SURVEY REPORT

ON

CUSTOMER PERCEPTION IN MARUTI

SUZUKI

SESSION-2020-2023

SUBMITTED TO: SUBMITTED BY:

Mr. Rohit Mehta Ayush Jaiswal
(Assistant Professor) BBA. (VI Semester)
SMS, Varanasi ROLL NO- B/24/066

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2
 DECLARATION
I here by declare that the information presented in this Project Report is correct to the best
of my knowledge and the analysis is as per the norms and guidelines provided for the
report. I have utilized the requisite concepts and applied the required methodologies to
analyze the data collected to reach the conclusion present in the report.

I claim the report to be my indigenous work and has not been published any where else.

Ayush Jaiswal

BBA. (VI Semester)

ROLL NO- B/24/066

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 ACKNOWLEDGEMENT
A large number of individuals have contributed directly and indirectly in this
project. I am thankful to all of them for their help and encouragement.

MY sincere gratitude to Mr. Rohit Mehta (Assistant Professor) and all the
BBA faculty for their support in completion of this project who has through her
vast experience and knowledge has been able to guide me, both ably and
successfully towards the completion of the project.
I express my sincere thanks to my parents & friends for their constant support
and suggestions to accomplish my goals.
Last but not the least I thank God for his love and grace that enabled me to
complete this project.

Ayush Jaiswal

BBA. (VI Semester)

ROLL NO- B/24/066

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 LIST OF CONTENTS

Ch no. PARTICULARS PAGE NO.

Ch 1. INTRODUCTION 8-13

Ch 2. COMPANY PROFILE 15-41

Ch 3. OBJECTIVE OF THE STUDY 43

Ch 4. LITERATURE REVIEW 45-49

Ch 5. RESEARCH METHODOLOGY 51-52

Ch 6. DATA ANALYSIS AND INTERPRETATION 54-69

Ch 7. FINDINGS & CONCLUSION 71-72

Ch 8. RECOMMENDATIONS 74

Ch 9. LIMITATIONS 76

Ch 10. BIBLIOGRAPHY 78

Ch 11. ANNEXURES 80-83

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 LIST OF TABLES AND FIGURES

TABLES & FIGURES PAGE NO.

FIG 1 38

FIG 2 & TABLE 1 54

FIG 3 & TABLE 2 55

FIG 4 & TABLE 3 56

FIG 5 & TABLE 4 57

FIG 6 & TABLE 5 58

FIG 7 & TABLE 6 59

FIG 8 & TABLE 7 60

FIG 9 & TABLE 8 61

FIG 10 & TABLE 9 62

FIG 11 & TABLE 10 63

FIG 12 & TABLE 11 64

FIG 13 & TABLE 12 65

FIG 14 & TABLE 13 66

FIG 15 & TABLE 14 67

FIG 16 & TABLE 15 68

TABLE 16 69

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 CHAPTER 1
INTRODUCTION

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1. INTRODUCTION

1.1 Customer Satisfaction

Customer Satisfaction is the term which measures the degree of satisfaction of a

customer from a product and services supplied by a company.
Customer- A customer is a n individual or business that purchases another company’s
goods and services.
Satisfaction- Satisfaction is the pleasure that you feel when you do something or get
something that you wanted or needed to do or get.

Customers Satisfaction to a company can be defined as:

• The company's ability to fulfill the business, emotional, and psychological

needs of its customers;

• Quality of service delivery expected by the customers.

• An internal drive to satisfy an Unsatisfied need of customer.

• Providing good service in a pleasant manner and meeting the customer's

expectations;

• The measure of the degree to which a product or service meets the customer's
expectations;

• Comparison of expectations versus actual experience.

1.2 Why Customer Satisfaction is important?

Satisfied customers contribute to customer retention and reducing churn. It leads to
fewer spending or more budget to spend on other activities. It brings in more revenue
and also word of mouth. And the pursuit of keeping our customers satisfied will enable
us to continually improve upon our support functions, call center interactions, our
communications and the product itself. It will also help us set the stage for the next task
– winning customer loyalty.

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We’ve already seen that customer satisfaction is a leading indicator to purchase
intentions and customer loyalty. Customer loyalty is also a lagging indicator of
customer retention, and here are 5 compelling reasons why customer retention matters.

• As quoted by HBR, acquiring a new customer is anywhere from 5x to 25x more

expensive than retaining an existing one.

• According to Gartner, your loyal customers who form the 20% of your customer
base drive an additional 80% of business.

• As per MarTech, existing customers are 3x to 10x more likely to spend than a cold
lead.

• According to Fred Reichheld, inventor of the net promoter score, a 5% increase in

customer retention results in a 25% to 95% increase in profits.

• Compared to a new person evaluating it, price consciousness also decreases the
longer a customer stays with a product.

1.3 Customer Expectation

Customer expectation encompasses everything that a customer expects from a product,
service or organization. Customer expectations are created in the mind of customers
based upon their individual experiences and what they have learned, combined with
their pre-existing experience and knowledge.

Expectations of a customer on a product tell us his anticipated performance for that

product. As it is suggested in the literature, consumers may have various "types" of
expectations when forming opinions about a product's anticipated performance.

1.4 Measuring Customer Satisfaction

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. Additionally, in a holistic sense, the hotel might ask about overall
satisfaction 'with your stay.
There are several ways to gather input from customers. The simplest way to find
out how customers feel and what they want is to ask them. If you have only 20
customers, you can talk to each one personally. The advantage of this approach is that
you'll get a personal "feel" for each customer. The disadvantage is that you'll gather
different information from each customer depending on how the conversation goes.
Customer surveys with standardized survey question ensure that you will collect
the same information from everyone. Remember that few of your customers will be

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interested in "filling out a questionnaire". It's work for them without much reward. By
launching a customer survey as an attempt to find out "how we can serve you better" -
- your customers will feel less put upon
Here are a few of the possible dimensions that one could measure:

➢ Quality of product

➢ Pricing

➢ Offers and discounts

➢ Staff’s behavior

➢ Complaints or problems

➢ Billing experience

➢ Security’s behavior

➢ Store’s ambience & cleanliness

➢ Overall experience in store

1.5 After Sales Service

After sales service is any services provided by a company after the purchase of its
products. After-sales service helps ensure that a customer gets as much use and value
as possible out of their purchase. It can be provided by retailers, manufacturers or a
third-party customer service provider. After sales services include maintenance, repair,
and upgrading. If these services can be offered at a fixed or guaranteed rate, they could
be a significant competitive advantage. In maintenance, it is to be remembered that one
way of solving the repair problem is to have defect-free products and then service can
be bundled into the product price, which can also be of strategic value.

1.6 After Sales Service Strategy

The concept of ‘After sales service strategy’ is related with issues after the purchase of
the product and its delivery. After Sales Service Strategy discusses the effect of after
sales service in manufacturing industry which provides the detailing about technical
assistance, spare parts distribution and customer care. This strategy is associated with

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marketing issues like service quality, service loyalty, customer satisfaction and
customer relationship management.
After-sales service strategy has been identified as a business network process which is
emphasized on the overall business performance and the competitive advantage. After
sales service is of two types; complementary services like customer care service and
competing sources
After-Sale service strategy is related to several theories like Service Loyalty, Service
Quality, Customer Satisfaction, and Customer Relationship Management. Description
of each theory is elaborated below.
a. Service Loyalty: Service loyalty is considered as the most important element which
indulges consumers in terms of repurchasing the product. Loyal customers opt for
repeat purchases.
b. Service Quality: It is an end result of customer satisfaction which has an impact on
service marketing. It is also termed as technical service which is 171 meant that what
type of services is offered to the customers. Additionally, the role of functional service
is understood through the procedure of service delivery. SERVQUAL Model is adopted
to measure the service delivery.
c. Customer satisfaction: Customer satisfaction plays crucial role to deal with
customers’ satisfaction and their needs. In after sales service, delivery or warranty is
regarded as important element in this regard. So, level of customer satisfaction can be
improved through lowering down expectations of customers or improving customers’
perceptions. The two most important issues are perceived in after sales service delivery;
one is operating time and the other is range of service (HUSSAIN, BHATTI, & JILANI,
2011).
d. Customer Relationship Management: Customer Relationship Management
(CRM) is referred to as customer focused business strategy where relational marketing
is emphasized. It is defined as a set of business processes that are designed to capture,
retain and provide services to the customers. The objectives of CRM include increasing
revenue to identify new opportunities and reducing customer defection, building
customer loyalty to enhance good image of the organization and reducing costs. CRM
implementation process consists of three phases like attraction, promotion and
maintenance. Every phase is knowledge-oriented 172 as it enables to effect on
communication with customers. Attraction phase explains about promotion of goods
and service leadership which evolves the strategy of innovation. On the other hand,
promotion phase describes improvement regarding the profitability of existing
customers as this phase is focused on reducing costs.

