TIAS/AC/2023-24/22(A)

PROJECT REPORT ON

MINOR PROJECT ON SALES MANAGEMENT PROCESS IN VOLKSWAGEN PVT LTD.

Undertaken at

“A STUDY ON SALES PROMOTION ACTIVITIES OF VOLKSWAGEN INDIA”

Submitted in partial fulfillment of the requirements

for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by

MR. PIYUSH VANSHIKA GOYAL
Faculty Guide BBA- IV Sem, Shift 1
Associate professor Enrollment No.:10217001721

Session: 2023-24
 DECLARATION

I, hereby declare that the project work entitled - “A STUDY ON SALES

PROMOTION ACTIVITIES OF VOLKSWAGEN INDIA” submitted to
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY is a record of an
original work done by me under the guidance of Mr. PIYUSH, faculty member
at Tecnia Institute Of Advanced Studies.

Vanshika Goyal

Enrollment number: 10217001721

 CERTIFICATE

I VANSHIKA GOYAL ROLL NO. 10217001721 CERTIFY THAT THE MINOR REPORT IS COMPLETED
BY ME BY COLLECTING THE MATERIAL FROM THE REFERENCED SOURCES. THE MATTER
EMBODIED IN THIS HAS NOT BEEN SUBMITTED EARLIER FOR THE AWARD DEGREE OR DIPLOMA
TO THE BEST OF MY KNOWLEDGE AND BELIEF.

I CERTIFIED THAT THE MINOR PROJECT REPORT (PAPER CODE BBA-218) ENTITLED “A STUDY ON
SALES PROMOTION ACTIVITIES OF VOLKSWAGEN INDIA” DONE BY MR. PIYUSH, ROLL NO.
10217001721 IS COMPLETED UNDER MY GUIDANCE.

SIGNATURE OF THE GUIDE

NAME OF THE GUIDE: MR. PIYUSH
ASSOCIATE PROFESSOR
 ACKNOWLEDGEMENT

With profound sense of gratitude and regard, I express my sincere thanks to my guide and
mentor Mr. PIYUSH for her valuable guidance and the confidence she installed in me, that
helped me in the successful completion of this project report. Without her help, this project
would have been a distant affair. Her thorough understanding of the subject and the
professional guidance is indeed of immense help to me is also thankful to the faculty member
of our institute who cooperated with me and gave me their valuable time.

……………………………

Signature of the Scholar Name:

VANSHIKA GOYAL Enrollment No.:

10217001721
 TABLE OF CONTENTS

CHAPTER CONTENTS SIGNATURE

CHAPTER 1 INTRODUCTION

CHAPTER 2 LITRATURE REVIEW

CHAPTER 3 COMPANY PROFILE

CHAPTER 4 DATA ENTERPRITATION

AND ANALYSIS

CHAPTER 5 RESEARCH
METHODOLOGY

CHAPTER 6 FINDING AND

CONCLUSION

CHAPTER 7 SUGGESTIONS AND

RECOMMENDATIONS

CHAPTER 8 QUESTIONNAIRE

BIBLIOGRAPHY
 CHAPTER- 1
INTRODUCTION TO INDUSTRY

The automotive industry in India is one of the larger markets in the world. It had
previously been one of the fastest growing markets globally but is currently
experiencing flat or negative growth rates. India’s passenger car and commercial
vehicle manufacturing industryis the sixth largest in the world, with an annual
production of more than 3.9 million units in 2021. According to recent reports,
India overtook Brazil and became the sixth largest passenger vehicle producer in
the world (beating such old and new auto makers as Belgium, UK, Italy, Canada,
Mexico, Russia, Spain, and Brazil) grew 16 to 18 percent to sell around three
million units in the course of 2012 and 2013. In 2009, India emerged as Asia’s
fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand.

In 2010, India beat Thailand to become Asia’s third largest exporter of passenger
cars.

As of 2010, India is home to 40 million passenger vehicles. More than

3.7 million automotive vehicles were produced in India in 2010 (an increase of
36.9%) making the country the second (after China) fastest growing automobile
market in the world in that year. According to the Society of Indian Automobile
Manufacturers, annual vehicle sales are projected to increase to 4 million by 2016,
no longer 5 million as previously projected.
The majority of India’s car manufacturing industry is based around three clusters
in the south, west and north. The southern cluster consisting of Chennai is the
biggest with 35% of the revenue share.The western hub near Mumbai and Pune
contributes to 33% of the market and the northern cluster around the National
Capital Region contributes 39%. Chennai houses the India operations of Ford,
Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimier, Caparo,
Mini and Datsun. Chennai accounts for 60% of the country’s automotive exports.
Gurgaon and Manesar in Haryana form the northern cluster where the country’s
largest car manufacturer, Maruti Suzuki is based. The Chakan corridor near Pune,
Maharashtra is the western cluster with companies like General Motors,
Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land
Rover, Jaguar, Fiat and Force Motors having assembly plants in the area. Nashik
has a major base of Mahindra and Mahindra with a SUV assembly unit,
Aurangabad with Audi, Skoda, and Volkswagen also forms part of the western
cluster. Another emerging cluster is in the state of Gujaratwith manufacturing
facility of Generac Motors in Haldol and further planned for Tata Nano at their
plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are also set to
come up in Gujarat. Kolkata with Hindustan Motors, Noida with Honda and
Bengaluru with Toyota are some of the other automotive manufacturing regions
around the country.

In 2020, there were 3695 factories producing automotive parts in all of India. The
average firm made US$6 million in annual revenue with profits close to US$400
thousand.
One of the major investments and developments in the automobile sector in India
are as follows:

 Electric car maker Tesla Inc. is likely to introduce its products in India
sometime in the summer of 2023.
 South Korea’s Kia Motors Corp is close to finalising a site for its first
factory in India, slated to attract US$1 billion (Rs 6,700 crore) of
investment. It is deciding between Andhra Pradesh and Maharashtra. The
target for operationalising the factory is the end of 2020 or early 2021.
 Several automobile manufacturers, from global majors such as Audi to
Indian companies such as Maruti Suzuki and Mahindra & Mahindra, are
exploring the possibilities of introducing driverless self-driven cars for
India.
 BMW plans to manufacture a local version of below-500 CC motorcycle,
the G310R, in TVS Motor’s Hosur plant in Tamil Nadu, for Indian markets.

In the initial years, most of the manufacturing activities were concentrated in the
USA and in some of the European countries. Though, these countries still account
for a significant share in the production, more volume of production comes from
other parts of the world, like China, Japan and Korea. Around three fourths of the
global

production is being carried out in top 10 producing countries, in 2007. Of these,

Japan, USA and China, cumulatively constitute over 40% of global production.

The last decade has experienced a growing level of motorization, as reflected by

the production of automobiles. According to OICA, Japan is the largest producer
of cars in the world followed by China, Germany, USA, South Korea and France.
India ranks 9th in the production of cars in the world ahead of UK, Canada, Russia
and Mexico. USA is the largest producer of commercial vehicles; close
competitors in production of commercial vehicles are China, Japan, Canada,
Thailand and Mexico. India ranks 8th in the production of commercial vehicles
and is ahead of countries like Brazil, Germany, France and Turkey.

