CHAPTER-1INTRODUCTION

Customer PerceptionConsumers can evaluate a product along several levels. Its basic characteristics are inherent to the generic version of the product and are defined as the fundamental advantages it can offer to a customer. Generic products can be made distinct by adding value through extra features, such as quality or performance enhancements. The final level of consumer perception involves augmented properties, which offer less tangible benefits, such as customer assistance, maintenance services, training, or appealing payment options. In terms of competition with other products and companies, consumers greatly value these added benefits when making a purchasing decision, making it important for manufacturers to understand the notion of a total package when marketing to their customers. For example, when manufacturing automotive parts, a high-performing product will provide the customer base with basic benefits, while adding spare parts, technical assistance, and skill training will offer enhanced properties to create a total package with increased appeal to consumers.Changing Product StrategiesIn industrial product development, a marketing strategy that is flexible and adaptive to changing market circumstances stands a greater chance of being effective in the long-term. Products and consumer perceptions are variable, so changes in strategy may be required to better address customer needs, technological developments, new laws and regulations, and the overall product life-cycle. By monitoring external conditions and shifting product development accordingly, a company can better target its consumers and learn to react to their needs. The major factors that can necessitate a change in product strategy include: Customer Preferences: Fluctuations in the cost of materials, new application requirements, and changing brand awareness are just a few of things that can cause consumer needs to change. Keeping close track of customer response to a product and taking their demands into consideration are important for maintaining market share. Technological Advances: A new technological development can engender a change in a product line, causing products to need modification in order to remain competitive or rendering some products obsolete. For example, fiber optic cables have replaced older cables in certain applications and many businesses have switched from main frame computers to personal computers. Being aware of these advances can help a business stay ahead of the curve. Laws and Regulations: The implementation of new governmental regulations can cause certain products or manufacturing methods to be restricted, limiting their consumer appeal. Conversely, new laws can also lend an advantage to certain business and deregulation can sometimes benefit production standards. Product development strategies must shift according to the legal landscape. Product Life-Cycles: To preserve the rate of growth in profit and sales, many industrial companies decide to alter, discontinue, or replace older products with newer models or more recent upgrades. These changes are usually made periodically, allowing existing products that reach maturity or decline to be phased out or modified, thus retaining their appeal.Scope of the study

The scope is very limited because attitude of the people change according to the time.

The study is restricted to both Hyderabad and Ranga Reddy Dist and that to among 100 respondents.

The study is conducted for 45 days.

The study is restricted to certain area. So it could not give an accurate picture about Andhra Pradesh of India.

NEED FOR THE STUDY

From the days of industrial revolution when goods & services were produced to the present day, the emphasis has shifted from the producers to the consumer and his needs, and with the consumer becoming more involved, in the marketing process there is greater need for information regarding the consumer needs. Preferences and making them satisfied of the products & services, has led to a constant but increasing need to conduct marketing research.

This research is an insight into the mind of the consumer, with the help of which the organizations will become aware of their pitfalls and in turn can also make improvements in the product regarding the level of satisfaction of the consumers towards their offerings in the market place.

The basic need of this project is to know the CONSUMER PERCEPTION amongst the respondents, with regard to HYUNDAI Motors services and its products.

OBJECTIVES OF THE STUDY

To know satisfaction level about Show rooms modern looking equipment and fixtures. To know the Show room physical facilities are visually appealing or not

To know Show room convenience to move around the Show room.

To know the Show room people are knowledgeable to answer the customer questions To know employees in the Show room are providing without delay services to the customers.

To know the Show rooms can give personal attention to the customers or not.

To know the Show room management is immediately responding to customers problem.

RESEARCH METHODOLOGY

One of the important tools for conducting marketing researching is the availability of necessary and useful data. Data collection is more of an than science the methods of marketing research are in a way the methods of data collection. The sources of information fall under two categories.

Internal sources:

Every company has to keep certain records such as accounts, records, reports, etc., these records provide sample information which can organizations usually keeps collecting in its working.

External sources:

When internal records are insufficient and required information is not available, the organizations will have to depend on external sources. The external sources of data are:

Primary data:

Primary data are data gathered for a specific purpose or for a specific research report.

For systematically collecting the data the closed end questionnaire is used. The questionnaire consists of questions relating to various aspects of the study for proper data collection the questionnaire is divided into 2 sections. Both the sections are meant for the respondent only.

Secondary data:

Secondary data are data that are collected for another purpose and already exist somewhere. Data pertaining to company is collected from company web site company catalogues and magazines. The company profile gives a detailed report of history various products manufacture by its etc.

METHOD OF RESEARCH

SURVEY METHOD:

A survey is a complete operation, which requires some technical knowledge survey methods are mostly personal in character. Surveys are best suited forgetting primary data. The researcher obtains information from the respondents by interviewing them.

SAMPLING:

It is not always necessary to collect data from whole universe. A small representative sample may serve the purpose. A sample means a small group should be emanative cross section and really representative in character. This selection process is called sampling.

SAMPLE SIZE:

Samples are devices for learning about large masses by observing a few individuals. The selected sample is 100.Iin that sample 58 is males and 42 are females.

METHOD OF SAMPLINGRANDOM SAMPLING METHOD

The method adopted here is random sampling method. A random sample is one where each item in the universe has as equal chance of known opportunity of being selected.

RESEARCH INSTRUMENT

QUESTIONNAIRE:

A Questionnaire is carefully completed logical sequence of question directed to a define objective. It is the out line of what information is required and the framework on which the data is built upon. Questionnaire is son commonly used in securing market information that its preparation deserves utmost skill and care.

FORMS OF QUESTIONSOPEN ENDED QUESTIONS:

They are descriptive in nature. Respondents are allowed to answer in their own words. Such questions buying the actual opinion of the respondent s regarding srvices.

CLOSED ENDED QUESTIONS:

They are not descriptive in nature. They will be given certain choices and the respondents have to choose choice among them. They make analysis easy but sometimes they restrict the respondents choices.

TYPES OF CLOSED ENDED QUESTIONS:

DICHOTAMS: a question offering two answers choice.

MULTIPLE CHOICE: a question offering three choices.

RATING SCALE:

a scale that rates some attributes from poor to excellent.

LIMITATIONS OF THE STUDY

Time is the main limitation for the study, as project was restricted only for 45 days.

The methods used in this project are random sampling methods and results obtained may not be accurately fully accurate and believable.

The research has been centered to only One hundred Customers of HYUNDAI fresh The analysis is purely based on closed ended questions and due their deliberate manipulation, important information may be lost and even barriers of communication would cause a limitation.

