A Study On Customer Satisfaction Towards National Garage Raipur CG

CHAPTER-1
INTRODUCTION
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Customer satisfaction (often abbreviated as CSAT) is a term frequently used in marketing. It
is a measure of how products and services supplied by a company meet or surpass customer
expectation. Customer satisfaction is defined as "the number of customers, or percentage of
total customers, whose reported experience with a firm, its products, or its services (ratings)
exceeds specified satisfaction goals."
The Marketing Accountability Standards Board (MASB) endorses the definitions, purposes,
and constructs of classes of measures that appear in Marketing Metrics as part of its ongoing
Common Language in Marketing Project. In a survey of nearly 200 senior marketing
managers, 71 percent responded that they found a customer satisfaction metric very useful in
managing and monitoring their businesses.
It is seen as a key performance indicator within business and is often part of a Balanced
Scorecard. In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy.
Purpose
A business ideally is continually seeking feedback to improve customer satisfaction.
"Customer satisfaction provides a leading indicator of consumer purchase intentions and

loyalty." "Customer satisfaction data are among the most frequently collected indicators of
market perceptions. Their principal use is twofold:"
"Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a positive
experience with the company's goods and services."
"Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will
make further purchases in the future. Much research has focused on the relationship between
customer satisfaction and retention. Studies indicate that the ramifications of satisfaction are
most strongly realized at the extremes."
On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to become
return customers and might even evangelize for the firm. (A second important metric related
to satisfaction is willingness to recommend. This metric is defined as "The percentage of
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surveyed customers who indicate that they would recommend a brand to friends." When a
customer is satisfied with a product, he or she might recommend it to friends, relatives and
colleagues. This can be a powerful marketing advantage.) "Individuals who rate their
satisfaction level as '1,' by contrast, are unlikely to return. Further, they can hurt the firm by
making negative comments about it to prospective customers. Willingness to recommend is a
key metric relating to customer satisfaction."
Theoretical ground
In literature antecedents of satisfaction are studied from different aspects. The considerations
extend from psychological to physical and from normative to positive aspects. However, in
most of the cases the consideration is focused on two basic constructs as customers
expectations prior to purchase or use of a product and his relative perception of the
performance of that product after using it.
A customer's expectations about a product tell us how he or she anticipates how that product
will perform. As it is suggested in the literature, consumers may have various "types" of
expectations when forming opinions about a product's anticipated performance. For example,
four types of expectations are identified by Miller (1977): ideal, expected, minimum
tolerable, and desirable. While, Day (1977) indicated among expectations, the ones that are
about the costs, the product nature, the efforts in obtaining benefits and lastly expectations of
social values. Perceived product performance is considered as an important construct due to
its ability to allow making comparisons with the expectations.
It is considered that customers judge products on a limited set of norms and attributes.
Olshavsky and Miller (1972) and Olson and Dover (1976) designed their researches as to
manipulate actual product performance, and their aim was to find out how perceived
performance ratings were influenced by expectations. These studies took out the discussions
about explaining the differences between expectations and perceived performance."
In some research studies, scholars have been able to establish that customer satisfaction has a
strong emotional, i.e., affective, component.[5] Still others show that the cognitive and
affective components of customer satisfaction reciprocally influence each other over time to
determine overall satisfaction.
Especially for durable goods that are consumed over time, there is value to taking a dynamic
perspective on customer satisfaction. Within a dynamic perspective, customer satisfaction can
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evolve over time as customers repeatedly use a product or interact with a service. The
satisfaction experienced with each interaction (transactional satisfaction) can influence the
overall, cumulative satisfaction. Scholars showed that it is not just overall customer
satisfaction, but also customer loyalty that evolves over time
The Disconfirmation Model
"The Disconfirmation Model is based on the comparison of customers’ [expectations] and

their [perceived performance] ratings. Specifically, an individual’s expectations are
confirmed when a product performs as expected. It is negatively confirmed when a product
performs more poorly than expected. The disconfirmation is positive when a product
performs over the expectations(Churchill & Suprenant 1982). There are four constructs to
describe the traditional disconfirmation paradigm mentioned as expectations, performance,
disconfirmation and satisfaction."
"Satisfaction is considered as an outcome of purchase and use, resulting from the buyers’
comparison of expected rewards and incurred costs of the purchase in relation to the
anticipated consequences. In operation, satisfaction is somehow similar to attitude as it can be
evaluated as the sum of satisfactions with some features of a product." [4] "In the literature,
cognitive and affective models of satisfaction are also developed and considered as
alternatives(Pfaff, 1977). Churchill and Suprenant in 1982, evaluated various studies in the
literature and formed an overview of Disconfirmation process in the following figure:"
Construction
Organizations need to retain existing customers while targeting non-customers. Measuring

customer satisfaction provides an indication of how successful the organization is at
providing products and/or services to the marketplace.
"Customer satisfaction is measured at the individual level, but it is almost always reported at
an aggregate level. It can be, and often is, measured along various dimensions. A hotel, for
example, might ask customers to rate their experience with its front desk and check-in
service, with the room, with the amenities in the room, with the restaurants, and so on.
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Additionally, in a holistic sense, the hotel might ask about overall satisfaction 'with your
stay.'"
As research on consumption experiences grows, evidence suggests that consumers purchase

goods and services for a combination of two types of benefits: hedonic and utilitarian.[9]
Hedonic benefits are associated with the sensory and experiential attributes of the product.
Utilitarian benefits of a product are associated with the more instrumental and functional
attributes of the product (Batra and Athola 1990).
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of
the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and recommend
rate. The level of satisfaction can also vary depending on other options the customer may
have and other products against which the customer can compare the organization's products.
Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by using the
gap between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of performance)
into a single measurement of performance according to expectation.
The usual measures of customer satisfaction involve a survey[12] using a Likert scale. The
customer is asked to evaluate each statement in terms of their perceptions and expectations of
performance of the organization being measured.
Good quality measures need to have high satisfaction loadings, good reliability, and low error
variances. In an empirical study comparing commonly used satisfaction measures it was
found that two multi-item semantic differential scales performed best across both hedonic and
utilitarian service consumption contexts. A study by Wirtz & Lee (2003),[14] found that a
six-item 7-point semantic differential scale (for example, Oliver and Swan 1983), which is a
six-item 7-point bipolar scale, consistently performed best across both hedonic and utilitarian
services. It loaded most highly on satisfaction, had the highest item reliability, and had by far
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the lowest error variance across both studies. In the study,[14] the six items asked
respondents’ evaluation of their most recent experience with ATM services and ice cream
restaurant, along seven points within these six items: “pleased me to displeased me”,
“contented with to disgusted with”, “very satisfied with to very dissatisfied with”, “did a
good job for me to did a poor job for me”, “wise choice to poor choice” and “happy with to
unhappy with”. A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990),[15]
which is a four-item 7-point bipolar scale, was the second best performing measure, which
was again consistent across both contexts. In the study, respondents were asked to evaluate
their experience with both products, along seven points within these four items: “satisfied to
dissatisfied”, “favorable to unfavorable”, “pleasant to unpleasant” and “I like it very much to
I didn’t like it at all”.[14] The third best scale was single-item percentage measure, a one-
item 7-point bipolar scale (e.g., Westbrook 1980).[16] Again, the respondents were asked to
evaluate their experience on both ATM services and ice cream restaurants, along seven points
within “delighted to terrible”.
Finally, all measures captured both affective and cognitive aspects of satisfaction,
independent of their scale anchors.[14] Affective measures capture a consumer’s attitude
(liking/disliking) towards a product, which can result from any product information or
experience. On the other hand, cognitive element is defined as an appraisal or conclusion on
how the product’s performance compared against expectations (or exceeded or fell short of
expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the
requirements of the situation (or did not exceed).
Recent research shows that in most commercial applications, such as firms conducting
customer surveys, a single-item overall satisfaction scale performs just as well as a multi-item
scale.[17] Especially in larger scale studies where a researcher needs to gather data from a
large number of customers, a single-item scale may be preferred because it can reduce total
survey error.[18]. An interesting recent finding from re-interviewing the same clients of a
firm is that only 50% of respondents give the same satisfaction rating when re-interviewed,
even when there has been no service encounter between the client and firm between
surveys[19]. The study found a 'regression to the mean' effect in customer satisfaction
responses, whereby the respondent group who gave unduly low scores in the first survey
regressed up toward the mean level in the second, while the group who gave unduly high
scores tended to regress downward toward the overall mean level in the second survey.
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Methodologies
American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong predictor
of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal
Consumption Expenditure (PCE) growth.[20] On the microeconomic level, academic studies
have shown that ACSI data is related to a firm's financial performance in terms of return on
investment (ROI), sales, long-term firm value (Tobin's q), cash flow, cash flow volatility,
human capital performance, portfolio returns, debt financing, risk, and consumer spending.
[21][22] Increasing ACSI scores have been shown to predict loyalty, word-of-mouth
recommendations, and purchase behavior. The ACSI measures customer satisfaction annually
for more than 200 companies in 43 industries and 10 economic sectors. In addition to
quarterly reports, the ACSI methodology can be applied to private sector companies and
government agencies in order to improve loyalty and purchase intent.
The Kano model is a theory of product development and customer satisfaction developed in
the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories:
Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some
insight into the product attributes which are perceived to be important to customers.
SERVQUAL or RATER is a service-quality framework that has been incorporated into

customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction
Barometer[24]) to indicate the gap between customer expectations and experience.
J.D. Power and Associates provides another measure of customer satisfaction, known for its
top-box approach and automotive industry rankings. J.D. Power and Associates' marketing
research consists primarily of consumer surveys and is publicly known for the value of its
product awards.
Other research and consulting firms have customer satisfaction solutions as well. These
include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages
of Excellence framework and which helps define a company’s status against eight critically
identified dimensions.
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For B2B customer satisfaction surveys, where there is a small customer base, a high response
rate to the survey is desirable.[26] The American Customer Satisfaction Index (2012) found
that response rates for paper-based surveys were around 10% and the response rates for e-
surveys (web, wap and e-mail) were averaging between 5% and 15% - which can only
provide a straw poll of the customers' opinions.
In the European Union member states, many methods for measuring impact and satisfaction
of e-government services are in use, which the eGovMoNet project sought to compare and
harmonize.
These customer satisfaction methodologies have not been independently audited by the
Marketing Accountability Standards Board (MASB) according to MMAP (Marketing Metric
Audit Protocol).
Recently there has been a growing interest in predicting customer satisfaction using big data
and machine learning methods (with behavioral and demographic features as predictors) to
take targeted preventive actions aimed at avoiding churn, complaints and dissatisfaction.
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CHAPTER-2
COMPANY PROFILE
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TATA MOTORS
Tata Motors Limited (National Garage,G.E. Road Tatibandh Raipur (C.G.)) is an Indian
multinational automotive manufacturing company headquartered in Mumbai, Maharashtra,
India, and a subsidiary of Tata group. Its products include passenger cars, trucks, vans,
coaches, buses, construction equipment and military vehicles. It is the world’s 17 th-largest
motor vehicle manufacturing company, fourth-largest truck manufacturer, and second-largest
bus manufacturer by volume.
Tata motors was founded in 1945 as a manufacturer of locomotives, the company

manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz. Tata
Motors entered the passenger vehicle market in 1991 with the launch of the Tata Sierra, In
1998, Tata launched the first fully indigenous Indian passenger car, the Indica , and in 2008
launched the Tata Nano, the world’s cheapest car. Tata Motors acquired the South Korean
truck manufacturer Daewoo Commercial Vehicles Company in 2004 and purchased Jaguar
Land Rover from Ford in 2008
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NATIONAL GARAGE,G.E. ROAD TATIBANDH RAIPUR (C.G.)
National Garage in Tatibandh, Raipur-chhattisgarh
National Garage in Raipur-chhattisgarh. Car Dealers-Tata Indica (Authorised)

with Address, Contact Number, Photos, Maps. View National Garage, Raipur-
chhattisgarh on Justdial.
Location and Overview:
National Garage in Tatibandh, Raipur-chhattisgarh is a top player in the

category Car Dealers-Tata Indica (Authorised) in the Raipur-chhattisgarh. This
well-known establishment acts as a one-stop destination servicing customers
both local and from other parts of Raipur-chhattisgarh. Over the course of its
journey, this business has established a firm foothold in it’s industry. The belief
that customer satisfaction is as important as their products and services, have
helped this establishment garner a vast base of customers, which continues to
grow by the day. This business employs individuals that are dedicated towards
their respective roles and put in a lot of effort to achieve the common vision and
larger goals of the company. In the near future, this business aims to expand its
line of products and services and cater to a larger client base. In Raipur-
chhattisgarh, this establishment occupies a prominent location in Tatibandh. It is
an effortless task in commuting to this establishment as there are various modes
of transport readily available. It is at , MP Dhaba, which makes it easy for first-
time visitors in locating this establishment. The popularity of this business is
evident from the 200+ reviews it has received from Justdial users. It is known to
provide top service in the following categories: Car Dealers-Tata Indica
(Authorised), Car Dealers, Car Repair & Services-Tata (Authorised), Car Repair
& Services-Tata, Car Part Dealers-Tata, Car Accessory Dealers, Car Dealers-
Tata, Car Part Dealers.
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Products and Services offered:
National Garage in Tatibandh has a wide range of products and services to cater
to the varied requirements of their customers. The staff at this establishment are
courteous and prompt at providing any assistance. They readily answer any
queries or questions that you may have. Pay for the product or service with ease
by using any of the available modes of payment, such as Cash, Debit Cards,
Cheques, Credit Card. This establishment is functional from 09:30 - 19:00.
Please scroll
NATIONAL GARAGE,G.E. ROAD TATIBANDH RAIPUR (C.G.) was started in 2006 in

Bhilai and later on 2009 a new branch was set up in Raipur city.. National Garage,G.E. Road
Tatibandh Raipur (C.G.) is continuously dedicated and striving for the improvement in the
services of automobile industry.
National Garage,G.E. Road Tatibandh Raipur (C.G.) is also listed in car dealers tata, car
repair and services, car repair and services tata, car part dealers-tata. National Garage,G.E.
Road Tatibandh Raipur (C.G.) also listed in top 5 automobile dealers in tata group.
National Garage,G.E. Road Tatibandh Raipur (C.G.) is also won 2 times awards for best sales
achievements and customers services in 2009 and 2011.
MISSION
To provide a new view of pleasure and luxury that brings an unpredictable change in the
development of automobile industry by serving to those who are strived for it.
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TATA MOTORS
Tata Motors Limited is India's largest automobile company, with consolidated revenues of
INR 1,65,654 crores (USD 32.5 billion) in 2011-12. It is the leader in commercial vehicles in
each segment, and among the top in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. It is also the world's fourth largest truck
and bus manufacturer.
The Tata Motors Group's over 55,000 employees are guided by the mission "to be passionate
in anticipating and providing the best vehicles and experiences that excite our customers
globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India. Over
7.5 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and
Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an
industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce
both Fiat and Tata cars and Fiat powertrains. The company's dealership, sales, services and
spare parts network comprises over 3,500 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as
an international automobile company. Through subsidiaries and associate companies, Tata
Motors has operations in the UK, South Korea, Thailand, Spain, South Africa and Indonesia.
Among them is Jaguar Land Rover, acquired in 2008. In 2004, it acquired the Daewoo
Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened
Tata Daewoo Commercial Vehicles Company has launched several new products in the
Korean market, while also exporting these products to several international markets. Today
two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo.
In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and
coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is
being expanded in other markets. In 2006, Tata Motors formed a 51:49 joint venture with the
Brazil-based, Marcopolo, a global leader in body-building for buses and coaches to
manufacture fully-built buses and coaches for India - the plant is located in Dharwad. In
2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant
Company of Thailand to manufacture and market the company's pickup vehicles in Thailand,
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and entered the market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint
venture with Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn,
north of Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and
heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia, South
America, CIS and Russia. It has franchisee/joint venture assembly operations in Bangladesh,
Ukraine, and Senegal.
The foundation of the company's growth over the last 66 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 4,500 engineers, scientists and technicians
the company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light Commercial
Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck. In 2009, the company launched its globally
benchmarked Prima range of trucks and in 2012 the Ultra range of international standard light
commercial vehicles. In their power, speed, carrying capacity, operating economy and trims,
they will introduce new benchmarks in India and match the best in the world in performance
at a lower life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the Tata
Indica, India's first fully indigenous passenger car.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano has
been subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in
Nepal and Sri Lanka. A development, which signifies a first for the global automobile
industry, the Nano brings the joy of a car within the reach of thousands of families.
Tata Motors is equally focussed on environment-friendly technologies in emissions and

alternative fuels. It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation.
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Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing,
and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas - employability, education, health and environment. The activities touch the lives
of more than a million citizens.
MILESTONE ACHIEVED
1945
 Tata Engineering and Locomotive Co. Ltd. (TELCO) was established to manufacture
locomotives and other engineering products.
1948
 Introduction of the Steam road roller, in collaboration with Marshall Sons (UK).
1954
 Collaboration with Daimler Benz AG, West Germany, for manufacture of medium
commercial vehicles.
The first vehicle rolled out within 6 months of the contract.
1959
 R&D centre set up at Jamshedpur.
1961
 Exports begin with the first truck being shipped to Ceylon, now Sri Lanka.
1966
 Engineering Research Centre (ERC) set up at Pune, to provide

impetus to automobile R&D
1971
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 Introduction of DI engines.
1977
 First commercial vehicle manufactured in Pune.
1983
 Manufacture of Heavy Commercial Vehicle commences.
1985
 First hydraulic excavator produced in collaboration with Hitachi.
1986
 Production of first, indigenously designed, light commercial vehicle (LCV) - Tata