India’s Automotive Mission Plan (AMP) 2006-2016 is a collaborative effort

between the Indian government, the automotive industry, and academia.11 The
stated vision of AMP is for India “to emerge as the destination of choice in the
world for design and manufacture of automobiles and auto components with
output reaching a level of U.S.
$145 billion accounting for more than 10 percent of the GDP and providing
additional employment to 25 million people by 2016.”12 India is currently the
eleventh largest passenger car market in the world and aims to be the seventh
largest market by 2016. While the auto industry has experienced robust growth
over the past decade, it still plays a small role in the global industry. According to
AMP, India has about 2.37 percent of the world production of passenger and
commercial vehicles and exports from India contribute approximately
0.3 percent of the global auto trade.

The AMP makes a number of suggestions for actions to be taken by both the
government and industry in order for India to fulfil the goals laid out in the plan.
For example, they estimate an investment of approximately $35-40 billion in the
auto sector over the 2006-2016- time period will be required to implement AMP.

The government’s responsibility would be to “facilitate infrastructure creation,

promote the country’s capabilities, create a favourable and predictable business
environment, attract investments and promote R&D.” 13 Industry’s responsibility
concerns issues such as designing and manufacturing quality products, improving
productivity, maintaining costs, among others. AMP also calls for the formation
of an appropriate development policy; improving road, rail, port, and energy
infrastructure; expanding demand for automobiles domestically; and developing a
 roadmap to address environmental and safety concern.
Volkswagen is one of the fast-growing companies in the automobile market with
superior quality product and varieties of cars in India. The Volkswagen is one of the top
automobile companies exports it’s to 145 countries throughout the world. Volkswagen in
India has gained a good reputation among its customer for its quality and design.
Volkswagen is about to be the market leaderin the year 2020, as they are manufacturing hatch
back cars for its customers.

\
 CHAPTER- 2
REVIEW OF LITERATURE

MARKETING COMMUNICATION:
Modern marketing is the management of the 4P’s - PRODUCT, PRICE, PLACE,
PROMOTION.
1.1.The product communicates a distinctive image like glamour or prestige. The brand name
communicates physical and physiological attributes of the
product. The package communicates to the manufacturer thinks of his convenience and the
since of beauty. This price communicates the equity of the products. These are
communication between buyer & seller i.e. the distribution channel. Thus each elements of
the marketing mix either helps or hinders communication and ultimately the sales effort. The
marketing communication or promotion mix consists of five major tools:
1. Advertising
2. Sales promotion
3. Publicity
4. Personal selling
5. Public relation
1.2. A brand is a product, service, or concept that is publicly distinguished from other
products, services, or concepts so that it can be easily communicated and usually marketed.
Branding is the process of creating and disseminating the brand name. Branding can be
applied to the entire corporate identity as well as to individual product and service names.
Brands are often expressed in the form of logos, Graphic representations of the brand. A
company's brands and the public awareness of them are often used as a factor in evaluating a
company. Corporations sometimes hire market research firms to study public recognition of
brand names as well as attitudes towards the brands.

BRAND BUILDING:
The important factors that are affecting to build a brand value…
1. Quality
2. Positioning
3. Repositioning
4. Communication
5. First mover advantage
6. Long term perspective

OBJECTIVE OF STUDY:
The main objective of study was to understand the whole automobile market of Delhi and
customer behavior regarding that Objectives: -
A) To know the profile of different customer groups according to their sex, age, income,
frequency of their uses, etc.
B) To know the satisfaction level of customer with their present car.
C) To analyze the down market stretching strategy of Volkswagen with the introduction of
POLO & VENTO.

SCOPE OF THE STUDY:

•The study is to be carried out in city of Delhi.
•Delhi is a cosmopolitan environment, consisting of people from different parts of city.
 CHAPTER-3
COMPANY PROFILE

Abra Motor Private Limited was founded in the year 2008 by Buhari Groups. The
founder was B. S. Abdur Rahaman. Buhari Groups is mainly focusing on constructions,
buildings, autom obile industry, trading and so on. Abra Motors got a dealership for the
Volkswagen in the year 2008. Buhari groups has dealerships for Mercedes-Benz, fiat
and Mahindra. The name Abra Motors signifies the founder of the company “Abdur
Rahaman Motors Private Limited”The Main moto of founding this company is to
enhance good service andprovide good quality of cars to its customers.
1932–1940: People's Car project

Model of Porsche Type 12 (Zündapp), Museum of Industrial Culture

Volkswagen was established in 1937 by the German Labour Front (Deutsche
Arbeitsfront) in Berlin. In the early 1930s, cars were a luxury – most Germans could
afford nothing more elaborate than a motorcycle and only one German out of 50
owned a car. Seeking a potential new market, some car makers began independent
"people's car" projects – the Mercedes 170H, BMW 3/15, Adler AutoBahn, Steyr 55,
and Hanomag 1.3L, among others.
The growing trend was not nascent; Béla Barényi, a pioneering automotive engineer, is
credited as already having conceived the basic design during the mid-1920s. Josef Ganz
developed the Standard Superior (going as far as advertising it as the "German
Volkswagen"). In Germany, the company Hanomag mass-produced the 2/10 PS
"Kommissbrot", a small, cheap rear-engined car, from 1925 to 1928. Also, in
Czechoslovakia, the Hans Ledwinka's penned Tatra T77, a very popular car
amongst the German elite,was becoming smaller and more affordable at each revision.
Ferdinand Porsche, a well-known designer for high-end vehicles and race cars, had
been trying for years to get a manufacturer interested in a small car suitable for a family.
He built a car named the "Volksauto" from the ground up in 1933, using many popular
ideas and several of his own, putting together a car with an air-cooled rear engine,
torsion bar suspension, and a "beetle" shape, the front bonnet rounded for better
aerodynamics (necessary as it had a small engine).

11
VW logo during the 1930s, initials surrounded by a stylised cogwheel and a spinning
propeller that looked like a swastika
In 1934, with many of the above projects still in development or early stages of
production, Adolf Hitler became involved, ordering the production of a basic vehicle
capable of transporting two adults and three children at 100 km/h (62 mph). He
wanted a car every German family would be able to afford. The "People's Car" would
be available through a savings plan at 990 ℛℳ (US$396 in 1938)—about the price of
a small motorcycle (the average income being around 32 ℛℳ a week).
It soon became apparent that private industry could not turn out a car for only 990 ℛℳ.
Thus, Hitler chose to sponsor an all-new, state-owned factory using Ferdinand
Porsche's design (with some of Hitler's design suggestions, including an air-cooled
engine so nothing could freeze). The intention was that German families could buy the
car through a savings scheme ("Fünf Mark die Woche musst du sparen, willst du im
eigenen Wagen fahren" – "Five Marks a week youmust set aside, if in your own car you
wish to ride"), which around 336,000 people eventually paid into. However, the project
was not commercially viable, and only government support was able to keep it afloat.
Prototypes of the car called the "KdF-Wagen" (German: Kraft durch Freude –
"Strength through Joy") appeared from 1938 onwards (the first cars had been produced
in Stuttgart). The car already had its distinctive round shape and air- cooled, flat-four,
rear-mounted engine. The VW car was just one ofmany KdF programs, which
included things such as tours and outings. The prefix Volks— ("People's") was not just
applied to cars, but also to other products in Germany; the "Volksempfänger" radio
receiver for instance. On 28 May 1937, Gesellschaft zur Vorbereitung des
Deutschen Volkswagens mbH ("Company for the Preparation of the German
Volkswagen Ltd."),
or Gezuvor for short, was established by the Deutsche Arbeitsfront in Berlin. More
than a year later, on 16 September 1938, it was renamed to
Volkswagenwerk GmbH.