The whole project research was confined to only customers of HYUNDAI Fresh@.

CHAPTER-2REVIEW OF LITERATURE

Perception

In philosophy, psychology, and cognitive science, perception is the process of attaining awareness or understanding of sensory information. The word "perception" comes from the Latin words perceptio, percipio, and means "receiving, collecting, action of taking possession, apprehension with the mind or senses."

Perception is one of the oldest fields in psychology. The oldest quantitative law in psychology is the Weber-Fechner law, which quantifies the relationship between the intensity of physical stimuli and their perceptual effects. The study of perception gave rise to the Gestalt school of psychology, with its emphasis on holistic approach.

What one perceives is a result of interplays between past experiences, including ones culture, and the interpretation of the perceived.

Types

Two types of consciousness are considerable regarding perception: phenomenal (any occurrence that is observable and physical) and psychological. The difference every sighted person can demonstrate to him- or herself is by the simple opening and closing of his or her eyes: phenomenal consciousness is thought, on average, to be predominately absent without senses such as sight. Through the full or rich sensations present in senses such as sight, nothing by comparison is present while the senses are not engaged, such as when the eyes are closed. Using this precept, it is understood that, in the vast majority of cases, logical solutions are reached through simple human sensation. The analogy of Plato's Cave was coined to express these ideas.

Passive perception (conceived by Ren Descartes) can be surmised as the following sequence of events: surrounding input (senses) processing (brain) output (re-action). Although still supported by mainstream philosophers, psychologists and neurologists, this theory is nowadays losing momentum. The theory of active perception has emerged from extensive research of sensory illusions, most notably the works of Richard L. Gregory. This theory, which is increasingly gaining experimental support, can be surmised as dynamic relationship between "description" (in the brain) senses surrounding, all of which holds true to the linear concept of experience.

Perception and reality

In the case of visual perception, some people can actually see the percept shift in their mind's eye. Others, who are not picture thinkers, may not necessarily perceive the 'shape-shifting' as their world changes. The 'esemplastic' nature has been shown by experiment: an ambiguous image has multiple interpretations on the perceptual level. The question, "Is the glass half empty or half full?" serves to demonstrate the way an object can be perceived in different ways.

Just as one object can give rise to multiple percepts, so an object may fail to give rise to any percept at all: if the percept has no grounding in a person's experience, the person may literally not perceive it.

The processes of perception routinely alter what humans see. When people view something with a preconceived concept about it, they tend to take those concepts and see them whether or not they are there. This problem stems from the fact that humans are unable to understand new information, without the inherent bias of their previous knowledge. A persons knowledge creates his or her reality as much as the truth, because the human mind can only contemplate that to which it has been exposed. When objects are viewed without understanding, the mind will try to reach for something that it already recognizes, in order to process what it is viewing. That which most closely relates to the unfamiliar from our past experiences, makes up what we see when we look at things that we dont comprehend.

This confusing ambiguity of perception is exploited in human technologies such as camouflage, and also in biological mimicry, for example by European Peacock butterflies, whose wings bear eye markings that birds respond to as though they were the eyes of a dangerous predator. Perceptual ambiguity is not restricted to vision. For example, recent touch perception research Robles-De-La-Torre & Hayward 2001 found that kinesthesia based haptic perception strongly relies on the forces experienced during touch.

Cognitive theories of perception assume there is a poverty of stimulus. This (with reference to perception) is the claim that sensations are, by themselves, unable to provide a unique description of the world. Sensations require 'enriching', which is the role of the mental model. A different type of theory is the perceptual ecology approach of James J. Gibson. Gibson rejected the assumption of a poverty of stimulus by rejecting the notion that perception is based in sensations. Instead, he investigated what information is actually presented to the perceptual systems. He and the psychologists who work within this paradigm detailed how the world could be specified to a mobile, exploring organism via the lawful projection of information about the world into energy arrays. Specification is a 1:1 mapping of some aspect of the world into a perceptual array; given such a mapping, no enrichment is required and perception is direct perception.

Preconceptions can influence how the world is perceived. For example, one classic psychological experiment showed slower reaction times and less accurate answers when a deck of playing cards reversed the color of the suit symbol for some cards (e.g. red spades and black hearts).

There is also evidence that the brain in some ways operates on a slight "delay", to allow nerve impulses from distant parts of the body to be integrated into simultaneous signals.

Perception-in-action

An ecological understanding of perception derived from Gibson's early work is that of "perception-in-action", the notion that perception is a requisite property of animate action; that without perception action would be unguided, and without action perception would serve no purpose. Animate actions require both perception and motion, and perception and movement can be described as "two sides of the same coin, the coin is action". Gibson works from the assumption that singular entities, which he calls "invariants", already exist in the real world and that all that the perception process does is to home in upon them. A view known as constructivism (held by such philosophers as Ernst von Glasersfeld) regards the continual adjustment of perception and action to the external input as precisely what constitutes the "entity", which is therefore far from being invariant.

Glasersfeld considers an "invariant" as a target to be homed in upon, and a pragmatic necessity to allow an initial measure of understanding to be established prior to the updating that a statement aims to achieve. The invariant does not and need not represent an actuality, and Glasersfeld describes it as extremely unlikely that what is desired or feared by an organism will never suffer change as time goes on. This social constructionist theory thus allows for a needful evolutionary adjustment.

A mathematical theory of perception-in-action has been devised and investigated in many forms of controlled movement, and has been described in many different species of organism using the General Tau Theory. According to this theory, tau information, or time-to-goal information is the fundamental 'percept' in perception.