407, followed by Tata 608.
1989
 Introduction of the Tatamobile 206 - 3rd LCV model.
1991
 Launch of the first indigenous passenger vehicle - Tata Sierra.
 1 millionth commercial vehicle sold
 TAC 20 crane produced.
 Roll out of the 1 millionth vehicle.
1992
 Launch of the Tata Estate.
1993
 Joint venture agreement signed with Cummins Engine Co. Inc. for the manufacture of
high
horsepower and emission friendly diesel engines.
1994
 Launch of Tata Sumo MUV.
 Launch of LPT 709 - a full forward control, LCV
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 Joint venture agreement signed with M/s Daimler - Benz / Mercedes - Benz for
manufacture of Mercedes Benz Passenger cars
in India.
 Joint venture agreement signed with Tata Holset Ltd. (UK) for manufacturing
turbochargers to be used on Cummins engines.
1995
 Launch of Mercedes Benz car E220.
1996
 Launch of Tata Sumo deluxe.
1997
 Launch of the Tata Sierra Turbo.
 100,000th Tata Sumo rolled out.
1998
 Tata Safari - India's first sports utility vehicle launched.
 Roll out of the 2 millionth vehicle.
 Launch of India's first fully indigenous Passenger car - Tata Indica.
1999
 115,000 bookings for Indica registered against full payment within a week.
 Commercial production of Indica commences in full swing.
2000
 First consignment of 160 Indicas shipped to Malta.
 Indica with Bharat Stage 2 (Euro II) compliant diesel engine launched.
 Indica 2000 (Euro II) with multi-point fuel injection petrol engine launched.
 Launch of CNG buses.
 Launch of the intermediate commercial vehicle – Tata 1109
2001
 Launch of 2nd generation Indica - Indica V2
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 100,000th Indica wheeled out.
 Launch of Tata Indica CNG.
 Launch of the Tata Safari EX
 Exits joint venture with Daimler Chrysler.
2002
 Unveiling of the Tata Sedan at Auto Expo 2002.
 Petrol version of Indica V2 launched.
 Launch of the Tata 207 DI.
 200,000th Indica rolled out.
 500,000th passenger car rolled out.
 Launch of the Tata Sumo+ series
 Launch of the India’s first fully indigenous sedan - Tata Indigo.
 Product agreement with MG Rover (UK) for the Tata Indica in Europe.
2003
 Tata Indigo captures 27% markets share in its segment in the first month of its debut
on Indian roads, in January 2003.
 Limited edition of the Tata Safari launched.
 Tata Spacio A1 with enhanced fuel economy and greater torque launched.
 On 29th July, J. R. D. Tata's birth anniversary, Tata Engineering becomes Tata

Motors Limited. 3 millionth vehicle produced.
 Indigo clocks its highest ever sale in a month at 2,664 nos. and the highest ever in a
month by any brand in the entry
mid-size segment post 1996.
 First City Rover rolled out
 135 PS Tata Safari EXi Petrol launched
 Tata SFC 407 EX Turbo launched
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2004
 Tata Motors unveils new product range at Auto Expo 2004.
 New Tata Indica V2 launched
 Acquired Daewoo Commercial Vehicle Company
 Tata LPT 909 EX launched
 Sumo Victa launched
 Launch of Indigo Marina
 50 years of automotive excellence
 2004 - Indica wins the CSIR (Council of Scientific and Industrial Reasearch)
Diamond Jubilee Technology award
2005
 500,000th Passenger car rolled out
 Tata Indica launched in Turkey.
 Launch of branded buses and coaches - Starbus and Globus
 Launch of the Tata Safari Dicor
 Indica V2 Turbo diesel launched
 Launch of India’s first mini-truck - Tata Ace
 1 millionth passenger car sold
2006
 Indica V2 Xeta launched
 Passenger car sales in India crosses 1 million mark
 Tata Motors first plant for small car to come up in West Bengal
 Three additional cooperation agreements

with Fiat Group
 Introduction of a new Indigo range
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 4 million mark Tata vehicles sold
 Half million vehicles sold in a year
2007
 Launch of the 2007 Tata Indica V2 range
 Roll out of 100,000th Tata Ace
 Launch of Tata Winger
 Tata Indica V2 Turbo with dual airbags

and ABS launched.
 Roll-out of the 1 millionth passenger

car of the Tata Indica platform.
2008
 The Tata Indica V2 DICOR launched.
 Launch of Tata Indigo CS (Compact Sedan), world's first sub 4-metre sedan.
 Launch of the Tata Sumo Grande.
2009
 Launch of the Tata Nano
 Jaguar Land Rover's first flagship showroom facility opened at Ceejay House in
Mumbai
 Introduction of new world standard truck range – Tata
 Launch of the next generation Tata Indigo Manza
 Tata Motors acquired the remaining 79% shares in

Hispano Carrocera S. A., Spain.
2010
 Roll out of the 100,000th Tata Safari from the Pune Plant
 Tata Motors sells its 4 millionth commercial vehicle
 Launch of the first Indian 4-wheel drive, Crossover, Tata Aria
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 Tata Nano receives the world's oldest and most coveted GOOD DESIGN™ Award
for 2010
 Tata Motors ranks as India's Most Valuable Corporate Brand in The Economic Times'
'India's Most Valuable Brands 2010' Study
2011
 Tata Venture launched
 Launch of Tata Nano 2012
 Tata Sumo Gold introduced
 Range Rover Evoque launched in India
 New Tata Indica Vista launched
 Tata Indica eV2 introduced with 25 kmpl mileage
2012
 Tata Motors enters Bangladesh’s new car market
 Tata Ace races through the one-million mark in just 2,680 days
 Launch of Tata Ace in South Africa
ABOUT THE COMPANY
Tata entered the commercial vehicle sector in 1954 after forming a joint venture with
Daimler-Benz of Germany. After years of dominating the commercial vehicle market in
21
India, Tata Motors entered the passenger vehicle market in 1991 by launching the Tata Sierra,
a multi utility vehicle. After the launch of three more vehicles, Tata Estate (1992; a station
wagon design based on the earlier 'TataMobile' (1989), a light commercial vehicle), Tata
Sumo (1994; LCV) and Tata Safari (1998; India's first sports utility vehicle).
Tata launched the Indica in 1998, the first fully indigenous Indian passenger car. Although
initially criticised by auto-analysts, its excellent fuel economy, powerful engine and an
aggressive marketing strategy made it one of the best selling cars in the history of the Indian
automobile industry. A newer version of the car, named Indica V2, was a major improvement
over the previous version and quickly became a mass-favorite. Tata Motors also successfully
exported large quantities of the car to South Africa. The success of Indica played a key role in
the growth of Tata Motors.
In 2004 Tata Motors acquired Daewoo's South Korea-based truck manufacturing unit,
Daewoo Commercial Vehicles Company, later renamed Tata Daewoo.
In 2005, Tata Motors acquired a 21% controlling stake in the Spanish bus and coach
manufacturer Hispano Carrocera. Tata Motors continued its market area expansion through
the introduction of new products such as buses (Starbus & Globus, jointly developed with
subsidiary Hispano Carrocera) and trucks (Novus, jointly developed with subsidiary Tata
Daewoo).
In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata Marcopolo Bus,
to manufacture fully built buses and coaches.
In 2008, Tata Motors acquired the British car maker Jaguar Land Rover, manufacturer of the
Jaguar, Land Rover and Daimler luxury car brands, from Ford Motor Company.
In May 2009 Tata unveiled the Tata World Truck range jointly developed with Tata
Daewoo.Debuting in South Korea, South Africa, the SAARC countries and the Middle-East
by the end of 2009.
Tata acquired full ownership of Hispano Carrocera in 2009.
In 2010, Tata Motors acquired an 80% stake in the Italy-based design and engineering
company Trilix for a consideration of €1.85 million. The acquisition formed part of the
company's plan to enhance its styling and design capabilities.
In 2012, Tata Motors announced it will invest around 6 billion on developing Futuristic
Infantry Combat Vehicles in collaboration with DRDO.
22
VEHICLES OF TATA MOTORS
TATA VISTA TATA MANZA
XENON XT TATA ARIA
TATA SUMO GOLD TATA SAFARI
TATA SAFARI STROME TATA SUMO