VW Type 82E
Erwin Komenda, the longstanding Auto Union chief designer, part of Ferdinand
Porsche's hand-picked team,[7] developed the car body of the prototype, which was
recognisably the Beetle known today. It was one of the first cars designed with the aid
of a wind tunnel—a method used for German aircraft design since the early 1920s. The
car designs were put through rigorous tests and achieved a record-breaking million
miles of testing before being deemed finished.
The construction of the new factory started in May 1938 in the new town of "Stadt des
KdF-Wagens" (renamed Wolfsburg after the war), which had been purpose-built for the
12
factory workers. This factory had only produced a handful of cars by the time war
started in 1939. None were actually delivered to any holder of the completed saving
stamp books, though one Type 1 Cabriolet was presented to Hitler on 20 April 1944
(his 55th birthday). 1939–1944: Wartime production and concentration camp labour
War changed production to military vehicles—the Type 82
Kübelwagen ("Bucket car") utility vehicle (VW's most common wartime model), and
the amphibious Schwimmwagen—manufactured for German forces. One of the first
foreigners to drive a Volkswagen was the American war correspondent Ernie Pyle, who
had the use of a captured Volkswagen for a few days after the Allied victory in Tunisia
in May 1943. As was common with much of the production in Nazi Germany during
the war, slave labour was utilised in the Volkswagen plant, e.g. from Arbeitsdorf
concentration camp. The company would admit in 1998 that it used 15,000 slaves
during the war effort. German historians estimated that 80% of Volkswagen's wartime
workforce was slave labour. Many of the slaves were reported to have been
supplied from the concentration camps upon request from plant managers. A lawsuit
was filed
in 1998 by survivors for restitution for the forced labour. Volkswagen would set up a
voluntary restitution fund.
1945–1948: British Army intervention

Volkswagen industrial plant in Wolfsburg, pictured in 2006

In April 1945, KdF-Stadt and its heavily bombed factory were captured by the
United States armed forces and subsequently handed over to the British, within whose
occupation zone the town and factory fell. The factory was placedunder the control of
British Army officer Major Ivan Hirst, REME, a civilian Military Governor with the
occupying forces. At first, one plan was to use itfor military vehicle maintenance,
and possibly dismantle and ship it to Britain. Since it had been used for military
production, (though not of KdF-Wagens) and had been in Hirst's words, a "political
animal" rather than a commercial enterprise[citation needed] – technically making it
liable for destruction under the terms of the Potsdam Agreement – the equipment
could have been salvagedas war reparations. Allied dismantling policy changed in late
1946 to mid-1947, though heavy industry continued to be dismantled until 1951.
One of the factory's wartime 'KdF-Wagen' cars had been taken to the factory forrepairs
and abandoned there. Hirst had it repainted green and demonstrated it to British Army
headquarters. Short of light transport, in September 1945 the British Army was
persuaded to place a vital order for 20,000 cars. However, production facilities had
been massively disrupted, there was a refugee crisis at and around the factory, and
some parts (such as carburettors) were unavailable. Hirst and his German assistant
Heinrich Nordhoff (who went on to run the Wolfsburg facility after the military
government ended in 1949) helped to stabilise the acute social situation while
13
simultaneously re-establishing production. Hirst, for example, used his engineering
experience to arrange the manufacture of carburettors, the original producers being
effectively 'lost' inthe Soviet zone. The first few hundred cars went to personnel from
the occupying forces, and to Australia Post . Some British Service personnel were
allowed to take their Beetles back to the United Kingdom when they were
demobilized.
In 1986, Hirst said that factory workers were, after many years of Nazi conditioning,
initially reluctant to follow his orders; to counter this, he had his military uniform
brought back from Britain and wore it in the factory, after which he reported having no
problems even though he was no longer a soldierat the time but a civilian member of
the military government.
The post-war industrial plans for Germany set out rules that governed which industries
Germany was allowed to retain. These rules set German car production at a maximum
of 10% of 1936 car production. By 1946, the factory produced 1,000 cars a month even
though it was still in disrepair. Owing to roof and window damage, production had to
stop when it rained, and the company had to barter new vehicles for steel for production.
The car and its town changed their Second World War-era names to "Volkswagen" and
"Wolfsburg" respectively, and production increased. It was still unclear what was to
become of the factory. It was offered to representativesfrom the American, Australian,
British, and French motor industries who all rejected it. After an inspection of the plant,
Sir William Rootes, head of the British Rootes Group, told Hirst the project would
fail within two years, and that the car "...is quite unattractive to the average
motorcar buyer, is too uglyand too noisy. If you think you're going to build cars in this
place, you're a bloody fool, young man." The official report said: "To build the car
commercially would be a completely uneconomic enterprise."
Ford representatives were equally critical. In March 1948, the British offered the
Volkswagen company to Ford, free of charge. Henry Ford II, the son of Edsel
Ford, travelled to West Germany for discussions. Heinz Nordhoff was also present, as
well as Ernest Breech, chairman of the board for Ford. Henry Ford II looked to Breech
for his opinion, and Breech said, "Mr. Ford, I don't think what we're being offered here
is worth a damn!" Ford passed on the offer, leaving Volkswagen to rebuild itself under
Nordhoff's leadership.
1948–1961: Icon of post war West Germany

1949 Volkswagen "split rear window" Sedan

14
Volkswagen Cabriolet (1953)

Volkswagen Type 2 (T1)