In todays globalising economy competition is getting more and more fierce. That means it becomes more difficult for products and services to differentiate themselves from other offerings than ever before. Not only is the number of competitive offerings rising due to globalisation of production, sourcing, logistics and access to information. Many products and services face new competition from substitutes and from completely new offerings or bundles from industry outsiders. Since product differences are closed at an increasing speed and many companies try to win the battle for customers by price reductions, products and services tend to become commodities.On the other hand, customer behaviour becomes more hybrid. On one hand, customers are increasingly price sensitive searching for bargains at marketplaces like ebay or buying their groceries at discount markets. On the other hand they enjoy branded and luxury goods. One and the same person may plan a weekend trip with a no-frills airline and a stay at a five-star-hotel.In the result, customers have a wider choice of often less distinguishable products and they are much better informed. For many offerings the balance of power shifts towards the customer. Customers are widely aware of their greater power, which raises their expectations on how companies should care for them.Bringing it all together, it becomes ever more difficult to differentiate a product or service by traditional categories like price, quality, functionality etc.In this situation the development of a strong relationship between customers and a company could likely prove to be a significant opportunity for competitive advantage. This relationship is not longer based on features like price and quality alone. Today it is more the perceived experience a customer makes in his various interactions with a company (e.g. how fast, easy, efficient and reliable the process is) that can make or break the relationship. Problems during a single transaction can damage a so far favourable customer attitude. The consequence for companies is that they have to adapt their ways of competing for customers. Traditionally, companies have focused their efforts of customer relationship management on issues like customer satisfaction and targeted marketing activities like event marketing, direct marketing or advertising. Although doubtless necessary and beneficial, these activities are not longer enough. They narrow the relationship between company and customer down to a particular set of contacts in which the company invests its efforts. Most likely this will produce not more than a satisfied customer who is well aware of the companies offerings and has a positive attitude towards them. However, a satisfied customer is not necessarily a loyal one.[2]If a customer is satisfied that means that a product of service has met his expectations and that he was not dissatisfied by it. Customer satisfaction is doubtlessly very important. It is the precondition for repeat purchases and it prevents the customer from telling others about his disappointing experiences. A loyal customer, however, is more than a customer who frequently purchases from a company.The difference is the emotional bond which links the customer so closely to the company that he develops a clear preference for these products or brands and is even willing to recommend them to others. Loyal customers truly prefer a product, brand or company over competitive offerings. Thus loyalty goes beyond a rational decision for known quality or superior price-performance-ratio. It is about the customers feelings and perceptions about the brand or product.

When the customer makes his buying decision, he evaluates the benefits he perceives from a particular product and compares them with the costs. The value a customer perceives when buying and using a product or service go beyond usability. There is a set of emotional values as well, such as social status, exclusivity, friendliness and responsiveness or the degree to which personal expectations and preferences are met. Similarly, the costs perceived by the customer, normally comprise more than the actual price. They also include costs of usage, the lost opportunity to use an other offering, potential switching costs etc. Hence, the customer establishes an equation between perceived benefits and perceived costs of one product and compares this to similar equations of other products. Based on this, customer loyalty can be understood as to how customers feel about a product, service or brand and whether their perceived total investments with a it live up to their expectations.The important point here is the involvement of feelings, emotions and perceptions. In todays competitive marketplace, these perceptions are becoming much more important for gaining sustainable competitive advantage.Customer perceptions are influenced by a variety of factors. Besides the actual outcome i.e. did the product or service deliver the expected function and did it fulfil the customers need the whole process of consumption and all interactions involved are of crucial importance. In todays globalised information driven economy this can also comprise issues like How other customers or influencing groups perceive the product or brand The degree to which the customer feels the actual marketing campaign addresses the most important issues Responsiveness and service quality of any affiliates, e.g. distribution partnersCustomer perceptions are dynamic. First of all, with the developing relationship between customer and company, his perceptions of the company and its products or services will change. The more experience the customer accumulates, the more his perceptions will shift from fact-based judgements to a more general meaning the whole relationship gains for him. Over time, he puts a stronger focus on the consequence of the product or service consumption.Moreover, if the customers circumstances change, their needs and preferences often change too. In the external environment, the offerings of competitors, with which a customer compares a product or service will change, thus altering his perception of the best offer around. Another point is that the public opinion towards certain issues can change. This effect can reach from fashion trends to the public expectation of good corporate citizenship. Shells intention to dump its Brent Spar platform into the ocean significantly altered many customers perception of which company was worth buying fuel from.Research has been don on the impact of market share on the perceived quality of a product.[3] Depending on the nature of the product and the customers preferences, increasing market share can have positive or negative effects on how the customer perceives the product.Positive effects of increasing market share on customer perception

Increasing market share can send out positive signals by acting as an indicator of superior quality that is recognised by more and more other customers. This effect is particularly strong for premium priced products. Customers normally assume that a product must be of exceptional quality if it can gain such an unexpected market success despite its high price. Many brands offer positive emotional benefits of using a product that is popular in the markets. The value of a product or service can rise through increasing number of users of the same product, e.g. number of members of an online community, better availability of software for popular computer systems.

Negative effects of increasing market share on customer perception

For premium and luxury products, customers may translate an increasing market share into a loss of exclusivity and thus perceive it as less valuable. The quality of services may suffer if they are consumed by increasing numbers of users. Diseconomies of scales and congestions can be observed with busy airports and many other services so that customers may look out for other providers that promise more timely service and convenience.