1.7 Service Quality

Service quality plays a pivotal role in obtaining competitive advantage to the
organization. Gronroos (1978, 1982) recognized the importance of valid and imperative
service quality first in the area of marketing. Parasuramanet.al (1980) determined first
the service quality measurement model (SERVQUAL). 1994 Rust and Liver pinioned
that there are three broad dimensions in service quality those are: personnel related, the

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tangible offering related and the service scope related. Here after sales service means
most of the times technical services and their quality. A satisfied customer can become
as a brand ambassador for the organization and provides a greater number of references
and through Word of Mouth (WOM) they promote the existing business.
Gaps between service delivery
According to Parasuraman service quality model (1985) there are 5 different gaps
between the customers and the delivery of quality services. These gaps are:
1. Research gap – which is between customer expectations and the perception
management about those expectations
2. Planning and design gap – between management's perception of what the
customer wants and the designed capabilities of the system that management
develops to provide the service
3. Implementation gap – between what the service system is designed to provide
and what it actually provides
4. Communication gap – between what the service system provides and what the
customer is told it provides.
5. Reality gap – between customers' service expectations and their perception of
that service

1.8 Filling the Gaps with SERVQUAL scale model

As is indicated by the name of this model, SERVQUAL is a measure of service quality.

Essentially it is a form of structured market research that splits overall service into five
areas or components.
The SERVQUAL model features in many services marketing textbooks, usually when
discussing customer satisfaction and service quality. It was developed in the mid 1980’s
by well-known academic researchers in the field of services marketing,
namely Zeithaml, Parasuraman and Berry.
Service quality is the consumer’s assessment of overall delivery and value of the firm,
which the SERVQUAL model splits into five main categories as discussed in the next
section.

SERVQUAL’s Five Dimensions

As later suggested by the original developers of the SERVQUAL model, the easy way
to recall the five dimensions are by using the letters of RATER, as follows:

• R = Reliability
• A= Assurance
• T = Tangibles
• E = Empathy
• R = Responsiveness

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Tangibles refers to physical facilities, equipment and appearance of personnel

Reliability is the firm’s ability to perform the promise service accurately and
dependably

Responsiveness is the firm’s willingness to help customer and provide prompt service

Assurance is knowledge and courtesy of employees and their ability to inspire trust
and confidence

Empathy is caring and individualized attention paid to customers

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 CHAPTER 2

COMPANY PROFILE

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 2. COMPANY PROFILE

MARUTI SUZUKI

Maruti Suzuki India Limited is an automobile manufacturer in India. The company is

headquartered in New Delhi. It is a public company founded by Government of India
on 24th February 1981. On October 1982 the company merged with Suzuki Motor
Corporation a Japanese automobile company. Maruti Suzuki is a 56.21% owned
subsidiary of Suzuki Motor Corp. R.C. Bhargava is the Chairman and Kenichi
Ayukawa is the Managing Director & CEO of the company.

R.C. Bhargava Kenichi Ayukawa

Maruti Suzuki is India’s biggest car maker with more than 49.8 per cent market share
in the passenger vehicles segment in April-August 2019. The company recorded sale
of 15,68,603 units in 2019.
According to the report of 2019 the revenue of the company was calculated Rs.
886,301million, operating income was calculated Rs.106,238 million, Net income of
Rs.76,506 million and the total number of employees were recorded 40,000.

2.1 History
Maruti Suzuki was formerly known as Maruti Udyog Limited and was founded by the
Government of India in 24 February 1981. The first manufacturing factory of Maruti
was established in Gurugram, Haryana same year. In 2 October 1982 the company
signed the license and joint venture agreement with a Japanese automobile company
Suzuki Motor Corporation. In the year 1983 the company launched its first vehicle
named as Maruti 800. In the next year the company launched its first minivan Maruti
Omni and the next year they launched Gypsy in the market.

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 Maruti 800 Maruti Omni
In the year 1987 the company forayed into the foreign market by exploring first lot of
500 cars to Hungary. In the year 1990 the company launched its first three-box car
Sedan. In the year 1992 Suzuki Motor Corp Japan increased their stake in the company
to 50%. In the year 1993 they introduced Maruti Zen and in the next year they launched
Maruti Esteem in the market. In the year 1993 Maruti Suzuki commenced their second
plant. The company introduced Maruti Service Master as model workshop in India to
look after sales services in 1997. The company launched Maruti Alto in the year 2000
in the market. Suzuki Motor Corp increased their stake in the company to 54.2% in
2002. In January 2002 10 finance companies were introduced by the company in
Mumbai. The year 2005 was very big and an important year for the company as it
launched the first world strategic model from Suzuki Motor Corp ‘the Swift’ in India.
The next year they launched Wagon R Duo with LPG and also the new Zen Estillo.
The company introduced its first luxury sedan Suzuki SX4 in the Indian market in 2007.
In the year 2008 Maruti Suzuki launched Swift Dzire a bigger version of Maruti Suzuki
Swift.

Maruti Suzuki Swift Maruti Suzuki Swift Dzire

In the month of August in 2011 Maruti Suzuki Swift became on of India’s largest selling
car, with a total of 5,72,824 units sold in 6 years. From year 2011 to 2017 it sold an
unprecedented 12,02,119 units at an average of about 2 lakhs unit per year.

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Core Values of Maruti Suzuki

Maruti Suzuki believes in continuously adding value to customer experience.

Enhancing learning opportunities

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2.2 Vision of Maruti Suzuki

Visions of any company are those values on which company works. As the Maruti
Udyog Limited was started by Governmental initiatives it tends to be more consumer
oriented and hence cost effective. But after the participation of a Japanese Automobile
company Suzuki Motor Corporation ensures not only the need of profit, but of the need
of maximum profit. The company’s working vision is to maximize profit and reducing
cost by maximizing output and sales. Hence Maruti Suzuki declared its vision as- “The
leader in Indian Automobile Industry, creating Customer Delight and Shareholder’s
Wealth: eventually become a pride of India”.
Customer Delight is making sure that performance, aftersales service and customer
support are best and beyond expectation. Where Shareholder’s wealth is the prime
concern for running business smoothly. Maruti Suzuki knows this and understands –
“Customer is the King and we are the servants”, he can change the fortune of any
company, hence goes company’s brand line: COUNT ON US!

2.3 Mission and Goals of Maruti Suzuki

Mission can be referred as the statement of an organization’s purpose, what it wants to

accomplish in the larger environment and its goals which are specific, realistic and
motivating. Missions are described over visions and visions demand certain objectives.
The main missions and goals of Maruti Suzuki are:
• Modernization of the Indian Automobile Industry.

• Developing cars faster and selling them for less

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

• Market Penetration, Market Development, Similarly Product Development and

Diversification.

• Production of large number of motor vehicles which are necessary for economic

growth

• Partner relationship management, Value chain, Value delivery network.

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2.4 Goals

• Offer products, technology and services to improve life cycle.

• Expend reach and customer touch points to provide assurance and comfort to

customers

• Focus on improving quality across the value chain

• Implementation of Maruti Suzuki Transformation 2.0 in which the company set

goals for 2 million annual sales by 2020 and 3 million annual sales by 2025.

• 4000 sales outlets by 2020.

2.5 Policies of Maruti Suzuki

a) Archival Policy

In terms of Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements)

Regulations, 2015 ( Listing Regulations), the company is required to frame an Archival
Policy.
In line with the recuirements of Regulation 30(8) of Listing Regulations, the Listed
Company shall disclose on its website all such events or information which has been
disclose to Stock Exchange(s) and such disclosures shall be hosted on the websites on
the Companyfor a minimum period of 5 years and thereafter as per the Archival Policy
of the Compnay, as a disclosure on its website.