An original 1300 Deluxe, circa 1966

In the later 1960s, as the worldwide demand for the Beetle finally began to diminish, a
variety of successor designs were proposed and, in most cases, rejected by management.
From 1948, Volkswagen became an important element, symbolically and economically,
of West German regeneration. Heinrich Nordhoff (1899–1968), a former senior
manager at Opel who had overseen civilian and military vehicle production in the
1930s and 1940s, was recruited to run the factory in 1948. In 1949, Major Hirst left the
company—now re-formed as a trust controlled by the West German government and
government of the State of Lower Saxony. The "Beetle" sedan or "peoples' car"
Volkswagen is the Type 1. Apart from the introduction of the Volkswagen Type 2
15
commercial vehicle (van, pick-up, and camper), and the VW Karmann Ghia sports car,
Nordhoff pursued the one- model policy until shortly before his death in 1968.
Volkswagens were first exhibited and sold in the United States in 1949 but sold only
two units in America that first year. On entry to the US market, the VW was briefly
sold as a Victory Wagon. Volkswagen of America was formed in April 1955 to
standardise sales and service in the United States. Production of the Type 1
Volkswagen Beetle increased dramatically over the years, the total reaching one million
in 1955.
The UK's first official Volkswagen importer, Colborne Garages of Ripley, Surrey,
started business with importing parts for the models brought home by soldiers returning
from Germany.
Canadian Motors, Limited brought in Canada's first shipment of Volkswagens on 10
July 1952 (shipping order 143075). The order consisted of 12 vehicles, (3)model 11C,
a black, green, and sand colour (3) 11GS, a chestnut brown and two azure blue, (2)
24A-M51 in red, (1) 21A in blue, (1) 23A in blue, (1) 22A beige colour, and one
ambulance. Volkswagens were seen in Canada for the first time at the Canadian
National Exhibition in August 1952 and were accepted enthusiastically. (At least
one Type 2 bus from this order still exists, and is currently in France undergoing
restoration). The first shipment for Volkswagen Canada reached Toronto in early
December 1952. (At least one Type 1 from this first shipment still exists, and was
driven on a nationwide tour for Volkswagen Canada's 60th year of business festivities
in 2012).
By 1955, sales warranted the building of the Volkswagen plant on a 32-acre(13 ha)
site on Scarborough's Golden Mile. To this, a 60,000-square-foot (5,600 m2) building
with administration, showrooms, service, repairs and parts was built in 1957, with
storage for $4,000,000 of parts.
In 1959, VW started production at a plant near São Paulo in Brazil. Volkswagen do
Brasil was accused of spying on workers during the time of the military dictatorship in
the 1970s and informing police on oppositional activities. In 1976, mass arrests
occurred and some VW employees were tortured. In 1979, Brazilian VW workers
travelled to Wolfsburg to inform the CEO in person. In 2015, activists and former VW
employees in Brazil spoke out in public accused the company's silence about the
persecution of its workers. In fall 2016, VW commissioned an expert review of the
situation due end of 2017.
On 22 August 1960, Volkswagenwerk GmbH was renamed to Volkswagenwerk AG.
Sales soared throughout the 1960s, peaking at the end of the decade thanks in part to
the famous advertising campaigns by New York advertising agency Doyle, Dane
Bernbach. Led by art director Helmut Krone, and copywriters Julian Koenig and Bob
Levinson, Volkswagen advertisements became as popular as the car, using crisp layouts
and witty copy to lure the younger, sophisticated consumers with whom the car became
associated. Even though it was almost universally known as the Beetle (or the Bug), it
was never officially labelled as such by the manufacturer, instead referred to as the
Type 1.
Although the car was becoming outdated, during the 1960s and early 1970s, American
exports, innovative advertising, and a growing reputation for reliability helped
production figures surpass the levels of the previous record- holder, the Ford Model T .
On 17 February 1972, the 15,007,034th Beetle was sold. Volkswagen could now claim
the world production record for the most- produced, single make of car in history. By
16
1973, total production was over 16 million.
To commemorate its passing the Ford Model T's record sales mark and its victories in
the Baja 1000 Mexican races from 1967 to 1971, Volkswagen produced its first
limited-edition Beetle. It was marketed as the "Baja Champion SE" in the United States
and the "Marathon" Superbeetle in the rest of the world. It featured unique "Marathon
Blau" metallic blue paint, steel-pressed 10-spoke 15-inch (38 cm) magnesium-alloy
wheels, a commemorative metal plate mounted on the glovebox and a certificate
of authenticity presented to the original purchaser. Dealer-installed options for this
limited-edition Superbeetle included the following: white stripes running the length of
the rocker-panel, a special shifter knob, bumper overriders, tapered exhaust tips, fake
walnut insertsin the dashboard (behind the steering wheel and the glovebox cover) as
well as Bosch fog lights mounted on the front bumper.
1961–1973: Beetle to Golf

A 1963 VW Type 3 Notchback

The 1961 Type 1 Beetle had a 36 hp 1200cc four cylinder air-cooled flat-four opposed
OHV engine made of aluminium alloy block and heads. By 1966, the Type 1 came with
a 1300cc engine. By 1967 the Type 1 had a 1500cc engine, and 1600cc in 1970. The
air-cooled engine lost favour in the United States market with the advent of unleaded
petrol and smog controls. These air-cooled engines were commonly tuned to be fuel-
rich in order to control engine over- heating, and this led to excessive carbon monoxide
emissions. VW production equipment was eventually moved to Mexico where vehicle
emissions were not regulated. Beetles were popular on the US West Coast where the
limited-capacity cabin heating was less inconvenient. Beetles were popularised on the
US West Coast as beach buggies and dune buggies.
VW expanded its product line in 1961 with the introduction of four Type 3
models (Karmann Ghia, Notchback, Fastback, and Variant) based on the new Type 3
mechanical underpinnings. The name 'Squareback' was used in theUnited States for the
Variant.
In 1969 the larger Type 4 (411 and 412) models were introduced. These differed
substantially from previous vehicles, with the notable introduction of
monocoque/unibody construction, the option of a fully automatic transmission,
electronic fuel injection, and a sturdier powerplant.
In 1964, Volkswagen acquired Auto Union, and in 1969, NSU Motorenwerke AG
(NSU). The former company owned the historic Audi brand, which had disappeared
after the Second World War. VW ultimately merged Auto Union and NSU to create
the modern Audi company, and would go on to develop it as its luxury vehicle marque.
The purchase of Auto Union and NSU was a pivotal point in Volkswagen's history, as
both companies yielded the technological expertise that proved necessary for VW to
survive when demand for its air- cooled models went into decline.
17
Volkswagen added a "Super Beetle" (the Type 131) to its lineup in 1971. The Type 131
differed from the standard Beetle in its use of a MacPherson strut front
suspension instead of the usual torsion bars. The Super Beetle featured a new hooded,
padded dash and curved windshield (from 1973 model year on up). Rack and pinion
steering replaced recirculating ball steering gears in the model year 1975 and up.
The front of the car was stretched 2 inches(51 mm) to allow the spare tire to lie flat,
and the combination of these two features increased the usable front luggage space.
In 1973, Volkswagen introduced the military-themed Type 181, or "Trekker" in Europe,
"Thing" in America, recalling the wartime Type 82. The military version was produced
for the NATO-era German Army during the Cold War years of 1970 to 1979. The
US Thing version only sold for two years, 1973and 1974.

Volkswagen Type 4 assembly line in Wolfsburg as of 1973

1970 VW Squareback (Type III)

By late 1972, Volkswagen had decided to cancel the nearly finished typ 266, a project
for a mid-engined car to replace the Beetle, and to focus on front-wheel- drive, water-
cooled cars. Rudolf Leiding, recently made head of Volkswagen, cited noise, heat,
and servicing problems with the mid-engine layout, as well as the difficulty of making
it a station wagon.