GRANDE
TATA VENTURE TATA WINGER
TATA ACE TATA

PICK-UP
23
TATA TL
TATA ICV
BOARD OF DIRECTOR
Mr. cyrus P. mistry (chairman)
He was appointed as a Director of Tata Motors with effect from May 29, 2012, and as Deputy
Chairman of the Company with effect from November 7, 2012. Mr. Mistry took over as
Chairman from Mr Ratan. N. Tata on his retirement with effect from December 28, 2012.
Mr. Mistry was earlier managing director of the Shapoorji Pallonji group. Under Mr. Mistry’s
guidance, Shapoorji Pallonji’s construction business grew from a turnover of $20 million to
approximately $1.5 billion. The group’s companies have evolved from pure construction to
executing projects under design and build and EPC delivery methodologies, implementing
complex projects in the marine, oil and gas, and rail sectors. Under Mr. Mistry’s stewardship,
the companies executed many landmark projects in India — construction of the tallest
residential towers, the longest rail bridge, the largest dry dock and the largest affordable
housing project. The group’s international construction business is now present in over 10
countries.
Mr. Ravi Kant ( vice-chairman)
Mr. Kant was also employed with Kinetic Engineering Limited and Hawkins Cookers
Limited. Mr. Kant has been with the Company since July 2000 as the Executive Director
(Commercial Vehicle Business Unit) and as Managing Director of the Company since July
2005. Upon retiring from his Executive position on June 1, 2009. Mr. Ravi Kant continues to
be on the Company’s Board of Directors as Vice-Chairman.
24
Mr. Nusli N. wadia
He is also the Chairman/Trustee of various charitable institutions and non-profit

organisations. Mr. Wadia has been on the Company's Board since December 1998.
Mr. S. M . Palia.
He was also the Managing Director of Kerala Industrial and Technical Consultancy
Organisation Limited, set up to provide consultancy services to micro enterprises and small
and medium enterprises. Mr. Palia is on the Boards of various companies in the industrial and
financial service sectors and is also actively involved as a trustee in various NGOs and
Trusts.
He was appointed as a Director of the Company w.e.f. May 19, 2006.
Dr. R. A . Mashlekar
Dr. Mashelkar is an eminent chemical engineering scientist having recently retired from the
post of Director General from the CSIR, the largest chain of industrial research and
development institutions in the world with about 38 laboratories and about 20,000 employees.
During his tenure at CSIR for over 11 years, his leadership transformed CSIR into a user
focused, performance driven and accountable organisation.
Dr. Mashelkar is the President of Indian National Science Academy (INSA), National
Innovation Foundation, Institution of Chemical Engineers, UK and Global Research Alliance,
a network of 60,000 scientists from five continents and has been honored with honorary
doctorates from 26 universities, including Universities of London, Salford, Pretoria,
Wisconsin and Delhi.
Dr. Mashelkar has also been elected as Fellow / Associate of Royal Society (FRS), London,
National Academy of Science (USA) in 2005, US National Academy of Engineering (2003),
Royal Academy of Engineering, UK (1996) and World Academy of Art & Science, USA
(2000). Dr. Mashelkar has won over 50 awards and medals at national and international
levels, including the JRD Tata Corporate Leadership Award and the Stars of Asia Award
(2005).
25
In the post liberalised India, Dr. Mashelkar through leadership of various organisations/
Government Committees has propagated a culture of innovation and balanced intellectual
property rights regime and played a critical role in shaping India's S&T policies. The
President of India honored D.r Mashelkar with the Padmashri (1991) and the Padmabhushan
(2000).
He was appointed as a Director of the Company w.e.f. August 28, 2007.
Mr. Nasser Munjee
Mr. Munjee holds a Bachelor's degree and a Master's degree from the London School of
Economics, UK. His journey in financial sector began with HDFC where he served for over
20 years at various positions including as its Executive Director. He was the Managing
Director of Infrastructure Development Finance Co. Ltd. (IDFC) up to March 2004. Presently
he is the Chairman of Development Credit Bank (DCB) since June 2005 and is also on the
Board of various Multinational Companies and Trusts. Mr. Munjee has deep interest for rural
development, housing finance, urban issues, specially the development of modern cities and
humanitarian causes. Mr. Munjee is a Technical Advisor on the World Bank-Public Private
Partnership Infrastructure and Advisory Fund. He is also associated with several public and
private institutions as Chairman and Member of the Board or Trustee.
Mr. Subodh Bhargava
Mr. Subodh Bhargava holds a degree in Mechanical Engineering from the University of
Roorkee and retired from Eicher Group of Companies as Group Chairman and Chief
Executive in March 2000. He was the past President of the Confederation of Indian
Industry(CII) and the Association of Indian Automobile Manufacturers; and the Vice
President of the Tractor Manufacturers Association. He was also a member of the Insurance
Tariff Advisory Committee, the Economic Development Board of the Government of
Rajasthan. He has held various prominent positions on various Chambers/Associations in the
field of research in engineering and technology; and technical and management education and
is currently associated as a Director of several Indian corporates, including Tata
Communications Limited and Tata Steel Limited.
He was appointed as a Director of the Company w.e.f. June 27, 2008.
Mr. V K Jairath
26
Mr. V K Jairath holds Bachelor of Arts Degree in Public Administration and Bachelor of
Laws Degree, both, from the Punjab University, Masters in Economics from the University of
Manchester, U K and joined Indian Administrative Service in 1982.
Mr. Jairath served as the Principal Secretary (Industries), Government of Maharashtra before
he took voluntary retirement from Government Services on March 31, 2008. He is presently
providing Consultancy and Advisory Services on Legal, Financial and Regulatory issues
related to Infrastructure Development and Industrial Investment to a US based fund and some
European Manufacturing Companies.
Mr. Jairath has over 25 years of experience in public administration, rural development,
poverty alleviation, infrastructure, finance, industry, urban development, environmental
Management and a touch of the private sector occupying various important positions in the
Government of India and the State Government of Maharashtra.
He has held various positions as the Managing Director of SICOM, Secretary to the Governor
of Maharashtra, Municipal Commissioner of Kolhapur, Collector of Wardha, besides being
an Independent Director on the Boards of Public Sector Companies and Banks. He is
currently on the Boards of Maharashtra Airport Development Company and Avantha Power
and Infrastructure Limited.
He was appointed as a Director of the Company w.e.f. March 31, 2009.
Dr. Ralf speth
Dr. Ralf Speth was appointed to the post of Chief Executive Officer at Jaguar Land Rover on
February 18, 2010. He is on the Board of Jaguar Land Rover Limited, UK and is also the
Chairman and Chief Executive Officer of the two wholly-owned subsidiary companies,
Jaguar Cars Limited and Land Rover in UK.
Dr. Speth earned a Doctorate of Engineering in Mechanical Engineering and Business