Purpose
• To disseminate equal, adequate and timely information to the shareholders
through Company’s website.
• To enable the shareholders to track the performance of the Company over
regular intervals of time.
• To ensure providing sufficient information to enable investors to assets the
current status of the Company.

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b) Whistle Blower Policy

Whistle Blower is an corporate context means an employee of the organization who

brings to light an activity which is illegal, unethical or not good for the organization’s
well being in a long run. The companies must define a mechanism to handle complaints
filled by the employees. The complaints can be against anybody i.e. CEO/CFO or any
other top executives of the organization. If the identity of the complainant is not
protected,there can be victimization and the person may not continue in the
organization.
Purpose
• To ensure that the complaint filled shall be in the coverage of the policy and
protection will be provided to the whistleblower etc.
• To make Employees do protected disclosures to the ombudsman and the
ombudsman will do the initial enquiry.
• To ensure that the identity of the complainant need not be disclosed to the
investigating committee.

c) Policy on Materiality

Material Policy provides tangible resources or substantive power to their beneficiaries

or impose real disadvantages on those affected. Symbolic policies have little material
impact on people but do appeal to people’s cherished values. In this policy, unless the
otherwise requires, the terms defined herein shall bear the meanings assigned to them
below and their cognate expressions shall be constructed accordingly.
. “Company/CGCEL” means Crompton Greaves Consumer Electricals Limited.
“Listing Regulations” means Securities and Exchange Board of India (Listing
Obiligations and Disclosure Requirments) Regulations, 2015. (As amended from time
to time)
All other words and expressions used but not defined in the Policy, but defined in the
SEBI Act 1992, Companies Act 2013, the securities contracts (Regulation) Act, 1956,
the Depositories Act, 1996 and/or the rules and regulations made thereunder shall have
the same meaning as respectively assigned to them in such Acts or rules or regulations
or any statutory modification or re-enactment thereto, as the case mat be.
Purpose
• To ensure that the company complies with the disclosure obligations to which
it is subject as a publicly-traded company as a laid down by the Listing
Regulations, various Securities Laws and any other legislations.

• To ensure that the information disclosed by the Company is timely, transperant

and continuous till the termination of the specific event or information.

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 • To protect the confidentiality of Material/Price sensitive information within the
context of the company’s disclosure obligations.

• To provide a framework that supports and fosters confidence in the quality and
integrity of information released by the company.

• To ensure uniformity in the company’s approach to disclosures, raise awareness

and reduce the risk of selective disclosures.

d) Policy on Subsidiary Companies

The Board of Directors of Maruti Suzuki India Limited, a listed Holding Company of
various subsidiary companies, has adopted this policy for determining, inter alia,a
‘Material’ subsidiary. The company as foemulated this policy in accordance with the
provisions of the Listing Regulations.

Purpose

1. Compliances with respect to subsidiary companies

a) The Audit Committee shall review the financial statements of all
subsidiary companies and, in particular, the investments made by the
unlisted subsidiary companies.
b) The minutes of the Board meetings of the unlisted subsidiary companies
shall be placed at the board meeting of the Company. The management
shall periodically bring to the attention of the Board of Directors of the
Company, a statement of all significant transactions and arrangements
entered into by the unlisted subsidiary companies.

2. Compiances with respect tomaterial subsidiary companies

a) The Company shall not dispose of shares in its material subsidiary which
would reduce its shareholding (either on its own or together with other
subsidiaries) to less than 50% or cease the exercise of control over the
subsidiary without passing a special resolution in its general meeting
except in cases where such divestment is made under a scheme of
arrangement duly approved by a Court / Tribunal, or under a resolution
plan duly approved under Section 31 of the Code and such an event is

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 disclosed to the recognized stock exchanges within one day of the
resolution plan being approved.
b) Selling, disposing and leasing of assets amounting to more than twenty
percent of the assets of the material subsidiary on an aggregate basis
during a financial year shall require prior approval of shareholders of the
Company by way of special resolution, unless the sale/disposal/lease is
made under a scheme of arrangement duly approved by a Court
/Tribunal, or under a resolution plan duly approved under Section 31 of
the Code and such an event is disclosed to the recognized stock
exchanges within one day of the resolution plan being approved.
c) At least one independent director on the Board of the Company shall be
a director on the Board of a material non listed subsidiary company,
whether incorporated in India or not. The term ‘material non-listed
subsidiary company’ for this purpose shall mean a company whose
income or net worth exceeds 20% of the consolidated income or net
worth respectively, of the Company and its subsidiaries in the
immediately preceding accounting year.

Disclosures- This Policy shall be disclosed on the Company’s website and a web link
thereto shall be provided in the annual report of the Company.

Amendment- This Policy may be amended by the Board from time to time as and when
deemed appropriate.

Miscellaneous- The scope of this Policy shall include anu additional functions/scope
as may be axtended or required to be performed in terms of any amendments to the
provisions of the Listing Regulations

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e) Policy on Related Party Transactions

Related Party Transactions means a contract or arrangement (including any

transaction) as envisaged as a related party transaction under section 188 of the
Companies Act, 2013 or under the Listing Regulations.

Maruti Suzuki India Limited (“Company” or “MSIL”) recognizes that Related Party
Transactions (as defined below) can present potential or actual conflicts of interest and
may raise questions whether such transactions are in the best interest of the Company
and its stakeholders. Therefore, this policy regarding the review and approval of
Related Party Transactions and the guidelines on materiality of such Related Party
Transactions has been adopted by the Company in order to transparently set forth the
procedures under which certain transactions with Related Parties (as defined below)
must be approved.

Process and Procedure for dealing with Related Party Transactions

a) All Related Party Transactions and amendments or modifications thereto shall

require prior approval of the Audit Committee.

b) The Audit Committee may grant omnibus approval to Related Party

Transactions (subject to fulfillment of criteria for granting omnibus approval as
specified in this policy) and such approval shall be equally be applicable to
transactions thereunder which are repetitive in nature.

c) The Audit Committee shall satisfy itself regarding the need for such omnibus
approval and that such approval is in the interest of the Company.

d) Such omnibus approval shall specify (i) the name/s of the Related Party and
nature of the relationship; the nature, duration, material terms and other
particulars of the Transaction, maximum amount of Transaction that can be
entered into, (ii) the indicative base price / current contracted price and the
formula for variation in the price if any and (iii) such other conditions as the
Audit Committee may deem fit. Provided that where the need for Related Party
Transaction cannot be foreseen and aforesaid details are not available, Audit

23
 Committee may grant omnibus approval subject to the value not exceeding Rs.1
crore per Transaction.
e) The Audit Committee shall review, at least once every quarter, the details of
Related Party Transactions entered into by the Company pursuant to each of the
omnibus approval given by the Audit Committee.

f) Such omnibus approvals shall be valid for a period not exceeding one year and
shall require fresh approvals after the expiry of one year.

g) Approval of the Board of Directors shall be required for entering into the
Related Party Transactions which are not in the ordinary course of business or
not an Arm’s Length transaction (as defined in this policy).

h) Approval of the shareholders shall be required for entering into the Related
Party Transactions which are either not in the ordinary course of business or not
on arms’ length and exceeding the limits prescribed under the Companies Act,
2013 read with the rules framed thereunder and the circulars/notifications, etc.
issued by the Ministry of Corporate Affairs from time to time.

i) All Material Related Party Transaction shall require the approval of the
shareholders.

f) Policy on Division Distribution

The Company has already laid down the Dividend Distribution Guidelines (‘Dividend
Guidelines’) which were approved by the Board of Directors of the Company (‘Board’)
on 30th October, 2014. The Securities and Exchange Board of India has amended the
Securities and Exchange Board of India (Listing Obligations and Disclosure
Requirements) Regulations, 2015 (‘Listing Regulations’) under which the Company is
required to formulate a dividend distribution policy.

Pursuant to the aforesaid change in the Listing Regulations, the Board has approved
this Dividend Distribution Policy (‘Policy’) of the Company on March 23, 2017.

24
The Company shall declare and pay dividend in accordance with the provisions of the
Companies Act 2013, rules made thereunder and Listing Regulations as amended from
time to time.