Volkswagen Passat (1973–1977 model)

Volkswagen was in serious trouble by 1973. The Type 3 and Type 4 models hadsold in
much smaller numbers than the Beetle and the NSU-based K70 also failed to sell.
18
Beetle sales had started to decline rapidly in European and North American markets.
The company knew that Beetle production had to end, but faced a conundrum of how
to replace it. VW's ownership of Audi/Auto Union proved beneficial. Its expertise
in front-wheel drive, and water- cooled engines would help Volkswagen produce a
credible Beetle successor. Audi influences paved the way for this new generation of
Volkswagens: the Passat, Scirocco, Golf, and Polo.
First in the series was the Volkswagen Passat (Dasher in the US), introduced in 1973, a
fastback version of the Audi 80, using many identical body and mechanical parts.
Estate/wagon versions were available in many markets. In Europe, the estate/wagon
version dominated market share for many years.
In spring 1974, the Scirocco followed. The coupe was designed by Giorgetto Giugiaro.
Based on the platform of the not yet released Golf, it was builtat Karmann due
to capacity constraints at Volkswagen.
The pivotal model emerged as the Volkswagen Golf in 1974, marketed in the United
States and Canada as the Rabbit for the 1st generation (1975–1985) and 5th generation
(2006–2009). Its angular styling was designed by the Italian Giorgetto Giugiaro.
Its design followed trends for small family cars set by the 1959 Mini – the Golf had a
transversely mounted, water-cooled engine in the front, driving the front wheels, and
had a hatchback, a format that has dominated the market segment ever since. Beetle
production at Wolfsburg ended upon the Golf's introduction. It continued in smaller
numbers at other German factories (Hanover and Emden) until 1978, but mainstream
production shifted to Brazil and Mexico.

In 1975, the Volkswagen Polo followed. It was a re-badged Audi 50, which was soon
discontinued in 1978. The Polo became the base of the Volkswagen Derby,which was
introduced in 1977. The Derby was for all intents and purposes a three-box design
of the Polo. After a second model generation, the Derby was discontinued in 1985,
although the body style lived on in the form of the polo classic/polo saloon until 1991.
Passat, Scirocco, Golf, and Polo shared many character-defining features, aswell as
parts and engines. They built the basis for Volkswagen's turn-around.
1974–1990: Product line expansion[

Volkswagen Polo (1975–1979 model)

While Volkswagen's range of cars soon became similar to that of other large European
car makers, the Golf has been the mainstay of the Volkswagen line-up since its
introduction, and the mechanical basis for several other cars of the company. There
have been eight generations of the Volkswagen Golf, the firstof which was produced
from the summer of 1974 until the autumn of 1983 (soldas the Rabbit in the United
States and Canada and as the Caribe in LatinAmerica). Its chassis also
spawned the Volkswagen Scirocco sport coupe, Volkswagen Jetta
saloon/sedan, Volkswagen Golf Cabriolet convertible, and Volkswagen Caddy pick-
19
up. North American production of the Rabbit commenced at the Volkswagen
Westmoreland Assembly Plant near New Stanton, Pennsylvania in 1978. It would be
produced in the United States as the Rabbit until the spring of 1984. The second-
generation Golf hatchback/Jetta sedan ran from October 1983 until the autumn of 1991,
and a North American version produced at Westmoreland Assembly went on sale at the
start of the 1985 model year. The production numbers of the first-generation Golf has
continued to grow annually in South Africa as the Citi Golf, with only minor
modifications to the interior, engine and chassis, using tooling relocated from the New
Stanton, Pennsylvania plant when that sitebegan to build the Second Generation car.
In the 1980s, Volkswagen's sales in the United States and Canada fell dramatically,
despite the success of models like the Golf elsewhere. Sales in the United States were
293,595 in 1980, but by 1984 they were down to 177,709.

The introduction of the second-generation Golf, GTI and Jetta models helped
Volkswagen briefly in North America. Motor Trend named the GTI its Car of the Year
for 1985, and Volkswagen rose in the J.D. Power buyer satisfaction ratings to eighth
place in 1985, up from 22nd a year earlier. VW's American sales broke 200,000 in
1985 and 1986 before resuming the downward trend from earlier in the decade.
Chairman Carl Hahn decided to expand the company elsewhere (mostly in developing
countries), and the New Stanton, Pennsylvania factory closed on 14 July 1988.
Meanwhile, four years after signing a cooperation agreement with the Spanish car
maker SEAT in 1982, Hahn expanded the company by purchasing a majority share of
SEAT up to 75% by the end of 1986, which VW bought outright in 1990. On
4 July 1985, Volkswagenwerk AG was renamed to Volkswagen AG.
Volkswagen entered the supermini market in 1975 with the Volkswagen Polo, a stylish
and spacious three-door hatchback designed by Bertone. It was a strong seller in West
Germany and most of the rest of Western Europe, being one ofthe first foreign small
cars to prove popular in Britain. It had started out in 1974 as the Audi 50, which was
only available in certain markets and was less popular. The Polo entered a market
sector already being dominated by the Fiat
127 and Renault 5, and which before long would also include the Austin Metro and
Ford Fiesta.
In 1981, the second-generation Polo launched as a hatchback (resembling a small estate
car). In 1983 the range was expanded, with the introduction of a Coupe (similar to a
conventional hatchback), and the Classic (a 2-door saloon). The Polo's practicality,
despite the lack of a five-door version, helped ensure even stronger sales than its
predecessor. It continued to sell well after a makeover in 1990, finally being replaced
by an all-new version in 1994. Also arriving in 1981 were the second generation of the
larger Passat and a second generation of the Volkswagen Scirocco coupe.
In 1983 the MK2 Golf was launched. At the beginning of 1988, the third generation
Passat was the next major car launch and Volkswagen did not produce a hatchback
version of this Passat, despite the rising popularity of the hatchback body style
throughout Europe.[citation needed] Just after launching the B3 Passat, Volkswagen
launched the Corrado, analogous to the Scirocco, although the Scirocco remained in
production until 1992; a third generation of Scirocco was in production 2008–17.
1991–1999

20
Volkswagen Golf, in North American form
In 1991, Volkswagen launched the third-generation Golf, which was European Car of
the Year for 1992. The Golf Mk3 and Jetta Mk3 arrived in North America in 1993.
The sedan version of the Golf was badged Vento in Europebut remained Jetta in the
United States. The Scirocco and the later Corrado wereboth Golf-based coupés.