Administration from Warwick University. Gaining a degree in Engineering from Rosenheim
University, Germany, Dr. Speth worked as a Business Consultant for a number of years
before joining BMW in 1980.
Prior to this appointment, Dr. Speth was Head of Global Operations at the International
Industrial Gases and Engineering Company.
27
Mr. Karl slym ( Managing Director)
Mr. Karl Slym joined Tata Motors as the Managing Director in 2012. He leads all operations
of Tata Motors in India and international markets.
Before joining Tata Motors, Mr Slym was the Executive Vice President & Board Member,
SGMW Motors, China (a General Motors Joint Venture), prior to which he was President,
Managing Director and Board Member of General Motors in India. For over two
decades, Mr. Slym has been with Toyota and General Motors in various positions across
geographies.
Mr. Ravindra Pisharody (Executive Director and Head, Commercial Vehicles Business Unit)
Mr. Ravindra Pisharody is the Executive Director - Commercial Vehicles Business Unit and
has been with Tata Motors since 2007. He is also a member on the board of Tata International
Ltd., Tata Motors Finance Ltd., Tata Hispano, Tata Motors Thailand Ltd., and is also the
Chairman of Tata Daewoo Commercial Vehicles, South Korea
Mr. Pisharody is an alumnus of IIT, Kharagpur and IIM, Kolkata.
Mr. Satish Borwankar started his career with Tata Motors in 1974, as a Graduate Engineer
Trainee and currently is the Executive Director - Quality.
He has worked in various executive positions, for overseeing and implementing product
development, manufacturing operations and quality control initiatives of the Commercial
Vehicles Business Unit. He has played a significant role in setting up greenfield projects of
the company.
CUSTOMER BEHAVIOUR
The main aim of marketing is meet and satisfy target customers needs and wants buyer
behavior refers to the people organization conduct activities and together with the impact
of various influences on them towards making decision on purchase of product and service
in the market. The field of consumer behavior studies how individuals, groups and
organizations select, buy, use and dispose of goods, services, ideas and experience to satisfy
their needs and desire understanding consumer behavior and knowing customer is never
simple. The wealth of product and services produce in a country makes our economy
strong. The behavior of human being during the purchase is being termed as “Buyer
28
Behaviour”. Customer says one thing but do another thing. They may be not intouch with
their deeper motivation. They are responding influences that change their mind at the last
minute. A buyer makes take a decision whether save or spend money.
DEFINATION OF BUYER BEHAVIOUR:-
Buyer behavior is “all psychological, social and physical. Behaviour of potiential customers
as they become aware of evaluate, purchase, consume and tell others about product and
service.
CUSTOMER BUYING DECISION PROCESS
There are following five stages in consumer buying decision process.
 PROBLEM IDENTIFICATION:-
The buying process starts when a customer recognize a problem or need. The need
can be triggered by internal or external stimuli. Marketers need to identify the
circumstances that triggers a particular need. By gathering information by number
of consumers, marketers can identify the most frequent stimuli that spark an
interest in a product category. They can then develop marketing strategies that
triggers consumer inter
INFORMATION SEARCH:-
Consumer tries to collect information regarding various product and service. Through
gathering information, learns about completing their brands and their features.
Informations may be collected through magazines, catalogues, telephone directory,
tradefair etc. Marketers should find out the source of information and their relative degree
of importance to the consumer.
PERSONAL SOURCE:-
Family, friends, neighbours, as quittances.
COMMERCIAL SOURCE:-
29
Advertising, sale person, dealers packaging, displace.
PUBLIC SOURCE:-
Mass media, consumer, rating organization.
EXPERIMENTAL SOURCE:-
Handling, examine using the product.
 EVALUTION OF ALTERNATIVE:-
Their is no single process used by consumers by one consumer in all buying situation.
There is several first, some consumer process, some basic concepts are:
First the consumer is trying to satisfying need.
Second the consumer is looking for certain benefits from the product solution.
The marketers must know which criteria the customer will use in the purchase
decision.
 CHOICE OF PURCHASING DECISION:-
From among the purchase of alternatives the consumer makes the solution. It may
be to buy or not to buy. The other additional decisions are:-
Which type of car he must buy?
From whom do you buy a car?
How the payment must be made? And so on.
The marketer upto this stage has tried every means to

influence. The purchase behavior, but the choice is properly consumers. In the
evalution stage the consumer form preference among the brands in the choice set.
The consumers may also form any intension to but the most preferred brand.
 POST PURCHASE BEHAVIOR:-
30
After purchasing the product, the consumer will experience the same level of
product. The marketers job not end when the product is buying must monitor post
purchase satisfaction, post purchase action, post purchase use and disposal.
 POST PURCHASE SATISFACTION:-
The customer, satisfaction is a function of closeness between the buyers,

expectations and the product perceiver performance. The larger the gap between
the expectation and performance, the greater the consumer dissatisfaction.
Post purchase Use or Disposal;-
The market should also monitor new buyer use and dispose of the product.
If
The consumer store the product in a close, the product is probity not very satisfying. If the
consumer throws the product away, the marketer needs to know
How they dispose of it especially it can dispose of it can be hurt the environment
CHARCTERSTICS OF BUYER BEHAVIOUR
The chief characteristics of buyer behavior are as follows:-
 It contains and medical and physical activates which consumers undertake to get
goods and services and obtain satisfaction from them.
 It contain both observable activities such as walking through the market to examine
merchandise and marketing a purchase and mental activities such as forming
attitudes, perceiving material and learning to prefer particular brands.
 Consumer behavior are very complex and dynamic to consultancy changing, and
therefore management needs to adjust with the change otherwise market may be
lot.
31
CHAPTER-3
REVIEW LITERATURE
32
This chapter reviews various research studies on employee relations and talent
management literature that explore topics such as employee relations, dimensions of
employee relations, its impact on organizational performance, talent management, various
practices adopted by companies to improve talent retention, development of talent etc.
Various studies that are reviewed are categorized into different types, depending upon the
focus of these studies. The literature review has been based on a variety of studies ranging
from phenomenal studies to articles focused on the aspect of Employee relations and Talent
management related attributes identified for the study. Employee relations can be viewed as
a component of economic goodwill that should yield future conditional and
unconditional benefits to the firm. Unconditional benefits expected to be realized include
increased employee productivity and lower contracting costs. Industrial relation need to be
reshaped in a realistic manner in tune with the changing need of time and absorbing the
unutilized manpower in various sectors.
2.1 Theoretical background of Employee Relations:
There are debates and differences of view as to the meaning of each of the two terms,
employee and industrial relations. Some people argue that there are identifiable differences
between them, that there are differences of a substantive nature sufficient to justify the use
and maintenance of each term, while others argue that the concepts and phenomena
described are to all intents and purposes interchangeable. Employee Relations involves the
body of work concerned with maintaining employer-employee relationships that contribute to
satisfactory productivity, motivation, and morale.( http://ohr.gsfc.nasa.gov/home.htm)
Employee’s relations can be encouraged to reduce the overall cost of the organization by
involving employees and communication directly the objective of company in the recession
scenario. It is Important that how HR managing the relation with employees in this
scenario so that employee should feel proud and gain a sense of ownership. In order to get
through these rough times and keeping the right people actively engaged, performing well,
and keeping them on board requires business owners of all sizes to use all the tools at their
disposal.
Blyton and Turnbull (1998),44 discuss this in explaining why they have chosen to use the
term ‘employee’ as opposed to ‘industrial’. They begin by arguing that they see no hard and
fast distinction between the two, the difference being in the tendency of each to focus the
33
subject inside different boundaries, but in reviewing various contributions to the debate they
do state some of the more common views. They point out that industrial relations:
1) became inevitably associated with trade unions, collective bargaining and industrial
action;
2) had too strong a tendency to view the world of work as synonymous with the heavy
extractive and manufacturing sectors of employment, sectors that were dominated by male
manual workers working full-time and that are now in decline in nearly all developed
economies.
Using the term employee relations, they say, enabled them to adopt a broader canvas and
to:
a) encompass the now-dominant service sector, which in many developed countries now
employs more than 70 per cent of the workforce, and the changes in the composition of the
labour force such as more women working and more part-time, temporary and fixed- term
contracts;
b) Include non-union as well as union scenarios and relationships.
Nevertheless, Blyton and Turnbull do not go as far as some others in that they choose to
continue to focus their study of employee relations upon the collective aspects of the
employment relationship. They suggest that in this they are maintaining a distinction between
employee relations and other areas of study – namely, personnel management and human
resource management, each of which, they suggest, focuses upon the individual as
opposed to the collective elements of the relationship.
44 Blyton and Turnbull(1998),The Dynamics of Employee Relations, Macmillan Business
Marchington and Wilkinson (1996), 45also discuss this ‘difference’ and they suggest that
the term employee relations have emerged for three main reasons.
1. The term has come to the fore through usage, fashion and slippage.
34
2. It is increasingly used by personnel practitioners to describe that part of personnel and
development concerned with the regulation of relations (collective and individual) between
employer and employee.
3. There are actual and real differences of focus, with employee relations tending to focus
upon management and management issues alone and on contemporary rather than
historical practices; the way things are as opposed to the way things were.
Marchington and Wilkinson have chosen to use the term employee relations principally for
the second of these three reasons, though they also acknowledge that they use the terms
interchangeably. A comparison of these two views indicates that both seek to argue that use
of the term employee relations makes it easier to encompass change in the employment
relationship, its environment and in the make-up of the labour force, and both explanations
would appear to allow the term to encompass union and non-union relations. However, where
Blyton and Turnbull are keen to maintain a collective focus and see this as the basis of a
continuing distinction between employee relations and both personnel and human resource
management in which, they suggest, the focus is upon the individual and the individual
employment relationship, Marchington and Wilkinson see employee relations encompassing
both individual and collective relations. Another point of difference is that Marchington and
Wilkinson seem to endow the term employee relations with a managerial focus, suggesting as
they do that there is a tendency for the subject matter of employee relations to be dominated
by a concern with managerial issues and a managerial perspective rather than being
concerned with all parties and interests in the employment relationship. Arguably, another
point of similarity is that both views tend to see employee relations as a wider concept than
industrial relations, with the former able to encompass the
latter.
45 Marchington, M. and Wilkinson, A. (1996) Core Personnel and Development. London:

