Project Report

On

A study of Customer Satisfaction of Bajaj Auto with Special

Reference of Arpita Bajaj Hassan Karnataka

Bachelor of Management Studies

University of Mumbai
For Academic Year 2017-2018

Project Guide:

Mrs. Sarika Sagar

Prepared and Submitted by:

Pradyumn P. Dixit

Satish Pradhan Dnyanasadhana College

Thane
ACKNOWLEDGEMENT
DECLARATION
INDEX
Data Analysis
Table INDEX
 Chapter 1

Industry Overview
1.1 INTRODUCTION:

Customer satisfaction is related to the human activity directed at satisfying

human wants through the exchange of goods and service. Satisfying the customers
occupies a most important position in business management. Customer satisfaction
plays a crucial and critical role as it deals with customers and their needs. The
major task of organization is to satisfy customers by meeting their needs and
wants. The essence of organization is the customer and not the product shall be the
heart of the entire business system. It emphasizes on customer oriented business.
Policies and programs, which are formulated to serve efficiently the customer
demand. Satisfaction of a customer is so basic that it cannot be considered as a
separate function. It is the way whole business seen from the point of view of its
final results i.e., from the customers point of view.

A consumer is the king and has the right to choose from a large variety of
offering. He is the main person around which all business evolves. Today market is
a more customer oriented in the sense all the business operations revolve around
satisfying the customer by meeting their needs through effective service. Thus,
business is often dynamic, challenging and rewarding. It can also be frustrating and
even disappointing but never dull.

The topic Customer satisfaction after Sales & Service is chosen to study
the service provided by Arpita Bajaj who are the dealers of Bajaj Motors in the city
of Hassan. This project deals with how Arpita Bajaj defines its consumer and uses
its resources in the best way to attract and satisfy their needs and wants
competitively and profitably. Here satisfying customers limited only till the service
is provided after the sales, but they include all functions necessary to satisfy the
customer such as financing, after sales services, etc.
 The Bajaj group came into existence during the turmoil and the heady
exploria of Indians freedoms struggle. Jamanlal Bajaj, founder of the Bajaj group,
was a confident and disciple of Mahatma Gandhiji and was deeply involved in the
effort for freedom. The integrity, dedication, resourcefulness and determination to
succeed which are characteristic of the company today, are often traced back to its
birth during those long days of relentless devotion to a common cause.

Kamalnayan, the eldest son of Jamanlal Bajaj, succeeded his father in 1942,
at the age of twenty seven. Putting the nation before business, be devoted himself
to the latter only after India achieved independence in 1947. But when be did so,
he put his heart and soil into it. Within a short while, he not only consolidated the
group, but also diversified into various manufacturing activities, elevating the
group to the status it enjoys till this day.

Rahul Bajaj heads the group. He has been the chairman of Bajaj since 1968is
recognized as one of the most out standing business leaders in India. As dynamic
and ambitions as his illustrious predecessors, he has been recognized for his
achievements at various national and international forums. Ideal maintenance
schedule.

Washing tips.
Tips on using a new vehicle.
Pre delivery checks.
Bajaj is currently Indias largest two and three wheeler manufacturer and one
of the biggest in the world.

Bajaj has the long left behind its annual turnover of Rs. 72 million (1968), to
currently register an impressive figure of Rs 42.16 billion (US$ 936 million).
Definition for After-sales Service
Customer support following the purchase of a product or service. In some
cases, after- sales service can be almost as important as the initial purchase. The
manufacturer, retailer, or service provider determines what is included in any
warranty (or guarantee) package. This will include the duration of the warranty"
traditionally one year from the date of purchase, but increasingly two or more
years maintenance and/ or replacement policy, items included/excluded, labor
costs, and speed of response. In the case of a service provider, after-sales
service might include additional training or helpdesk availability of equal
importance is the customer's perception of the degree of willingness with which
a supplier deals with a question or complaint, speed of response, and action
taken.

Quality, price, and service are three factors are critical to the success of any
export sales effort. Quality and price are addressed in earlier chapters. Service,
which is addressed here, should be an integral part of any company's export
strategy from the start. Properly handled, service can be a foundation for
growth. Ignored or left to chance, it can cause an export effort to fail.

Service is the prompt delivery of the product. It is courteous sales personnel.

It is a user or service manual manual modified to meet your customer's needs. It
is ready access to a service facility. It is knowledgeable, cost-effective
maintenance, repair, or replacement. Service is location. Service is dealer
support. Service varies by the product type, the quality of the product, the price
of the product, and the distribution channel employed. For export products that
require no service - such as food products, some consumer goods, and
commercial disposables - the issues On the other hand, the characteristics of
consumer durables and some consumables demand that service be available.

For such products, service is a feature expected by the Consumer. In fact,

foreign buyers of industrial goods typically place service at the forefront of the
criteria they evaluate when making a purchase decision. All foreign markets are
sophisticated, and each has its own expectations of suppliers and Vendors. U.S.
manufacturers or distributors must therefore ensure that their service
Performance is comparable to that of the predominant competitors in the
market.

This level of performance is an important determinant in ensuring a

reasonable competitive Position, given the other factors of product quality,
price, promotion, and delivery. An exporting firm's strategy and market entry
decision may dictate that it does not provide after-sale service. It may determine
that its export objective is the single or multiple opportunistic entries into
export markets. Although this approach may work in the short term, subsequent
product offerings will be less successful as buyers recall Customer Satisfaction
After Sales & Service. the failure to provide expected levels of service. As a
result, market development and sales expenditures may result in one-time.
1.2 HISTORY OF TWO WHEELER:
The Encyclopedia describes a motorcycle as a bicycle propelled by an
internal-combustion engine (or, less often, by an electric engine). The motors on
minibikes, scooters, and mopeds, are usually air-cooled and range from 25 to 250
cubic cm (1.5 to 15 cubic inches) in displacement, the multiple- cylinder
motorcycles have displacements of more than 1,300 cubic cm. The automobile was
the reply to the 19th-century dream of self-propelling the horse-drawn carriage.
Similarly, the invention of the motorcycle created the self- propelled bicycle. The
first commercial design was a three-wheeler built by Edward Butler in Great
Britain in 1884.

This employed a horizontal single-cylinder gasoline engine mounted

between two steer able front wheels and connected by a drive chain to the rear
wheel. The 1900s saw the conversion of many bicycles, or pedal cycles by adding
small, centrally mounted spark ignition engines. There was then felt the need for
reliable constructions. This led to road trial tests and competition between
manufacturers. Tourist Trophy (TT) races were held on the Isle of Man in 1907 as
reliability or endurance races. Such were the proving ground for many new ideas
from early two-stroke-cycle designs to supercharged, multivalent engines mounted
on aerodynamic, carbon fiber reinforced bodywork.

The two-wheeler industry today has a significant role in the Indian

Economy. With an annual turnover of Rs. 6,200 crores and a compounded average
growth of 10 per -cent in the recent years, it is one if the few industrial sectors in
the growth phase today.
 The reasons for this are not far to seek The consumers who wants to be
mobile today considers personal transportation as one of his basic needs. In India,
the two-wheeler is used in variety of purposes, particularly in urban areas
communicating to work, visiting people, carrying loads, outdoors jobs like selling
and the like. In rural areas, it enables people to travel more frequently to nearby
towns for their daily needs.

In other words, it has also become a valuable support for increasing

productivity and profits, besides helping personal transportation. The year 1997
was a difficult period for the automobile sector with the major sector with major
player hit by the recession. However, two- wheelers came through un- scratched
with a modest three per cent growth. One of the primary reasons for this has been
the robust growth of the rural market.