The concept of customer perception does not only relate to individual customers in consumer markets. It is also valid in business to business situations. For example, a competitor benchmarking survey of a large industrial supplier revealed that the market leader, although recognised for excellent quality and service and known to be highly innovative, was perceived as arrogant in some regions. If we take into consideration that there are about four other large players with a similar level of quality and innovative ideas, this perceived arrogance could develop into a serious problem. Customers here are well aware the main characteristics of all the offerings available at the market are largely comparable. So they might use the development of a new product generation of their own to switch to a supplier that can serve them not better or worse, but with more responsiveness and understanding.Companies have done a lot to improve customer satisfaction and customer relationships in the past. As discussed above, this will not be enough anymore. Any serious effort to manage customer perceptions starts with a good measurement system. Companies must be truly willing to look at the whole process of interaction through the customers eyes. For many companies, this requires a more or less extensive shift in mindset, since most departments from development to sales will be involved. The backbone of any customer perception management and measurement system, however, is thorough market research and surveys. There are several aspects of measuring customer perceptions. First of all the company has to find out how itself and its offerings are perceived by the customers. It is essential to identify what the customer is actually buying and which features are most important to him. Only this way it is possible to align the internal focus and resources to the customers expectation. This information is of greater value if it can be compared to the customers perception of competitive offerings. Not only will this reveal relative strengths and weaknesses, it is also a valuable source of ideas for improvement. Besides that, surveys should also identify the relative importance of several influencing variables in the eyes of the customer. To know what matters most to the customer helps to set priorities for projects. Of course, as with any market research activities, it should be based on a careful customer segmentation. Customer groups that differ by frequency of use, social status, geographical region or other criteria, are likely to have different expectations and preferences. Hence, they will probably perceive an offering in different ways. Zeithaml suggest to incorporate several behavioural-intentions questions to identify signals that are potentially favourable or unfavourable for the company. Questions for behaviour intentions are potentially of higher validity and richer diagnostic value than the overall service quality or customer satisfaction variables. Since these questions are directed at potential future actions they can not only indicate of changes in demand and market trends. They also provide early warning signs and help to take to take timely corrective action.Only if a company knows which features of its products and services or which other points of contact with the customer are considered most important by the customers, it can develop appropriate strategies. Such a strategy will not only help the company to strengthen the emotional bond with the customer through targeted improvements and activities. It may also have the positive side effect that the customers whole experience leads him to the conclusion that this company really understands his distinctive needs and really takes him seriously. Hence, the customers perception of the whole company may improve beyond a positive attitude towards a particular product.Based on thorough research, companies can develop strategies and initiate targeted activities to manage and improve customer perceptions. This article finishes with some examples of how this can be done. It has to be taken into consideration, however, that there is no one right strategy. Since these measures shall provide a distinctive competitive advantage, they should be based on the particular competencies and resources of a company and they should aim at setting the company apart from the other market participants. The service experience is closely linked to his perception of the total company and its offerings be it products or service. A common idea of many authors is that it is not always necessary to deliver the absolutely perfect customer experience. Instead it is important to solve the customers need or problem in a matter that is perceived appropriate. For many retail products, for example, it will be sufficient in most cases to offer an appropriate group of substitute products, but not all particular products. In service situations, customers will - depending on the actual nature of the service - not expect an immediate service delivery. They will however expect a delivery within a time frame that is either market standard or meets the service promise of the actual service provider. As long as the company keeps this promise, the customer will perceive this as satisfying. Byrnes even suggests that you earn more customer loyalty when you do a good job fixing a service problem, than if there had been no problem at all. The point is to meet or excel the customers expectations, not to achieve some ideal level of product or service delivery. Companies should try to make sure that their customers are fully aware of all the ways their offering can provide value to them. They have to explain the customer how this particular product can deliver more value than those from competitors. This approach means to widen the customer perception and to extend their awareness and appreciation to more features or aspects of the offering. However, this point has to be considered very carefully in order not to produce an diametrical effect.This point again highlights the critical importance of market research. In this example, market research would help the company to develop different communication strategies that focus on those product features that are of high priority for particular market segments. A commonplace strategy to circumvent the loss of exclusivity associated with high market share is to leverage the brand by introducing new related brands. This is very efficient with fragrances or fashion brands. In situations in which customers perceive high market shares lead as a sign of quality, it is advisable to advertise a favourable high share, e.g. Americas most popular SUV, Three out of five people already use . It is advisable to contact customers who indicate low results for loyalty or perception of the company in the surveys. Direct contact allows to identify the roots of the problem and if possible to solve the issue. Besides solving some customer-specific problems and thus improving the perception of some individuals, such follow-ups may reveal some causes for problems that are common to wider parts of the customer base. These are the starting points for some improvements with potentially significant effects.Perception is the process by which organisms interpret and organize sensation to produce a meaningful experience of the world. Sensation usually refers to the immediate, relatively unprocessed result of stimulation of sensory receptors in the eyes, ears, nose, tongue, or skin. Perception, on the other hand, better describes one's ultimate experience of the world and typically involves further processing of sensory input. In practice, sensation and perception are virtually impossible to separate, because they are part of one continuous process.

Thus, perception in humans describes the process whereby sensory stimulation is translated into organized experience. That experience, or percept, is the joint product of the stimulation and of the process itself. Relations found between various types of stimulation (e.g., light waves and sound waves) and their associated percepts suggest inferences that can be made about the properties of the perceptual process; theories of perceiving then can be developed on the basis of these inferences. Because the perceptual process is not itself public or directly observable (except to the perceiver himself, whose percepts are given directly in experience), the validity of perceptual theories can be checked only indirectly.

Historically, systematic thought about perceiving was the province of philosophy. Philosophical interest in perception stems largely from questions about the sources and validity of what is called human knowledge (epistemology). Epistemologists ask whether a real, physical world exists independently of human experience and, if so, how its properties can be learned and how the truth or accuracy of that experience can be determined. They also ask whether there are innate ideas or whether all experience originates through contact with the physical world, mediated by the sense organs.

As a scientific enterprise, however, the investigation of perception has especially developed as part of the larger discipline of psychology. For the most part, psychology bypasses the questions about perceiving raised by philosophy in favour of problems that can be handled by its special methods. The remnants of such philosophical questions, however, do remain; researchers are still concerned, for example, with the relative contributions of innate and learned factors to the perceptual process.

Such fundamental philosophical assertions as the existence of a physical world, however, are taken for granted among most scientific students of perceiving. Typically, researchers in perception simply accept the apparent physical world particularly as it is described in those branches of physics concerned with electromagnetic energy, optics, and mechanics. The problems they consider relate to the process whereby percepts are formed from the interaction of physical energy (for example, light) with the perceiving organism. Of further interest is the degree of correspondence between percepts and the physical objects to which they ordinarily relate. How accurately, for example, does the visually perceived size of an object match its physical size as measured.

Consumer behavior is the study of when, why, how, and where people do or do not buy a product. It blends elements from psychology, sociology, social anthropology and economics. It attempts to understand the buyer decision making process, both individually and in groups. It studies characteristics of individual consumers such as demographics and behavioural variables in an attempt to understand people's wants. It also tries to assess influences on the consumer from groups such as family, friends, reference groups, and society in general.

Customer behaviour study is based on consumer buying behaviour, with the customer playing the three distinct roles of user, payer and buyer. Relationship marketing is an influential asset for customer behaviour analysis as it has a keen interest in the re-discovery of the true meaning of marketing through the re-affirmation of the importance of the customer or buyer. A greater importance is also placed on consumer retention, customer relationship management, personalisation, customisation and one-to-one marketing. Social functions can be categorized into social choice and welfare functions.

Each method for vote counting is assumed as social function but if Arrows possibility theorem is used for a social function, social welfare function is achieved. Some specifications of the social functions are decisiveness, neutrality, anonymity, monotonicity, unanimity, homogeneity and weak and strong Pareto optimality. No social choice function meets these requirements in an ordinal scale simultaneously. The most important characteristic of a social function is identification of the interactive effect of alternatives and creating a logical relation with the ranks. Marketing provides services in order to satisfy customers. With that in mind, the productive system is considered from its beginning at the production level, to the end of the cycle, the consumer

The black box model shows the interaction of stimuli, consumer characteristics, decision process and consumer responses. It can be distinguished between interpersonal stimuli (between people) or intrapersonal stimuli (within people). The black box model is related to the black box theory of behaviourism, where the focus is not set on the processes inside a consumer, but the relation between the stimuli and the response of the consumer. The marketing stimuli are planned and processed by the companies, whereas the environmental stimulus are given by social factors, based on the economical, political and cultural circumstances of a society. The buyers black box contains the buyer characteristics and the decision process, which determines the buyers response.