Following points shall be considered while declaring dividend:

• Consistency with the Dividend Guidelines as laid out by the Board

• Sustainability of dividend pay-out ratio in future
• Dividend pay-out ratio of previous years
• Macroeconomic factors and business conditions
Retained earnings are intended to be utilized for:

• Investments for future growth of the business

• Dealing with any possible downturns in the business
• Strategic investment in new business opportunities

The Company currently has only one class of shares i.e. equity shares. As and when it
proposes to issue any other class of shares, the policy shall be modified accordingly.

25
2.6 Overview of Maruti Suzuki

1983

The company was incorporated with the launch of iconic Maruti 800. First batch of
Maruti Suzuki cars was assembled.

1984

Maruti Suzuki launched Omni- a multi-purpose car.

1990

Maruti Suzuki launched India’s first luxury car, Maruti 1000

1991

Received the 1991 Corporate Performance Award by the Economic Times- Harvard
Business School Association.

1993

Launched India’s first hatchback car, ‘Zen’.

1996

Launched India’s first 24 hours on-road service.

2000

The first car company in India to start a customer care centre. The company was
awarded ‘Highest Exporter Award’.

2001

Entered into pre-owned cars segment. Opened True Value, its first pre-owned cars
outlet in Bangalore.

2005

Ranked 91st in Forbes list of World’s top 200 Most reputed Companies. Ranked 7th in
the automotive sector.

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2008

Launched ‘A-Star’, world’s fifth strategic models. It also launched National Road
Safety Programme in the same year.

2012

Ranked first in India in customer satisfaction for the 13th time in a row.

2016

Exported first ‘Made in India’ car to Japan.

2018

Market leader in the passenger vehicles segment and held around 54 per cent market
share in the segment in November 2018. The company crossed its cumulative
production milestone of four million two wheelers from its Gurugram-based plant.

2019

Maruti Suzuki crossed the 20 million sales milestones of its cars in India in last 37
years. Maruti Suzuki today flagged off one of its kind mobile NEXA terminal, taking
NEXA experience to markets where it its currently not presented. Maruti Suzuki goes
greener with environment friendly BS6 range of vehicles. Maruti Suzuki India emerged
as a leader by achieving milestone of one million Utility Vehicles cumulative sales.

2020

Maruti Suzuki introduced BS-VI compliant Tour S CNG & Tour S with optional (petrol
& CNG) variants.

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2.7 Products and Services of Maruti Suzuki

Products

The products of Maruti Suzuki are divided into four distinct retail channels:

1) Maruti Suzuki Arena

Maruti Suzuki Arena offers new showrooms with intractive tech for seamless
buying and customising. It has more customer friendly experience which sports
a modern look, offering customer-friendly environment. Maruti has embraced
digital technology for streaming the process of purchasing or customising cars.

Hatchback
A hatchback is a car with a hatch-type rear door that often opens upward and
often a shared volume for the passenger and cargo areas.When the body style of
a car is described as a hatchback, typically it refers to a utilitarian small car;
however hatchbacks are also used on sports cars, SUVs, and large luxury cars.

a) Alto 800 (2.94 – 4.36 Lakh)

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b) Wagon R (4.45 – 5.94 lakh)

c) Celerio and Celerio X (4.41 – 5.67 lakh)

d) Swift (5.19 – 8.02 lakh)

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Sedan

A sedan is a passenger car in a three-box configuration with separate compartments for

engine, passenger, and cargo. Sedan’s first recorded use as a name for a car body was
in 1912.

a) Swift Dzire (5.89 – 8.8 lakh)

MUVs/SUVs
SUV stands for Sports Utility Vehicle, while MUV stands for Multi Utility Vehicle,
Both of them are known as family vehicles because of large dimensions and more space
to transfer people or items.

a) S PRESSO (3.7 – 5.13 lakh)

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 b) Ertiga (7.59 – 10.13 lakh)

c) Vitara Brezza (7.34 – 11.4 lakh)

Vans
A van is a type of road vehicle used for transporting goods or people. Depending on the
type of van, it can be bigger or smaller than a truck and SUV and bigger than a common
car.

a) Eeco (3.8 – 4.95 lakh)

31
2) Maruti Suzuki NEXA

NEXA is a retail network from Maruti Suzuki that offers luxury cars that caters the
high-end consumers who have gone beyond their first cars and are now looking for
an experience. It offers a high level of sophistication and is based on the principles
of exclusivity, pampering and listening to the customers
Followings are the cars offered by Maruti Suzuki NEXA:

a) Baleno (5.63 – 8.96 lakh)

b) Ciaz (8.31 – 11.09 lakh)

c) Ignis (4.89 – 7.19 lakh)

32
 d) S- Cross (13.0 lakh Expected Price)

e) XL6 (9.84 – 11.51 lakh)

3) Maruti Suzuki Commercial

Maruti Suzuki Commercial deals in sales of commercial vehicles that can be

used to transport goods and passengers.

a) Super Carry (4.14 – 4.86 lakh)

33
 b) Eeco Cargo (Coming soon)

4) Maruti Suzuki True Value

Maruti Suzuki True Value is India’s largest certified used car dealer network
with around 1252 outlets spread across 942 cities.Maruti Suzuki True Value
system and process ensure that transactions made for used cars are fair and
transparent.

India’s pre-owned car market is growing and mature in tendum, and Maruti
Suzuki True Value is at the forefromt of it. Its sole and overriding objective is
to empower both the pre-owned car buyers and sellers, through a methodical
integretion of technology and industry experience.

Benefits of a True Value customer:

Digital evaluation of pre-owned cars on 376 checkpoints that you can rely on

Providing fair, transparent prices on pre-owned cars from multiple brands

34
 Transperancy is our services to make it convenient for both the buyers and
sellers

Services

Sales and service network

Maruti Suzuki has a total number of 3,598 outlets across 1,861 cities in India. The
company aims to double its sales network to 4,000 outlets by the end of 2020. It has
3,792 service stations across 1,861 cities throughpout India.
Maruti Suzuki’s dealership network is larger than that of enough known companies
comboned. Service is a major revenue generator of the company. Most of the service
stations are managed on franchise basis, where Maruti Suzuki trainsthe local staff. Also,
The Express Service stations exist, sending across their repair man to the vehicle if it is
away from a normal service center.

Maruti Insurance
Maruti Insurance was launched in 2002. It provides vehicle insurance to its customers
with the help of the National Insurance Company, Bajaj Allianz, New India Assurance
and Royal Sundaram. The service was set up the company with the inception of two
subsidiaries Maruti Insurance Distributors Services Pvt. Ltd and Maruti Insurance
Brokers Pvt. Limited.

Maruti Finance
With an intention to promote the bottom line growth, Maruti launched Maruti Finance
in January 2002. Maruti had started two joint ventures Citicorp Maruti and Maruti
Countrywide with City Group and GE countrywide respectively to assist its client in
securing loan.
For this, Maruti tied up with ABN Amro bank, HDFC bank, ICICI Bank, Kotak
Mahindra, Standard Chartered bank and Sundaram Finance to start this venture
including its strategic partners in car finance. In March 2003, Maruti entered into a
strategic partnership with State Bank of India.

35
Maruti Driving School

Accidents and Road Safety has always been a key concern area for both the government
and people on the road. With an objective to improve road safety and inculcate safe and
systematic driving habits among people, Maruti Suzuki has opened Maruti Driving
Training School (MDS). These driving schools are equipped with Practical Training
and Attitude Training. World class driving simulators are used to give a hands-on feel
to learners before taking the vehicles on the road. Having started in Bangalore in March
2005, Maruti Driving School has spread its network throughout the country in
collaboration with the dealers; the company has set up over 200 Maruti Driving Schools
across the country

Maruti Care App

Maruti Care is an application that can be downloaded free of charge from
respective app stores. The application enables car owners to have better control over
different services offered by Maruti. The application helps to store all customer service
needs like car service/maintenance & dealer network etc. With the help of the app past
records and the status of the car’s service can be checked easily and can give feedback
for the service availed.