A series of good monsoons and high prices for agricultural commodities

have increased the purchasing power of rural customers. Today, the rural market of
over six lakhs Indian villages contributes 35 percent to total two wheeler sales.
 LITRATURE REVIEW

Customer Satisfaction:

Customer satisfaction is the determination of the degree to which a

companys products or services meet the requirements of the end user.

Customer Satisfaction is the customers evaluation of a product or a

service in terms of whether that product or service has met their needs and
expectations.

Customers expectations are continuously increasing. Brand Loyalty is a thing of

past. Customers seek out products and producers that are best able to satisfy their
requirement.

It is not enough if the product meet customer expectations like the behavior or
attitude of the person. Customer Satisfaction is the combination of both technical
features and human behavioral aspects

. Customer Satisfaction can be represented as follow:

Performance features address the issues on conformance to the standards and

variability.

Behavior aspects deal with the following component of services:

1. Responsiveness - Readiness of employee to provide service.

2. Courtesy - Respect, friendliness of contact personnel.

3. Complete Resolution - Listening to customers.
4. Communication - Speaking to the customers in their language.

5. Credibility Taking ownership in resolving the complaints.

If customer experience matches customer expectation, it leads to customer

satisfaction and if customer experience doesnt match with Customer
Expectation, leads to Customer Dissatisfaction. On similar lines if it exceeds
expectation leads to Customer Delight.
Measuring customer satisfaction
Customer satisfaction refers to the extent to which customers are happy with
the products and services provided by a business. Customer satisfaction levels can
be measured using survey techniques and questionnaires. Gaining high levels of
customer satisfaction is very important to a business because satisfied customers
are most likely to be loyal and to make repeat orders and to use a wide range of
services offered by a business. Studies carried out by companies like Argos and
Cadburys have found very high levels of customer satisfaction.

It is not surprising because these companies emphasize market research and

marketing as the tools to find out what customers want. Knowing what your
customer wants then makes it possible to tailor everything you do to pleasing the
customers. There are many factors which lead to high levels of customer
satisfaction including: Products and services which are customer focused and then
provide high levels of value for money.

Customer service giving personal attention to the needs of individual customers.

After sales service. Following up the original purchase with after sales support
such as maintenance and updating for example in the updating of computer
packages. This occurs when they feel that the goods and services that they buy
have been specially produced for them or for people like them. This relates to a
wide range of products such as razors that are designed for ease of use and good
quality finish, petrol products that are environmentally friendly and customized to
meet the needs of particular types of engines, etc.
New Sales Opportunities and Improved Customer Relations:
Foreign buyers of U.S.-manufactured products typically have limited
contact with the manufacturer or its personnel. The Foreign Service facility
is, in fact, one of the major contact points between the exporter and the
buyer. To a great extent, the U.S. manufacturer's reputation is made by the
overseas service facility.

The service experience can be a positive and reinforcing sales and

service encounter. It can also be an excellent sales opportunity if the service
personnel are trained to take advantage of the situation. Service personnel
can help the customer make life cycle decisions regarding the efficient
operation of the product, how to update it for more and longer cost-effective
operation, and when to replace it as the task expands or changes. Each
service contact is an opportunity to educate the customer and expand the
exporter's sales opportunities.

Service is also an important aspect of selling solutions and benefits

rather than product features. More than one leading U.S. industrial products
exporter sells its products as a "tool to do the job" rather than as a "truck" or
a "cutting machine" or "software." Service capability enables customers to
complete their jobs more efficiently with the exporter's "tool." Training
service managers and personnel in this type of thinking vitalizes service
facilities and generates new sales opportunities. Each foreign market offers a
unique opportunity for the U.S. exporter. Care and attention to the
development of in-country sales and distribution capabilities is paramount.
Delivery of after-sales service is critical to the near- and long-term success
of the U.S. Companys efforts in any market. Senior personnel should
commit to a program of regular travel to each foreign market to meet with
the company's representatives, clients, and others who are important to the
Success of the firm in that market.

Among those persons would be the commercial officer at the

Commercial Service's post and representatives of the American Chamber of
Commerce and the local chamber of commerce or business association. The
benefits of such a program are twofold. First, executive management learns
more about the foreign marketplace and the firm's capabilities. Second, the
in-country representative appreciates the attention and understands the
importance of the foreign market in the exporter's long-term plans. As a
result, such visits help build a strong, productive relationship.
 Ten Rules for Great Customer Service
Think about the last time you had a negative buying experience. Did an e-
commerce site fail to respond to your email query? Did a sales associate at your
neighborhood computer store fail to know the difference between a floppy drive
and a hard drive? Perhaps you were left on hold for an inordinate Efficient and
affordable online customer service training. Amount of time when you called a
mail-order company's toll-free line Negative buying experiences are almost
always linked to shoddy customer service. Even though most businesses claim
that they put people first, it's rare to find good customer support. But customer
service isnt extinct.

In fact, after consumer groups and the media took potshots last year at e-
commerce sites for leaving customers in the lurch, many businesses began to
focus more attention on their service. Strong customer service is a business
essential. Providing it isnt as difficult if you and your employees achieve these
10 basic rules:

Commit to quality service.

Everyone in the company needs to be devoted to creating a positive experience

for the customer. Always try to go above and beyond customer expectations.

Convey an articulate and in-depth knowledge of products and services to win

customer trust and confidence. Know your companys products, services, and
return policies inside and out. Try to anticipate the types of questions that
customers will ask. Update and amend your FAQ page frequently.
 Know your customers.

Try to learn everything you can about your customers in order to tailor your
service approach to their needs and buying habits. Talk to customers about their
experience with your company, and listen to their complaints. In this way, you
can get to the root of customer dissatisfaction.

Treat people with courtesy and respect.

Remember that every time that you, your employees, and your colleagues
make contact with a customer whether its by email, phone, written
correspondence, or a face-to-face meeting the interaction leaves an
impression with that customer. Use conciliatory phrases "Sorry to keep you
waiting," "Thanks for your order," "Youre welcome," and "Its been a pleasure
helping you" to demonstrate not only your commitment to customer
satisfaction but your dedication to courtesy.

Never argue with a customer.

You know very well that the customer isnt always right. However, it is
important that you do not focus on the missteps of a particular situation;
instead, concentrate on how to fix it. Research shows that 7 out of 10 customers
will do business with a company again if that business resolves a complaint in
their favor.
 Dont leave customers in limbo.

Repairs, callbacks, and emails need to be handled with a sense of urgency.

Customers want immediate resolution, and if you can give it to them, you will
probably win their repeat business. Research shows that the instance of repeat
business goes up to 95 percent when complaints are resolved on the spot.

Fail to do this and youll lose both credibility and customers. If you
guarantee a quote within 24 hours, get the quote out in a day or less. If and
when you neglect to make good on your promise, apologize to the customer and
offer some type of compensation, such as a discount or free delivery. Overall,
only make promises that you are confident that you and your business can keep.

Assume that your customers tell the truth.

Even though it may appear that customers lie to manipulate a situation to

their advantage, it is to your advantage to give them the benefit of the doubt. The
majority of customers dont like to complain; in fact, theyll go out of their way
perhaps all the way to a competitor to avoid it. If you hear unhappy rumblings
from your customers, take their complaints to heart and do your best to appease
their dissatisfaction.

Focus on making customers not on sales.

Salespeople, especially those who get paid on commission, sometimes focus
on the volume instead of on the quality of the sale. Remember that to keep a
customers business is more important than to close a sale. Research shows that it
costs six times more to attract a new customer than it does to keep an existing one.
Moreover, happy customers are the best and most effective way to find new
customers.