CIPD.
The managerial focus identified by Marchington and Wilkinson is also adopted by
Gennard and Judge (2002),46 in their text for the Chartered Institute of Personnel and
Development, the professional body for personnel and HRM practitioners in the UK. In
seeking to explain the concept of employee relations they state the following: Employee
relations is a study of the rules, regulations and agreements by which employees are managed
35
both as individuals and as a collective group, the priority given to the individual as opposed
to the collective relationship varying from company to company depending upon the values
of management. As such it is concerned with how to gain people’s commitment to the
achievement of an organization’s business goals and objectives in a number of different
situations.
2.2 Downside of Industrial Relations:
‘Industrial relations’ is generally understood to refer to the relationship between employers

and employees collectively. The term is no longer widely used by employers but summons up
a set of employment relationships that no longer widely exist, except in specific sectors and,
even there, in modified form.
The decline can be measured on a number of different dimensions. From a peak of some 12
million plus, union membership has fallen to around 7 million today. Between 1980 and
2000, the coverage of collective agreements contracted from over three-quarters to under a
third of the employed workforce. At the same time, the range of issues over which bargaining
took place decreased massively. The Workplace Employment Relations Survey (WERS)
1981,47 showed that union officials spent most of their time not on negotiating pay and
conditions but in supporting grievances on behalf of individual members. Even where
collective bargaining continued, its impact on the exercise of management discretion was
greatly diminished.
46 Gennard J and Judge G.(2002), Employee Relations, London, CIPD.
47 The Workplace Employment Relations Survey (WERS) 19981
Commenting on the research, Mike Emmott, Employee Relations Adviser at the CIPD, said:
“Media reports of industrial action don’t give a particularly helpful picture of the real nature
of employee relations (ER) today.
Union tactics have shifted in recent years, reflecting a perception that industrial action
organised on traditional lines is no longer a reliable tool for achieving trade union objectives.
“As a result of this shift, the role of employee relations professionals has also moved on. Our
research confirms that most ER practitioners focus more on preventing rather than managing
conflict. They do not see managing conflict as central to their role as an ER practitioner but
36
they are engaged, day in and day out, with issues directly affecting business performance and
are giving essential support to both top management and front- line supervisors to protect the
future of the business.”
2.3 Framework of Employee Relations (Definitions) :
Singh V.B., way back in 1988 mentioned that the concept of industrial relations is a
developing and dynamic concept, and does not limit itself merely to a complex of relations
between the union and the management, but also refers to the general relationships
normally obtaining between employees and employer than simple concept of labour capital
conflict. His study emphasized on new face of industrial relation, which can be converted in
to better employee relations. He stated that the employee relation is the relation in the
industry created by the diverse and complex attitudes and approaches of both management
and workers or employers and employees in connection with the management of the
industry. He stated that the employee relation is an art of living together for the purpose of
improved production, productive efficiency, human well-being and overall industrial
progress. The existence of good human relations among the employee and management is
necessary for the establishment and maintenance of harmonious industrial relations and for
building up new attitudes and institutions. Thus, no industry can flourish unless there is
industrial peace and co-operation. 48
48 Singh V.P(1988), Climate for Industrial Relations: A Study of Kanpur Cotton Mills,
Allied Publishers, Bombay
He suggested that employees’ attachment to work and morale can be improved by providing
motives of security and participation in the management. The relationship between workers
and managers can be improved by providing adequate measures of understanding of
personality differences, irrational behaviour arising out of frustration and poor
communication. Communication between the management and employee through the channel
of line managers need to be improved.
In the SHRM Special Expertise Panels Trends Report (2005),49 expert panels in a
number of different specialized topic areas list several aspects of talent management as a key
trend that is likely to influence the HR profession over the coming five to 10 years. The
Employee Relations Panel also focused on talent management issues but felt that the
37
changing relationship between employees and employers would have an important influence
on these strategies. According to this panel, as the nature of this relationship evolves to one of
partnership, talent management initiatives must become more customized, requiring multiple
strategies geared toward baby boomers, GenXers and GenYers.
Indian economic policy witnessed a dramatic turn with the dismantling of the 40 year old
import substitution industrialization program and the adoption of a liberalized open economy.
Kuruvilla Sarosh and Erickson Christopher (2002), 50stated in their paper that these changes
have brought about a shift in the relative power of business and labor. The need to compete
both domestically and globally with the best in the world has forced the Indian employer to
strive for increased numerical flexibility, restructure industrial relations,
attempt labor- management collaboration, and in some cases to avoid unions. Employers
started promoting workers into administrative and supervisory ranks to take them outside the
purview of the Industrial Disputes Act. The more emphasize was on the enhancement
of firm- level competitiveness through increases in numerical flexibility.
49 SHRM Special Expertise Panels Trends Report (2005),
50 Kuruvilla Sarosh and Erickson Christopher L(2002), “ Change and transformation in

Asian industrial relations”, Industrial Relations, 41(2), 171-228
Thompson Robert(2007), 51in his article mentioned that employee relations have evolved
from a recognition of "thinking" jobs and "doing" jobs into the realization that all employees
have a stake in the outcome of an enterprise.
Certainly the transition has not been smooth. Much of the new trend toward cooperation
arose in response to a new set of economic forces that include global competition,
deregulation, new technologies, and changing work-force demographics. The growing
number of women and minorities in the workplace has drawn attention to the special needs
of these groups and reduced the influence of policies, which also impacted employee
relations in a positive way. Perhaps most revolutionary, the concept of empowerment is
spreading beyond high-tech professionals and is challenging existing employee relations
structures. He stated that Changing demographics are hiring a broader mix of individuals to
fill those jobs. Increasingly, employers and their workers are confronted with conflicts
between the demands of work and family. Employers become sensitive to these tensions, the
38
personal and family needs of their employees and created the flexibility to assist in resolving
the problems while maintaining productivity. These free-market realities force employers to
design fringe benefit packages that would attract and retain quality workers. Skill shortages,
not job shortages, are likely to become the biggest labour problem. Empowerment of
employees became the need of an hour, thus this empowerment of workers reflected
in employee involvement or participation initiatives. He mentioned certain studies in his
paper which have shown that nonunion workers are typically more receptive to innovations in
employee relation. At the end author has mentioned that, there would be more movement
toward cooperative employee relations, which would be driven by technological advances, by
competition at home and abroad, and to some extent by the workers themselves. The new
generation of workers seems better able to adjust to change. Change in the character of
employee relations in the nonunion sector will continue at a strong pace.
39
CHAPTER-4
RESEARCH METHODOLOGY
40
Research Methodologyis a way to solve the research problem in a systematic manner. It is
the science, which tells the method for doing research, it mainly consist following main steps.
1) Developing Research Design.

2) Determine the data collection method.
3) Conducting fieldwork.
4) Developing a sampling plan.
RESEARCH DESIGN
A research design is a preconceived scheme or blue print followed in completion of
the formal investigation. It provides the framework within which the researcher is to work.
The formulation of sound research design is dependent on the problem identified. It mainly
calls for decision on research approaches.
RESEARCH APPROACHES
Research is basically of two types-
1) Exploratory.
2) Descriptive
DESCRIPTIVE RESEARCH -
My research is a descriptive type of research which includes:-
DATA COLLECTION METHOD

Primary Data: Data collected through questionnaire.
Secondary data: Data collected through internet.
TYPES OF DATA-
There are mainly two types of data.
1. Primary data.
2. Secondary data.
41
PRIMARY DATA
Primary data is information that you collect specifically for the purpose of your
research project. The data is directly collected by the researcher from the field. These are
latest data and hence reliable.
SECONDARY DATA
It is the data which has already been collected by someone else and has been passed
through the statistical process and which is applicable or usable in the study researcher has
presently undertaken. These data provide both published and unpublished information which
is readily available with the external parties.
METHOD OF DATA COLLECTION
Questionnaire method is adopted by researcher.
QUESTIONNAIRE METHOD
This method refers to the method which requires obtaining the needed information
from the respondents for the purpose of understanding and predicting some aspect of
behavior of population of interest.
A questionnaire is a research instruments consisting of a series of questions and other
prompts for the purpose of gathering information from respondents. Although they are often
designed for statistical analysis of the responses, this is not always the case.
In project data is collected through questionnaire method.
SAMPLING PLAN -
A sampling plan is a plan which determines the type of respondents and their number
from whom researcher has to collect the data. This plan calls for four decision.
1) Sampling Unit-AUTOMOBILE CUSTOMERS
2) Sampling size-50 respondents
3) Medium for collecting sample-Questionnaire
4) Sampling Procedure-Random Sampling
42
DATA COLLECTION METHOD
The relevant data and information for the survey was collected through both primary source
as well as secondary source. The primary data were collected directly from the organization’s
employees. Secondary source includes books, magazines as well as reports available in the
department and internet
QUESTIONNAIRE FOR RESPONDENTS

Questionnaire consist of a balanced number of close ended and open ended questionnaire
mainly of multiple choices and scaling technique for some where it’s necessary.
OBJECTIVES OF THE STUDY