Maruti Road Side Assistance

Maruti Road Side Assistance is a 24*7 avail service which offers roadside assistance
anywhere anytime with a quick response team of two-wheeler rider mechanic through
Maruti Care App or Calling Maruti Suzuki toll free number.
Features

Vehicle Recovery/ Towing Battery Jump Start

Lost Key Flat Tyre

36
Maruti Accessories

Many of the auto component companies except than Maruti Suzuki started to offer
compatible components and accessories. This caused a serious threat and loss of
revenue to Maruti Suzuki. Maruti Suzuki started a new initiative under the brand
name Maruti Genuine Accessories to offer accessories like alloy wheels, body cover,
carpets, door visors, fog lamps, stereo systems, seat covers and other car care products.
These products are sold through dealer outlets and authorized service stations
throughout India.

37
2.8 Departments of Maruti Suzuki

Maruti has a functional organizational structure with horizontal linkages. The activities
are divided based on the following functions finance, marketing, engineering and sales,
spares, production, material, parts inspection, quality assurance, human resource
development, information technology, new business and administration, the
centralization is very low in Maruti as the decision-making authority is quite
decentralized and disturbed across all levels. it is a very big organization and further
divided into smaller divisions.
There are 29 divisions in Maruti and are headed by one divisional head which is a
functional post. These divisions are divided into 132 departments and which are headed
by one departmental head which is again a functional post. In Maruti the formalization
is very high all the methods, procedures, standards are written down formally.
All the departments have department procedures which describe the role of work of the
department as well as their responsibilities and work flow. The procedures are approved
by divisional head and are also available for the concerned departments. In production
shops the standard operating procedures are displayed on the workstations and are
known as Maruti Operations standards.

Organizatonal Structure of Maruti Suzuki

Fig.1 Organizational Structure of Maruti Suzuki

38
1. Production Department
The production department deals with the input of factors of production to the
output of goods. The production department of Maruti Suzuki has four funtions-

a) Manufacturing
Deals with the manufacturing of vehicles. Maruti suzuki has two
manufacturing facilities in India with a combined production capacity
of 12,00,000 vehicles annually.

b) Facilities Planning
Cutting down the cost of production, improve the productivity and to
support the production of vehicles.

c) Production Services
Takes care of the maintenance of the production department and
providing production support.

d) Supplier Quality Assurance

Ensure that the supplier reliably supplies goods or services that satisfy
the customer’s need.

2. Supply Chain
Supply chain can be defined as the sequence of processess involved in the
distribution of a commodity. The supply chain department of Maruti Suzuki has
three major functions-

a) Component Sourcing
Deals with the sourcing or locating and management of the components
or parts, labour for the manufacturing .

b) Vendor Development
Improving the performance of suppliers and value received from the
suppliers

c) Consumables

39
3. Engeneering Department
Engeneering department of Maruti Suzuki handles designing of vehicles,
installation of machines and operations of the manufacturing plants.
Engeneering department of Maruti Suzuki has three functions:

a) Research & Development

Deals with the inovation, designing and improvement of vehicles.

b) Quality Assurance
Assures that the quality of the vehicles its components and parts is
excellent.

c) Service
Along with the excellency of the product the department works on
improving the providence of the services of Maruti Suzuki

4. Administration Department

Administration Department of Maruti Suzuki is the backbone of the

company.Administration department is the link between various departments of
Maruti Suzuki that ensures the smooth flow of information from one part to the
other.

a) Finance
Does the financial planning, reporting and control short and long term
business strategy, investments, hedginf, mergers and acquisitions, cash
management, internal risk management, corporate finance, auditing and
accounting of Maruti Suzuki.

b) Information Technology
Oversees the installation and maintenance of computer network systems
within the company

c) Human Resources
Ensures the company overcome the challenges and enhance the
performance with the help of skilled workforce by hiring them.

40
5. Marketing & Sales Department

Marketing & Sales Department of Maruti Suzuki operates the operations and
activities involved in promoting and selling of vehicles and services and to
enhance the experience of the customers.

a) Sales (Domestic & Exports)

Link between the product or service and the customers of Maruti Suzuki
with in and outside the country.

b) Pre-owned cars
Acting as mediator between pre-owned cars buyers and sellers.

c) Spares
Deals with supplying and selling of Spare parts

d) Marketing Strategy Development

Develops strategies to boost up sales and marketing

41
 CHAPTER 3

OBJECTIVE OF THE STUDY

42
 3. OBJECTIVE OF THE STUDY

1. To study the satisfaction of customers towards after-sales service of

Maruti Suzuki.

2. To analyze the quality of service provided by Maruti Suzuki.

3. To know the behavior of staffs at the service center.

4. To analyze customer satisfaction towards modern technologies and

equipments used by Maruti Suzuki.

5. To study the satisfaction of customers with the usage of Maruti

Suzuki cars.

43
 CHAPTER 4
LITERATURE REVIEW

44
4. LITERATURE REVIEW

Consumer Satisfaction is related to the human activity directed at satisfying human

wants through the exchange of goods and services. Customer satisfaction (often
abbreviated as CSAT), more correctly Sat) is a term frequently used in marketing. It is
a measure of how products and services supplied by a company meet or supass
customer expectarion. Customer satisfaction is defined as “the number of customers, or
percentage of total customers, whose reported experience wirh a firm, its products, or
its services (ratings) exceeds specified satisfaction goals. Cuatomer expectation is the
needs, wants and preconceived ideas of a customer about a product or a service. If
customer expectations are met then the customer is satisfied.
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 performances indicator within business and is often part
of a Balanced Scorecard. In a competitive marketplace where businesses complete for
customers, customer satisfaction is seen as a key differentiator and increasingly has
become a key element of business strategy.
4.1 Customer Satisfaction by Philip Kotler
Philip Kotler defines customer satisfaction as a ‘ person’s feeling of pleasure or
disappointment, which resulted from comparing a product’s perceived performance or
outcome against his/her expectations’. Although Kotler uses abstract terms like
pleasure and disappointment, the definition is by no means ambigious. Customer
satisfaction = f (perceived performance, buyer’s expectation)
According to this definition, the satisfaction goals are established by the customers
themselves before they set out to make a purchase. This is also why they start looking
for more information at this point — reviews, comparisons, alternatives, etc. Your
website, content marketing efforts, and presence on other review sites make a difference
at this point. So do customer stories and testimonials.

Addition by AK Rai, while Rai agrees that customer satisfaction depends on perceived
performance and expectations, he lays down a more detailed customer satisfaction
formula: Customer satisfaction = Customer perception of the service received –
Customer expectation from the service

4.2 The Zeithaml and Bitner model

The customer satisfaction definitions we saw so far do not factor in some key
parameters — like price, for instance. So, Zeithaml and Bitner went ahead and
developed a customer satisfaction model that not only includes price but also personal
factors. Quality and price are pretty much in control of the product companies or service
providers. But how does one take stock of situational and personal factors? This is
where building user personas come in handy, both for B2B and B2C players.

45
4.3 Customer Satisfaction Model
The nature of customer care is very much service oriented as most goods are consumed
at the same time as services are experienced. To satisfy a customer, the supplier needs
to have the services that the customer requires (Davidow, 1986). If the customer
perceives a service in a certain way, but expected less, then the customer is satisfied, as
the formula in Figure 2 shows. People and organisations that use professional services
are traditionally prepared to pay high fees for the services, because of the uncertainty,
importance, and risk involved. The customer wants to know that they get the required
attention. A service firm that is able of project a caring image and backing that image
with substance is likely to success (Maister, 1997).

Customer Satisfaction = Customer Perception - Customer Expectation

The customer anticipates how the service will be performed and that is added to his/her
expectations. Customers have previous experiences and, based on those experiences,
customers expect a service to be delivered in a certain way, which can be considered
company-controlled expectations creators. Uncontrollable creators are actions of the
competition and word of mouth. Over time these company controllable and
uncontrollable expectations creators together form the customer's standards. Customers
compare services according to certain standards with which they are familiar and those
do not necessarily relate to the service that is performed (Barsky, 1995, Friday and
Cotts, 1995 and Oliver, 1996).

4.4 After Sales Service

According to Wellemin (1984)

After sales service has changed drastically in recent decades. Customers have become
more dependent on efficient operation of suppliers’ equipment, services are labour
intensive and cost of labour has risen, products intended for the same markets are
becoming more similar, customers are increasingly selective as they seek value for
money, and social changes have reflected to services, for example when a service force
works in the customer’s premises, the supervision is frequently minimal.