Make it easy to buy.

The buying experience in your store, on your Web site, or through your
catalog should be as easy as possible. Eliminate unnecessary paperwork and forms,
help people to find what they need, explain how products work, and do whatever
else you can to facilitate transactions.
 Chapter 2
Research design
Research Design

Title:

A study of Customer Satisfaction of Bajaj Auto with Special

Reference of Arpita Bajaj Hassan Karnataka

OBJECTIVES OF THE STUDY :

To know the after sales service perception of customers
To ascertain the satisfaction level & its influencers
To measure the impact of the above analysis on future sales
To study the whether satisfied with their service

PROBLEM STATEMENT:
The Arpita Bajaj is one of the leading Bajaj two wheeler outlet in Hassan
district. It was established in the year 2000, & its delivering to the customers in
and around Hassan & its neighboring districts. For the past 10yrs its been into
the active in promoting two wheeler products but in the recent past since 2008
the sales of two wheelers was dismal due the dissatisfaction among large group
of customers due to deteriorating in the quality of after sales service.
 Hence the management has felt the need to conduct through analysis about
the existing effectiveness of after sales service & its impact on the organization
overall sales performance. Hence the management had realized the need to
conduct the result oriented analysis through the management trainees. I was
glad to accept this assignment from the organization perspective & as a part of
MBA curriculum. Customer satisfaction after sales & service is the important
statement of the problem in this project.

Research Methodology:

The main source used for data collection is from the official Arpita Bajaj hassan
website. (www. arpitabajajhassan.com )

The two kinds of data collected for studying the after sale services are:

A. Primary data

B. Seconda
Primary data:

It is the collection of data during the course of the study or through direct
communication with the respondent in one or the other form.
The collection of data in these chapters is done by the means of questionnaire.
The questionnaire is formulated by keeping in mind the objectives of the research.
Primary data are basically the first hand data collected through various methods
such as observation, interview and mailing.

Secondary data:

It was collected through books, annual reports, significant, literature from the
organization and previous reports, magazines, vouchers etc. Secondary data is
collected to strengthen the primary data. It is the data collected by someone other
than the user. Generally the sources of data collection in this case are:

Company website

Journals

Research reports

Books

Customer reviews
Sample size:
The sample size for the data collection is 100 customers using arpita bajaj
products.

Sampling technique:
The sampling technique used is Convenience sampling for arriving at a sample.

QUESTIONNAIR::

In this method, pre printed list of questions arranged in a sequence which is

used by the researcher for collecting data. The questionnaire is filled by the
respondents. The questionnaire is considered as the heart of the survey. Secondary
data:- It was used mainly to support the primary data.

Sampling Scheme:

A sample is a portion of the whole on which the study is based. Here a

sample size of 100 respondents were chosen from different areas of Hssan, and the
questionnaires were duly filled data relating to the objectives of the study is
obtained by meeting customers, consumers, in area like Hassan town .

SAMPLE PROCEDURE:
 Sampling is a procedure by which the respondents are selected. There are
basically two types of sampling methods are:

1. Probability sampling methods.

2. Non-Probability sampling methods.

In this study area sampling method was adopted (Probability Sampling) the
required number of customers were not selected according to area sampling
procedure but the required number of sample (sample size) 100 were selected.

SCOPE OF THE STUDY:

1. The study is limited to the customer of Bajaj vehicle buyers. The customer
includes customers who enter the show room..
2. This study will help us to understand customers, preference and their needs
expected from the business owners. This study will not only help me as a
student but it also assists Arpita Bajaj to improve their service standard.
3.

LIMITATIONS OF THE STUDY:

1. The responses given by the respondents may not be true.

2. The respondents may be careless in responding to the questionnaire.
3. The respondents may be illiterate.
4. This study limits to the geographical area of Hassan.
NEED FOR THE STUDY:

Customer is one for whom you satisfy a want or need in return for some of
payment. The payment may be money, may be time, or may be goodwill but there
is some form of payment. Satisfaction is the level of person felt state by comparing
products perceived in relation to the persons expectations. Satisfaction level is
function of the difference between perceived performance and expectations. If the
performance falls short of expectations, the customer is not satisfied.

If the performance matches the expectations the customers are highly

satisfied. If the performance is beyond his expectations the customer is thrilled.
Customer satisfaction is customers positive or negative feeling about the value
that was perceived as a result of using particular organizations offering in specific
used reaction to a series of use situation experience.

According to peter F. Ducker, the purpose of business is to create and then

retain a satisfied customer. A society supports business because they serve its
members by catering to their needs and leave them satisfied. If the business
dissatisfied its customers and not only these customers stop availing service , but
society at large will condemn the firm and may even penalize it to the point of its
extinction.

Overview:
This gives the overview of the project report and mentions the outline of the
chapters.
Chapter: 1. Introduction
The chapter contains the theoretical background of the study.
Contains information about the industry, its history, growth and other important
aspects.

2. Research Design Tool:

To make research various surveys are conducted they are as follows: The
various data are collected from primary and secondary source through the
questionnaires; books, journals, old reports and annual report were used.

The chapter contains the title of the study, statement of the problem,
Objectives of the study, scope of the study, limitations of the study, methodology,
research Instruments, definition of the terms and overview of the chapter scheme
of data collected about arpita bajaj.
Chapter: 3. Company profile
The chapter contains information about the Arpita bajaj hassan, its products,
procedures, services provided to the consumers, policies regarding the services and
products, management, company profile, comparative analysis with the
competitors, etc.

Chapter: 4. Data analysis and Interpretation

The chapter contains the title of the tables, data tables, analysis of the tables,
Interpretation of the table, graphical representation of the data collected.

Chapter: 5. Findings and Conclusions

The chapter contains findings, suggestions and conclusions of the study.
The findings are summarized and presented in paragraph and numbering form.
It also contains the conclusions that justify the objectives of the study.
Chapter: 6. Recommendations
It contains any recommendations from the researcher that he has arrived at
through the course of study and may prove beneficial for the Arpita bajaj.

Bibliography
 Chapter 3

Company Profile
 3.1 A BIRD VIEW OF ARPITA BAJAJ

Arpita Auto Dealers has taken its birth in the year may 1, 2000 by appointing as
a authorized dealer of Bajaj Auto Ltd. For the sales, service spares of two
wheelers. A new showroom was started in Hassan in the heart of the city of the
BM Road. In the early stages of the firm there were only 20 workers who were
working. Due to the increase of sales and profit of the firm, they wanted to
increase the scale of the business. So the purchased asset (site) in 1983, Hassan at
BM Road. In that place, they constructed an exciting showroom for the purpose
of business. It consists of 3 divisions.

They are:-

A. A department for sales.

B. A department for service.

C. A department for spares.

1. The sales department contains a head count of 13 members.

2. The service department contains a head count of 25 members.
3. The spare part department also contains a head count of 04 members to
work. It is having computer facility for billing and charging the amount.
3.2 NATURE OF THE FIRM
Arpita Bajaj (is a sole trading firm. the founder of Arpita Bajajwas Vishwanath
Patil who developed the firm into a greater extent.

3.4 INFRASTRUCTUAL FACILITIES:-

The firm is having a total area of 2000 sq.ft. It is having a fabulous and an
attractive showroom of 950 sq.ft. The spare part section is having on area of 1000
sq.ft. It is having a well equipped workshop with an area of 1800 sq.ft. The
remaining area is using for parking and test riding of vehicles.

3.12 PRODUCT PROFILE:

Type of Company: Public

Foundedin:1945

Headquarters:Pune,India.