The following are the objectives of the study-
1. To know the awareness about Tata Motors of the prospective customers.
2. To know the awareness of the customers about the policies and offers of the company.
3. To study the effectiveness of their advertisement strategy.
4. To study the customer’s perception about the features of the cars.
43
CHAPTER-5
ANALYSIS OF DATA
44
1) How do you rate sales person’s response for your enquiry of vehicle at Manickbag
Automobiles?
percentag
Frequency cumulative freq e cumulative feq
Highly satisfied 38 100 38
Satisfied 48 100 86
Neither satisfied nor Dis satisfied 8 100 94
Dis satisfied 6 100 100
Highly Dis satisfied 0 100
Total 100
Highly satisfied Satisfied

Neither satisfied nor dis satisfied Dis satisfied
Highly dis satisied
6%
8%
38%
48%
Interpretation:38 % of the respondents are highly satisfied , 48% of the respondents

are satisfied with the sales persons response at enquiry , 8% of respondents are neither
satisfied nor dissatisfied and 6% respondents are dissatisfied of the sales persons response of
vehicle . This indicates majority of the customers (86%) are satisfied with response of
salespeople of Manickbag Automobiles for their enquiries.
45
2) What is your opinion about sales person at Manickbag automobiles to providing
product information?
percentag
Frequency cumulative freq e cumulative freq
Very good 38 100 38
Good 42 100 80
Neither good nor
bad 12 100 92
Bad 8 100 100
Very bad 0 100
Total 100
Bad
8%
Neither good nor bad

12%
Very goood
38%
Good
42%
Interpretation: The above table and graph indicates38% of the respondents said
providing of product information is very good by Manickbag Automobiles salespeople, 42%
said good, 12% said neither good nor bad and 8% of the respondents said it is bad. Thus,
most of the customers are satisfied with providing of product information by salespeople.
46
3) How did you find response from Manickbag automobiles salespeople on your quires/
doubts about the related services & product?
Frequency cumulative percentag

freq e cumulative freq
Very good 40 100 40
Good 48 100 88
Neither good nor bad 7 100 95
Very bad 0 100 0
Bad 5 100 100
Total 100
Very good Good Neither good nor bad

Very bad Bad
5%
7%
40%
48%
Interpretation:The above table and graph about response of Manickbag salespeople to

queries/doubts about product and servicesindicates 40% of the respondents say it is very
good,48% say it is good,7% say neither good nor bad, and 5% of respondents say it is bad. It
can be interpreted that majority of the customers are happy about response of salespeople to
their queries.
47
4) How you find the sales people in convincing you to buy your vehicle at Manickbag
automobiles?
Frequency cumulative freq percentage cumulative freq

Very good 32 100 32
Good 48 100 80
Neither good nor
bad 14 100 94
Very bad 0 100 0
Bad 6 100 100
Total 100
Very goood Good Neither good nor bad

Very bad Bad
6%
14%
32%
48%
Interpretation : From the above table and graph it can be interpreted that32% of the
customers find the convincing ability of Manickbag salespeople to be very good, 48% say
good,14% of the customers neither good or bad and 6% of the customers say bad. Thus, it can
be interpreted that Manickbag sales people are good at convincing the customers to buy car.
5) How would you rate the efficiency of sales people in completing the sales process on the
following parameters?
48
Frequency cummualtive freq
47
32
9 10
2
Highly satisfied Satisfied Neutral Dis satisfied Highly dis

satisfied
Interpretation:The above table and graph shows32% of the customersare highly

satisfied with the speed of completing sales process, 47% of the customers are
satisfied,9%of the customers are neutral, 10% of the customers are dissatisfied and 2%
of the customers are highly dissatisfied. Thus, it can be interpreted that majority of the
customers (79%) are satisfied with speedy completion of sales process, but 21% are either
unsure or not satisfied. The company may look at attending the concerns of the customers
in delays in completing sales process for improved customer satisfaction.
49
6)Do you find the offer by Manickbag automobiles for test drive of the vehicle before
purchase?
percentag
Frequency cumulative freq e cumulative freq
Yes 93 100 93
No 7 100 100
Total 100
No
7%
Yes
93%
Interpretation: According to the above table and graph, 93% of the customers were offered
test drive of the vehicles before purchase and 7 % of the customers said they did not get offer
of test drive. The company may look at providing test drive facilities to all customers.
50
7)How would you rate the efficiency of salespeople at Manickbag automobiles on the
following factors?
1. Communication skills
2. Knowledge of the product
3. Concern for the customer
4. Eagerness to help
5. Prompt attention
6. Pleasant manners
7. Patience to handle quires
8. Friendliness
Highly Dis Highly Dis

satisfied Satisfied Neutral satisfied satisfied Total
Communication skill 46 38 16 0 0 100
Knowledge of the product 70 30 0 0 0 100
Concern for the customer 46 33 16 5 0 100
Eagerness to help 64 32 4 0 0 100
Prompt attention 45 34 17 4 0 100
Pleasant manners 54 32 14 0 0 100
Patience to handle quires 45 55 0 0 0 100
Friendliness 37 63 0 0 0 100
51
1) communication skill :
Percentag Cummualtive
Frequency cummualtive freq e freq
Satisfied 38 100 84
Neutral 16 100 100
Dis satisfied 0 100
Highly dissatisfied 0 100
Total 100
Communication skill
46
38
16
0 0
d d rl d d
sfie sfie uta sfie sfie
e
sti Sati N sati sati
ly s s
gh Di y di
Hi l
gh
Hi
Interpretations: Fromthe above table and graph it can be interpreted that46% of the
respondentsare highly satisfied with communication skills of salespeople, 38% are satisfied,
and 16% of the respondents are neutral with the communication skills of the sales person.
52
2) Knowledge of the product :
Percentag
Frequency cumulative freq e Cumulative freq
Satisfied 30 100 100
Neutral 0 100
Dis satisfied 0 100
Highly dissatisfies 0 100
Total 100
Knowledge of the porduct
70
30
0 0 0
Highly Satisfied Neutral Dis Highly dis

staisfied satisfied satisfies
Interpretations:The above table and graph shows that70% of the correspondents

arehighly satisfied and 30% of the correspondents are satisfied with the sales person
regarding knowledge of the product. This indicates each and every salesperson at Manickbag
Automobiles has complete knowledge on products and they are efficient at providing the
same to customer.
53
3) Concern for the customer :
Frequency cumulative freq Percentage Cumulative freq
Satisfied 33 100 79
Neutral 16 100 95
Total 100
cocern for the customer
46
33
16 0
5
ed
d
d
l
ra
fie
fie
fie
sfi
ut
tis
tis
ris
ati
Ne
sa
Sa
at
ss
ss
ly
Di
gh
di
Hi
ly
gh
Hi
Interpretations: The above table and graph regarding salespeople’s concern for the
customer indicates46% of the respondents are highly satisfied,33% are satisfied,16% are
neutral and 5% are dissatisfied. Thus, 21% of the respondents felt unsure or dissatisfied about
salespeople’s concern for customer.
54
4) Eagerness to help:
percentag Cummualtive
satisfied 32 100 96
Neutral 4 100 100
dissatisfied 0 100
Total 100
Eagerness to help
64
32
0 0
4
Highly satisfied Neutral dis Highly dis
satisfied satisfied satisfied
Interpretations: The above table and graph indicates64% of the respondents are highly
satisfied, 32% of the respondents are satisfied and 4% of the respondents are neutral with
reference to the sales person’s eagerness to help them. This indicates majority of the
customers find salespeople at Manickbag Automobiles are eager to help them.
55
5) Prompt attention :
Satisfied 34 100 79
Neutral 17 100 96
Total 100
Prompt attention
45
34
17
0
4
Highly Satisfied Neutral Dis Highly dis

satisfied satisfied satisfied
Interpretations: The above table and graph regarding prompt attention indicates 45% of
the respondents are highly satisfied, 34% of the respondents are satisfied, 17% of the
respondents are neutral and 4% of the respondents are dissatisfied with the salespeople.
56
6) Pleasant manners :
Satisfied 32 100 86
Neutral 14 100 100
Dissatisfied 0 100
Total 100
Pleasent manners
54
32
14 0 0

satisfied
Interpretations: The above table and graph indicates54% of the respondents are highly
satisfied, 32% are satisfied and 14% of the respondents are neutral with the pleasant manners
of the salespeople at Manickbag automobiles.
57
7) Patience to handle queries :
Percentag
Neutral 0 100
Dissatisfied 0 100
Total 100
Patience to handle quires
55
45
0 0 0
Highly satisfied Satisfied Neutral Dis satisfied Highly sdis

satisfied
Interpretations: The above table and graph indicates45% the respondents are
highly satisfied and 55% of the respondents are satisfied with the salespeople with respect to
their patience to handle quires from customers.
58
8) Friendliness :
Frequency cummualtive freq Percentage Cummualtive freq