Mathe and Shapiro, 1993)

After sales service is more than merely fixing what has gone wrong, which appears to
be the primary function of many after sales service functions. Manufacturers should
anticipate the after sales needs in product design, but experience shows that
manufacturers do not incorporate customers’ concerns actively enough at the product
design phase.

46
4.5 After Sales Service Strategy
The concept of ‘After sales service strategy’ is related with issues after the purchase of
the product and its delivery. After Sales Service Strategy discusses the effect of after
sales service in manufacturing industry which provides the detailing about technical
assistance, spare parts distribution and customer care. This strategy is associated with
marketing issues like service quality, service loyalty, customer satisfaction and
customer relationship management. After-Sale service strategy is related to several
theories like Service Loyalty, Service Quality, Customer Satisfaction, and Customer
Relationship Management. Description of each theory is elaborated below

4.6 Service Quality

According to (Friday and Cotts, 1995).
A company should always pay attention to the customer perceptions and expectations.
If there is a difference between customer expectations and perceptions, there is a gap
and in practice, it does not matter whether the gap is based on facts or feelings, but how
the customer perceives service matters.

4.7 Gaps between service delivery

According to Parasuraman service quality model (1985) there are 5 different gaps
between the customers and the delivery of quality services. These gaps are: Research
gap which is between customer expectations and the perception management about
those expectations. Planning and design gap between management's perception of what
the customer wants and the designed capabilities of the system that management
develops to provide the service. Implementation gap between what the service system
is designed to provide and what it actually provides. Communication gap between what
the service system provides and what the customer is told it provides and Reality gap
between customers' service expectations and their perception of that service

Zeithaml, Parasuraman and Berry.

The SERVQUAL model was initially designed for use for service firms and retailers.
In reality, while most organizations will provide some form of customer service, it is
really only service industries that are interested in understanding and measuring service
quality. Therefore, SERVQUAL takes a broader perspective of service; far beyond
simple customer service. One of the drivers for the development of the SERVQUAL
model was the unique characteristics of services (as compared to physical products).
These unique characteristics, such as intangibility and heterogeneity, make it much
harder for a firm to objectively assess its quality level (as opposed to a manufacturer
who can inspect and test physical goods). The development of this model provided
service firms and retailers with a structured approach to assess the set of factors that
influence consumers’ perception of the firm’s overall service quality.

47
4.8 Past researches on Customer Satisfaction of Maruti Suzuki

Singh and Srivastava (2013)

Study showed various factors affecting customer satisfaction towards Maruti Suzuki.
Exceptional customer service results in greater customer retention, which in turn results
in higher profitability. Customer loyalty is a major contribution to sustainable profit
growth. Measuring customer satisfaction provides an indication of how successful the
organization is at providing products or services to the marketplace. It also concluded
that all the factors considered in the study have significant effect on the overall
satisfaction of the customers. It conducted that satisfaction levels for pricing attributes
(such as Car price, discounts and service charges) are generally lower than product
related attributes.

Ranjith and Snekalatha (2013)

Focused on the customer’s brand loyalty and satisfaction towards Maruti car. Maruti
Suzuki India Limited is India’s leading & largest passenger car manufacturer which
accounting for nearly 50 per cent of the total industry sales. Customer loyalty is a major
contribution to sustainable profit growth to achieve success. This study found that
Maruti Udyog Ltd has various brands of car, but majority of respondent prefer Omni.
They are satisfied with price, band, image, convenience, appearance quality and require
less maintenance cost.

Parthian and Rajendran (2014)

study was carried on customer preference toward Maruti Suzuki. Main aim of this
study was to understand the mind of customers whether they was eager and satisfied to
handle. Even though most of the customers were satisfied with present model and
service, few customers were not satisfied about the facilities provided by the car. If the
Maruti car service providers give enough attention regarding this, they can ensure a
large level of customer preference.

Akhila and Thayyullathi (2015)

In his study on customer satisfaction toward Maruti Suzuki in Coimbatore found that
majority of the respondents were using SUV (Sport utility vehicle) type cars. They
found that Maruti Suzuki cars were the best and fast-moving brands. There were
increasing trend because of easy handling, safety, security and high performance, which
makes the advanced technologies to adopt new model.

48
Suganthi and Renuka (2016)

focused on data collected through convenience sampling of 200 consumers of Maruti

Suzuki Swift car users of Udumalpet Taluk. Later the data was analysed with statistical
tools like mean and the hypothesis was tested by using Chi-Square analysis. Maruti
Suzuki Swift is most preferred brand by the majority of the customer. It is going to pose
great challenges to other small cars in India. Most of the customers are satisfied with
the mileage and fuel efficiency of the car and they preferred Maruti Suzuki Swift.

49
 CHAPTER 5

RESEARCH METHODOLOGY

50
 5. RESEARCH METHODOLOGY

5.1 Research Methodology:

Research methodology is a process used for making decisions by collecting, analysing

and interpreting data. The methodology may include interviews, public research,
surveys and other techniques for research and could include both present and historical
information

1) Primary Data

The essential information is gathered through questionnaire designed with the

help of google form and sent to the customers of Maruti Suzuki to collect the
data from their individual experience. The questionnaire was kept formal and
simple and designed in English and Hindi language both to make it easy to
understand.

2) Secondary Data

The secondary information is gathered from online articles, books, websites,

records, previous reports and researches.

5.2 Sampling Method

Sampling unit is the unit into which an aggregate is divided for sampling purpose, each
unit and response is considered as individual.

• The sampling method used in this research was Convenience sampling

Convenience sampling is a type of non-probability sampling method in which the

sample is taken from a group of people who are easy to reach or contact.

5.3 Sample Size

Sample size can be defined as inferences to reference about a population for a sample.

• Sample size taken for the research was 250.

51
5.4 Research Instruments

Research instruments are measurement tools designed to obtain data on a topic of

interest

• The instrument used in this research was questionnaire.

5.5 Questionnaires

The most commonly used tool for survey research is questionnaire. These are a set of
questions designed to collect the relevant data for the research.

• The questionnaire was designed in English and Hindi both to reduce the
language barrier and questions were kept formal and simple to make it easy to
understand.

5.6 Data Analysis

Data analysis is the process of transforming the collected data into valuable information
for decision making.

• To collect data Google form is used for conducting survey.

• To analyze the data SPSS analysis is used.

52
 CHAPTER 6

DATA ANALYSIS & INTERPRETATION

53
6. DATA ANALYSIS & INTERPRETATION

• Gender

a) Male
b) Female

Table 1: Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid Male 204 81.6 81.6 81.6
Female 46 18.4 18.4 100.0
Total 250 100.0 100.0

Fig. 2

Interpretation-

• According to the above analysis out of 250 respondents 82% are male and 18%
are female.

54
 • Age

Table 2: Age
N Valid 250
Missing 0
Mean 38.34
Minimum 24
Maximum 66

Fig. 3

Interpretation-

• Out of 250 respondents the average age of the respondents is 38.

• With the minimum of 24 and a maximum of 66.

55
 1) What type of Maruti Suzuki’s car do you own?

a) Hatchback
b) Sedan

Table 3: Car Type

Valid Cumulative
Frequency Percent Percent Percent
Valid Hatchback 142 56.8 56.8 56.8
Sedan 105 42.0 42.0 98.8
Hatchback, 3 1.2 1.2 100.0
Sedan
Total 250 100.0 100.0

Fig. 4

Interpretation-

• According to the above analysis out of 250 respondents most of them owns a
hatchback.
• The total number of 142 respondents own a hatchback i.e. 56.8% and 105
respondents own a sedan i.e. 42%.
• Only 3 respondents were found having both hatchback and sedan i.e. 1.2%.