The black box model considers the buyers response as a result of a conscious, rational decision process, in which it is assumed that the buyer has recognized the problem. However, in reality many decisions are not made in awareness of a determined problem by the consumer.

Information search

Once the consumer has recognised a problem, they search for information on products and services that can solve that problem. Belch and Belch (2007) explain that consumers undertake both an internal (memory) and an external search.

Sources of information include:

Personal sources .

Commercial sources

Public sources

Personal experience

The relevant internal psychological process that is associated with information search is perception. Perception is defined as "the process by which an individual receives, selects, organises, and interprets information to create a meaningful picture of the world".

The selective perception processStage Description

Selective exposure consumers select which promotional messages they will expose themselves to.

Selective attention consumers select which promotional messages they will pay attention to.

Selective comprehension consumer interpret messages in line with their beliefs, attitudes, motives and experiences.

Selective retention consumers remember messages that are more meaningful or important to them.

The implications of this process help develop an effective promotional strategy, and select which sources of information are more effective for the brand.

Information evaluation

At this time the consumer compares the brands and products that are in their evoked set. How can the marketing organization increase the likelihood that their brand is part of the consumer's evoked (consideration) set? Consumers evaluate alternatives in terms of the functional and psychological benefits that they offer. The marketing organization needs to understand what benefits consumers are seeking and therefore which attributes are most important in terms of making a decision.

Purchase decision

Once the alternatives have been evaluated, the consumer is ready to make a purchase decision. Sometimes purchase intention does not result in an actual purchase. The marketing organization must facilitate the consumer to act on their purchase intention. The organisation can use variety of techniques to achieve this. The provision of credit or payment terms may encourage purchase, or a sales promotion such as the opportunity to receive a premium or enter a competition may provide an incentive to buy now. The relevant internal psychological process that is associated with purchase decision is integration.Once the integration is achieved, the organisation can influence the purchase decisions much more easily.

Postpurchase evaluation

The EKB model was further developed by Rice (1993) which suggested there should be a feedback loop, Foxall (2005) further suggests the importance of the post purchase evaluation and that the post purchase evaluation is key due to its influences on future purchase patterns.

Internal influences

Consumer behaviour is influenced by: demographics, psychographics (lifestyle), personality, motivation, knowledge, attitudes, beliefs, and feelings. Consumer behaviour concern with consumer need consumer actions in the direction of satisfying needs leads to his behaviour of every individuals depend on thinking

External influences

Consumer behaviour is influenced by: culture, sub-culture, locality, royalty, ethnicity, family, social class, past experience reference groups, lifestyle, market mix factors.

CHAPTER-3INDUSTRY PROFILE

&

COMPANY PROFILE

Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as TOYOTA Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units.

bryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands.

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal combustion engine (or, less often by an electric engine). The automobile was the reply to the 19th century reams of self-propelling the horse-drawn bikeriage. Similarly, the invention of the motorcycle created the self propelling bicycle. The first commercial design was three-wheeler built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder gasoline engine mounted between two steer able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally mounted spark ignition engine engines. There was then felt the need for reliable constructions. This led to road trial tests and competition between manufacturers. Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such were the proving ground for many new ideas from early two-stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic, bikebon fiber reinforced bodywork.

The invention of two wheelers is a much-debated issue. Who invented the first motorcycle? May seem like a simple question, safety, bicycle, i.e., bicycle with front and rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high wheelers descended from an early type of pushbike, without pedals, propelled by the riders feet pushing against the ground. These appeared around 1800, used iron banded wagon wheels, and were called bone-crushers, both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in 1885, one wheel in the front and one in the back, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had a bone-crusher chassis!

FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-wheeled design since it was complex enough to get the machines running with out having to worry about them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that was to make the mass production and common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical system; the Hence special from the Indian Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle company introduced the model H racer, and placed it on sale. During World War 1, all branches of the armed forces in Europe used motorcycles principally for dispatching. After the war, it enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20th century; weight the vehicle being used for high-speed touring and sport competitions. The more sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed the roads.HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the World. It stands next only to Japan and China in terms of the number of V produced and domestic sales respectively. This destination was achieved due to variety of reason like restrictive policy followed by the government of India towards the passenger bike industry, rising demand for personal transport, inefficiency in the public transportation system etc. The Indian two-wheelers industry made a small beginning in the early 50s when Automobile products of India (API) started manufacturing scooters in the country. Until 1958, API and Enfield were the sole producers.

The two wheelers market was opened were opened to foreign competition in the mid-80s. And the then market leaders-Escorts and Enfield were caught unaware by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda then the only producer of four stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD Kits, and later on progressed to indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant like increased production in 1992, due to new entrants coupled with recession in the industry resulted in companies either reporting losses or a fall in profits.

The two-wheelers market has had a perceptible shift from a buyers market to a sellers market with a variety of choice, players will have compete on various fronts viz. pricing, technology product design, productivity after sale service, marketing and distribution. In the short term, market shares of individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and competitive pressures from other manufacturers.

As incomes grow and people grow and people feel the need to own a private means of transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in the coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1% growth in the scooter market and 3% by moped sales respectively for the next two years.

The four-stroke scooters will add new dimension to the two-wheeler segment in the coming future.

The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road infrastructure and low per capita income, restrictive policy on bike industry. This is due to oligopoly between top five players in the segment, compared to thirsty manufacturers in the bike industry.

Exports

India has emerged as one of the world's largest manufacturers of small cars. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India.

According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter of cars.

Indian automobile companies

Notable Indian automobile manufacturers

Ashok Leyland Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.

Force Motors Hindustan Motors: Ambassador.

Mahindra: Major, Xylo, Scorpio.

Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4, Omni, Versa, Gypsy Premier: Sigma, Roadster, RiO.

San Motors: Storm TOYOTA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

Ajanta Group

Mahindra Hero Electric REVA Tara International

TOYOTA MotorsNotable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

Audi: A4, A6.

BMW: 3 Series, 5 Series.

Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

Fiat: Palio, Grande Punto, Linea.

Ford: Ikon, Fiesta, Fusion, Endeavour, Figo Honda: Jazz, City, Civic, Accord.

Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

Mercedes-Benz: C-Class, E-Class Mitsubishi: Lancer, Lancer Cedia.

Nissan: Micra Renault: Logan koda: Fabia, Octavia, Laura.

Toyota: Corolla, Innova, Fortuner Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units)

Audi: A8, TT, R8, Q5, Q7.

Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur, Mulsanne.

BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.

Chevrolet: Captiva Fiat: Nuova 500.

Honda: Civic Hybrid, CR-V.

Hyundai: Santa Fe.

Jaguar: XF, XJ, XK.