1. Products: Scooters, Motorcycle, and Autorickshaw.

Bajaj Auto Ltd. is an important Indian automobile manufacturer. Bajaj Auto is

the second largest two-wheeler manufacturer in India and one of the largest in the
world. It is also the earliest one in India to venture into automobile
manufacturing. The company produces and exports scooters, motorcycles and the
 auto rickshaw. Bajaj Auto is based in Pune, Maharashtra, with plants in Akurdi
and Chakan, Waluj and Pantnagar.Uttarakhand.

Bajaj Auto Limited was founded on November 29, 1945. At that time it was
known as M/s Bachraj Trading Corporation Private Limited. The company
initially sold imported two- and three-wheelers in India. In 1959, Bajaj Auto
obtained license from the Government of India to manufacture two- and three-
wheelers in the country. In 1960, Bajaj Auto became a public limited company.

Over the last few years, Bajaj Auto has smartly and successfully transformed
its image from a scooter manufacturer to a two wheeler manufacturer. At present,
the product range of Bajaj Auto includes Scooters and Motorcycles.

The last few years have seen company's real growth in numbers after it
successfully introduced a number of new models in various segments of the fast
growing bike market in India. In fact, Bajaj Auto smartly introduced new
segments in the motorcycle market to take on its arch rival and market leader
Hero Honda.

2.3.13 Bajaj Avenger

Bajaj Avenger is a cruiser bike from the stable of Bajaj Auto. Bajaj Avenger is
modeled along the lines of Kawasaki Eliminator as it draws the styling and other
design cues from Bajaj Eliminator which had an air-cooled, single cylinder
Kawasaki engine.

2.3.14 Bajaj CT 100

 Bajaj CT 100 is a 100 CC entry-level bike from Bajaj Auto. Bajaj CT 100 clearly
targets the value-for-money conscious young bike buyer and offers build quality
and trim levels of higher-end bikes at a price closer to that of a traditional metal-
bodied.

2.3.15 Bajaj Platina

Baja Platina is a bike built by the Bajaj Auto. Baja Platina borrows extensively
from the Bajaj Wind and Bajaj CT 100 models.

.2.3.16 Bajaj Discover

DTSi Bajaj Discover DTSi is a 125 cc bike. The Bajaj Discover has been the
highest selling 125 cc bike in India since its inception and far ahead of other bikes
in its segment. It is equipped with worlds first 125cc DTSi engine which gives
best in class power of 8.47KW.

2.3.17 Bajaj Pulsar

DTSi Bajaj Pulsar has achieved the status of a cult bike in India. The sturdy and
macho looking bike has been hugely popular in the Indian motorcycle market and
is largely responsible for changing the 'scooter manufacturer' image of Bajaj Auto.
2.3.18 Bajaj Wave

Bajaj Wave scooter borrows heavily from the old Bajaj Safire in terms of the
overall design but it comes with several new refinements. Bajaj has incorporated
its patented DTSI (Digital Twin Spark Ignition) technology and Exhaust TEC into
Bajaj Wave.

2.3.19 Bajaj Wind 125

Bajaj Wind* 125 is an executive segment, upright postured, fuel efficient bike
from Bajaj Auto. Though manufactured in India, Bajaj Wind 125 is available only
for select international markets.

2.3.20 Auto rickshaws

2. Bajaj Auto rickshaw Rear Engine 2 stroke petrol .

3. Auto rickshaw WH175ZK
4. Auto rickshaw passenger and goods carrier
5. Star Auto rickshaw 4 stroke petrol
 Service Quality
According to Vavra (1995), quality is consistently delivering products and
services that fully meet consumer needs and expectations. Quality is defined by
Stonebraker and Leong (1994) in the following terms:

Product or service quality requires a total system, which identifies customer

requirements, which designs the product/service to those requirements and which
establishes a production or service delivery system to produce in conformance with
the specifications. According to Woodruff (1997), customer value is: A customer's
perceived preference for and evaluation of those product attributes, attribute
Performances, and consequences arising from use that facilitate (or block)
achieving the Customers goals and purposes in use situations. Vandermerwe
(1996) makes three assumptions regarding customer value:

1. Value is not what goes into a product, but what a customer gets out of it.
2. A customer gets this value out over a period of time, rather than at a point in
time
3. Value happens in the customer's space rather than in suppliers space, where
only costs Accumulate. According to Naumann and Giel , becoming market
driven means identifying market growth, market attractiveness, and target
markets, while becoming customer driven means using the customer to drive
continuous improvement, organizational reinvention, and radical redesign.
When a company is customer driven, it means that the customer is the one to
decide on the supplier's value added processes. Quality work does not mean
quality service (Maister, 1997). According to Brown (1992), customers
prefer organizations that deliver quality service, and suppliers can charge
premium for quality services. Early research (Grnroos, 1982) suggests that
 customers assess service quality by comparing what they feel a seller should
offer and compare it against the seller's actual service performance. Quality
control and marketing must take place during service production and
consumption. Grnroos (1988) has identified a list of six criteria of good
perceived quality professionalism and skills, attitudes and behaviour,
accessibility and flexibility, reliability and trustworthiness, recovery, and
reputation and credibility.

The first is outcome-related, reputation and credibility are image-related,

and the rest are process-related. Storbacka and Holmlund note that
relationship quality can be seen as an antecedent to many other perception
concepts, for example, value, satisfaction, trust, and commitment. The
service quality model of Parasuraman (1985) identified five key gaps that
can cause problems in service delivery. These gaps are:

1. Research gap between customer expectations and management's perception

of 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 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 .
In studies of customers' expectations of service quality and their
actual experiences, the following five elements are seen as the most
important to a buyer (Gitomer, 1998, Heskett et al. 1990, Parasuraman and
Grewal.
1. Reliability ability to provide what was promised
2. Assurance knowledge and courtesy of employees and their ability to
convey trust and Confidence.
3. Tangibles physical facilities, equipment and the appearance of the
personnel
4. Empathy caring and individual attention
5. Responsiveness willingness to help and provide prompt service Two
critical dimensions are reliability and responsiveness. Generally, reliability
is the most important for customer when they assess service.

Responsiveness means anticipating problems before they occur, rather

than fixing problems quickly. Companies must work at making sure that
problems will not occur at all. Once the customer is sure about the quality of
the product and responsiveness of the employees, the probability of a
customer becoming a loyal customer increases.

According to Friday and Cotts (1995), customers evaluate services based on

the purpose of the service, necessity, importance, results, cost, and risk. In
order to have appropriate expectations, a customer should have a full picture
of the purpose of a job.
 Depending on the customers perception, the necessity of a service can vary.
If a service is necessary to help customers perform their jobs, they have high
expectations for the job. If a customer sees a risk associated with dealing
with the company, their perception of the added value can be minimal.

According to Naumann (1994), determinants of service quality are:

1. Reliability consistency of services

2. Responsiveness willingness or readiness of employees to provide service
3. Competence possession of required skills
4. Access approachability and ease of contact
5. Courtesy politeness, respect, consideration, and friendliness
6. Communication keeping customers informed and listening
7. Credibility honesty, trustworthiness
8. Security freedom from danger, risk, or doubt
9. Tangibles physical evidence of the service
Products are made up of two elements:
Basic features such as components, ingredients and performance, and
such added value components as image, service, styling, and support. Every
product additionally entails services. Customers do not always differentiate
between product and service quality, but regard these elements as a package.
Research shows (Naumann, 1994) that improving tangible product quality is
easier than improving service quality for most companies.
Its implication is that service quality is more difficult to replicate, as
service quality derives from corporate culture and therefore it can be a more
 permanent competitive advantage . In the customer evaluation process it has
been reported that customers perceive greater risk when purchasing services
than products, rely more on information from personal sources, and use price
and physical facilities as the major cues to service quality.
Customers can be reluctant to try new services because of the risks
involved (Cannie, 1994). For many non-professional services, the customer's
set of alternatives includes self-provision of the service. Competing options
for services are normally smaller than for products and consumers carry out
greater post-purchase evaluation with services than with products.
Customers define quality frequently through their subjective and
preconceived values. The measures of quality in service organizations are
generally more subjective than in the manufacturing environment.
Therefore, the manufacturing view of quality does not apply in isolation, but
must be seen in the context of the customer service environment in which
the product is delivered. Service quality is one element of the service
equation. Frequently, the results are more important to the customer than the
process quality.
In certain cases, price and other acquisition costs can be more
important than process quality (see the customer value equation). Value is
not equated with low prices; services and goods of high value can be at high
or low prices. As customer needs are different, customers are willing to pay
very different prices for a given service, depending on its importance.

