESPONDENTS

PERCENTAGE OF

RESPONDENTS@elow 1+ Lm + 1&

1+Lm


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RATINGS NO OF

RESPONDENTS

< OF

RESPONDENTS

$cellent 1& 2&

ery 4ood 12 2(

4ood 2& (&

A!erage 2 (

Poor % 12

Total +& 1&&

According to the sur!ey (& of the customer say that the ser!ice

facilities offered by frontline automobiles is good, 2& of respondents

say it is e$cellent, 2& says that it is poor, 7 says that it is !ery

good, and 2 of the respondents say it is a!erage.

Ta-(! /=; Satisfa)tio$ of r!s"o$%!$ts a-o#t t8!

a*ai(a-i(ity of -asi) a+!$iti!s at s8o9 roo+ @ 9or:s8o"

%+


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NO OF

RESPONDENTS

< OF

RESPONDENTS

)ighly -atisfied 1% 32

-atisfied 2% +2

Bnsatisfied % 12

)ighly Bnsatisfied 2 (

Total +& 1&&

According to the sur!ey +2 of the respondents are satisfied with the

a!ailability of basic amenities at showroom and workshop, 32 are

highly satisfied, 12 are unsatisfied and only 2 of the respondents

are highly unsatisfied.

%%


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Ta-(! /5; Rati$3s of a-i(ity of t8! sa(!s !!)#ti*! to

a$s9!r to t8! r!s"o$%!$ts !stio$

NO OF

RESPONDENTS

< OF

RESPONDENTS

$cellent 7 1%

4ood 2& (&

A!erage 1& 2&

-atisfactory * 1(

Jot 4ood + 1&Total +& 1&&

As per the sur!ey (& of the respondents say that the ability of sales

e$ecuti!e to answer the uestion is e$cellent, 2& say it is a!erage,1% says that it is e$cellent, 1( says satisfactory and 1& says it is

not good.

%*


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Ta-(! />;

ECELLENT GOOD FAIR POOR TOTAL

a?"ustomer care 1+ 32 3 < +&

b?Promptness infree #nspection = 27 11 2 +&

c?Periodic5aintenance

ser!ice= 32 7 1 +&

d?A!ailability ofspace 13 2( 1& 3 +&

e?"ourtesy of thestaff 7 3+ * < +&

f?Promptness indeli!ery of the

!ehicle11 32 ( 3 +&

g?;esponse toyour complaint 7 27 1& ( +&

%7


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Ta-(! /5; O"i$io$ of r!s"o$%!$ts a-o#t t8! *!8i)(! "ost

s!r*i)i$3

NO OF

RESPONDENTS

< OF

RESONDENTS

-atisfied all needs 2( (7

"lean I goodappearance 17 3%

As before 2 (Bnnecessaryreplacement of -pare

parts% 12

Total +& 1&&

As per the sur!ey (7 of the respondents say that their needs are

satisfied with respect to he !ehicle post ser!icing, 3% of therespondents say that the !ehicles ha!e clean and good appearance post

ser!icing, 12 say that there is unnecessary replacement of spare

parts and 2 says that !ehicles are as before e!en after ser!icing.

Ta-(! /6; Satisfa)tio$ of R!s"o$%!$ts 9it8 aft!r sa(!s

s!r*i)! "ro*i%!% -y Fro$t(i$!

%=


70/94

NO OF

RESPONDENTS

< OF

RESPONDENTS

Ees (& 7&

Jo 1& 2&

Total +& 1&&

As per the sur!ey 7& of the respondents are satisfied with after sales

ser!ices pro!ided by frontline automobiles and 2& of the

respondents are not satisfied with after sales ser!ices.