Lamborghini: Gallardo, Murcilago.

Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.

Maybach: 57 and 62.

Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class, Viano.

Mitsubishi: Pajero, Montero, Outlander.

Nissan: Teana, X-Trail, 307Z.

Porsche: 911, Boxter, Panamera, Cayman, Cayenne.

Rolls Royce: Ghost, Phantom, Phantom Coup, Phantom Drophead Coup.

koda: Superb.

Suzuki: Grand Vitara.

Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.

COMPANY PROFILE

HISTORY:

The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale of its entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars and also deals in spare parts of Hyundai cars.

Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of Hyundais first car in India- the evergreen SANTRO. The entire business is managed under the able leadership and guidance of the managing Director Shri K.Rama Mohana Rao.

Soon after the Himayathnagar showroom, came up the state-of-art service facilities at Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped to cater to the needs of valued customers. The management left no stone unturned to review, research and implement the latest of technologies and methodologies to improve on the sales, service on the customer satisfaction. Continuous up gradation of the facilities at the sales and service outlets and adding to the service agenda each time, add been sales graph go high by the yeaAWARDS:

The awards received for Best in sales in south region, Best in finance , Top performer in 2005 and their technicians being awarded with a Gold Medal for standing No.1 in the world at World skill Olympics held at Korea-stand testimony to the recognition that received at the global level.

According to the popular belief, a customer walking into LAKSHMI HYUNDAI is treated like an asset. His/her needs are assessed in the first stage and the customer is educated subsequently about the product line, service range, allied services, etc., ample information and time is given to the prospective buyer to make up his/her mind on which car to buy.

Totally focused customer centric approach, unparalleled service motto, top-end facilities, bouquet of allied services, solid after sales backup, quality assurance, unconditional warranty promise and desire to excel through service are some of the threads which blend in effectively to give birth to the fabric called LAKSHMI HYUNDAI LAKSHMI HYUNDAIs success is just beginning and more to expect spectacular chapters in the preamble Winning Edges.

LAKSHMI HYUNDAI MAN POWER:

DepartmentOwnContractTotal

Sales57057

Service12649175

Spaces15015

Finance & HR/Administration98098

Total29649345

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal methods namely are employee referrals, promotions, inter company transfers.

PromotionsPosts falling vacant due to be filled will be notified within the division/office, giving educational qualifications and experience laid down for the post and the extent to which these will be relaxed for promotion and inviting applications from eligible employees in lower group, who have rendered the requisite qualifying service and who have requisite higher post. Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If employment exchanges are unable to sponsor the suitable candidates with in the prescribed time limits, the vacancies may be advertised in the press on a local/regional advertisement the vacancies may be advertised on India Basis. A minimum of two weeks notice is to given to the Local Employment Exchange for sponsoring suitable candidates.

Paper advertisements:Of the external methods this method is mostly adopted by the organization. This method of recruitment involves advertising the requirements of personnel in two of the leading newspapers one being in English language and other being in regional language. For recruitments in Hyderabad, Eenadu and Deccan Chronicle are the two leading newspapers that the requirement of personnel is advertised.

SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a suitable candidate into the organization. At Hindustan Aeronautics Limited the selection process mainly includes test/interviews. If a candidate passes through the different rounds of interviews/test then he is employed into the organization. The Personnel Department of each division or the corporate office will screen the applications received and categorize them to those that satisfy prescribed minimum educational qualification and experience and those do not .

Personal Manager Interview:This is the first round of interview for the candidate. The Personal manager checks the knowledge of the candidate in the applied field along with his positive attitude, communication skills and so on. On personal dissatisfaction the manager can call the candidate for another round of interview. He prepares an evaluation report on the candidates' performance in the interview.

Board Directors Interview:After the personal manager interview, the next in line is the Board Directors Interview. There are 4 directors who take the seat of interviewer. Questions about family background, health details, academic performance and activities, likes and dislikes, attitudes and capabilities etc. are all questioned. The interview conducted by the Board directors can take any shape from stress interview to formal or informal interview depending on the kind of department they are being recruited for. All the directors prepare an evaluation report individually on the candidates performance in relation to personality, intelligence, attitudes, skills and knowledge and so on. .

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification of date of birth. However, if this document is not available, the candidate should produce a RESUME. In that he/she mention all study details of them.

APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter proposing to offer the post or offering the post. If they accept appointment offer they are to be reply in the form.

SALES TEAM PERFORMANCE BONUS POINTS

Universal FactorsSub-FactorsNo. of PointsTotal points

Job Knowledge & JudgmentProduct Information100350

Communication Skills75

GDMS Up gradation100

Accessories Selling Skills25

Finance Dealing Skills50

Sales PersonalityPresentation Skills50300

Confidence Level50

Voice & Body Culture100

Appearance50

Selling Skills50

Code Of ConductTime Management50350

Obeying Orders100

Alertness75

Company Dress50

Attendance Record75

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment includes the Santa Fe.HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most advanced production, quality and testing capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February 2008, which produces an additional 300,000 units per annum, raising HMILs total production capacity to 600,000 units per annum.

In continuation with its commitment to providing Indian customers with cutting-edge global technology, HMIL has set up a modern multi-million dollar research and development facility in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile engineering and ensure quick turnaround time to changing consumer needs.

As HMCs global export hub for compact cars, HMIL is the first automotive company in India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more than 110 countries across EU, Africa, Middle East, Latin America, Asia and Australia. It has been the number one exporter of passenger car of the country for the sixth year in a row.

To support its growth and expansion plans, HMIL currently has a 315 strong dealer network and 640 strong service points across India, which will see further expansion in 2010.

Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in the finance department and ever since he has been involved with costing, auditing and the financial operations of the company.

He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer and since then he has played a pivotal role in HMIL as he was involved in all aspects of the company in his capacity as a CFO.

Mr. Park has a vast experience and understanding of Hyundai Motor India Ltd and the Indian culture and has successfully led his team for the last seven years. Mr. Park holds a degree in Business Administration from the University of Dankook in Seoul, South Korea.

Prior to his becoming the Managing Director of HMIL he held the position of CFO and Senior Executive Director. Mr Park lives in Chennai with his wife. He has two children, a son and a daughter. The son is studying at University of Texas, Austin andthe daughter is studying at SUNY Buffalo. Mr Park was born in South Korea on January 29, 1958.

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with one of the most advanced research and development facilities which focuses on state of the art product and design engineering and rigorous quality enhancement. The new R&D Centre at Hyderabad in India is Hyundai Motor Companys fourth overseas R&D centre.

Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre, is aimed at further accelerating local content development and enable Hyundai to respond even more quickly to changing customer needs across the world. The R&D Centre will further facilitate the development of India as Hyundais global hub for manufacturing and engineering of small cars. The new R&D Centre in Hyderabad will support all back-end operations like computer aided engineering (CAE), computer aided design (CAD) and help the R & D work taking place across Hyundais car line-up. The R&D Centre will help in developing vehicles which includes their styling, design engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars manufactured in India inorder to satisfy the specific needs of the Indian customers.

Hyundai Motor Companys other overseas R&D centres are located in the United States, Germany, Japan & Korea.

Management Philosophy With the spirit of creative challenge, we will strive to create a more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with shareholders, customers, employees and other stakeholders in the automobile industry.

The spirit of creative challenge has been a driving force in leading HMC to where it is today.It is the permanent key factor for HMC to actively respond to change in the management system and seek creative and selfinnovative system. With the spirit of creative challenge, we create profits, the primary objective of a private enterprise. Furthermore, we take responsibility for the environment and society we belong to, and offer sustainable mobility in order to implement our corporate philosophy and provide benefits to all stakeholders including shareholders, customers, executives, employees, suppliers, and communities. Vision We announced "Innovation for Customers" as our midto longterm vision with five core strategies: global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. We desire to create an automobile culture of putting customer first via developing humancentered and environmentfriendly technological innovation. Management Policy Based on a respect for human dignity, we make efforts to meet the expectations of all stakeholders including customers and business partners by building a constructive relationship amongst management, labor, executives and employees. Also, we focus on communicating our corporate values both internally and externally, and gaining confidence from all stakeholders.

Mid-and Long-term Strategies We developed five midand longterm strategies: global management, higher brand values, business innovation, environmental management, and strengthening product competitiveness. Especially, we selected environmental management as one of our strategies to meet the needs of our stakeholders and the society we belong to. We also intend to promote sustainability development and preservation of the environment.

MOST LIKED SMALL CAR IS SANTROXING

New Arrivals

EON

Santro Xing

i10

i20

Accent

Fluidic Verna

The All New Sonata

CHAPTER-4DATA ANALYSIS

&

INTERPRETATIONDATA ANALYSIS

1. This Show room has modern looking equipment and fixtures?.TABLE 1

GenderStrongly disagree%Somewhat disagree%Neutral%Some what agree%Strongly agree%

MALE40.0480.08120.12220.22120.12

FEMALE40.0420.02140.14180.1840.04

TOTAL810264016

Table 1: reveals customers opinion on modern looking equipment and fixtures.

Interpretation

From the above data it was found that, 4 male and 4 female are strongly disagreed with modern looking neutral in their opinion respondents are some what agree.12 male and 4 female are strongly agree with the modern furniture and equipment., 22male and 18 female equipment and fixtures,8 male and 2 female are some what disagree, 12 male and 14 female respondents .2. The Physical facilities at this Show room are visually appealing?TABLE 2.

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE40.04100.10100.10170.1780.08

FEMALE0020.02140.14230.23120.12

TOTAL 4 12244020

Table 2: reveals customers opinion on visibility of physical facilities.

Interpretation

From the table it is evident that 40of the respondents are of the opinion that they are some what satisfied with visibility, and 20 of the sample respondents said they strongly agree. However, 24 of the sample collected are neutral with the appealing of physical facilities. 12 of the sample respondents said they some what disagree and only 4 of the sample respondents said they strongly disagree with visibility. From the above analysis we can say that majority of the sample respondents are agreed with the visual appeal of physical facilities

3. The Show room layout at this Show room makes it easy for customers to move around Show room?TABLE 3.

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE40.0420.02160.16190.19120.12

FEMAL00100.10160.16110.11100.10

TOTAL412323022

Table 3: reveals customers opinion on visibility of layout of this Show room easy to the customers to move around the Show room.

Interpretation

From the table it is evident that 32 of the respondents are of the opinion that they are neutral to move around the Show room, and 22 of the sample respondents said they strongly agree. However, 30 of the sample collected are some what agreed. However only 12 of the people some what disagree and 4 of the respondents strongly disagree. From the above analysis we can say that majority of the people feels that this Show room makes easy for customers to move around the Show room.

4. Employees in this Show room have knowledge to answer customer question?TABLE 4

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE0080.0890.09220.22160.16

FEMALE20.0240.0490.09160.16140.14

TOTAL212183830

Table 4: reveals customers opinion on Employees have knowledge to answer customers question.

Interpretation

From the table it is evident that 38 of the respondents opinion that they are some what satisfied with knowledge of employees, and 30 of the sample respondents said they strongly agree. However, only 18 of the sample respondents are Neutral with the knowledge of employees. However12 of the sample respondents said they somewhat disagree and 2 of the respondents strongly disagree. From the above analysis we can say that majority of the sample respondents are in agreed with the Employees have knowledge to answer customers question.

5. The behavior of employees in this Show room instills confidence in customers?TABLE 5

GenderStrongly disagree%Somewhat disagree%Neutral% Somewhat agree%Strongly agree%

MALE0040.04180.18300.3060.06

FEMALE20.0260.06140.14100.10100.10

TOTAL210324016

Table5: reveals customers opinions on the behavior of employees instill confidence in customers.

Interpretation

From the table it is evident that 40 of the respondents are of the opinion that they are some what satisfied with employees behavior, and 32 of the sample respondents said they strongly agree. However, only 16of the sample collected is strongly agreeing with the behavior of employees, and 10 of the people are some what agree and 2 of the people are strongly disagreeing. From the above analysis we can say that majority of the sample respondents are in agreed with the behavior of the employees in this Show room instill confidence in customers.

6. Employees in this Show room give prompt service to customers?.TABLE 6

GenderStrongly disagree%Some what disagreed%Neutral%Somewhat agree%Strogly agree%

Male0012121212200.20100.10

Female20.0240.04120.12160.16120.12

TOTAL216243622

Table6: reveals customers opinions on the behavior of employees give prompt service to customers.

Interpretation

From the table it is evident that 36 of the respondents are of the opinion that they are some what satisfied with employees give prompt service, and 22 of the sample respondents said they strongly agree. However, only 24 of the sample collected are Neutral with the behavior of employees. And 16 of the people are some what agree and 2 of the people are strongly disagreed. From the above analysis we can say that majority of the sample respondents are in agreement with the employees in the Show room give prompt service to customers.

7. This Show room gives customers individual attention?.TABLE 7

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE40.0480.08200.20100.10120.12

FEMALE20.02160.16120.12120.1240.04

TOTAL624322216

Table7: reveals customers opinions on the Show room give customers individual attention.