56
 2) How long have you been using this car?

a) 1-2 years
b) 2-4 years
c) 4-6 years
d) More than 6 years

Table 4: Using since

Cumulative
Frequency Percent Valid Percent Percent
Valid 1-2 years 55 22.0 22.0 22.0
2-4 years 118 47.2 47.2 69.2
4-6 years 59 23.6 23.6 92.8
More than 6 years 18 7.2 7.2 100.0
Total 250 100.0 100.0

Fig. 5

Interpretation-

• Most of the respondents were found using Maruti Suzuki cars from 2-4 years.
• Out of 250 respondents only 7.2% respondents were found using Maruti Suzuki
cars from more than 6 years.
• 22% respondents from 1-2 years, 47.2% from 2-4 years, 23.6% from 4-6 years.

57
 3) Do you receive notifications or reminders regarding service due date on time?

a) Yes
b) No

Table 5: Notify you

Cumulative
Frequency Percent Valid Percent Percent
Valid No 24 9.6 9.6 9.6
Yes 226 90.4 90.4 100.0
Total 250 100.0 100.0

Fig. 6

Interpretation-

• Out of 250 customers of Maruti Suzuki 90.4% customers responded positively.

• While almost 9.6% customer said they don’t receive notifications and reminders
regarding service due on time.
• Most of the respondents gave positive responses.

58
 4) How would you rate the ease of booking a service appointment for your car?

1 2 3 4 5

Very difficult Very easy

Table 6: Ease of booking

Valid Cumulative
Frequency Percent Percent Percent
Very Difficult 2 .8 .8 .8
Difficult 2 .8 .8 1.6
Moderate 46 18.4 18.4 20.0
Easy 142 56.8 56.8 76.8
Very Easy 58 23.2 23.2 100.0
Total 250 100.0 100.0

Fig. 7

Interpretation-

• Out of 250 customers 58 customers found it very easy and the majority of 142
customers found it easy to book a service appointment for their car.
• Only 2 customers were found responding very difficult
• Where, 46 customers found it moderate to book a service appointment.
• The average ratings is 4.1 out of 5.

59
 5) How often do you get the same day appointment for servicing?

a) Always
b) Mostly
c) Sometimes
d) Rarely
e) Never

Table 7: Same day appointment

Valid Cumulative
Frequency Percent Percent Percent
Valid Always 30 12.0 12.0 12.0
Mostly 97 38.8 38.8 50.8
Never 1 .4 .4 51.2
Rarely 18 7.2 7.2 58.4
Sometimes 104 41.6 41.6 100.0
Total 250 100.0 100.0
Fig. 8

Interpretation-

• 46% respondents said they get same day service appointment sometimes.
• Where 12% of the respondents responded Always, 38.8% responded mostly
and 7.2% responded Rarely.
• Only 1 customer was found responding Never.

60
 6) What is the total time the staff usually takes to attend you at the service centers?

a) 5-10 min (excellent)

b) 10-15 min (good)
c) 15-20 min (fair)
d) More than 20 mins (poor)

Table :8 Time to attend

Cumulative
Frequency Percent Valid Percent Percent
5-10 mins 46 18.4 18.4 18.4
10-15 mins 175 70.0 70.0 88.4
15-20 mins 28 11.2 11.2 99.6
More than 20 mins 1 .4 .4 100.0
Total 250 100.0 100.0

Fig. 9

Interpretation-

• The majority of 70% respondents said it takes 10-15 min for the staff to attend
them in Maruti Suzuki’s service centers.
• Followed by 18.4% of 5-10 mins, 11.2% of 15-20 mins.
• Only 1 customer experienced very late attendance by the staff at service center.

61
 7) How would you rate the behavior of the service staffs at the workshop?

1 2 3 4 5

Highly dissatisfied Highly Satisfied

Table :9 Staffs behaviour

Valid Cumulative
Frequency Percent Percent Percent
Highly Dissatisfied 1 .4 .4 .4
Dissatisfied 1 .4 .4 .8
Neutral 42 16.8 16.8 17.6
Satisfied 139 55.6 55.6 73.2
Highly Satisfied 67 26.8 26.8 100.0
Total 250 100.0 100.0

Fig. 10

Interpretation-
• 67 customers were found rating 5 out of 5, 139 customers were found rating 4
out of 5 and 42 customers were found rating 3 out of 5.
• Only one customer was found highly dissatisfied from the behavior of service
staffs who rated 1 out of 5.
• The average ratings recorded is 4.1 out of 5

62
 8) How would you rate the facilities provided at the customer lounge?

1 2 3 4 5

Poor Excellent

Table 10: Lounge facilities

Valid Cumulative
Frequency Percent Percent Percent
Poor 4 1.6 1.6 1.6
Fair 9 3.6 3.6 5.2
Good 98 39.2 39.2 44.4
Very Good 122 48.8 48.8 93.2
Excellent 17 6.8 6.8 100.0
Total 250 100.0 100.0

Fig. 11

Interpretation-
• A majority of 122 respondents rated 4 out of 5 Where as, 98 respondents rated
3 and 17 respondents rated 5 out of 5.
• Total of 13 respondents rated negatively in which 4 customers rated 1 and 9
rated 2 out of 5.
• Making an average rating of 3.5 out of 5.

63
 9) How would you rate the quality of cleaning of your car at the service centers?

1 2 3 4 5

Poor Excellent

Table 11: Car cleaning

Valid Cumulative
Frequency Percent Percent Percent
Poor 1 .4 .4 .4
Fair 5 2.0 2.0 2.4
Good 60 24.0 24.0 26.4
Very Good 132 52.8 52.8 79.2
Excellent 52 20.8 20.8 100.0
Total 250 100.0 100.0

Fig. 12

Interpretation-
• According to the analysis 132 respondents rated the quality of cleaning of car 4
out of 5. Whereas, 52 customers rated 5 and 60 customers rated 3 out of 5.
• 5 customers rated 2 and only one customer rated 1 out of 5 to the quality of car
cleaning.
• Making an average rating of 3.9 out of 5.

64
 10) How often do you get to collect your vehicle at the given time?

a) Within 2 hours
b) 2-4 hours
c) 4-6 hours
d) 6-8 hours
e) After a day

Table 12: Ready for collection

Valid Cumulative
Frequency Percent Percent Percent
Within 2 hours 6 2.4 2.4 2.4
2-4 hours 149 59.6 59.6 62.0
4-6 hours 88 35.2 35.2 97.2
6-8 hours 5 2.0 2.0 99.2
After a day 2 .8 .8 100.0
Total 250 100.0 100.0

Fig. 13

Interpretation-
• Majority of 59.6% respondents said they got to collect their vehicle between 2-
4 hours
• Followed by 4-6 hours (35.2%), within 2 hours (2.4%) and 2 % said between 6-
8 hours
• Only 2 customers said they got to collect their vehicle after a day.

65
 11) How would you rate Maruti Suzuki's "Pick up and drop facility"?

1 2 3 4 5

Poor Excellent

Table 13: Pick drop facility

Valid Cumulative
Frequency Percent Percent Percent
Poor 3 1.2 1.2 1.2
Fair 2 .8 .8 2.0
Good 78 31.2 31.2 33.2
Very Good 132 52.8 52.8 86.0
Excellent 35 14.0 14.0 100.0
Total 250 100.0 100.0

Fig. 14

Interpretation
• 132 respondents rated 4 out of 5, followed by 78 respondents who rated 3 out
of 5, 35 customers rated 5.
• Only 5 respondents were found rating negatively 3 gave 1 rating and 2
respondents gave 2 out of 5.
• Making an average rating of 3.7 out of 5

66
 12) Rate the modern technologies and equipment used by Maruti Suzuki for
service providing.

1 2 3 4 5

Poor Excellent

Table :14 Modern technologies and equipment

Valid Cumulative
Frequency Percent Percent Percent
Poor 1 .4 .4 .4
Fair 12 4.8 4.8 5.2
Good 82 32.8 32.8 38.0
Very Good 123 49.2 49.2 87.2
Excellent 32 12.8 12.8 100.0
Total 250 100.0 100.0

Fig. 15

Interpretation-
• A majority of 123 respondents rated 4 out of 5, followed by 82 customers with
3, 32 respondents with 5 and 12 customers with 2 out of 5 rating.
• Only 1 respondent was recorded giving 1 rating.
• Average rating given by the respondents is 3.7 out of 5.

67
 13) What is your overall experience towards the after sales service of Maruti
Suzuki?