The resulting value to the customer over the costs creates potential profit. It has
been estimated that a 5 per cent improvement in customer loyalty would result in a
25 to 85 percent improvement in profit in service industries. The customer value
concept holds that customers buy what creates the most value for them. It has also
been defined as an emotional bond created between a customer and a supplier.

A precondition for this bond to be established is that the product be able to

meet or exceed customer's expectations. Customers can be delighted if the supplier
is able to improve its performance continuously. Service quality is a logical driver
of perceived value. Even if the buyer-seller relationship involves a physical
product, excellent presale or postsale can add to benefits received and reduce the
buyer's non-monetary cost like time, effort, or mental stress.

There are differences in customers' abilities to evaluate the quality of tangible

goods and services. In general, most goods are easier to evaluate compared to most
services and it seems that most complex services are the most difficult to evaluate
claim that quality of service equals delivered service quality minus service
expected. Quality of service is seen to be similar to customer satisfaction.

Realized that the results from a service are frequently difficult to assess, in
some cases even after the purchase of service. The service value is a subjective
matter and is defined by the customers. Stenberg (1997) calculates total added
value for the customer as the difference between the customer's benefits and costs
including both quantitative and qualitative aspects.

The customer value equation is the customer perspective that influences

purchasing decisions. The value and goods delivered to the customers equals the
results created for them as well as the quality of the processes used to deliver the
results, all in relation to the price of a service to the customer and other costs
incurred by the customer in acquiring the service.
 The value of the results varies with the size of the service tasks and their
importance for the customer. Frequently, the way a service is provided is as
important as the results.

For example, in a study of health care, more than half of the claims did not
involve patient injury or unpleasant effects. This has the following effects on
service providers.

1. Service quality is relative

2. Service quality is defined by the customer
3. Service quality varies from customer to customer
4. Service quality can be enhanced by meeting customer expectations and
controlling those expectations.
A company's most significant success factor is the ability to deliver
better customer value than the competitors do. By analysing (McDougall et
al., 1997) the components of customer value, a company can estimate a
customer's true profitability. Customer perception of expected benefits
consists of product and service attributes. Fredericks and Salter's "customer
value package" additionally includes company image relative to the
competition.
Good customer value consists of product value, service value, and
value-based pricing. Sacrifice consists of transaction cost, life cycle cost,
and risk (Naumann, 1994). Many customers measure their costs only in
terms of price, but in certain cases, the acquiring costs can be substantial and
convenience costs can have a value for a customer.
Customers' perceived risks should be reduced in ways that would
increase their expectations and create competitive advantage. Service
reliability reduces the costs of service delivery and builds value for the
 customers. For an organization that offers a service whose quality cannot be
judged in advance, a service guarantee may represent an important
marketing tool, and it can be significant for the potential customer to whom
this service may cause a substantial risk.

Service guarantees may further help the supplier to focus on its customers
and can even lead to the re-design of the service process with breakthrough service
2.1.2THE TWO-WHEELER INDUSTRY BASICALLY
COMPRISES:

2.1.2.1 MOTOR CYCLES:

The motorcycles segment grew by 28% in terms of sales in 1995, which is

remarkable by all standards. In the 1980s the only available motorcycles in the
Indian market were the conventional indigenously build Rajdoot, Bullet and Yezdi.
This changed drastically when Japanese introduced their motorcycle in Indian
market. The superior styling and better ergonomics led to increase in the market
share.

2.1.2.2 SCOOTERS:

In 94 - 95 the scooter segment accounted for 46 - 80% of two wheeler

industries crossed the one million mark. As such the scooters segment has grown
by 34% - 37%, which is one of the segment achievements of industry.

Customer Satisfaction After Sales & Service. The most important

contribution to the segment is Baja Auto with an installed capacity of 12.72-lakh
scooters per annum. In act the company is the largest manufacture of two-wheeler
in the country and fourth largest in world.
 Other Companies, which involve in manufacturing scooter are LML with a
capacity if 20,000 scooter per annum and Kinetic Honda. In both the companies
(LML Limited and Kinetic Honda) foreign partners enjoyed a majority stake.

2.1.2. 3. MOPEDS:

In 1972 Indian customers was introduced to the models of two-wheeler,

which was popularly known as Mopeds. The segment was dominated by Luna,
which become virtually to generic name for mopeds and come to be identified with
lower middles class people of the country because it was the cheapest available
two wheeler with maximum offered mopeds are for this smallest chunk in the
Industry. However this segment has failed to grow especially compared to
Motorcycles and Scooters.

During the 1980,s mopeds are quite popular in first half of the 1980s, the
scooters showed a phenomenal growth of 65% during 1980 85. During 1994
mopeds registered a growth of just 13% Kinetic Engineering is one of the leading
producers of mopeds in India. A major part of growth on the two wheeler industry
has come from Motorcycles especially the Indo Japanese 100 CC motorcycles
which are considered fuel efficient, reliable and suited for rough roads. Scooter
sare also growing at a fast pace and are being increasingly perceived as a better
option providing convenience and modern style, by urban customers. In this
category, TVS Scooty holds a dominant market share.

TVS Scooty, launched in 1994, with its elegant looks has definitely spurred
the growth of this segment. The two-wheeler industry has come a long way from a
modest production of 150 units in 1950 to three million units per year in 1998.
2.1.2.4 PROMISING FUTURE:

The future out look for the industry looks promising. Rising income levels
in both urban and rural markets will ensure a rising market for the two-wheeler,
considered a basic need. Most of the leading players such as TVS, Hero Honda and
Bajaj Auto gearing up to strengthen their presence in this segment with a range of
new products that will address the needs of specific consumer demand. Today
customer preferences are driving the industry. Reliability, modern styling and
economy are demanded by the mass segment while convenience the important
features for the emerging segment the power and pleasure of riding a two wheeler
as well.

The manufacturers are responding to these customers needs with the

introduction of new models and modifying existing models. The next few years
will see a flood of new vehicles from various manufactures. These vehicles will
only have not only have to improved aesthetics and comfort but also be
environmental friendly. The motorcycle segment will also see many new models
introductions from TVS, Hero Honda, and Bajaj. The market will see higher
capacity vehicles in the 125 CC to 175 cc range compared to the predominantly
100 CC motorcycles sold now. The two-wheeler industry is geared up and going
full steam ahead into the next century.
2.2.2 THREE WHEELERS
Demand for 3 wheelers, has been strong and over 16000 3 wheelers have
been sold in March, 09. Commercial production of GC 1000-new one ton goods
carrier powered by high performance Kubota Diesel Engine has commenced a
Waluj plant. Company expects to produce over 500 units of this model in April
09.