Interpretation

From the table it is evident that 32 of the respondents are of the opinion that they are neutral with Show room gives customers individual attention, and 22 of the sample respondents said they somewhat agreed. However, only 16of the sample collected is strongly agreed and 24 of the people are some what disagree and 2 of the people are strongly disagreed. From the above analysis we can say that majority of the sample respondents are said this Show room gives customers individual attention.

8. When a customer has a problem, this Show room shows a sincere interest in solving it ?.TABLE 8

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE80.0800110.11220.22120.12

FEMALE40.0460.06150.15200.2020.02

TOTAL126264214

Table8: reveals customers opinions on the customers problem.

Interpretation

From the table it is evident that 42 of the respondents are of the opinion that they are some what agree with Show room gives sincere interest in customers problem, and 26 of the sample respondents said they neutral. However, only 14of the sample collected is strongly agreed and 6 of the people are some what disagree and 12 of the people are strongly disagreed. From the above analysis we can say that majority of the sample respondents are agree with this Show room shows a sincere interest in solving customers problem.

9. This Show room provides plenty of convenient parking to all their customers?TABLE 9

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

MALE60.0680.08120.12140.14140.14

FEMALE100.10120.1280.08100.1060.06

TOTAL1620202420

Table9: reveals customers opinions on the parking convenience of customers.

Interpretation

From the table it is evident that 24 of the respondents are of the opinion that they are some what agree with Show room gives customers parking problem, and 20 of the sample respondents said they neutral. However, only 20 of the sample collected are strongly agreed and 20 of the people are some what disagree and 16of the people are strongly disagree. From the above analysis we can say that majority of the sample respondents are agree that this Show room has a plenty of space for parking.

10. This Show room has operating hours convenient to all their customers?.TABLE 10

GenderStrongly disagree%Somewhat disagree%Neutral% somewhat agree%Strongly agree%

Male20.0260.06120.12120.12300.30

Female20.0260.06100.10100.10200.20

412222250

Table9 reveals customers opinions on the operating hours of this Show room convenient to all their customers.

Interpretation

From the table it is evident that 50 of the respondents are of the opinion that they are strongly agree with Show room operating hours, and 22of the sample respondents said they some what agree. However, only 22of the sample collected is neutral and 12 of the people are some what disagree and 4 of the people are strongly disagreed. From the above analysis we can say that majority of the people said that they are strongly agree with the operating hours of this Show room convenient to all their customers.

CHAPTER-V

FINDINGS SUGGESTIONSCONCLUSION

QUESTIONNAIRE BIBILIOGRAPHY

FINDINGS From data analysis, I conclude that 40% of the respondents satisfaction level about Show rooms modern looking equipment and fixtures is some what agree. Then, only few respondents are strongly disagree.

Majority of the people (40%) said the Show room physical facilities are visually appealing.

When asking about Show room convenience to move around the Show room maximum number of respondents said that it is some what ease to move around the Show room.

38% respondents said that the Show room people are somewhat knowledgeable to answer their questions.

According to data analysis, employees in the Show room are providing without delay services to the customers.

24% of the respondents said that the Show rooms cannot give personal attention to the customers.

42% respondents have said that, the Show room management is immediately responding to customers problem.

After the data analysis I found that majority of the people are not pleased with the parking facilities

SUGGESTIONS

Parking facilities should be enhanced in order to satisfy customers.

Management personnel should maintain gracious relation with the customers.

Knowledge of the employees should be improved in order to answer the customers troubles.

The layout of the Show room should be enhanced in order to move customers around the Show room. Improve modern looking equipment and features in showroom.

Give training to employees on how to convince the customer.

CONCLUSION The respondents are of HYUNDAI and they came know about the service from hoardings, print media, primarily and through electronic media and road shows secondarily. The respondents are using HYUNDAI since 1 year and below 1 year in most of the cases. The service provided by HYUNDAI is used by majority of the respondents and the reason for choosing it is the quality of the service, followed by brand image.

CONSUMER PERCEPTION of the respondents towards HYUNDAI is high; however a significant number of the respondents are dissatisfied with its services.

In purchasing HYUNDAI products family appear to be the prime motivators of the respondents in making their purchase decisions, due to the special offers being targeted by the company at this segment.

The respondents are paying their bills at the company show rooms, and these are also on delivery time.

The respondents are desirous of having online bill payment service for convenience as its saves their time, money and effort. The instruments being providing with billing service are being well received by the respondents.

QUESTIONNAIRE ANNEXTURE

Name of Respondent: ___________________________________________________

Designation: ________________________ Income: ___________________________

Address: ______________________________________________________________

Phone No._________________ Email id: ___________________________________

1. This Show room has modern looking equipment and fixtures:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree2. The physical facilities at this Show room are visually appealing:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree3. The Show room layout at this Show room makes it easy for customers to move around Show room: Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree4. Employees in this Show room have the knowledge to answer customer questions:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree5. The behavior of employees in this Show room instill confidence in customers

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree6. Employees in this Show room give prompt service to customers:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree7. This Show room gives customers individual attention:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree8. When a customer has a problem, this Show room shows a sincere interest in solving it:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree

9. This Show room provides plenty of convenient parking for customers: Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree10. This Show room has operating hours convenient to all their customers:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree

BIBILIOGRAPHY S.No. AUTHOR NAME REFERED BOOKS

1. PHILLIP KOTLER Principles of Marketing 11th Edition

Prentice Hall India.

2. PHILLIP KOTLAR Marketing Management Millennium

Edition.Prentice Hall India

3. V.S.RAMASWAMY & Marketing Management -7th Edition

NAMAKUMARI Millennium India Ltd.

4. RICHARD R STILL Sales Management -5th Edition

Prentice Hall India.

5. G.C.BERI Marketing Research -6th Edition

Tata McGraw Hill Co.Ltd.

6. LUCK DAVID & Marketing Research -7th Edition

ROBIN RONALD Prentice Hall India.

WEB SITES

www.google.comwww.hyundai.comwww.autoindia.comwww.customersopt.org EMBED Excel.Chart.8 \s

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_1352150092.xlsChart1

0022

08412

09918

0221638

0161430

Gender

MALE

FEMALE

TOTAL

Sheet1

GenderStrongly disagreeSomewhat disagreeNeutralsomewhat agreeStrongly agree

MALE0892216

FEMALE2491614

TOTAL212183830

Sheet1

0000

0000

0000

0000

0000

0000

0000

0000

0000

0000

Gender

MALE

FEMALE

TOTAL

Sheet2

Sheet3