Ta-(! /7; O*!ra(( satisfa)tio$ of t8! "ro%#)t

*&


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NO OF

RESPONDENTS

< OF

RESPONDENTS

)ighly -atisfied 1+ 3&

-atisfied 2+ +&

Bnsatisfied 1& 2&

)ighly unsatisfied < repairs I maintenance? facilities

offered by frontline dealersV

a? $cellent M N b? ery 4ood M N c? 4ood M N

d? A!erage M N e? Poor M N

1&? Are you satisfied with the a!ailability of basic amenities at the

showroom I workshopV

a? )ighly satisfied M N b? -atisfied M N

c? Bnsatisfied M N d? )ighly unsatisfied M N

11? )ow would you rate the ability of the sales e$ecuti!e to answer all

your uestionV

a? $cellent M N b? 4ood M N c? A!erage M N e? Jot good M N

d? -atisfactory M N

12? )ow do you rate your dealerV

$cellent4ood Fair Poor

a?"ustomer care

b?Promptness in free inspectionser!ice

c?Periodic 5aintenance ser!iced?A!ailability of spare

e?"ourtesy of the staff

f?Promptness in deli!ery of the !ehicle

g?;esponse to your complaint

7&


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13? Ghat is your opinion about your !ehicle post ser!icingV

a? -atisfied all your needs M N

b? "lean I good appearance M N

c? As before M N

d? Bnnecessary replacement of spare parts M N

1(? Are you satisfied with after sale ser!ice pro!ided by frontline

AutomobilesV

a? Ees M N b? Jo M N

1+? Ghat is the o!erall satisfaction of the productV

a? )ighly -atisfied M N c? Bnsatisfied M N

b? -atisfied M N d? )ighly unsatisfied M N

1%? #s "he!rolet cars actually a Qsafest car/ for #ndian roadsV

a?-trongly agree M Nc? A!erage M N e? -trongly disagree M N

b? Agree M N d? Disagree M N

1*? 4i!e ranking for "he!rolet car

$cellent 4ood Fair Poor

a?Feature

b?Price

c?"omfort

d?-tyle

e?fficiency

f?-er!icing

17? Gould you recommend "he!rolet cars to other people >friends,

relati!esV?

71


82/94

a? -ure M N b? Jot sure M N c? Jot at all sure M N

1=? Any other suggestionsWWWW

WWWWWWWWWWWWW..

WWWWWWWWWWWWW..

WWWWWWWWWWWWW..

72


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BIBLIOGRAPHY

,!-sit!s;

www.google.com

www.generalmotors.com

www.che!rolet.co.in

Ot8!r R!f!r!$)!s

@rochures of cars

73
http://www.google.com/http://www.generalmotors.com/http://www.chevrolet.co.in/http://www.google.com/http://www.generalmotors.com/http://www.chevrolet.co.in/


84/94

A St#%y o$ Co$s#+!r Satisfa)tio$ to9ar%sCHEVROLET)ars 9it8 s"!)ia( r!f!r!$)! to

Fro$t(i$! A#to+o-i(!s

-ubmitted @y

S8!rry B;eg. Jo' &72(2&&(2

Bnder the !aluable guidance of

>Pro:ect 4uide?

Pro:ect ;eport submitted to the 5angaloreBni!ersity in partial fulfillment of the

;euirement of the award of

Mast!r of B#si$!ss A%+i$istratio$

MANGALORE

--------------------------------------------------------------------------------------------------

--------

SYNOPSIS

7(


85/94

Sl.No

Contents Pg.No

1 Research Methodology&1


86/94

C8a"t!r/

Pro!)t D!si3$

7%


87/94

C8a"t!r2

History of Cars

7*


88/94

C8a"t!r=

History of G!$!ra(

Motors

77


89/94

C8a"t!r4

Profi(! of Fro$t(i$!

A#to+o-i(!s

7=


90/94

C8a"t!r>

C#sto+!r Satisfa)tio$

?Data A$a(ysis @ I$t!r"r!tatio$

=&


91/94

C8a"t!r 5

Fi$%i$3s. S#33!stio$s @

Co$)(#sio$

=1


92/94

ANNEURE

=2


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BIBLIOGRAPHY

=3


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Documents

Chevrolet Car - Sathyajeeth