EXPORTS GROWTH H.R .Institute of Higher Education, Hassan

Customer Satisfaction After Sales & Service. Exports growth continues in
March. Exports performance continues to be strong, with 7,119 two and three
wheelers exported during the month, a growth of 53.8% over 4,628 units
exported in Mar, 09.

Export performance during the month would have comfortably crossed

11000 units, but for the Mumbai customers House Agents strike for a few days
which bampered shipping of goods.

As of 31st March over 4200 units awaiting shipping in Mumbai port. Fiscal
Year 08-09 volumes total sales of 2 and 3 wheelers for 08-09 are 14,42,760
units recording a growth rate of 6.2% over last year.

Motorcycles sales are 868,089 units against 656,018 units sold during 08-09
recording a healthy growth rate of 32.3%. Despite intense competition, in this
all important segment, for the 3rd consecutive year, company has recorded
market share improvement, which for 08-09 stood at 23%. Exports have been
another high point of the year 94, 133 units have been exported-highest ever by
the company and a whopping 112.4% growth over corresponding numbers of
44,311 units exported during the previous fiscal.

Fiscal year 08-09 outlook based on product strength in critical motorcycle

segment which is expected to contribute over 80% of 2 wheeler sales, company
is bullish for the forth coming year.

Discover and CT 100 have redefined be respective sub-segments and Pulsar

180 with its best in class performance and fuel efficiency, is making in roads in
the Executive segment.

Given the current uncertainties explained earlier, 08-09 is projected to be a

difficult year. Despite this general back drop, based on its products, positioning
and exports, company expects to sell over 1.6 million units in 08-09, achieving
a 10% plus growth rate.

2.2.4 BOOK PROFIT OF THE FIRM

Reflective of the growing competitive pressure in the Two wheeler industry.

Bajaj Auto reported a marginal increase in turnover and net profit for the year
ended Mar 2009. Aided by 6% increase in sales volume, the total income from
operations rose 15% to Rs. 4,895.3 crores.

For the year ended Mar 09 motorcycle sales rose 32% to 8.68 lakh units
while 3 wheeler sales 21% to 1.94 lakh units.
 However the other two wheeler segment such as scooter and step they saw a
net decline in sales volume. As a result, the total two wheeler sales inched up by
4% deposit a robust 21% increase in motorcycle sales.

MOTORCYCLES SALES
A total of 74,031 motorcycles were sold during March 08, as against a sale of
69,924 units in March 2009 a growth rate of 5.9%. April 1, 2003: This growth has
been achieved despite very tough market conditions triggered by war, petrol price
bikes, VAT related confusions etc. Such growth was enable by the strong product
line up of the company-entry level CT 100 BYK, the new Pulsar 150cc of take of
10,754 units, Initial customer feedback is encouraging and company plans to
produce over 30000 units during April 2009.

2.2.5 FINANCIALS
The operating profit margin rose to 18.9% from 17.5%. The cost control
measures undertaken by the company along with the increased off take of
higher value products such as Pulsar, CT 100 and 3 Wheeler helped the
company to achieve a higher OPM.

The increase in turnover and profitability helped Bajaj to record a 3.3%

increase in post tax earnings to 5,38,42 crores. The company has maintained the
dividend at 140% for the year ended Mar, 03.

The impact of the competitive forces is evident in the fourth quarter of the
previous fiscal. The turnover for this period rose by just 10% while the OPM
 saw a net decline. Over the past few years Bajaj has been fairly successful in
segmenting the motorcycle market.

It took the lead be launching CT 100 at the lower price spectrum and, with
Avenger and Pulsar, which were positioned in the premium price band

. However Hero Honda and TVS Motor have launched a product that
competes with Bajajs range in almost all price segments. As a result, the
company might find its growth rates getting stalled.

2.2.6 FORWARD LOOK

For the financial year 2008 BAL is targeting two wheeler sales of 1.6
million units, online with the 12% industry growth rate. But is motorcycle
growth rate is 30%, with volumes crossing one million units, including
projected Pulsar volume of 240,000 units.

2.2.1.6 POLLUTION CONTROL:

Important tips to keep the emission low.

Keep the sparkplug clean and maintain specified gap.

Keep the air filter clean.
Between electrodes.
Avoid use of excess oil in fuel.
 Avoid use of adulterated fuel.
Get the carburetor tuned at an authorized service centre.
Avoid use of adulterated fuel.

2.2.1.7 NON USE MAINTENANCE:

Cover the vehicle properly.

Grease all unpainted parts.
Such that both the tyres are not loaded.
Vehicle and subject it to bench charging, every fortnight.
Start the engine, consume the fuel inside the carburetor.
Empty the fuel tank.
Keep the vehicle thoroughly.
Use the correct percentage.
 .2.3.5 Table showing the total sales of Two Wheelers achieved by
Arpita Auto Dealer in the last 2 years.

YEAR TOTAL SALES OF 2

WHEELERS

2008-09 79
2009-10 120

The above table clearly shows that the sales of two wheelers are in cumulative
increase except in the year 1995-96. So that Hassan Auto Dealers performing its
function in a competitive way.

3.6 PROMOTIONAL STRATEGY OF THE FIRM:-

Arpita Bajaj emerged as a fast moving seller of two wheelers of Bajaj Auto Ltd,
it has undertaken various promotional tools to retain the existing customers and to
forecast the prospective and failure customer. Following are the sales promotional
tools adopted by the firm to increase its sales.

.3.7 NEWS PAPER:-

The firm has adopted the newspaper as an advertisement media for the promotion
of its two wheelers. If give the Add in the all English newspapers like.
 Times of India, Vijay Times, Indian Express, Deccan Herald etc. It also gives
Add in local newspapers such as Vijaya Karnataka Janatha madhyama etc.

3.8 TELEVISION:-

The firm displays its Add in different channels of television. It is an effective

media of advertisement which is adopted by the firm to induce the prospective
customers.

2.3.9 MAGZINES:-

The firm subscribes its Add in various souvenirs and magazines of reputed
colleges, educational institutions and in other institutions.

2.3.10 WINDOW DISPLAY:-

The firm is having an exciting showroom and a large place for the display of
vehicles. The vehicles will to display through windows. So it attracts the attention
of the customers when they enter into the showroom.

2.3.11 OTHERS:-

The firm displays its products big banners, posters, boards across the major
busy roads and also leaf lets, pomp lets issued to the customers.
 The posters, banners will be displayed in the sports events, drama festivals,
youth festivals, exhibitions, fares, and other famous festivals.

1. ACHIEVEMENTS:

Bajaj Auto Ltd achieve some Awards from some companies, the are

2005

1. Bajaj Discover DTS-I was chosen as Bike of the Year and Indigenous Design
of the Year by Overdrive Awards.

2004
2. Bajaj Auto was chosen as Bike Maker of the Year by ICICI Bank Overdrive
Awards.
3. DTS-I Technology was chosen as Auto Tech of the Year by ICICI Bank
Overdrive Awards.
4. Bajaj Pulsar DTS-I became Bike of the Year by ICICI Bank Overdrive
Awards.
5. Wind 125 chosen as the Two Wheeler of the Year by CNBC AUTOCAR
Awards.
6. Wind 125 chosen as the Bike of the Year by Business Standard Motoring.

2003.

7. Bajaj Pulsar 180 DTS-I chosen as Wheels Viewers Choice Two Wheeler of
the Year and Best Two Wheeler by BBC World Wheels Award.

8. Bajaj Pulsar 150 DTS-I chosen as Best Two Wheeler between Rs. 45,000 to
Rs. 55,000 by BBC World Wheels Award.

9. Bajaj Boxer AT KTEC chosen as Best Two Wheeler under Rs. 30,000 by
BBC World Wheels Award.

10. Bajaj Pulsar chosen as Motorcycle Total Customer Satisfaction Study by

NFO Automotive.