Neutral 0 100
Dissatisfied 0 100
Total 100
Friendliness
63
37
0 0 0

satisfied
Interpretations:From the above table and graph it can be interpreted that37% the
respondents are highly satisfied and 63% of the respondents are satisfied with the
salespeople’s’ nature of being friendly with them.
59
9) After concluding sales seal and getting delivery of vehicle did the sales person explain
to you the maintenance precautions?
Frequency cumulative freq Percentage Cumulative freq

Yes 96 100 96
No 4 100 100
Total 100
Yes No
4%
96%
Interpretation: According to above chart and table, 96% of respondents said ‘Yes’for
the sales person explained the maintenance precautions and 4% of the respondents said No
indicating they did not explain the maintenance precautions.
60
Percentag
Frequency cumulative freq e Cumulative Freq
Satisfied 47 100 81
Neutral 12 100 93
Highly Dis
satisfied 2 100 95
Dissatisfied 5 100 100
Total 100
50 47
40 34
30
20
12
10 5
2
0
Highle Satisfied Satisfied Neutral Highly dis Dis satisfied
satisfied
Interpretations: According to above table and chart on satisfaction about maintenance

information sharing by salespeople, 34% of the respondents are highly satisfied, 47% are
satisfied, 12% are neutral, 2% highly dissatisfied and 5% of the respondents are dissatisfied
with the sales persons of maintenance information sharing with them . Though majority of
customers have indicated satisfaction, 19% have expressed neutrality and dissatisfaction,
which the company has to look into.
61
9) How was the response of sales person to you after the sales, when you approached them
for any matter related to vehicle?
Percentag Cumulativ
Frequency cumulative freq e e freq
Very
good 33 100 33
Good 46 100 79
Neutral 13 100 92
Very
bad 0 100 0
Bad 8 100 100
Total 100
50
45 46
40
35
30 33
25 Frequency cummualtive
freq
20
15
10 13
5 8
0
0
Very good Good Neutral Very bad Bad
Interpretation: According to above table and chart on response of salespeople to customers

when they approached them after sales, 33% of the customers said very good , 46% said
good , 13% of the customers are neutral and 8 % of the customers said bad.
62
10) What is your overall rate for the services provided by sales team at Manickbag
automobiles?
Percentag
Very
good 37 100 37
Good 48 100 85
Neutral 12 100 97
Very
bad 0 100 0
Bad 3 100 100
Total 100
Very good Good Neutral Very bad Bad
3%
12%
37%
48%
Interpretation: According to the above table and chart on overall rating of customers for the
services provided by Manickbag Automobiles salespeople, 37% respondents feel very good ,
48% feel good , 12% feel neutral and 3% feel bad.
63
CHAPTER -6
FINDINGS
64
FINDINGS
1. On an average most of the respondents are aware of tata motors and a few of them are
not.
2. The present customers are not satisfied with the post sales services of National
Garage,G.E. Road Tatibandh Raipur (C.G.)
3. The respondents are aware of new models launched by the company.
4. The respondents are aware of the offers of National Garage,G.E. Road Tatibandh
Raipur (C.G.).
5. The respondents consider interior as an important feature of the perfect car.
6. Most of the car Maruti Suzuki as a competitor of Tata Motors .
7. Most of the respondents are aware of cars through newspapers, and showroom visits.
8. Most of the respondents likes to purchase cars on installments bases.
65
CHAPTER -7
CONCLUSION, LIMITATIONS
AND RECOMMENDATIONS
66
CONCLUSION
The overall conclusion that comes out of project is respondents are aware of Tata Motors
because of the following reasons –
1. The customers are aware of National Garage,G.E. Road Tatibandh Raipur (C.G.)’
offers and policies.
2. National Garage,G.E. Road Tatibandh Raipur (C.G.) create a good image in the
automobile industry.
3. The sales department always tries to satisfy the customers.
4. The present users suggest others to purchase tata motors’ cars.
5. The advertisement strategy is good enough to convey the advertising message to the
target customers.
67
LIMITATIONS
 The customers were not willing to answer the questions.

 The Sales team is not cooperative.
 Organization did not disclose full information.
 Some of the respondents may not provide reliable data.
68
RECOMMENDATIONS
 Provides more financial aids to the customers.
 Provide more offers to attract more customers.
 Increase in numbers of salespersons to deal with the customers.
 Provide better after sales services to the present customers.
69
APPENDICES
70
BIBLIOGRAPHY
BOOKS:
 KOTLER PHILIP (13th Edition) Marketing management.

 Kothari C.R., Research Methodology, New Age International Publication Pvt.Ltd.,
1982, second Edition
WEBSITES:
 www.nationalgarageraipur.com
 www.tatamotors2019.com
 www.salesteamtataventurescg.nic.in
71
QUESTIONAIRE
72
Name-
Age –
Address-
1) Do you have car?
a) Yes b)No
2) Which car you have?

a) Maruti Suzuki
b) Tata Motors
c) Hyundai
d) Any others
3) Do you heard aboutabout Tata Motors?

a) Yes
b) No
4) What rating you will give to Tata Motors ?
a)Excellent
b)Good
c)Poor
5) Which model of our cars are you aware of ?

a) Zest
b) Indigo
c) Safari
d) Tiago
6) Which feature of our car you may prefer?

a) High tech engine
b) Interior
c) Power and eco mode
7) Can you tell me the name of the personality who endorses our products?
a) Sachin Tendulkar
b) LionolMessi
73
8) Do you other brand of cars ?
a) Maruti Suzuki
b) Hyundai
c) Honda
d) Toyota
e) Chevrolet
9) From where you know about tata cars?

a) Exhibitions
b) Showrooms
c) Sales representatives
d) Newspapers and Magazines
74

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CHAPTER-1

A business ideally is continually seeking feedback to improve customer satisfaction.

"Customer satisfaction provides a leading indicator of consumer purchase intentions and

The Disconfirmation Model

"The Disconfirmation Model is based on the comparison of customers’ [expectations] and

Organizations need to retain existing customers while targeting non-customers. Measuring

As research on consumption experiences grows, evidence suggests that consumers purchase

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

SERVQUAL or RATER is a service-quality framework that has been incorporated into

Tata motors was founded in 1945 as a manufacturer of locomotives, the company

National Garage in Tatibandh, Raipur-chhattisgarh

National Garage in Raipur-chhattisgarh. Car Dealers-Tata Indica (Authorised)

Location and Overview:

National Garage in Tatibandh, Raipur-chhattisgarh is a top player in the

NATIONAL GARAGE,G.E. ROAD TATIBANDH RAIPUR (C.G.) was started in 2006 in

Tata Motors is equally focussed on environment-friendly technologies in emissions and

 R&D centre set up at Jamshedpur.

 Engineering Research Centre (ERC) set up at Pune, to provide

 First commercial vehicle manufactured in Pune.

 Manufacture of Heavy Commercial Vehicle commences.

 First hydraulic excavator produced in collaboration with Hitachi.

 Production of first, indigenously designed, light commercial vehicle (LCV) - Tata

 Introduction of the Tatamobile 206 - 3rd LCV model.

 Launch of the first indigenous passenger vehicle - Tata Sierra.

 1 millionth commercial vehicle sold

 TAC 20 crane produced.

 Roll out of the 1 millionth vehicle.

 Launch of the Tata Estate.

 Launch of Tata Sumo MUV.

 Launch of LPT 709 - a full forward control, LCV

 Launch of Mercedes Benz car E220.

 Launch of Tata Sumo deluxe.

 Launch of the Tata Sierra Turbo.

 100,000th Tata Sumo rolled out.

 Tata Safari - India's first sports utility vehicle launched.

 Roll out of the 2 millionth vehicle.

 Launch of India's first fully indigenous Passenger car - Tata Indica.

 Commercial production of Indica commences in full swing.

 First consignment of 160 Indicas shipped to Malta.

 Launch of CNG buses.

 Launch of the intermediate commercial vehicle – Tata 1109

 Launch of 2nd generation Indica - Indica V2

 100,000th Indica wheeled out.

 Launch of Tata Indica CNG.

 Launch of the Tata Safari EX

 Exits joint venture with Daimler Chrysler.

 Unveiling of the Tata Sedan at Auto Expo 2002.

 Petrol version of Indica V2 launched.

 Launch of the Tata 207 DI.

 200,000th Indica rolled out.

 500,000th passenger car rolled out.

 Launch of the Tata Sumo+ series

 Launch of the India’s first fully indigenous sedan - Tata Indigo.

 Limited edition of the Tata Safari launched.

 On 29th July, J. R. D. Tata's birth anniversary, Tata Engineering becomes Tata

 First City Rover rolled out

 135 PS Tata Safari EXi Petrol launched

 Tata SFC 407 EX Turbo launched

 Tata Motors unveils new product range at Auto Expo 2004.