The Volkswagen New Beetle

In 1994, Volkswagen unveiled the J Mays-designed Concept One, a "retro"- themed
concept car with a resemblance to the original Beetle, based on the platform of the Polo.
Due to a positive response to the concept, a production version was developed as the
New Beetle, based on the Golf's larger platform.
In 1995 the Sharan was launched in Europe, the result of a joint venture with Ford,
which also resulted in the Ford Galaxy and SEAT Alhambra.[42]
The company's evolution of its model range was continued with the Golf Mk4,
introduced at the end of 1997 (North America in 1999), its chassis spawned a host of
other cars within the Volkswagen Group; the Volkswagen Bora (the sedan known as
the Jetta in the United States), SEAT Toledo, SEAT León, Audi A3, Audi TT, and
Škoda Octavia. Other main models during the decade include the Polo, a smaller car
than the Golf, and the larger Passat for the segment above the Golf.
In 1998 the company launched the new Lupo city car. In 1999 they announced the first
"3-litre" car, a lightweight version of the Lupo that could travel 100 km with only 3-
liters of diesel—making it the world's most fuel efficient car at the time.
2000–2016: Further expansion

The fifth generation Volkswagen Jetta

21
Volkswagen began introducing an array of new models after Bernd Pischetsrieder
became Volkswagen Group CEO (responsible for all Group brands) in 2002. The sixth-
generation VW Golf was launched in 2008, came runner-up to the Opel/Vauxhall
Insignia in the 2009 European Car of the Year, and has spawned several cousins: VW
Jetta, VW Scirocco, SEAT León, SEAT Toledo, Škoda Octavia and Audi A3 hatchback
ranges, as well as a new mini- MPV, the SEAT Altea. The GTI, a "hot hatch"
performance version of the Golf, boasts a 2.0 L Turbocharged Fuel Stratified
Injection (FSI) direct injection engine. VW began marketing the Golf under the
Rabbit name once again in the US and Canada in 2006.

The third generation Volkswagen Scirocco

Volkswagen maintained North American sales of 224,195 in 2005. The momentum
continued for fiscal 2006, as Volkswagen's North American salesfor the year were
235,140 vehicles, a 4.9 percent increase over 2005, despite a slump in domestic North
American manufacturer's sales. In conjunction withthe introduction of new models,
the production location of Volkswagen vehicles.
Also underwent a great change. The 2007 Eos, a hardtop convertible, is produced in a
new facility in Portugal. All Golfs/Rabbits and GTIs as of 2006 are manufactured in
Wolfsburg, Germany, rather than Puebla, Mexico, where Golfs and GTIs for the North
American market were produced from 1989 to 1998, and the Brazilian factory in
Curitiba, where Golfs and GTIs were produced from 1999 to 2006 (the Jetta has been
primarily manufactured in Mexico since 1989). Volkswagen is also in the process of
reconfiguring an automotive assembly plant in Belgium. The new models and
investments in manufacturing improvements were immediately noticed by automotive
critics. Favourable reviews for Volkswagen's newest cars include the GTI being named
by Consumer Reports as the top sporty car under $25,000, one of Car and Driver
magazine's "10 Best" for 2007, Automobile Magazine's 2007 Car of the Year, as well as
a 2008 Motor Trend comparison ranking the mid-size Passat first in its class.

The seventh-generation Volkswagen Golf

Volkswagen partnered with Daimler AG and other companies to market the
BlueTec clean diesel technology on cars and trucks from Mercedes-Benz, Volkswagen,
and other companies and brands. According to the United States Environmental
Protection Agency, four of the ten most fuel-efficient vehicles available for sale in the
United States are powered by Volkswagen diesel engines.[44] Volkswagen has offered
22
a number of its vehicles with a TDI (Turbocharged Direct Injection) engine, which
lends class-leading fuel economy to several models. They were a three-way tie for 8th
(TDI Beetle, TDI Golf, TDI Jetta) and ninth, the TDI Jetta Wagon. In addition, all
Volkswagen TDI diesel engines produced from 1996 to 2006 can be driven
on 100% biodiesel fuel.[citation needed] For the 2007 model year, however, strict US
government emissions regulations had forced Volkswagen to drop most diesels from
their US engine lineup, but a new lineup of diesel engines (then thought) compatible to
US standards returned to the American market starting withModel Year 2009. These
post-2009 Clean Diesel engines are limited to running on 5% (B5) biodiesel only to
maintain Volkswagen's warranty. Volkswagen long resisted adding a SUV to its
lineup, but relented with the introduction ofthe Touareg, made in partnership with
Porsche, while they worked on the Porsche Cayenne and later the Audi Q7. Though
acclaimed as a fine handling vehicle, the Touareg has been a modest seller at best, and
it has been criticised by auto reviewers for its absence of a third-row seat, the
relativelypoor fuel economy, and the high vehicle mass. Volkswagen set plans to add a
compact SUV with styling influences from the "Concept A" concept vehicle introduced
at the 2006 Geneva Auto Show, and on 20 July 2006, Volkswagen announced that the
new vehicle called the Tiguan.
In September 2006, Volkswagen began offering the City Golf and City Jetta only for
the Canadian market. Both models were originally the Mk4 Golf and Jetta but were
later replaced with the Brazilian versions of the Golf Mk4 and Bora.
Volkswagen's introduction of such models is seen as a test of the market for a
subcompact and, if successful, may be the beginnings of a thriving subcompact market
for Volkswagen.

The Volkswagen Passat (3C)

In May 2011, Volkswagen completed Chattanooga Assembly in
Chattanooga, Tennessee. The Chattanooga Assembly plant marked VW's first plant
since the plant at New Stanton was closed down. The facility has produced Volkswagen
cars and SUVs specifically designed for the North American markets, beginning with
the Passat B7 in 2011. The company recently announced plans to expand further by
investing $900 million to add floor space to the factory.

2017–present: Focus on electric vehicles

The Volkswagen ID.3

23
In 2017, Volkswagen announced plans to place a considerable focus on electric
vehicles (EV), with a goal to, by 2025, launch at least 30 EV models, and have 20 to 25
percent of their total yearly sales volume (2-3 million) consist of EVs. In September,
Volkswagen CEO Matthias Müller stated that the company aimed to have electric
versions of all of its vehicle models by 2030, at a cost of 20 billion euro, and 50 billion
euro on acquisition of batteries. On 6 March 2017 at the Geneva Motor Show
Volkswagen presented its prototype for a fully autonomous car, Sedric.
In September 2018, Volkswagen announced that it would discontinue production of
the Beetle (A5) in 2019. Also in September 2018, Volkswagen announced its $100
million investment in Silicon Valley-based solid-state battery startup QuantumScape,
becoming the startup's largest automotive investor and gaining representation on its
board.
In February 2019, Volkswagen announced that it would launch an entry- level Jetta
sub-brand in China aimed at young buyers. Three models wereannounced in July 2019,
a sedan and two SUVs, all three of which will be manufactured in China as a part of
Volkswagen's joint-venture with FAW.
In September 2019 at the Frankfurt Motor Show, Volkswagen officially unveiled a
refreshed logo (a thinner, two-dimensional version of the previous logo) and new
sonic branding, which will accompany the newly launched ID.3 electric vehicle.
Volkswagen stated that the ID.3 signified the start of a "new era" of the company.
In September 2019, Volkswagen also announced a program to allow old Beetle models
to be converted to run on electric power. The electric motor and battery updates will
be done in partnership with German company eClassics. The electric components used
for retrofitting will be based upon those found inthe e-up! model.
In November 2020, Volkswagen announced that, trying to remain the world's largest
carmaker in the green era, it has increased its investment in electric and self-driving
cars to $86 billion over the next five years.

In July 2022 Volkswagen noted the development of the first of their own
Gigafactories. The site, based in Salzgitter in Germany, has been termed Mission
SalzGiga. The new business unit is focused on all of Volkswagen's battery activities
"from raw materials and the cell right through torecycling", and is part of a €20 billion
investment.