11. Bajaj Pulsar chosen as Bike of the Year by ICICI Bank OVERDRIVE
Awards.

2002
1. Bajaj Pulsar chosen as Most Exciting Bike of the Year by OVERDRIVE
Awards.

2. Bajaj Eliminator chosen as Bike of the Year by OVERDRIVE Awards.

2001

3. Bajaj Eliminator chosen as Most Exciting Bike of the Year by OVERDRIVE

Awards.

BOARD OF DIRECTORS

1. Rahul Bajaj Chairman

2. Madhur Bajaj Vice Chairman
3. Rajiv Bajaj Managing Director
4. Sanjiv Bajaj Executive Director
5. Rakesh Sharma CEO (International Business)
6. R C Maheshwari CEO (Commercial Vehicles)
7. S Sridhar CEO (Two Wheelers)

The firm is having a separate counter for sales and for Bajaj Auto Finance.
Bajaj Auto Finance is providing a good facility for customer like loans, free
service etc. The customers will have the facility of loan by Bajaj Auto Finance
Ltd., in Pune at an attractive rate of interest. The customer has to clear the
installment within 12, 18, 24& 36 months.
 2.2.5 SWOT ANALYSIS STRENGTHS WEAKNESS SWOT
ANALYSIS THREATS OPPORTUNITY

STRENGTH

THREAT
SWOT WEAKNESS

OPPURTUNITY
 STRENGTHHS:

8. Government Bank giving more attention to installation loan improvement.

9. Less use of chemicals.

10. Ever time more demand.

11. Minimum Response Time due to good Team Work.

12. Focus on Customer Delight besides Customer Satisfaction.

13. Latest Hi-tech Core Concepts of Production & Quality.

WEAKNESS:

1. More than 50% of the targeted customers are youths.

2. High dependence on the transportation.

3. Old methods and techniques are in use

4. Cost for maintaining standard is more.

 OPPORTUNITY:

1. Bajaj Auto Ltd said it plans to expand its presence in south-east Asia and
Africa to tap the growing demand for two-wheelers and motorized rickshaws
in these markets.

2. Bajaj is India's second-largest motorcycle maker, which also makes

scooters and dominates the Indian market for three-wheeled motorised
rickshaws, has enjoyed a boom in India's $4 billion-a-year market of nearly
5 million bikes, the world's second-largest after China.

3. . Bajaj plans to set up a manufacturing plant in Indonesia in a joint venture

with its local distributor, and use that as a hub for expanding exports in the
rest of south-east Asia.

4. Bajaj will hold the majority stake in the joint venture, which will be
finalised in the next three months, he said, declining to disclose the value of
its investment.

5. Bajaj will also set up an assembly unit in Nigeria.

6. Bajaj, overtaken as India's top two-wheeler maker in 2002 by Hero Honda
Motors Ltd, has benefited from rising incomes in Asia's third-largest
economy, besides cheaper loans and a shift in preference to high-value
motorbikes from scooters.

7. But Bajaj, which uses Kawasaki Heavy Industries Ltd technology for
some models, faces growing competition from Honda Motorcycles, Suzuki
Motor and Yamaha, besides local players TVS Motor and Kinetic Motors.

8. Bajaj Auto to launch cheap car to tackle Tatas car. The Proposed cheap car
from Bajaj Auto will have a 500 or 600cc engine and diesel, petrol or CNG
engine options.

THREATS;

1. Faced with tough competition.

2. Competitors such as LML, Hero Honda and TVS Motor are also slated to
launch models this year.

3. In the late 1990s, Bajaj Auto, the leading scooter manufacturer, faced a
crisis. There was a shift from scooters to motorcycles. Urban youth as well
as rural markets were patronizing the motorcycles, effectively ignoring
scooters.
Five basic customer value lessons are:

1. Customer defines the appropriate product quality, service quality and

reasonable price
2. Customer value expectations are formed relative to competitive offerings
Customer expectations are dynamic, always demanding Product and service
quality must extend throughout the channel
3. Maximizing customer value requires total organizational involvement and
commitment.
Walker (1998), Naumann (1994), and Bhote (1996) claim that the Japanese
quality function deployment (QFD) technique provides statistically valid market
research to determine the value customers place on different attributes. Vavra
(1995) recognises applications of quality function deployment in marketing context
as well. Rust et al. (1995) have described return on quality (ROQ) as a method to
justify financially spending on quality initiatives. In return, quality improvement
efforts are treated as investment

Customer Care and the Service Manager:

It was realized after the pre-study that the traditional definition of after sales
was too narrow to describe all the tasks of after sales activities. In the literature,
maintenance or preventive maintenance activities relate to the delivered equipment
. In the case of mobile networks, this definition does not cover the whole scope of
the used after sales activities.
A new term, "care" is found in the present study, which is synonymous with
after sales. The word care hints towards the health care industry from where it is
likely to have originated, as according to Baird (1999), health care is essentially a
highly personal service. During the 1990's, the word "care" was used increasingly
frequently in a marketing context to underline premier customer handling, as in
telemarketing by Ambrose and in the case of Volvo by Anonymous. Customer
focused orientation of the marketing and sales (Anonymous, 1995), or high-
quality services to assure customer satisfaction .
Often, care is tied to services that are delivered to the customer after the final
product has been delivered. In the scope of the present study, the services studied
under the title care include preventive maintenance and maintenance activities, but
are not only limited to that. Care has common characteristics with maintenance
activities, as it is delivered to the customer after the final product has already been
delivered; in the other words in the care phase. In this sense, care could be thought
of as a set of after sales activities.
The basic needs related to equipment are performance, reliability, and
maintainability, which have to be met in order to provide availability. The
objective of maintainability is to maximize the availability of all facilities and
equipment. Maintainability consists of design and production of equipment so that
it can be maintained. Maintenance means performing duties to restore and to keep
equipment in operating condition. Maintainability and maintenance refers to
supporting operating capability that satisfies the user over the desired period of
time.
Care and care management not only includes maintenance, but additionally
attempts to improve the performance of the operating capability that will improve
the satisfaction of a user. As the nature of the mobile networks is dynamic, i.e.,
they are constantly changing, finding an optimal solution for the customer appears
to be if not impossible, at least a very difficult task. With the care activities, the
supplier tries not only to carry out different kind of maintenance activities, but also
to enhance the current capabilities of the existing mobile network.
 In order to include all of these activities under one title, it would be unfair
merely to talk conventionally about maintenance, as there are also elements in care
that frequently receive less attention in maintenance.
This could partly be because, in certain industries other than mobile
telecommunications, some of these services are not relevant. In their analysis, use
the terms "relieving" and "enabling", which have close equivalents in the care
process, in the terms maintaining and improving.
According to Normann and Ramirez (1994), companies can relieve customers'
workload by tackling certain tasks, but at best, companies can enable a better
capability to complete certain tasks Products or services that enable customers to
perform their tasks better require a deeper understanding of the customers
business. The service manager has the business responsibility in the supplier
organization to deliver the care services to the customer. The supplier nominates a
service manager to be responsible for the management of the care phase in the
supplier organization towards a customer.
The success of the service manager is indirectly measured by the success of the
delivery of the care services. Success is interpreted in terms of the customers
perception of customer satisfaction and customer loyalty. The service manager
concept examined in the present study relates to the particular service manager
concept employed in the studied supplier company. Originally, the service
manager concept was invented based on the customer feedback. During the present
study, the concept of service manager was in its early stages and its role and
importance were still not completely clarified.
Marketing activities strive to producing customer satisfaction with the "four
P's", product, promotion, price, and place (Kotler, 1997). Many companies perform
the "place" function of physical distribution separately from marketing. However,
it is likely that physical distribution through the provision of customer service
contributes to the success of a company and can enhance customer satisfaction.
 Chapter 4