1 2 3 4 5

Poor Difficult

Table :15 Overall experience

Valid Cumulative
Frequency Percent Percent Percent
Fair 7 2.8 2.8 2.8
Good 56 22.4 22.4 25.2
Very Good 152 60.8 60.8 86.0
Excellent 35 14.0 14.0 100.0
Total 250 100.0 100.0

Fig. 16

Interpretation-
• According to the above analysis 152 respondents rated 4 out of 5, followed by
56 respondents with 3 out of 5, 35 respondents with 5 out of 5 rating.
• 7 respondents rated 2 out of 5, no respondent rated 1 out of 5.
• Making the average rating of 3.8 out of 5.

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 Table :16 Descriptive Statistics
Std.
N Minimum Maximum Mean Deviation
Ease of booking 250 1.00 5.00 4.0080 .72251
Staffs behaviour 250 1.00 5.00 4.0800 .69537
Lounge facilities 250 1.00 5.00 3.5560 .74369
Car cleaning 250 1.00 5.00 3.9160 .74778
Pick drop facility 250 1.00 5.00 3.7760 .73756
Modern technologies & 250 1.00 5.00 3.6920 .76909
equipment
Overall experience 250 2.00 5.00 3.8600 .67693
Valid N (listwise) 250

• The above variables are measured in the scale of 1 to 5, each scale has
different level of values.

• Along with the added value to the scale, the scale is also considered with the
level of satisfaction from the services.

• For example- 1 resembles highly dissatisfaction where, 5 resembles highly

satisfaction. 2 (dissatisfaction), 3 (neutral) and 4 resembles satisfaction.

• Analyzing the above 7 variables with different ratings received by the

respondents-

a) Ease of booking got an average rating of 4. out of 5

b) Staff’s behavior got an average of 4 out of 5
c) Lounge facilities got an average of 3.5 out of 5
d) Car cleaning got an average of 3.9 out of 5
e) Pick drop facility got an average of 3.7 out of 5
f) Modern techs & equipment got an average of 3.6 out of 5
g) Overall experience got 3.8 out of 5

• After analyzing all the variables, the average rating of all the 7 variables is
resulted as the score of 3.8 out of 5.

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 CHAPTER 7
FINDINGS & CONCLUSION

70
7. FINDINGS & CONCLUSION

7.1 Findings

1. According to the analysis out of 250 respondents 81.6% are male and remaining
18.6% are females.

2. The average age of the respondents is 38.

3. According to the above analysis out of 250 respondents, most of them owns
only Hatchback i.e. 56.8%

4. Maruti Suzuki does a very good job in reminding their customers about the
service due date.

5. Most of the customers were found having very less difficulty in booking a
service appointment.

6. The behavior of the service staffs is found satisfactory by most of the

respondents.

7. Most of the customers were satisfied with the facilities provided at customer
lounge,

8. A majority of respondents said they mostly they get to collect their vehicle
between 2-4 hours, followed by the respondents who mostly get to collect their
vehicle between 4-6 hours.

9. Most of the customer were found satisfied with the pick and drop facility and
modern technologies & equipment used by Maruti Suzuki.

10. Most of the respondents were found satisfied with the overall experiences of
Maruti Suzuki’s after sales service.

11. After the whole analysis the respondents gave an average rating of 3.8 out of 5
to the after sales service of Maruti Suzuki which can be considered as
Satisfactory.

71
7.2 Conclusion

After a brief analysis and study on the topic Customer Satisfaction towards After
sales service of Maruti Suzuki I have came to the conclusion that:

1. Overall, most of the customers are satisfied with the after sales service of Maruti
Suzuki.

2. The quality of service provided by Maruti Suzuki is impressive as most of the

customer found it satisfactory.

3. The behavior of service staffs towards customers is also found satisfactory as

they are polite and gentle with the customers.

4. Most of the customers are satisfied with the modern technologies and equipment
used by Maruti Suzuki for providing service to their customers.

5. There is a majority of customers who are satisfied with the usage of Maruti
Suzuki cars as it offers decent after sale service.

72
 CHAPTER 8
RECOMMENDATIONS

73
 8. RECOMMENDATIONS

Although Maruti Suzuki provides decent after sales service and most of its customers
are satisfied with it, yet the company is not best in the automobile industry. According
to the J.D. Power India Customer Service Index study, Maruti Suzuki stands on 9th
position in which 1st position is scored by Hyundai followed by Tata Motors at 2nd.
Followings are the recommendations that I would like to give-

1. Maruti Suzuki should work on providing same day appointment for servicing
of the cars.

2. The company should improve the quality of facilities at the customer lounge.

3. Work on reducing time for attending the customers at service centers.

4. Maruti Suzuki should work on being punctual in providing the vehicles to the
customers at the given time.

5. The company should provide training to their employees regarding the usage of
modern technologies and equipment and expand their area of serving.

6. Rather than increasing the quantity of manufacturing cars the company should
focus on improving the service quality, service initiation, facility, service
provider and pickup facility.

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 CHAPTER 9
LIMITATIONS

75
 9. LIMITATIONS

1. The study was confined to a finite period of 60 days.

2. The findings are totally based on individual experiences of the customers of

Maruti Suzuki

3. Due to time constraints the respondent covered were only 250 respondents.

4. The study is based on the responses of Hatchback and Sedan owners.

5. The result fully depends on the information given by the respondents which may
be biased.

76
 CHAPTER 10
BIBLIOGGRAPHY

77
10. BIBLIOGRAPHY

Books
• Kotler Philip, Keller Kevin, Marketing Management, Pearson Education
Limited, 2006, Chicago, Illinois.

• Zeithaml, Gremler, Bitner and Pundit Ajay, Services Marketing, Tata McGraw-
Hill, 5th edition, 2011, New Delhi

• Gupta S.L., Marketing Research, Anurag Jain Excel Books Pvt Limited, 2005,
New Delhi.

Articles
• A. Parasuraman, Finding Service Gaps in the Age of e-commerce,8, IIR099,
June 15,2013

Internet
• https://www.ibef.org/industry/india-automobiles/showcase/maruti-suzuki-
india-limited

• https://www.marutisuzuki.com/service

• https://www.capitalmarket.com/Company-Information/Information/About-
Company/Maruti-Suzuki-India-Ltd/5496

• https://shodhganga.inflibnet.ac.in/bitstream/10603/170413/14/14_chapter_7

• https://www.investopedia.com/terms/a/aftersales-support.asp

• https://www.marketing91.com/types-of-after-sales-service/

78
CHAPTER 11

ANNEXURES

79
11. ANNEXURES

The questions were asked to the 250 respondents about customer satisfaction
towards after sales service, who are the customers and owners of Maruti
Suzuki’s Hatchback and Sedan cars.

1. What type of Maruti Suzuki’s car do you own?

a) Hatchback
b) Sedan

2. How long have you been using this car?

a) 1-2 years
b) 2-4 years
c) 4-6 years
d) More than 6 years

3. Do you receive notifications or reminders regarding service due date on time?

a) Yes
b) No

4. How would you rate the ease of booking a service appointment for your car?

1 2 3 4 5

Very difficult Very easy

80
5. How often do you get the same day appointment for servicing?

a) Always
b) Mostly
c) Sometimes
d) Rarely
e) Never

6. What is the total time the staff usually takes to attend you at the service
centers?

a) 5-10 min (excellent)

b) 10-15 min (good)
c) 15-20 min (fair)
d) More than 20 mins (poor)

7. How would you rate the behavior of the service staffs at the workshop?

1 2 3 4 5

Highly dissatisfied Highly Satisfied

8. How would you rate the facilities provided at the customer lounge?

1 2 3 4 5

Poor Excellent

9. How would you rate the quality of cleaning of your car at the service
centers?

1 2 3 4 5

Poor Excellent

81
10. How often do you get to collect your vehicle at the given time?

a) Within 2 hours
b) 2-4 hours
c) 4-6 hours
d) 6-8 hours
e) After a day

11. How would you rate Maruti Suzuki's "Pick up and drop facility"?

1 2 3 4 5

Poor Excellent

12. Rate the modern technologies and equipment used by Maruti Suzuki for
service providing.

1 2 3 4 5

Poor Excellent

13. What is your overall experience towards the after sales service of Maruti
Suzuki?

1 2 3 4 5

Poor Difficult

82
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