Abra motors has received so many awards for its excellent services inautomobile
industry.
RQWC Gold Medal Winner in Technician category – 2019
RQWC Silver Medal Winner in Advisor category – 2019
Motor Vikatan – 2019

NDTV cars and bikes Award – 2019

Abra Motors Private Limited is the first exclusive showroom in Southern India for
Volkswagen. The showroom is located in Nandanam with around 54 employees
working under them. Abra Motors Private Limited has two branches in and around
Chennai. The branches are located in Nandanam and Ambathur. Abra Motor is well
known for its service and quality in automobile industry.

24
MISSION
To enhance the customer satisfaction and a quality service.

VISION
To be No.1 in the automobile industry throughout India.

NEED OF THE STUDY

The success of the organisation is highly dependent on the sales. The organisation has
to implement the effective sales promotion to improve the salesto increase profits.
Sales promotional activity not only satisfy the organisational goal, but it also fulfils the
customer and helps in acquiring new customers.
Building an effective sales promotion strategy helps organisation in acquiring new
customers to consume the product.
The aim of sales promotion is to introduce a new product in the market. This
study attempts to assess the promotional activities of the organisation.SCOPE OF
THE STUDY
The study indicates promotional programs such as sampling, couponing, sales inducing
etc. carried out through various locations in Chennai. Creation and implementation of
new promotional events. The study will be sales-oriented character of any promotion.
The study focuses on the target groups. Study on
effective management of promotional material and free product handling.Follow up
of any promotion activity.

25
 CHAPTER- 4
DATA ANALYSIS AND INTERPERTATION

Descriptive analysis Table 4.1.1

AGE OF THE RESPONDENTS

INTERPRETATION:
From the above graph, it is inferred that 30.8% Respondents are from the age 20 years. 7.7% Respondents
are above 29 years.

GENDER OF THE RESPONDENTS

26
INTERPRETATION:
From the above graph, it is inferred that, 65.4% are female respondents and 34.6% are male.

OCCUPATION OF THE RESPONDENTS:

INTERPRETATION:
From the above graph, it is inferred that, 30.8% of respondent are employed, 23.1% are into business, 15.4%
are professionals and others are not generating any income.

MARITAL STATUS OF RESPONDENTS:

INTERPRETATION:
From the above graph, it is inferred that, 69.2% respondents are single and 26.9% are married.

27
CURRENT INCOME OF THE RESPONDENTS

INTERPRETATION:
From the above graph, it is inferred that, 38.5% of respondents earn in between 25,000 to 35,000 while
34.6% earn below 25,000 and others income is more than 35,000

VISITED VOLKSWAGEN SHOWROOM

INTERPRETATION:
From the above graph, it is inferred that, 65.4% respondents have visited the showroom and 26.9% aren’t
sure of it and rest 7.7% have never visited the showroom

28
CAME TO KNOW ABOUT VOLKSWAGEN

INTERPRETATION:
From the above graph, it is inferred that, 42.3% respondents came to know about volkswagen from friends
and family, 19.2% get to know from other platforms, 15.4% of respondents got to know from social media

AMBIENCE OF THE LOCATION

INTERPRETATION:
From the above graph, it is inferred that, 65.4% Of respondents find the location ambience good, 19.2% find
it excellent and 15.4% find it as neutral.

29
AVAILABILITY OF DEMO CARS

INTERPRETATION:
From the above graph, it is inferred that, 53.8% respondents find it good and 46.2% find it neutral but noone
find it as bad

SATISFACTION LEVEL THROUGH FREE GIFTS

INTERPRETATION:
From the above graph, it is inferred that, 46.2% respondents are satisfied, 42.3% feel neutral

30
TEST DRIVE OFFERED

INTERPRETATION:
From the above graph, it is inferred that, 65.4% Respondents said yes, 19.2% said maybe and 15.4% said
they didn’t receive any test drive

EXPERIENCE OF TEST DRIVE

INTERPRETATION:
From the above graph, it is inferred that, 61.5% Respondents have experience the test drive , 23.1%
responded no and 15.4% said may be.

31
SOCIAL MEDIA INTERACTION

INTERPRETATION:
From the above graph, it is inferred that, 61.5% responded it as a yes , 23.1% said no and 15.4% maybe

INSURANCE POLICY OF CARS

INTERPRETATION:
From the above graph, it is inferred that, 42.3% Respondents are satisfied, 26.9% are highly satisfied, neither
of them are dissatisfied.

32
REFERRALS GIVE TO OTHERS

INTERPRETATION:
From the above graph, it is inferred that, 88.5% of respondents will give the VOLKSWAGEN referrals and
11.5% will not give

33
 CHAPTER -5
RESEARCH METHODOLOGY

 OBJECTIVESOFSTUDY:
1. To understand the concept of market mix .
2. To study the productsofferby the company.
3. To understand the strengths and weaknesses of the company.
4. To understand the opportunitiesand threats for the company.

 Research methodology is the path through which researchers need to

conduct their research. It shows the path through which these researchers
formulate their problem and objective and present their result from the data
obtained during the study period.

Sources of collection of data :

 Primary source

A primary source is an original source that documents an event in time, a

person or an idea. Some examples of primary sources are:

 Raw data
 Original research (journal articles, books)
 Diary entries, letters and other correspondence
 Photographs, artifacts
 Eyewitness accounts or interviews
 Secondary source

34
Secondary sources build upon primary resources by analyzing, interpreting,
synthesizing or discussing them.

Examples would be:

 Books
 Journal articles (that do not provide original research)
In this project only secondary data has been used and the sources to collect
data are:

1. Websites

2. Book

 Limitation of study

1. Secondary data can be general and vague and may not really help
companies with decision making.
2. The information and data may not be accurate.
3. The data maybe old and out of date.
4. The sample used to generate the secondary data may be small.
5. The company publishing the data may not be reputable.

35
 CHAPTER – 6

FINDINGS & CONCLUSION

VOLKSWAGEN are among the best bikes that any bike lover should consider
getting. They come with great designs, and the parts are durable. No one wants to
keep spending on their bike once they buy them. This is why it’s important toget it
right for the first time. If you are a fan of VOLKSWAGEN car , then youprobably
didn’t know any of these top 6 things. Well, now you know why it a reputable
company across the world.

Unique Supply Chain

VOLKSWAGEN has a unique way of supplying their Car components and spares.
The company has come up with some very brilliant method to help cut down their
warehousing costs. Besides, they don’t want to see too many parts, accessories and
components accumulating in their warehouses like with many of their competitors.

VOLKSWAGEN operates on a supply mechanism dubbed “just in time”. They

build specific accessories on special presses within their assembly lines. This helps
to avoid the occurrence of excessive inventory or shortages of parts, thus leading to
a highly efficient manufacturing process that targets to keep costs as low as
possible.

More focus towards India.

In 2010, India beat Thailand to become Asia’s third largest exporter ofpassenger
cars.