Data Analysis & Interpretation

4.1 ANALYSIS OF CUSTOMER SATISFACTION AFTER SALES
AND SERVICES THROUGH QUESTIONNAIRE

1. Did you receive any information through calls or letter for the service
due date to get your vehicle serviced?

Table
Response No. of customer
Yes 75
No 25

Graph

No. of customers

25%

Yes
No

75%
Interpretation/ analysis:

According to my survey, out of 100 respond 75% of people say they get
intimation from Arpita Bajaj, and 25 % of the people not get any intimation from
Arpita bajaj about service due to get vehicle serviced.
4.2 When you entered, what was the total time taken before some
one from the staff attended you

Table

Response No. of customers

Excellent 15
Good 45
Fair 20
Poor 20

Graph

no of customers
no of customers

45

20 20
15

Execellent Good Fair poor

 4.3 How do you rate cleanliness and comfort of service
reception & customer waiting lounge/area?

Table
Response No. of customer
Excellent 42
Good 27
Fair 21
Poor 10

Graph

No. of customers
1%

23%

Excellent
46% Good
Fair
Poor

30%

Interpretation /analysis:

In the samples taken out of 100 respondents 42% of the people says cleanliness
and comfort reception& waiting area excellent & 27 % of the people says good &
21% people says fair, & remaining 10% people says poor on cleanliness and
comfort of reception & waiting area.

4.4 Do you think the person who attend to you and accepted your
vehicle for service was able to understand the vehicle issues and also
answered all your queries appropriately

Table

Response No. of customers

Excellent 36
Good 38
Fair 16
Poor 10

Graph

No. of customers
No. of customers

38
36

16

10

execellent good fair poor

4.5 What type of service betterment do you expect from arpita Bajaj
future

Table

Response No. of customers

Better service 45
Better settlements and claims 35
Better returns 15
Others 05

Graph

No. of customers
No. of customers

45

35

15

Better service Better settlements and Better returns Others

claims
 4.6. How conveniences are you when the vehicle delivered as per
the allotted time.

Table

Response No of customer
Very convenience 25
Convenience 50
Not convenience 10
Disappointed 15

Graph

Sales

15% 25%
10% very convenienced
convenienced
not convenienced
50% Disappointed

Interpretation/ Analysis:

According to my survey out of 100 respond, 25% of the people very convenience
at the time of vehicle delivered as per the allottedtime in Arpita Bajaj. And 50% of
the people convenience. And 10% of the people not convenience and 15% of the
people says disappointed about at the time of vehicle diliverd as per the allotted
time in Arpita Bajaj.
4.7. It is helpful if service station is kept open on Sundays
Table

Response No. of customers

Yes 85
No 25

Graph

90 85

80

70

60

50

40

30 25

20

10

0
yes no

no. of customers
4.8. Do you feel the service charges/ repair charges were reasonable
Table

Response No. of customers

Excellent 28
Good 38
Fair 24
Poor 10

Graph

No. of customers
Poor
1%

Fair
26% Excellent
31%

Good
42%
4.9. What is your experience related to availability of spare parts.
Table

Response No. of customers

Excellent 25
Satisfied 13
Average 27
Not Satisfied 35

Graph

No. of customers
2%

38% Excellent
41% Satisfied
Average
Not satisfied

19%
4.10. Did you find the service center staff co operative, courteous
and public?
Table

Response No. of customers

Excellent 21
Satisfied 45
Average 23
Not satisfied 11

Graph
 No. of customers
No. of customers

45

23
21

11

Execellent Satisfied Average Not satisfied

4.11. How would you rate your overall service experience.

Table

Response No. of customers

Excellent 23
Good 47
Average 16
Poor 14

Graph
 No. of customers
2%

18%
26%
Excellent
Good
Average
Poor

54%
4.12. Rank the service given below according to your satisfaction.
Table

Response No. of customers

Information in time 25
Quick issue of re-imbursement 13
Claim & settlement procedure 27
Good relationship with customer 35

Graph

No. of customer

25% Information in time

35%
Quick issue of re-imbursement

Claim & settlement procedure

13%
Good relationship with
customer

27%
4.13 How do you feel about Arpita Bajaj service department.

Table

Response No. of customers

Excellent 32
Satisfied 42
Average 14
Not satisfied 12

Graph
 No. of customers
1%

16%

36% Excellent
Satisfied
Average
Not satisfied

47%

4.14. Based on your overall experience, would you visit this service
center again? And also would you recommend your friends and
relatives

Table

Response No. of customers

Yes 75
No 25
Graph

No. of customers
No. of customers

75

25

Yes No

FINDING OF THE STUDY:

After my study at Arpita motors on the customer satisfaction after yhe sales and
service, below are the list of finding,

1 Arpita bajaj as a dealer of bajaj in the city of Hassan was able to satisfy its
customer in the area of service.
2 Due to lack of people in the service department customer werent attended
within the expected time of the customer.
 3 Management is not fully aware of the relationship between the customer and
staff.
4 Most of the customer felt the staff still requires more skills to treat
customers.
5 Customer feel that they want get the same response what they get during the
sales.
6 Management must provide equal weightage for both the sales and services,
as both are related to the customer.
7 Management must seriously look to improve the overall service provided to
the customers.

SUGGESTIONS

Based on the overall finding, the suggestions can be as follow.

1 Management should be stricter on making sure that the customers are attended on
time.

2 Customers questions or problems should be considered properly and same has

been answered effectively.
3 Management should interface frequently in order to make sure that all of its
customers are satisfied.

4 Considering sales and service, equal importance must be given for both.

5 Since thus is the only dealer for bajaj in the town; the role responsibility is on
Arpita to maintain the brand.
6 Must be able to acquire more customers as it sole leadership, this can be done
by proper service to the customers.
7 Management must make sure; it has enough people employed in the service
department so that it can meet the customer expectation on time.
 CONCLUSION

After my analysis on the customer satisfaction after sales and service in Arpita
Motors, I have come to the conclusion where I strongly consider that Arpita bajaj
being only dealer for Bajaj in the city of Hassan has got better room for
improvement in satisfying its customers.

However, I consider management also has a important role to play here by

making sure all the customers are treated as same starting from the sales and till the
services provided to the customers.

If all the above things are seriously considered, then there is no doubt that
Arpita can convince more and more customers to opt them for every sales and
service in the city of Hassan.
Bibliography
 Questionnaire Method

Appendices

Dear Sir/ Madam, A survey being conducted by PRADYUMN DIXIT the

student of SATISH PRADHAN DNYANSADHANA COLLEGE THANE.
Pursuing my 5th Semester BMS. Please co-operate by filling the questionnaire for
A Study on the customer satisfaction on after sales and service in ARPITA
BAJAJ all the information provided by you will be kept as a confidential by me.

NAME:

ADDRESS:

COMPANY:

CONTACT:

1. Did you receive any intimation through calls or letters for the service due
date to get your vehicle serviced.

Yes ( ) No ( )

2. When you entered, what was the total time taken before some one from the
staff attend you.
a. Excellent < 2 min ( )
b. Good (2~5 min) ( )
c. Fair (5~10 min) ( )
d. Poor >10 min ( )
3. How do you rate clean lines and comfort of service reception & customer
waiting loung / area.
a. Excellent ( )
b. Good ( )
c. Fair ( )
d. Poor ( )