As of 2010, India is home to 40 million passenger vehicles. More than

3.7 million automotive vehicles were produced in India in 2010 (an
increase of 36.9%) making the country the second (after China) fastest
growing automobile market in the world in that year. According to the
Society of Indian Automobile Manufacturers, annual vehicle sales are
projected to increase to 4 million by 2016, no longer 5 million as
previously projected.

36
The majority of India’s car manufacturing industry is based around three
clusters in the south, west and north. The southern cluster consisting of
Chennai is the biggest with 35% of the revenue share. The western
hub near Mumbai and Pune contributes to 33% of the market and the
northern cluster around the National Capital Region contributes 39%.
Chennai houses the India operations of Ford, Hyundai, Renault,
Mitsubishi, Nissan, BMW, Hindustan Motors, Daimier, Caparo, Mini
and Datsun. Chennai accounts for 60% of the country’s automotive
exports.

37
 CONCULSION

1. It is the concluded that sales promotion is important to improve

the sales of the company and to reach new customers. Each and
every organization should have a good strategic plan for their
promotion to withstand in the market with huge competition.
2. The discounts and loyalty program in the company will improve
the sales by attracting new customers. The best sales promotion
will help the company to fulfil the organizational objectives.
3. The sales promotion is must to improve their sales in every
organization. The sales are monitored based on the promotional
activities practiced by the organization, the company shouldhave
better promotional activities practiced in the organization to
estimate the sales.
4. Therefore, the sales promotion plays a vital role in the
organization to fulfil the organizational goals and objectives.
5. The company should frame the best strategic plan to meet the
competition in the market and fulfil the customer needs.
6. Many authors have proved that the sales promotion is the key
that helps the company to achieve the sales. According to Philp
Austin said that “sales promotion is a force that attracts humans
to consume the products” This explains that how sales
promotion influences the customer to buy a product.

38
 CHAPTER -7

SUGGESTIONS & RECOMMENDATIONS

• Abra motors have improve its promotional platforms to improve to reach

the new customer. Abra motors is well known in the center madras, they
have to reach all over Chennai for a better sales and profits.
• Abra motors have to keep the promises to its customer at the time of
delivery. Abra should train their sales executives properly with adequate
knowledge and skill to handle customers. Abra motors shouldkeep their
commitment to promise at the time of delivery and fulfill the customer
expectation.
• Abra motors should enhance a quality goods for its customer at the
time of service and delivery. Abra motors should maintain its decorum
and principle for its customer to enhance the best quality and best service.
Abra motors should be good dealer of Volkswagen in Chennai.
• Abra motors sales force should be reliable to its customer to withheld
them from changing their brand or dealers. Abra motors will have
improve it advertising mode and improve its strategy to attract new
customers.
• Abra motors should improve it efficiency and growth to with stand in the
market. The growth of Abra motors is completely dependent on thesales
of the Volkswagen cars. The company should focus on the sales by
fulfilling the customer’s needs.

Abra motors should huge bidding amount to be in a top list in the search engine
platform to top the dealers list of Volkswagen. Not everyone is well aware of
Abra motors, so that I suggest that company to pay high bidding amount to be a top
on the search engines.
• Abra motors should have good and sufficient customer relationship
management to its customers. Customer relationship management should
solve the following queries and serve at the best for its customers. The
company should make sure that they give more importance to improve
the quality and service for its both existing and new customer.
• Abra motors should maintain its goodwill to reach the customer. The
company should create good will among its customers to withstand the
39
 competitors and other dealers. Goodwill is particularly important for
every organization to retain its customer from shifting of brand. It is
particularly important for Abra motors to create a goodwill among the
customers.
• Abra motors should provide good discounts and loyalty to the existing
customer. To attract new customer abra motors should give better
discounts and gifts for the purchases made by the customers.

40
 QUESTIONAIRE - 8
A STUDY ON SALES PROMOTIONAL ACTIVITIES OF
VOLKSWAGEN INDIA
Personal Information
Name:
Age:
Gender: a) Male b) Female c)
Occupation: a) Business b) Employed c) Professional
d) Others
Marital status: a) Single b) Married c) divorced
Income: a) Below 25,000 b) 25,000 – 35,000 c) 35,000 – 50.000
d) 50,000 – 75,000 e) Above 75,000
1 Have you visited Volkswagen showroom?
a) Yes b) No
2 How do you come to know about us?
b) Advertisement

c) Friends and family

d) Social Media

e) Internet

f) Magazine

3 How would you rate the ease of location of showroom ?

g) Excellent b) Good c) Neutral d) Bad e) Very bad
4 How do you rate the ambience of VOLKSWAGEN showroom?
h) Excellent b) Good c) Neutral d) Bad e) Very bad

5 How do you rate the availability of demo cars in our showroom?

a) Good b) Neutral c) Bad

6 Are you satisfied with the free gifts provided by at the time delivery?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
f) Highly Dissatisfied

41
 7 Was the test drive offered to you in showroom?
a) Yes b) No
8 How was your test drive experience in showroom?
a) Very good b) Good c) Neutral d)
Bad e)Very bad
9 Have you visited our website?
a) Yes b) No c) Never
10 Have you liked our social media page (Facebook, Twitter,
Instagram) forrecent updates?
a) Yes b) No c) Never
11 How you rate the performance of our website and our social
media page(Facebook, Twitter, Instagram)?
a) Excellent b) Good c) Neutral d)
Bad e)Very bad
12 How attractive was the competitions organized by showroom?
a) Attractive b) Neutral c) Not attractive
13 How satisfied are you with our Insurance policy for new cars?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly Dissatisfied
14 How satisfied are you with our discount policy?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly Dissatisfied
15 How satisfied are you with our extended warranty policy?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly Dissatisfied
16 At overall, how do you rate VOLKSWAGEN showroom?
a) Excellent b) Good c) Neutral d) Bad e) VeryBad
17 Would you recommend VOLKSWAGEN to others?
a) Yes b) No c) Never

42
 BIBLOGRAPHY

[1] Frank Kuper (2008) Advertising and sales promotion

(Vol.2) No.29 Industry like manufacturing.
[2] Roddy Mullin (2010) Power of sales promotion and
digitalmarketing (Vol. 1) No. 229 with relation to automobile
industry.
[3] Mitch Carson (2011) Behaviour of silent salesman and
productpromotion, 1st Edition No. 179.

[4] Ken Kasar (2012) Principle and practices of sales

promotion(edition 3) No.6

[5] Terence A. Shimp (2014) Market leading advertising

(9thEdition)

[6] Craig Andrews (2014) Delivering the fundamentals (9th Edition)

No. 17

[7] Dr. Sc. Almira Curri-Mehmeti (2015)

Communication andrelationship management (Vol.7) Pg. No
77.

[8] Nikolaos Georgantzis (2016) Promotional effect and

directselling pg. No 45
[9] Christian Boris Brunner (2016) Strategic planning and
salespromotional effect on business.
[10] www.bbamantra.com
[11] www.en.wikipedia.org
[12] www.smallbusiness.chron.com
[13] www.creatopy.com
[14] www.wordstream.com 43